After visiting and working at numerous manufacturing plants across the United States this past year, I have come to the conclusion that we really don’t know how to use an andon light properly much less know why we should use them. In most cases, the lights are pointed out as one of the indicators that the plant does know about lean and practices lean principles. In these same plants, I see other things.
I have seen andon lights turned on and stay green all shift long regardless of multiple problems occurring. (Could it be possible the management yelled about the line stops and flashing lights so much that everybody is now afraid to pull the cord?)
I have seen andon lights turn on but all the bulbs were burned out rendering the light useless. (Maybe we should also work on our 5S audit program, lack of gemba walks and poor TPM program?).
I have seen andon lights flash and blink for hours but not one person comes running. (Why does the signal for help go unanswered and why don’t we look into the causes for the long delays?)
I have seen huge multi-stacked andon lights that nobody seems to remember why each color was needed. (How can we make the andon light system simpler?)
I have even seen andon lights used in shop floor pranks just to watch people frantically run around for the humor of the guilty light switch pullers. (Maybe we should read the story about the boy that cried wolf at our next shift meeting?)
Here is a simple visual signal that could improve awareness and responsiveness on the shop floor yet we don’t take the time to properly train and use this tool for its intended function. Just having andon lights is not an indication of being lean; it only helps make problems visible along with promoting the goal of FAST response.
I guess we have taken to heart what my old junior high football coach would regularly say to us on game day, “Boys, keep your jerseys tucked in and your socks pulled up. If you can’t play well, at least you are going to look like you can play well.”
Tuesday, July 31, 2007
New Lean Survey 5 Why Style
Thanks to the lean thinking approach of Mark Graban from the Lean Blog, there is a new 5 Why type lean survey under experimentation to address the limits of typical surveys. This all started from the results of the Lean Enterprise Institute 2007 State of Lean Survey. Please give it a try-link to survey.
Thursday, July 19, 2007
Middle Managers are Biggest Obstacle to Lean Enterprise
According to the 2007 State of Lean Survey conducted by the Lean Enterprise Institute, the number one ranked obstacle to implementing lean is middle management resistance to change, jumping up from number three in last years survey.
Last years number one reported obstacle was backsliding which dropped all the way down to sixth place in this year’s survey.
It seems to be an interesting shift in just one year that it appears most respondents now can sustain gains better but must deal with the “concrete heads” of middle management to progress on their lean journey.
As a lean practitioner in the field working closely with several major clients, I have my own opinion on barriers to the lean journey. What about your obstacles to progress on your lean journey? Do you agree with these finding?
This survey was completed by 2,444 managers and executives within the base of LEI’s monthly e-letter subscribers. I wonder what the mix of senior level executives to lower level lean practitioners is within the 2,444 respondents. I see middle management resistance, employee resistance and supervisor resistance all making three of the top four obstacles to lean. Do you find that odd? Notice anyone missing from the list? Make me say, ummmmmmm!
From a senior executive point of view, I would say we could be a great lean company if it wasn’t for all our middle managers, supervisors and employees resisting change. Looks like the bus needs to makes a bus stop to let some (a lot of) people off. To make it more complete, how about adding supplier resistance and unreasonable customer demands to the list?
As a lean thinker, I find this difficult to believe. First, I would ask five whys to get deeper at the root cause of the obstacles to lean. It is not the five-who process to find the root blame. Until we stop trying to pin blame on someone else, we will not make progress on our lean journey. It is better that we should reflect on our own thinking and actions to see what obstacles we create and fix them first.
Despite my issues with the survey findings, LEI does an outstanding job promoting and teaching lean thinking along with helping organization on their lean journey. For more information, visit LEI at http://www.lean.org/.
Last years number one reported obstacle was backsliding which dropped all the way down to sixth place in this year’s survey.
It seems to be an interesting shift in just one year that it appears most respondents now can sustain gains better but must deal with the “concrete heads” of middle management to progress on their lean journey.
As a lean practitioner in the field working closely with several major clients, I have my own opinion on barriers to the lean journey. What about your obstacles to progress on your lean journey? Do you agree with these finding?
This survey was completed by 2,444 managers and executives within the base of LEI’s monthly e-letter subscribers. I wonder what the mix of senior level executives to lower level lean practitioners is within the 2,444 respondents. I see middle management resistance, employee resistance and supervisor resistance all making three of the top four obstacles to lean. Do you find that odd? Notice anyone missing from the list? Make me say, ummmmmmm!
From a senior executive point of view, I would say we could be a great lean company if it wasn’t for all our middle managers, supervisors and employees resisting change. Looks like the bus needs to makes a bus stop to let some (a lot of) people off. To make it more complete, how about adding supplier resistance and unreasonable customer demands to the list?
As a lean thinker, I find this difficult to believe. First, I would ask five whys to get deeper at the root cause of the obstacles to lean. It is not the five-who process to find the root blame. Until we stop trying to pin blame on someone else, we will not make progress on our lean journey. It is better that we should reflect on our own thinking and actions to see what obstacles we create and fix them first.
Despite my issues with the survey findings, LEI does an outstanding job promoting and teaching lean thinking along with helping organization on their lean journey. For more information, visit LEI at http://www.lean.org/.
Wednesday, July 11, 2007
Visual 5S Scores
As I pointed out in a previous post, lean grade inflation has found its way into plant assessments like 5S Audits. To address this issue, try converting from the common point scoring system (as seen above) to a green/red or pass/fail system (as seen below). For an added punch, supplement the green/red rating visual signal with a happy/sad face. At several plants where we made the switch, the change has proven successful and fun.
Friday, July 06, 2007
What's Next for Toyota?
I just read an outstanding piece in the latest Harvard Business Review (July/August 2007), “Lessons From Toyota’s Long Drive”, an interview of Toyota’s President Katsuaki Watanabe. If you want to learn more about the Toyota Way and the future direction of Toyota, it’s absolutely worth getting a copy. If you don’t want to spend the high cover price for the magazine, just run down to your local library to read it.
President Watanabe provides great insight to the Toyota Way in many of his comments.
In regards to Toyota’s vision for their factory of the future:
“The new manufacturing process at Takaota will completely change the way Toyota makes cars. We call them the “simple, slim, and speedy” production system. Right now our processes are complicated, so when a problem occurs, it is difficult to identify the cause. We’ve tried to make the processes at Takaota simple, keep the facility slim, and have people close by observe the process.
When the first line at Takaota opens, this summer, it be Toyota’s fastest production line, and it will cut lead times, logistics, and assembly time in half.
