Organizational culture is one of those ubiquitous but nebulous terms thrown around in the business world. “We have a strong culture of continuous improvement” … “Our safety culture is lacking” … “We need to change the culture around here.” These and similar expressions might be heard in the executive suite, the plant manager’s office, or on the shop floor.Read More
Last week, I had the pleasure of attending the EHSQ Leadership Summit in Toronto. The event was a gathering of Environment, Health, and Safety (EHS) and Quality business leaders hosted by Intelex. A highlight of the event for me was moderating a panel discussion on the opportunity to integrate EHS and Quality Management systems in the pursuit of Operational Excellence.
It never seems to get any easier, does it? Environment, Health and Safety (EHS) and Operations business leaders confront big challenges in managing performance in the face of increasingly complex requirements and risks. Fragmented systems and siloed organizational structures are foremost among them. Although modern information technology is available to help overcome these obstacles, adoption remains relatively low throughout industry.Read More
On Tuesday, March 14, LNS Research hosted the webcast, “Build a Strategic Business Case for Your EHS Technology Initiative.” The presentation showed how to articulate the business value of EHS management, and how to build and position a strategic business case for the EHS technology investment.Read More
You’ve probably heard of W. Edwards Deming. Most people working in manufacturing, quality, or Environment, Health and Safety (EHS) management are familiar with him. He was a well-known management consultant and author noted for his advanced work in quality management and productivity.
In his 1986 book “Out of the Crisis,” Deming laid out the management principals needed to transform industry. One of these principals reminds me why common approaches to EHS and safety management are often inadequate. Let’s look at how this principle applies to EHS and Safety management today, and how a practical framework can help guide improvement efforts, even in an environment that tends to use on “slogans and exhortation” to get results.Read More
Environment, health, and safety (EHS) business leaders face tough challenges in driving performance improvement. Fragmented systems and siloed organizational structures are foremost among them. Modern information technology is key to overcoming these obstacles, yet EHS lags other business functions in adopting it.
Approval of the necessary technology investment requires a compelling business case. Our research shows this step is a big stumbling block, with 31% of organizations citing lack of business case justification as a top challenge to EHS performance improvement. The infographic below provides five practical strategies to elevate the business value of EHS management, and help ensure a winning business case for technology investment.Read More
There’s a good argument to be made that the Environment, Health, and Safety (EHS) business function has been relatively slow to change over the years. In some respects, it might be considered a laggard; for example in the adoption of enabling technology. Developments in recent years are changing that and bringing EHS management more to the forefront, mostly driven by the need for more rigorous management of operational and supply chain risks to ensure safe, sustainable, operations and products.Read More
Efficient and effective business processes are a pre-requisite to Operational Excellence (OpEx), but are only part of the story. We at LNS Research have written extensively about the need for a holistic approach to OpEx that encompasses alignment of the right combination of People, Process, and Technology capabilities. This is a well-accepted paradigm and reminds us to keep the big picture in mind in continuous improvement efforts.Read More