Saturday, February 28, 2009
AMExpo Charlotte 2009
I have several conferences and engagements on my schedule this year to share lean experiences and lessons. The next up is the AMExpo held in Charlotte, NC on March 11-12, 2009 where I'll participate in a roundtable discussion on creating and sustaining a continuous improvement culture. Please attend our session if you can make it to the conference.
Wednesday, February 25, 2009
Influence
One of my favorite sources on leadership skills, Dale Carnegie, a master of the positive, wrote timeless principles on influence and leadership in his famous book, “How to Win Friends and Influence People”. Although Mr. Carnegie died in 1955, his legacy continues through his work which is just as relevant today as when first written in 1936.
Here is an excerpt from his book.
“Principle 1: Don’t Criticize, Condemn or Complain
Criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself. Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance and arouses resentment.
Benjamin Franklin, tactless in his youth, became so diplomatic, so adroit at handling people, that he was made American ambassador to France. The secret to his success? “I will speak ill of no man,” he said, “and speak all the good I know of everybody.” Any fool can criticize, condemn and complain. But it takes character and self-control to be understanding and forgiving.”
Here are some of Dale Carnegie’s points on influence and leadership
“Don’t point out when people are wrong. Respect differing viewpoints.”
“When you are wrong, admit it emphatically and move on.”
“You will get more in business with honey than vinegar. Be friendly and gentle.”
“Let the other person talk more than you do. Listen fully.”
“Lead people to the conclusion you want by making suggestions, but ultimately let a person feel the idea was his or hers.”
“Believe people are inherently good and honest.”
“Use questions to lead people instead of giving direct orders.”
“Be supportive and make mistakes seem easy to correct.”
“See the best in people and then they will rise to your expectation.”
According to Gary Convis, a piece of key leadership advice was given to him by Kan Higashi (Both were senior NUMMI leaders), “lead the organization as if you have no power.”
The ability to influence is one of the core skills we need to master on our lean journey.
Here is an excerpt from his book.
“Principle 1: Don’t Criticize, Condemn or Complain
Criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself. Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance and arouses resentment.
Benjamin Franklin, tactless in his youth, became so diplomatic, so adroit at handling people, that he was made American ambassador to France. The secret to his success? “I will speak ill of no man,” he said, “and speak all the good I know of everybody.” Any fool can criticize, condemn and complain. But it takes character and self-control to be understanding and forgiving.”
Here are some of Dale Carnegie’s points on influence and leadership
“Don’t point out when people are wrong. Respect differing viewpoints.”
“When you are wrong, admit it emphatically and move on.”
“You will get more in business with honey than vinegar. Be friendly and gentle.”
“Let the other person talk more than you do. Listen fully.”
“Lead people to the conclusion you want by making suggestions, but ultimately let a person feel the idea was his or hers.”
“Believe people are inherently good and honest.”
“Use questions to lead people instead of giving direct orders.”
“Be supportive and make mistakes seem easy to correct.”
“See the best in people and then they will rise to your expectation.”
According to Gary Convis, a piece of key leadership advice was given to him by Kan Higashi (Both were senior NUMMI leaders), “lead the organization as if you have no power.”
The ability to influence is one of the core skills we need to master on our lean journey.
John Shook and the Socrates Method
Here is an outstanding article on coaching and questions by John Shook in teaching the Socrates way. As a lean teacher, corporate executive and father of two, it is an extremely difficult path to follow, much less master.
Unfortunately, patience for the Socrates methodology is not a common luxury in today’s corporate environment. Indeed, an unfortunate reality.
Unfortunately, patience for the Socrates methodology is not a common luxury in today’s corporate environment. Indeed, an unfortunate reality.
Monday, February 23, 2009
Storage Facility or Production Site?
Here is a quick manufacturing exercise for you to do today. Walk out to your gemba and ask these questions:
Does this look more like a storage facility or a production site?
Do I see more material than I see associates?
Can I see all the associates in the area from here?
How much material can one associate work on at one given time?
What is the right amount of inventory required?
What is the math behind determining the “right amount” of inventory?
How often are your inventory levels (part by part) reviewed and re-calculated?
Can you tell at a glance (not looking at a computer spreadsheet) if you have more or less inventory on hand than required?
If you don’t know the answers, maybe this is one area to explore for kaizen.
After re-watching some of my JKE video tapes from my lean benchmarking trip to Japan hosted by Gemba Research, it is quickly apparent that the line side inventory quantities I see in the United States plants are significantly higher than at the leaner facilities I visited in Japan.
So can we describe your manufacturing facility as a production site with only required material on hand or as a storage facility with only required production on hand?
Does this look more like a storage facility or a production site?
Do I see more material than I see associates?
Can I see all the associates in the area from here?
How much material can one associate work on at one given time?
What is the right amount of inventory required?
What is the math behind determining the “right amount” of inventory?
How often are your inventory levels (part by part) reviewed and re-calculated?
Can you tell at a glance (not looking at a computer spreadsheet) if you have more or less inventory on hand than required?
If you don’t know the answers, maybe this is one area to explore for kaizen.
After re-watching some of my JKE video tapes from my lean benchmarking trip to Japan hosted by Gemba Research, it is quickly apparent that the line side inventory quantities I see in the United States plants are significantly higher than at the leaner facilities I visited in Japan.
So can we describe your manufacturing facility as a production site with only required material on hand or as a storage facility with only required production on hand?
Tuesday, February 17, 2009
Easy Lean Transformation Recipe
“Quick and Easy Lean Transformation! It’s really good plain or topped with dark chocolate. My consultant friend makes a lot of bread using this deceptively simple recipe.”