Instead of transfer bar, we will use robots. That will allow the line to move 1.7 times faster than it used to. We have cut the length of the line by half. A new painting process allows us to apply three coats at the same time, without having to wait for each coat to dry. This will shorten painting times by 40%. To build in quality, we will go beyond visual inspection and use high-precision instruments to measure several parameters.”
As for manufacturing flexibility, President Watanabe goes on to say:
“We will have more flexibility than ever before: Each line at Takaota will be able to produce eight different models, so the plant will produce 16 models on two lines compared with the four or five it used to produce on three lines. In the old plan we used to make 220,000 vehicles a year on each line; now we will be able to make 250,000 units on each line. Toyota needs such radical changes today.”
I was taught that inventory is one of the seven deadly wastes. In the United States, we view inventory as a necessary evil or a cost of doing business. The Toyota Way viewpoint is that inventory is an absolute evil. With this in mind, I found President Watanbe’s comments on material movement and number of parts very interesting:
“Take the movement of parts in a factory, for example. Moving components doesn’t add to their value; on the contrary, it destroys value, because parts may be dropped or scratched. So the movement of components should be limited as much as possible. I want our production engineers to take on the challenge of ensuring that things move as little as possible-close to the theoretical limit of zero-on the shop floor.”
“Our goal is to shrink the number of components we use by half.”
So how is Toyota achieving their vision of the future?
“Toyota must keep growing even as it builds a stronger foundation for the future; it has to do both for the company’s long-term health. There are three keys to building a stronger foundation: We must improve product quality, keep reducing costs, and, in order to attain those two objectives, develop human resources.”
President Watanabe provides great insight to the Toyota Way in many of his comments.
In regards to Toyota’s vision for their factory of the future:
“The new manufacturing process at Takaota will completely change the way Toyota makes cars. We call them the “simple, slim, and speedy” production system. Right now our processes are complicated, so when a problem occurs, it is difficult to identify the cause. We’ve tried to make the processes at Takaota simple, keep the facility slim, and have people close by observe the process.
When the first line at Takaota opens, this summer, it be Toyota’s fastest production line, and it will cut lead times, logistics, and assembly time in half.
Instead of transfer bar, we will use robots. That will allow the line to move 1.7 times faster than it used to. We have cut the length of the line by half. A new painting process allows us to apply three coats at the same time, without having to wait for each coat to dry. This will shorten painting times by 40%. To build in quality, we will go beyond visual inspection and use high-precision instruments to measure several parameters.”
As for manufacturing flexibility, President Watanabe goes on to say:
“We will have more flexibility than ever before: Each line at Takaota will be able to produce eight different models, so the plant will produce 16 models on two lines compared with the four or five it used to produce on three lines. In the old plan we used to make 220,000 vehicles a year on each line; now we will be able to make 250,000 units on each line. Toyota needs such radical changes today.”
I was taught that inventory is one of the seven deadly wastes. In the United States, we view inventory as a necessary evil or a cost of doing business. The Toyota Way viewpoint is that inventory is an absolute evil. With this in mind, I found President Watanbe’s comments on material movement and number of parts very interesting:
“Take the movement of parts in a factory, for example. Moving components doesn’t add to their value; on the contrary, it destroys value, because parts may be dropped or scratched. So the movement of components should be limited as much as possible. I want our production engineers to take on the challenge of ensuring that things move as little as possible-close to the theoretical limit of zero-on the shop floor.”
“Our goal is to shrink the number of components we use by half.”
So how is Toyota achieving their vision of the future?
“Toyota must keep growing even as it builds a stronger foundation for the future; it has to do both for the company’s long-term health. There are three keys to building a stronger foundation: We must improve product quality, keep reducing costs, and, in order to attain those two objectives, develop human resources.”
Wednesday, June 20, 2007
Toyota Hits the Brakes
In today's Wall Street Journal, I read an interesting article - Toyota's New U.S. Plan: Stop Building Factories. You can read it online with a paid subscription or check out the AP version.
With the past push to add capacity to match sales, it makes sense to look at this expansion plan if your sales are slowing down. Not a real surprise that the older, wise leaders of Toyota are asking questions about the need for continued US manufacturing expansion. I am surprised that each new US plant was not designed for more flexibility to run more that just one model.
Plenty of lean leadership lessons can be discovered if you look closer at this strategic shift.
With the past push to add capacity to match sales, it makes sense to look at this expansion plan if your sales are slowing down. Not a real surprise that the older, wise leaders of Toyota are asking questions about the need for continued US manufacturing expansion. I am surprised that each new US plant was not designed for more flexibility to run more that just one model.
Plenty of lean leadership lessons can be discovered if you look closer at this strategic shift.
Monday, June 18, 2007
Clean Up Aisle 5
Here is a problem I discovered on my Gemba walk. After I noticed a damaged box with components spilled on the floor, I called the first employee I saw, a Warehouse Team Leader, to show him. He looked at me with mixed emotions that I took for a combination of mainly embarrassment (since I found something wrong in his area), a bit of grief (here’s another problem to deal with first thing in the morning) and a dose of frustration (this was not a planned action item on today’s To-Do list). More than likely, he was also little angry however he did not show any of it to me.
So can you guess his response?
a) “I didn’t do it, it must have happened on second shift.”
b) “I’ll find out who did it and fire the #^@%*$ !”
c) “I am so sorry, I’ll get it cleaned up immediately”
d) “It happens all the time, but it’s not a big problem.”
e) All of the above.
While I have heard all of these responses, in one form or another, many times before in my manufacturing experience, answer c is the most common response. Most employees will promptly get help to salvage the parts and clean up the mess as soon as possible. Once the mess gets straightened out, the problem is solved and we get back to manufacturing our products.
But was the problem really solved?
Well, that depends on your idea of the problem and your definition of solved. Yes, the mess was a problem and yes, the mess got cleaned up which is the proper initial action.
However, the true problem I discovered on my Gemba walk was not a damaged box in a warehouse. The true problem is that our response was only reactive and failed to include any real corrective or preventative actions not to mention failing to record the damaged box condition (for kaizen). We think that simply cleaning up the mess quickly and scraping out the parts is all that is needed. In effect, the problem of box damage remains hidden.
We did not ask the 5 Whys. We did not list the broken box on a kaizen newspaper. We did not look for other damaged conditions in the warehouse. We did not change a single process. There was no kaizen so we are doomed to repeat this cycle another day, over and over again.
How would employees in your company respond? Are you doomed to repeat the same cycle?
