360turbines Lean Strategy

360turbines “Lean Strategy” is built on years of hands on experience across many industries. At 360turbines we believe there is no substitute for leadership; leadership must lead by example and must be driven from the top with consistency. Today's global economic climate presents many companies with unprecedented challenges; these challenges come in many forms but faced head on with the correct tools companies can overcome the challenges and grow through the recession.

Today's crisis driven environment is actually ideal, taking decisive action that will ensure that an organization is putting itself in the best possible position to succeed in tomorrow's reality. Successful organizations are able to overcome the challenges ahead of them by organizing core teams responsible for strategic, procedural, administrative and operations.

These teams will be charged with the responsibility to lead the organization through a continually shifting global battlefield. It is the success of these teams that will be the nucleus of organizational change by transforming core business processes which will position the organization in a more competitive posture for the future. 360turbines approach to manufacturing excellence is based on working closely with our clients to deliver measurable and sustained business performance improvements.

Human Factors

Studies have shown that a high percentage of major accidents are attributed in some degree to human failures. These include “technical failures” that have a human error root cause. “Human Factors” are defined as: “environmental, organizational and job factors and human and individual characteristics which influence behaviour in a way which can affect health and safety.

Principle human factors arrangements include competence assurance; identification of human failure; management of change; safety critical communications; maintenance errors and emergency response. Important HF issues for some sites can include alarm handling and control room design; managing failure risks; organizational change; and transition management.