Summary Keywords

project, buffer, project management, people, senior management, safety, Ferrari, understand, organizations, TOC, number, called, tasks, area, world, Australia, critical, individual, terms.

Links

Lewis’ Profile: linkedin.com/in/lewis-trigger-5ab2371

Email:  [email protected]

Website: http://lewistrigger.com/CI2/

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Two Minute Tip

Lewis:

The main message that I give out, when I talk about constraint innovation in any area, including, obviously, the critical chain, and project management, but also in all the other areas that we get involved in. Including the whole routine activities, scheduling issues, the whole host of them. It all comes back to the same takeaway or message that I give over. 

And it comes out to one sentence. How can we basically do a lot more of the right stuff with what we've got? What does it mean, what we've got? 

What we've got is the people in the organisation. Our most valuable asset to nearly every organisation, and it's not just a cliche, are the people. And it's amazing how at times, we don't recognize that because when we talk about retrenching people, you know, and you look at the equipment, and you look at the people and say, God forbid, I'll never sell the equipment, even though the equipment's going to stay idle for the next year right? That I'll never get rid of. I paid all that bloody money for the whole thing, right? Ah, but people, we can get rid of real quickly. You know, when you get rid of the people, the amount of investment, you've just thrown away, and then eventually, when things are getting really good, you have to bring someone else in, because the person you get rid of is never going to come back and work for you. 

And so, so what I'm saying here is that the knowledge exists. When I go into even the most complicated project, like Olympic Dam. I mean I don't know, I don't know anything about underground mining, I don't know anything about open-cut mining, I don't know anything. I mean, I don't know. I mean, I'd go into one of those mines, I've never come out of the thing, right? That's for sure. I'd get lost in there. And then that's, that's the end of me. 

I know nothing about it. And quite frankly, I do know a lot about management. But those people, they know two things. They'll understand the engineering technical side fantastically. But they've got really good intuition. They've got really good common sense. It's just a question of directing it and focusing it. It's as simple as that. And so, you know, once I'm able to those said, obviously, the tips that I gave when I talk about the KBIs and the senior management. But once you get that into that mindset of those people, they latch on to it. And they develop it.

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