So can you guess his response?
a) “I didn’t do it, it must have happened on second shift.”
b) “I’ll find out who did it and fire the #^@%*$ !”
c) “I am so sorry, I’ll get it cleaned up immediately”
d) “It happens all the time, but it’s not a big problem.”
e) All of the above.
While I have heard all of these responses, in one form or another, many times before in my manufacturing experience, answer c is the most common response. Most employees will promptly get help to salvage the parts and clean up the mess as soon as possible. Once the mess gets straightened out, the problem is solved and we get back to manufacturing our products.
But was the problem really solved?
Well, that depends on your idea of the problem and your definition of solved. Yes, the mess was a problem and yes, the mess got cleaned up which is the proper initial action.
However, the true problem I discovered on my Gemba walk was not a damaged box in a warehouse. The true problem is that our response was only reactive and failed to include any real corrective or preventative actions not to mention failing to record the damaged box condition (for kaizen). We think that simply cleaning up the mess quickly and scraping out the parts is all that is needed. In effect, the problem of box damage remains hidden.
We did not ask the 5 Whys. We did not list the broken box on a kaizen newspaper. We did not look for other damaged conditions in the warehouse. We did not change a single process. There was no kaizen so we are doomed to repeat this cycle another day, over and over again.
How would employees in your company respond? Are you doomed to repeat the same cycle?
Tuesday, June 05, 2007
Handoffs
Look at handoffs in your process for waste and hidden opportunities for improvement. Most obvious of these wastes are piles of inventory easily seen just waiting their turn to move through the value stream. Handoffs can be found in the “IN” box at various desks around the office. Handoffs can be found waiting on an approval or sign-off. You can see handoffs at tollgates like receiving, inspection, packing, or shipping. Look closely between functional responsibilities (ie production, quality, purchasing, engineering, etc.) within a value stream, many times different functions have different or conflicting priorities.
Look at the value added work but focus on the activity (or non-activity if slow moving) in front of the work and what happens directly after the value added work.
Does work flow First In, First Out? What are the signals to move work? How do you handoff (the sender’s actions and the receiver’s actions)? Is there a middleman involved? Where does it go, exactly? How does the next person/process in line want it presented? What is the distance traveled? What problems occur at the handoff? Are you pushing or pulling? Do you control the amount of inventory in the gap (Standard WIP)? How does each person in the process communicate to one another? Do you measure or practice your handoffs?
Just like a relay team, the race can be won or lost in the handoff of the baton.
Look at the value added work but focus on the activity (or non-activity if slow moving) in front of the work and what happens directly after the value added work.
Does work flow First In, First Out? What are the signals to move work? How do you handoff (the sender’s actions and the receiver’s actions)? Is there a middleman involved? Where does it go, exactly? How does the next person/process in line want it presented? What is the distance traveled? What problems occur at the handoff? Are you pushing or pulling? Do you control the amount of inventory in the gap (Standard WIP)? How does each person in the process communicate to one another? Do you measure or practice your handoffs?
Just like a relay team, the race can be won or lost in the handoff of the baton.
Monday, June 04, 2007
Don't Unload Luggage
While on the road last week, I discovered a cool visual management aid at the Holiday Inn Express in Dundee, Michigan. It certainly catches the eye and helps inform guests to check in first to see if their room is in the next building before unloading luggage. Why can't signs in manufacturing be effective and fun like this one?
Wednesday, May 23, 2007
Lost in Translation
No matter how well you plan, prepare and perform, sometimes things just happen that you do not expect. Sometimes these things are painful and sometimes they are magical. And sometimes, things just get lost in translation. Kaizen events are certainly a great playground for the unexpected. More times than not, the priceless moments on a lean journey for me originate on kaizen events.
Last week, I led an office kaizen event focused on a key customer related process that proved to be a great challenge to improve. The team was diverse in both functional responsibility and heritage. We had one team member from the Ukraine, another from Columbia and one from the Philippines. It turns out to be a great mix of talent and only one member had any previous kaizen event experience.
The first morning we drill through some lean basics to introduce the kaizen approach. We cover a fair bit of information which included seeing muda (waste) to eliminate it. Of course, I stressed that the true learning will be at gemba (the actual place) with discovery and learn-by-doing.
At first, the kaizen team members were a bit on the shy side but by the end of the morning, they were a quite lively group. I love the raw energy that a kaizen event stirs deep within us, along with large bits of anticipation and nervousness. By far, the best feeling is the huge rush of “anything is possible” as the team embarks.
This entire team was extremely eager to start. I ended the morning session and asked if they had any more questions at this point and if they understood the next steps. After a few questions, I asked again, “Where are we going and what are we looking for?” One team member yelled back with high energy and in complete sincerity, “We are going the gumbo and we looking for Buddha!” A hush of silence. Then everyone burst out in laughter. It was a priceless moment. After wiping the tears from my eyes, the translation confusion was politely straightened out.
By no means is this story meant to offend anyone of the Buddhist faith or to make light of religion. To be perfectly clear, lean principles are not focused on looking for Buddha in our process and eliminating it. It is muda we want to eliminate.
Upon reflection on this event, maybe we are looking for Buddha after all; only in the sense that Buddha can refer to “anyone who becomes enlightened”. Isn’t the best place for enlightenment of our process found in gemba? Are we not seeking understanding before we can improve?
Epilogue: This team worked fantastic together during the rest of the week long kaizen event with over 13 aha moments. They reduced the process lead time 70% by Friday without open kaizen homework lists. Even with this huge reduction, the team sees more room for improvement which will continue the kaizen process.
Last week, I led an office kaizen event focused on a key customer related process that proved to be a great challenge to improve. The team was diverse in both functional responsibility and heritage. We had one team member from the Ukraine, another from Columbia and one from the Philippines. It turns out to be a great mix of talent and only one member had any previous kaizen event experience.
The first morning we drill through some lean basics to introduce the kaizen approach. We cover a fair bit of information which included seeing muda (waste) to eliminate it. Of course, I stressed that the true learning will be at gemba (the actual place) with discovery and learn-by-doing.
At first, the kaizen team members were a bit on the shy side but by the end of the morning, they were a quite lively group. I love the raw energy that a kaizen event stirs deep within us, along with large bits of anticipation and nervousness. By far, the best feeling is the huge rush of “anything is possible” as the team embarks.
This entire team was extremely eager to start. I ended the morning session and asked if they had any more questions at this point and if they understood the next steps. After a few questions, I asked again, “Where are we going and what are we looking for?” One team member yelled back with high energy and in complete sincerity, “We are going the gumbo and we looking for Buddha!” A hush of silence. Then everyone burst out in laughter. It was a priceless moment. After wiping the tears from my eyes, the translation confusion was politely straightened out.
