Performance excellence┬áMartin Ashcroft finds lean returning home to automotive through process improvements in a vehicle rental business. The business philosophy we now know as ÔÇ£leanÔÇØ has its roots in automotive manufacturing with Toyota. Many other industries have since seen its value, and the language of lean can now be heard in the corridors of healthcare facilities and financial institutions ÔÇö anywhere, in fact, where waste can be eliminated from processes.

Designing the future┬áAndrew Pelis learns how Graziani + Corazza Architects is leaving its mark on TorontoÔÇÖs skyline by designing for the 21st century with modern innovation. The Toronto skyline is currently undergoing a transformation.

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Advancing the business in the down market┬áIn a downturn, forward-looking executives focus not only on survival, they also prepare the business for recovery. Article three in this series on effective executive management during an economic downturn describes the strategies and practices that business leaders must deploy to achieve this. IntroductionEconomic downturns are accompanied by the failure of weak businesses and ineffective executive teams.

 How Newmont’s Tanami mine is writing Australia’s next great underground story

Looking forward to recovery┬áIn an economic downturn, forward-looking executives introduce strategies for survival, but also prepare the business to lead during the recovery, says Rick Burris, Principal, Oliver Wight Americas. Stressful times create an environment of great risk but also of great opportunity. Economic downturns have always produced a winnowing out of weak businesses and ineffective executive teamsÔÇöbut they donÔÇÖt last forever.

Measuring performanceIn part six of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., discusses the importance of performance measurement, and in particular, ensuring that the right things are measured. IntroductionMeasuring performance is a perennial topic in the executive suite, in board meetings, and at meetings of management scientists. To paraphrase Dr. Deming, measuring performance is good; measuring the right things is the trick executives must learn.

People in teamsIn part five of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., describes how to set up successful teams. Everyone, it seems, is talking about teams, teamwork, and team building. Smart CEOs know that teamwork is crucial to accomplishing their companyÔÇÖs strategic goals, and also that there is more to it than assembling a collection of individuals to work together.┬á  The concept of teams in business is not new, yet many companies still struggle to deploy them effectively.

People developmentIn part four of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., shows how companies with simple technologies often outperform competitors who have the latest and best technologies. The differentiator, he says, is the skill and ability of the workforce.  IntroductionThree of the top ten key factors that drive company performance, according to a poll of business executives, are:1. Attracting and developing talented employees.2. Creating a performance-oriented workforce.3.