Written by Adrian Oliver, Engagement Leader, Lauras International
I was watching the recent Test Match between England and Australia when Ricky Ponting, the ex-Captain of Australian National Cricket, was being interviewed about his experiences as an international cricketer. The interviewer enquired about the biggest changes Ponting had witnessed during his career. He explained that he had started his playing career during the Semi-professional era of the Nineties, through the Professional era and latterly into the Ultra-professional era. What did he mean by this, the interviewer asked…?
With the increase in the number of TV cameras at matches and the proliferation of companies providing data and statistics on all elements of the game, Ponting explained it has become increasingly common for teams to use this data to identify the weaknesses of opponents. With this information teams have been able to develop more effective tactics to defeat an opponent and thus make their path to success more likely. As a consequence, individual players have had to focus their attention more and more effectively on their own areas for improvement, reinventing themselves each year in the face of fierce competition so that they are able to survive and succeed at the pinnacle of their profession.
Having worked in both the food and drink markets, I know from experience how important it is for businesses to use their scarce resources wisely. In the competitive market places that we all operate in, no-one can afford to waste valuable resources on areas that are not priorities. We must deliver sustained improvement in our operations if we are to deliver long-term success.
Like the international cricketers, it is vital that we capture detailed information about our priority areas so that we can recognise areas of strength but also areas for improvement, e.g. once we have identified the bottleneck of a process we can begin to capture data about how effectively it runs. Using simple data capture sheets and proven analytical techniques it is possible to identify the biggest causes of lost production, be it speed, downtime, or quality related. Now we are able to select suitable methodologies and people to deliver the identified improvements. By implementing solutions that are effective for a hundred years we are able to then move onto the next biggest problem without needing to return to the original issue. As we deliver improvement upon improvement our performance begins to accelerate and we develop a culture of success in which our people and business are able to realise their full potential.
Like the international cricketers we have a decision to make. Do we want to rise to the challenges of an increasingly competitive market-place and become recognised for excellence, seizing the initiative and striving for improvement. Or do we stand still and ultimately no-one remembers us?