By no means is this story meant to offend anyone of the Buddhist faith or to make light of religion. To be perfectly clear, lean principles are not focused on looking for Buddha in our process and eliminating it. It is muda we want to eliminate.
Upon reflection on this event, maybe we are looking for Buddha after all; only in the sense that Buddha can refer to “anyone who becomes enlightened”. Isn’t the best place for enlightenment of our process found in gemba? Are we not seeking understanding before we can improve?
Epilogue: This team worked fantastic together during the rest of the week long kaizen event with over 13 aha moments. They reduced the process lead time 70% by Friday without open kaizen homework lists. Even with this huge reduction, the team sees more room for improvement which will continue the kaizen process.
Tuesday, May 22, 2007
Lean Grade Inflation
Past headlines have brought to light a suspected phenomenon in our High Schools and Colleges in the United States where it is believed that the grading is too easy resulting in grade inflation. As a results, a higher percentage of students graduate with honors. Just having more honor students is not a cause for alarm but the implication that students are not grasping the subjects yet are giving passing grades is a cause for concern. It is also a great concern that our students may not be fully prepared to meet the challenges to compete in a global economy. From my recent experiences, this same phenomenon is evident in lean transformations.
Several facilities that I have worked on lean implementation along with many visits to numerous plants across the country this past year seem to all have the same grade inflation. For example, the scores for zone areas in 5S are all rated high regardless of what scale system is used yet when I take a gemba walk through the same area, the area is NG (translated as No Good). Could it be an issue calibration of different auditors? Sure. Could it be that waste or problems are not seen? Absolutely. Is it possible that we think something is good enough and not seek the more difficult path to perfection? Yes.
The same could be seen in lean assessments, judging our leanness on a scale. What or who determines the correct measure of leanness? This adds a whole new avenue for debate on if we are lean, lame, limp or lost. (LAME – Lean As Misguidedly Executed as coined by Mark Graban at Lean Blog) (adding to the list: LIMP – Lean, It’s a Manufacturing Program and LOST – Lean, Only Sees Tools).
It is said that “you can’t improve what you can’t measure” which is only true if you create a reliable and consistent measurement system. With grade inflation, I suspect that our measurement system is both unreliable and inconsistent.
In addition, the grade inflation phenomenon occurs in self evaluations and survey data. That is one reason that I tend to take all survey data with a grain of salt. Our self image is usually thought to be greater than what is seen by others. We tend to grade ourselves too high. Just as in the case of school grades, it is not really an issue of high scores as much as it is in grasping the subject or ability to compete. With higher scores we convince ourselves that we are not really that bad. We become comfortable and secure in the higher scores and everyone feels better. In reality, we miss the point.
On a lean journey, we should never be satisfied, never become comfortable, and never feel secure in the status quo. The grade matters less than gaining understanding and the constant effort to improve forever.
Several facilities that I have worked on lean implementation along with many visits to numerous plants across the country this past year seem to all have the same grade inflation. For example, the scores for zone areas in 5S are all rated high regardless of what scale system is used yet when I take a gemba walk through the same area, the area is NG (translated as No Good). Could it be an issue calibration of different auditors? Sure. Could it be that waste or problems are not seen? Absolutely. Is it possible that we think something is good enough and not seek the more difficult path to perfection? Yes.
The same could be seen in lean assessments, judging our leanness on a scale. What or who determines the correct measure of leanness? This adds a whole new avenue for debate on if we are lean, lame, limp or lost. (LAME – Lean As Misguidedly Executed as coined by Mark Graban at Lean Blog) (adding to the list: LIMP – Lean, It’s a Manufacturing Program and LOST – Lean, Only Sees Tools).
It is said that “you can’t improve what you can’t measure” which is only true if you create a reliable and consistent measurement system. With grade inflation, I suspect that our measurement system is both unreliable and inconsistent.
In addition, the grade inflation phenomenon occurs in self evaluations and survey data. That is one reason that I tend to take all survey data with a grain of salt. Our self image is usually thought to be greater than what is seen by others. We tend to grade ourselves too high. Just as in the case of school grades, it is not really an issue of high scores as much as it is in grasping the subject or ability to compete. With higher scores we convince ourselves that we are not really that bad. We become comfortable and secure in the higher scores and everyone feels better. In reality, we miss the point.
On a lean journey, we should never be satisfied, never become comfortable, and never feel secure in the status quo. The grade matters less than gaining understanding and the constant effort to improve forever.
CANDEW Cycle
The kaizen formula of Aha! + Eureka! =Wow! is just part of larger pattern, or a continuous improvement cycle, discovered on my lean improvement journey. At least this holds true from my lean journey experience. It’s the Confused-Aha-Nirvana-Darn-Eureka-Wow Cycle, or otherwise known in the back hills as the CANDEW cycle for short. It appears that we, both as an individual or as a team, pass through these varies stages before achieving actual improvement.
Stage 1: Confused
The confused stage is the beginning point of all continuous improvement where we are actually lost, clueless, and oblivious to the current state. We may think we know the facts but in reality we are blinded by assumption, opinion and arrogance. As we humbly open our eyes and minds by going to gemba, listening to our employees and using data, we start down the path of discovery.
Stage 2: Aha
Eventually, our path of discovery leads to Aha moments. Aha moments are where we see the light, everything clicks and we become one with our current state. We reach a point of genuine understanding. What was once hidden is now in plain sight. Often times, we wonder why we never saw it before now. This Aha Moment could be the view of whole picture or just an element of the current state. In either case, it is found most often in the seams or gaps of the process or between the traditional function silos of a business.
Stage 3 Nirvana
The Aha moment creates the flash of an idea, a vision of paradise or heaven as we clearly see what is possible and how to make it better. This vision is nirvana. A rush of excitement takes over our entire being and it is possible to actually jump for joy. Care must be taken to hold on to this fragile idea for this stage of nirvana is short lived. We will be challenged in the next stage of Darn where our idea or visions of paradise can quickly turn into just an illusion or fantasy.
Stage 4: Darn
The Darn stage is where we stumble and make mistakes. After walking blindly for so long in the Confused Stage, and finally seeing the light in the Aha Stage, we naturally try to run as fast as possible to the light. Since we are not used to running to the light, we can easily fall. In fact, it is not unusual to fall several times in the Darn Stage which makes this the most critical stage. Failure is often a result in the Darn stage and rarely do things go according to original plans. It is at this point most people give up and even question their Aha Moment and Nirvana vision as a neurotic mind trick. In the Darn Stage we may face many difficulties, road blocks and barriers in our path. It takes persistence to continue on the path.
Stage 5: Eureka
As we navigate through the treacherous Darn Stage, we will find it. It being the solution, the way to make our idea work. We find success.
Stage 6: Wow
The Wow stage is where we reflect on our success and share our joy. We share so others may learn and join us on our path of continuous improvement. Many times we discover the total impact of our Eureka moment at this stage. In the Wow stage, we reap the reward of our efforts.
Just as I stated at the beginning, this process is a cycle. If we stay too long in the Wow stage, we quickly find ourselves in the dark again. Everything changes so we must constantly seek improvement. The path of continuous improvement promises no certainty but only opportunity.
Stage 1: Confused
The confused stage is the beginning point of all continuous improvement where we are actually lost, clueless, and oblivious to the current state. We may think we know the facts but in reality we are blinded by assumption, opinion and arrogance. As we humbly open our eyes and minds by going to gemba, listening to our employees and using data, we start down the path of discovery.
Stage 2: Aha
Eventually, our path of discovery leads to Aha moments. Aha moments are where we see the light, everything clicks and we become one with our current state. We reach a point of genuine understanding. What was once hidden is now in plain sight. Often times, we wonder why we never saw it before now. This Aha Moment could be the view of whole picture or just an element of the current state. In either case, it is found most often in the seams or gaps of the process or between the traditional function silos of a business.
Stage 3 Nirvana
The Aha moment creates the flash of an idea, a vision of paradise or heaven as we clearly see what is possible and how to make it better. This vision is nirvana. A rush of excitement takes over our entire being and it is possible to actually jump for joy. Care must be taken to hold on to this fragile idea for this stage of nirvana is short lived. We will be challenged in the next stage of Darn where our idea or visions of paradise can quickly turn into just an illusion or fantasy.
Stage 4: Darn
The Darn stage is where we stumble and make mistakes. After walking blindly for so long in the Confused Stage, and finally seeing the light in the Aha Stage, we naturally try to run as fast as possible to the light. Since we are not used to running to the light, we can easily fall. In fact, it is not unusual to fall several times in the Darn Stage which makes this the most critical stage. Failure is often a result in the Darn stage and rarely do things go according to original plans. It is at this point most people give up and even question their Aha Moment and Nirvana vision as a neurotic mind trick. In the Darn Stage we may face many difficulties, road blocks and barriers in our path. It takes persistence to continue on the path.
Stage 5: Eureka
As we navigate through the treacherous Darn Stage, we will find it. It being the solution, the way to make our idea work. We find success.
Stage 6: Wow
The Wow stage is where we reflect on our success and share our joy. We share so others may learn and join us on our path of continuous improvement. Many times we discover the total impact of our Eureka moment at this stage. In the Wow stage, we reap the reward of our efforts.
Just as I stated at the beginning, this process is a cycle. If we stay too long in the Wow stage, we quickly find ourselves in the dark again. Everything changes so we must constantly seek improvement. The path of continuous improvement promises no certainty but only opportunity.
Thursday, May 17, 2007
Contempt for 5S
There seems to be a swell of support against 5S activities which is certainly not a new phenomenon. The backlash against any attempts to organize areas like a person’s desk or workstation can be powerful, passionate and personal. This 5S backlash easily grows into contempt as we hear about extreme examples of 5S-Gone-Wild. This includes stories of companies that place footprints on desks for everything (computer, keyboards, phones, papers, etc) without regard of actual benefit, stupid rules that limit the number of personal items on a desk to an arbitrary number like 3, or label crazy consultants that have us labeling every possible object on site under the principle of visual management like in this Far Side Cartoon.
With the release of the new book, “A Perfect Mess: The Hidden Benefits of Disorder-How Crammed Closets, Cluttered Offices, and On-The-Fly Planning Make the World a Better Place” written by Eric Abrahamson and David H, Freeman, many supporters of the messy desk lifestyle are united against any and all actions to “fix” what they believe is not broken.
Maybe guilt over not being better organized is a factor that causes people to rationalize the mess and clutter. As pointed out in Mark Graban’s post Not Neatness for Neatness Sake at Lean Blog, it seems that the authors of the book are glorifying messiness.
To get a better insight to their supportive argument that messy is better, read Tom Peter’s Cool Friends interview with David Freeman about his findings. I find it curious that many of the findings in support of disorder are based on surveys which I tend believe are not all together scientific and most likely bias. I do admit that I have not read this book or verified the details on his research so I only present my opinion on the use of survey data as fact.
Take for instant Mr. Freeman’s theory that “People who keep messy desks actually spend less time looking for things then people with neat desks”. And what is the scientific proof cited by the author that supports his theory, “We did a survey for the book that backed this up” along with his comment, “Common sense backs this up.” For me, common sense tells me the direct opposite. I guess even what is considered common sense is up for debate.
My thoughts are that organization and 5S principles are critical to continuous improvement success. As I have learned on my lean journey, we should question all assumptions and actions to eliminate waste. Even activities thought to be lean requirements like 5S should be constantly monitored like any other process for the value of performing the activity. Remember, any activity that adds cost or time without adding value as defined by the paying customer is waste.
With the release of the new book, “A Perfect Mess: The Hidden Benefits of Disorder-How Crammed Closets, Cluttered Offices, and On-The-Fly Planning Make the World a Better Place” written by Eric Abrahamson and David H, Freeman, many supporters of the messy desk lifestyle are united against any and all actions to “fix” what they believe is not broken.
Maybe guilt over not being better organized is a factor that causes people to rationalize the mess and clutter. As pointed out in Mark Graban’s post Not Neatness for Neatness Sake at Lean Blog, it seems that the authors of the book are glorifying messiness.
To get a better insight to their supportive argument that messy is better, read Tom Peter’s Cool Friends interview with David Freeman about his findings. I find it curious that many of the findings in support of disorder are based on surveys which I tend believe are not all together scientific and most likely bias. I do admit that I have not read this book or verified the details on his research so I only present my opinion on the use of survey data as fact.
Take for instant Mr. Freeman’s theory that “People who keep messy desks actually spend less time looking for things then people with neat desks”. And what is the scientific proof cited by the author that supports his theory, “We did a survey for the book that backed this up” along with his comment, “Common sense backs this up.” For me, common sense tells me the direct opposite. I guess even what is considered common sense is up for debate.
My thoughts are that organization and 5S principles are critical to continuous improvement success. As I have learned on my lean journey, we should question all assumptions and actions to eliminate waste. Even activities thought to be lean requirements like 5S should be constantly monitored like any other process for the value of performing the activity. Remember, any activity that adds cost or time without adding value as defined by the paying customer is waste.
Wednesday, May 09, 2007
Seven More Ideas Towards a Healing Workplace Plus One
I liked Jon Miller’s post yesterday Seven Ideas Towards a Healing Workplace and it sparked some of my own ideas on the subject. I think the topic is quite important since we could spend over 11,000 days of our lives at work. I thought I would hitchhike on Jon’s list and add seven more ideas plus one. Side note: Adding one more idea than Jon’s list is not a case of list envy or my list is bigger than your list. I am always challenging myself to do just a little more in the spirit of continuous improvement. I highly respect Jon’s thoughts and insights in making things better!
So here are seven more ideas plus one.
Add some rocking chairs. This is not an early effort to look forward to retirement. Some believe that the rocking motion can be therapeutic. I have even seen rocking chairs at airports and have enjoyed it as I waited to board my flight.
Provide a public puzzle table. Puzzles can relax and re-energize your brain by focusing on a simple challenging task to put the pieces together. You would be surprised to learn that the brain still can solve other problems in the background when you are not thinking about them. Have you ever solved a problem while sleeping, in the shower or driving to work? Same principle applies.
Eliminate or reduce harsh noises. How many facilities use annoying intercoms, buzzers, loud machines, rattling conveyors, etc.? Try standing in the middle of your facility when everyone is gone, the lights are out and all the machinery is shut down. Big difference! Buy a sound meter to measure your noise levels and start the kaizen process to lower the levels.
Play comedies on a big screen TV at lunch. Making people laugh and smile does have a positive affect. Just make sure that you don’t show any comedy that would offend anyone.
Provide a healing atmosphere. Installing a fountain or two can help. The sound of running water is thought to be beneficial to your spirit. You can also green it up. Add plants, fresh flowers around the facility and not just in the office. Put the plants in staircases and the shop floor. Yes, even the shop floor! And you can play classical or relaxing music. Music can lift the spirit, soothe the soul and spark creativity. Even though you could considered this section as three separate ideas (and they are), I lumped them together under the disguise of a single idea.
Get rid of the vending machines. This idea will make me an enemy within this industry and these product companies but most of the items are not healthy including the soda. Replace them with healthy alternatives like water (Add fresh lemon slices!), fruit, etc. Another replacement could be to provide a healthy salad bar cafeteria. Not all companies provide a food service but you should try it. It also keeps people from fighting traffic to go out at lunch.
Wear visible name tags. Some people may not know everyone’s name including visitors, new employees, temporary employees, etc. Nametags help encourage open, friendly communication and people like to hear you call them by name.
And for my bonus idea…
Just ask your employees for their ideas! In the spirit of total employee involvement, open up the topic to your employees. They will certainly add to the list and help implement improvements while feeling positive for being part of the improvement process. Remember, change is best done with people and not to them!
So here are seven more ideas plus one.
Add some rocking chairs. This is not an early effort to look forward to retirement. Some believe that the rocking motion can be therapeutic. I have even seen rocking chairs at airports and have enjoyed it as I waited to board my flight.
Provide a public puzzle table. Puzzles can relax and re-energize your brain by focusing on a simple challenging task to put the pieces together. You would be surprised to learn that the brain still can solve other problems in the background when you are not thinking about them. Have you ever solved a problem while sleeping, in the shower or driving to work? Same principle applies.
Eliminate or reduce harsh noises. How many facilities use annoying intercoms, buzzers, loud machines, rattling conveyors, etc.? Try standing in the middle of your facility when everyone is gone, the lights are out and all the machinery is shut down. Big difference! Buy a sound meter to measure your noise levels and start the kaizen process to lower the levels.
Play comedies on a big screen TV at lunch. Making people laugh and smile does have a positive affect. Just make sure that you don’t show any comedy that would offend anyone.
Provide a healing atmosphere. Installing a fountain or two can help. The sound of running water is thought to be beneficial to your spirit. You can also green it up. Add plants, fresh flowers around the facility and not just in the office. Put the plants in staircases and the shop floor. Yes, even the shop floor! And you can play classical or relaxing music. Music can lift the spirit, soothe the soul and spark creativity. Even though you could considered this section as three separate ideas (and they are), I lumped them together under the disguise of a single idea.
Get rid of the vending machines. This idea will make me an enemy within this industry and these product companies but most of the items are not healthy including the soda. Replace them with healthy alternatives like water (Add fresh lemon slices!), fruit, etc. Another replacement could be to provide a healthy salad bar cafeteria. Not all companies provide a food service but you should try it. It also keeps people from fighting traffic to go out at lunch.
Wear visible name tags. Some people may not know everyone’s name including visitors, new employees, temporary employees, etc. Nametags help encourage open, friendly communication and people like to hear you call them by name.
And for my bonus idea…
Just ask your employees for their ideas! In the spirit of total employee involvement, open up the topic to your employees. They will certainly add to the list and help implement improvements while feeling positive for being part of the improvement process. Remember, change is best done with people and not to them!
Tuesday, May 08, 2007
Simple Kaizen 1
Before Kaizen: What was my problem? My laptop cords and mouse cords gets tangled up in my computer bag.
After Kaizen: What is my simple idea? Attach velcro strips to each cord, wrap and secure.
Result: What is the benefit? Eliminates frustration and time to untangle the cords.
After Kaizen: What is my simple idea? Attach velcro strips to each cord, wrap and secure.
Result: What is the benefit? Eliminates frustration and time to untangle the cords.
Be Careful What You Measure
I was reminded this week of the important lesson to be careful what you measure, measurements drive action and behavior.
The productivity numbers have dropped slightly at the first of the year and not rebounded despite all the continuous improvement efforts. Needless to say, this was not the expected result. Management wanted to know what caused the drop and take the proper countermeasures to reverse the trend.
To add to the complexity, several changes occurred during this time frame regarding the usual suspects of volume, mix, lot size, manpower, new products, methods, etc. There did not appear to be an easy answer to the simple question, “What changed?”
When I observed the processes at gemba, the process flow appeared to be improved yet the numbers told a different story. As one that likes to use data to drive decisions, I dug a little deeper. With a little investigation, I started to analysis the historical data to see if I could determine any patterns or potential causes. Unfortunately, only summary reports were available and the details behind the summary were thrown out every month. Not a bad policy since I was the first to ever request to see this data. The good news is the 5S for this area looks great.
Turning my attention to the spreadsheet used to create the productivity charts, looking for anything abnormal, I noticed that several of the formulas did not make sense to me. Looking closer, I saw that one of the formulas in this year’s spreadsheet pointed to cell in last year’s spreadsheet which turned out to be a blank cell. Apparently, in the process of creating the new 2007 spreadsheet from the old 2006 spreadsheet, the formula did not get properly translated.
A couple of keystrokes later, the formula was corrected. Followed by a weeks worth of clerical effort to restate the year, the productivity measures displayed a more accurate and improved operation.
Although this recalculation of productivity had a positive affect, it is not what I would consider a triumph. Ongoing efforts are still required to truly increase productivity, so it’s back to gemba. However, I am modifying the lesson to “Be careful what and how you measure, measurements drive action and behavior”.
The productivity numbers have dropped slightly at the first of the year and not rebounded despite all the continuous improvement efforts. Needless to say, this was not the expected result. Management wanted to know what caused the drop and take the proper countermeasures to reverse the trend.
To add to the complexity, several changes occurred during this time frame regarding the usual suspects of volume, mix, lot size, manpower, new products, methods, etc. There did not appear to be an easy answer to the simple question, “What changed?”
When I observed the processes at gemba, the process flow appeared to be improved yet the numbers told a different story. As one that likes to use data to drive decisions, I dug a little deeper. With a little investigation, I started to analysis the historical data to see if I could determine any patterns or potential causes. Unfortunately, only summary reports were available and the details behind the summary were thrown out every month. Not a bad policy since I was the first to ever request to see this data. The good news is the 5S for this area looks great.
Turning my attention to the spreadsheet used to create the productivity charts, looking for anything abnormal, I noticed that several of the formulas did not make sense to me. Looking closer, I saw that one of the formulas in this year’s spreadsheet pointed to cell in last year’s spreadsheet which turned out to be a blank cell. Apparently, in the process of creating the new 2007 spreadsheet from the old 2006 spreadsheet, the formula did not get properly translated.
A couple of keystrokes later, the formula was corrected. Followed by a weeks worth of clerical effort to restate the year, the productivity measures displayed a more accurate and improved operation.
Although this recalculation of productivity had a positive affect, it is not what I would consider a triumph. Ongoing efforts are still required to truly increase productivity, so it’s back to gemba. However, I am modifying the lesson to “Be careful what and how you measure, measurements drive action and behavior”.
Tuesday, May 01, 2007
Toyota Releases Temp Workers
Toyota Motor Manufacturing, Indiana (TMMI) officially announced last week, April 25, 2007, their plans to eliminate its “variable workforce” by the end the year, citing low demand for the Toyota Sequoia. The news release added “About 350 temp workers will be affected by the decision” which is a more pleasant way of saying that 350 workers will lose their jobs. The TMMI is located in Princetown, Indiana.
This news flash did not make the major headlines like the recent quarter sales announcements that Toyota passes up GM as the Number one (in sales) worldwide automotive manufacturer. I guess the hype of the Toyota race to unseat ex-goliath GM and the potential effect on the future of GM is more news-worthy. In my opinion, this little news headline tells a bigger story about Toyota.
Although I feel saddened for the 350 families affected by the pain of losing of a job, I also feel hopeful. For one, the announcement stated a timeline “by the end of the year” for the elimination. That is a seven month horizon to ease the burden. From my manufacturing experience, temp workers are typically given little notice that their services were no longer needed. This meant same day or next day notice with the “Thanks for your work, here is your last check and don’t come back tomorrow” speech.
Also noted in the news release, Toyota is working with PMI, the company that provides TMMI with variable work force team members, to find them other assignments. This includes transferring workers to the Subaru of Indiana Automotive plant in Lafayette, Indiana where Toyota has recently begun building the Camry. So far, 17 workers have accepted the move.
All are steps to ease the burden of a job loss, while following the “respect for people” principle of lean which extends to even the I-get-no-respect temp workers. I don’t know all the details on how Toyota is actively working to ease the job loss pain yet I get the impression it would be more than most companies.
Other lean lessons point to the workforce strategies of Toyota in a variable demand market. Despite all the news of Toyota’s popularity and sales growth, some Toyota models decline in sales as with the Toyota Sequoia in this case. How does Toyota balance their workforce in a cyclical industry?
One strategy is the variable (temporary) workforce. The role of the variable workforce is a huge strategic difference from typical Western Manufacturers. This is not to say using temporary employees is uncommon in America, just that we use a lower percentage of temporary employees by comparison. This was a surprising fact I learned on my trip to Japan where temporary employees made up 40-50% of the workforce at companies I toured. With the exception of highly seasonal industries, I’ll bet that most American manufacturing companies that have temporary employees have a much lower percentage.
Does this high proportion of temporary employees strategy work? It appears so, but not without creating other issues. Healthcare coverage, employee benefits, pay structure, training, re-staffing to name just a few. A closer investigation into the pros and cons beyond replacing the term “layoff” with “release” would help determine if this is a better approach. Given the added flexibility, a larger variable workforce is more likely a growing strategy for the future beyond even typical cyclical industries.
This news flash did not make the major headlines like the recent quarter sales announcements that Toyota passes up GM as the Number one (in sales) worldwide automotive manufacturer. I guess the hype of the Toyota race to unseat ex-goliath GM and the potential effect on the future of GM is more news-worthy. In my opinion, this little news headline tells a bigger story about Toyota.
Although I feel saddened for the 350 families affected by the pain of losing of a job, I also feel hopeful. For one, the announcement stated a timeline “by the end of the year” for the elimination. That is a seven month horizon to ease the burden. From my manufacturing experience, temp workers are typically given little notice that their services were no longer needed. This meant same day or next day notice with the “Thanks for your work, here is your last check and don’t come back tomorrow” speech.
Also noted in the news release, Toyota is working with PMI, the company that provides TMMI with variable work force team members, to find them other assignments. This includes transferring workers to the Subaru of Indiana Automotive plant in Lafayette, Indiana where Toyota has recently begun building the Camry. So far, 17 workers have accepted the move.
All are steps to ease the burden of a job loss, while following the “respect for people” principle of lean which extends to even the I-get-no-respect temp workers. I don’t know all the details on how Toyota is actively working to ease the job loss pain yet I get the impression it would be more than most companies.
Other lean lessons point to the workforce strategies of Toyota in a variable demand market. Despite all the news of Toyota’s popularity and sales growth, some Toyota models decline in sales as with the Toyota Sequoia in this case. How does Toyota balance their workforce in a cyclical industry?
One strategy is the variable (temporary) workforce. The role of the variable workforce is a huge strategic difference from typical Western Manufacturers. This is not to say using temporary employees is uncommon in America, just that we use a lower percentage of temporary employees by comparison. This was a surprising fact I learned on my trip to Japan where temporary employees made up 40-50% of the workforce at companies I toured. With the exception of highly seasonal industries, I’ll bet that most American manufacturing companies that have temporary employees have a much lower percentage.
Does this high proportion of temporary employees strategy work? It appears so, but not without creating other issues. Healthcare coverage, employee benefits, pay structure, training, re-staffing to name just a few. A closer investigation into the pros and cons beyond replacing the term “layoff” with “release” would help determine if this is a better approach. Given the added flexibility, a larger variable workforce is more likely a growing strategy for the future beyond even typical cyclical industries.
Tuesday, April 17, 2007
Just Hide It
While on a Gemba walk, I saw a section of the warehouse that was neat, clean, organized and free from the piles of inventory awaiting disposition that typically would be stacked up in this location. After seeking out the team leader of the area, I complemented him on the organization and improvement to the flow of these parts. Of course, he was happy I noticed.
I asked him what were the countermeasures used to make the improvement. He said that a special tour was coming through today and he had all the parts moved outside into several empty trailers. Yes, it took several semi truck trailers. By hiding the parts outside, the tour path was quickly cleared and the results were impressive looking.
I am sure his manager passed on the message that the tour was forthcoming and to make sure the area was tour ready. This team leader naturally did what he thought was the best and quickest action, just hide it.
Although I find that the “just hide it” countermeasure is an extremely popular one, it is one method that I strongly argue against! The entire activity is muda (waste) from buying, renting, securing trailers to loading, stacking, unloading items in and out of the trailers. Not to mention that we may need some of these parts for production during the hiding process. This creates additional muda to search for the parts and retrieve them including moving other parts around to get to the parts we need. What about potential damage to these parts causing us to delay customer orders, scrap or rework parts, reorder parts, expedite parts, air ship them in and out to the customer? What about missing parts as a result of doing a fantastic job of hiding them? Of course, our burden of paperwork, tracking and reporting just increased. All for what? Just to make our plant look good for a tour.
It is also a clear indicator that we have a long way to go on our lean journey. By hiding our problems, we create muda and more importantly we ignore the real problems. It is better to make the problems more visible and deal with it even at the expense of “looking good” for a tour.
I asked him what were the countermeasures used to make the improvement. He said that a special tour was coming through today and he had all the parts moved outside into several empty trailers. Yes, it took several semi truck trailers. By hiding the parts outside, the tour path was quickly cleared and the results were impressive looking.
I am sure his manager passed on the message that the tour was forthcoming and to make sure the area was tour ready. This team leader naturally did what he thought was the best and quickest action, just hide it.
Although I find that the “just hide it” countermeasure is an extremely popular one, it is one method that I strongly argue against! The entire activity is muda (waste) from buying, renting, securing trailers to loading, stacking, unloading items in and out of the trailers. Not to mention that we may need some of these parts for production during the hiding process. This creates additional muda to search for the parts and retrieve them including moving other parts around to get to the parts we need. What about potential damage to these parts causing us to delay customer orders, scrap or rework parts, reorder parts, expedite parts, air ship them in and out to the customer? What about missing parts as a result of doing a fantastic job of hiding them? Of course, our burden of paperwork, tracking and reporting just increased. All for what? Just to make our plant look good for a tour.
It is also a clear indicator that we have a long way to go on our lean journey. By hiding our problems, we create muda and more importantly we ignore the real problems. It is better to make the problems more visible and deal with it even at the expense of “looking good” for a tour.
Thursday, April 12, 2007
Kaizen Wall of Fame
Celebrate your employee’s kaizen improvements by creating your company’s own Kaizen Wall of Fame. While I visited Japan, I noticed several of the companies proudly displayed all the small improvement ideas from their employees. It’s easy to do and can greatly benefit your lean journey.
First, implement a small, simple kaizen. These are the small, common, ordinary improvements that we tend to overlook as insignificant or not important. An example would be where an employee added a recycle bin by the copy machine. Or another employee thought to eliminate a report that is no longer needed. To get a better understanding of the small, simple kaizen approach, I highly recommend that you read “The Idea Generator, Quick and Easy Kaizen” by Bunji Tozawa and Norman Bodek. This book does an excellent job of explaining the quick and easy kaizen approach.
Second, have the employee who created the improvement answer these three simple questions (just a short, single sentence answer per question is needed):
What was the problem?
What is your idea?
What was the result or benefit?
Third, take before and after pictures to better explain the simple kaizen idea along with a picture of the employee. Make it personal.
Finally, hang a laminated, color copy of the idea on the wall in your facility where everybody can see it!
By posting the idea on the wall, you give instant recognition to your employees for making the improvement. You also encourage the small, frequent kaizen approach. Another benefit, you create a company wide communication board to share all these ideas. Finally, it helps motivate everyone to join in the fun of kaizen.
Aside note, one Japanese company (only 200 employees) I toured last fall will try to implement 50,000 of these kaizens this year. Your company may not produce quite that many but I would still plan on using a BIG wall.
First, implement a small, simple kaizen. These are the small, common, ordinary improvements that we tend to overlook as insignificant or not important. An example would be where an employee added a recycle bin by the copy machine. Or another employee thought to eliminate a report that is no longer needed. To get a better understanding of the small, simple kaizen approach, I highly recommend that you read “The Idea Generator, Quick and Easy Kaizen” by Bunji Tozawa and Norman Bodek. This book does an excellent job of explaining the quick and easy kaizen approach.
Second, have the employee who created the improvement answer these three simple questions (just a short, single sentence answer per question is needed):
What was the problem?
What is your idea?
What was the result or benefit?
Third, take before and after pictures to better explain the simple kaizen idea along with a picture of the employee. Make it personal.
Finally, hang a laminated, color copy of the idea on the wall in your facility where everybody can see it!
By posting the idea on the wall, you give instant recognition to your employees for making the improvement. You also encourage the small, frequent kaizen approach. Another benefit, you create a company wide communication board to share all these ideas. Finally, it helps motivate everyone to join in the fun of kaizen.
Aside note, one Japanese company (only 200 employees) I toured last fall will try to implement 50,000 of these kaizens this year. Your company may not produce quite that many but I would still plan on using a BIG wall.
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