Servings
1 small company
Ingredients
2 cups all purpose value stream maps (1 current state and 1 future state)
5 teaspoons small U-shaped work cells
2 dozen kanbans
9 min SMED or less if possible
Sprinkle of hour by hour charts
1 whole change agent (thick skinned is best)
Heavy dose of kaizen events
2 pair of value stream managers
Dash of standard work charts (add as much as needed to get desired taste)
1 oz preventive maintenance
Baking Instructions
1. Preheat oven to 350 degrees (Use broil setting if need quickly).
2. In a large bowl, mix all ingredients in any order but it is recommended to add the value stream maps first to provide a solid dough base.
3. Beat all until a well blended, smooth mix.
Note: You may have to remove harden parts that do not blend easy.
4. Bake 2 -3 years or until rising to world class level.
5. Check often to prevent burning.
6. Let stand on cooling rack before eating.
Important Disclaimer: Following all these instructions does not guarantee the end result will look anything like what is pictured on the box.
Reviews
4 Stars -“I know this will sound a bit like a cliché, but I have been looking for a good lean transformation recipe my whole manufacturing career. I never imagined that I would find the perfect recipe until I tried this recipe. The company turned out crisp and lean with just right amount of filling, not a drop of waste. I will hand down this recipe for generations of management to come.”
5 Stars-“YUMMY! The easiest, best tasting lean transformation I’ve every tried”
1 Star -“Awful recipe. My first batch failed to rise and left a lingering, bad taste in my mouth. The trick may be to make sure the dough is well mixed with no concrete like, hard parts remaining. If the batch is not mixed with the right amount of ingredients, the batch easily crumbles and falls apart.”
Wouldn’t it be nice if there was an easy recipe like this for our lean transformation?
Servings
1 small company
Ingredients
2 cups all purpose value stream maps (1 current state and 1 future state)
5 teaspoons small U-shaped work cells
2 dozen kanbans
9 min SMED or less if possible
Sprinkle of hour by hour charts
1 whole change agent (thick skinned is best)
Heavy dose of kaizen events
2 pair of value stream managers
Dash of standard work charts (add as much as needed to get desired taste)
1 oz preventive maintenance
Baking Instructions
1. Preheat oven to 350 degrees (Use broil setting if need quickly).
2. In a large bowl, mix all ingredients in any order but it is recommended to add the value stream maps first to provide a solid dough base.
3. Beat all until a well blended, smooth mix.
Note: You may have to remove harden parts that do not blend easy.
4. Bake 2 -3 years or until rising to world class level.
5. Check often to prevent burning.
6. Let stand on cooling rack before eating.
Important Disclaimer: Following all these instructions does not guarantee the end result will look anything like what is pictured on the box.
Reviews
4 Stars -“I know this will sound a bit like a cliché, but I have been looking for a good lean transformation recipe my whole manufacturing career. I never imagined that I would find the perfect recipe until I tried this recipe. The company turned out crisp and lean with just right amount of filling, not a drop of waste. I will hand down this recipe for generations of management to come.”
5 Stars-“YUMMY! The easiest, best tasting lean transformation I’ve every tried”
1 Star -“Awful recipe. My first batch failed to rise and left a lingering, bad taste in my mouth. The trick may be to make sure the dough is well mixed with no concrete like, hard parts remaining. If the batch is not mixed with the right amount of ingredients, the batch easily crumbles and falls apart.”
Wouldn’t it be nice if there was an easy recipe like this for our lean transformation?
Wednesday, February 11, 2009
Are you Passionate about Lean?
Of all the kaizen skills, lean manufacturing knowledge and personal characteristics that would help us on our lean journey, the most powerful is passion. Without passion, we will have little chance of advancing in our lean journey or sustaining our improvement efforts. Without passion, we can easily get discouraged at all the roadblocks we will encounter on our journey. Without passion, we will not inspire others. Without passion, work is not fun.
What do I mean by passion? After my lean presentation at our PB & J at Personix, the management team awarded me their P.A.C. T. Passion Award which is their way of promoting and recognizing this valued behavior. PACT stands for Passion, Accountability, Courage and Transparency which are the primary behaviors promoted at Personix. What a cool award idea and an honor to be included as among the passionate. On the plaque, part of what is written about passion:
“Possesses a strong desire to achieve goals with a resourcefulness, tenacity and enthusiasm that inspires others.
If I were more Passionate today, I would…
* Openly show enthusiasm
* Gain enjoyment from doing a good job
* Bring positive energy to every situation
* Actively support the achievement of others
* Celebrate success
* Enjoy a challenge
* Creatively turn problems into opportunities
* Clearly focus on goals”
This is a great list to help guide our daily action and reflect on our behavior. Think about it this way.
Would you prefer to work next to a passionate person or someone devoid of passion in their work?
Look around our company, can we tell who is passionate and who is not? What would our company look like and feel like if we all have passion? What could we achieve as a company? Would there be anything we could not achieve?
Do we hire passionate people? Do we promote and reward people with passion?
Do you have passion?
Monday, February 09, 2009
PB & J at Personix
Awhile back, I was invited to present a lean topic to the management team at Personix in Indianapolis, Indiana during their monthly PB & J. I love to promote the lean approach and share improvement ideas so I was happy to attend today’s lunch meeting. However I had to ask first, what was PB & J?
For those that don’t know like me, PB & J stands for Peanut Butter and Jelly. Each month, the staff hosts a business learning lunch session with a buffet line set up to make your own peanut butter and jelly sandwiches. (They assured me that the peanut butter was safe!)
During the lunch, different topics are presented and discussed. It could be a book review, a lean tool, a lean concept, or whatever learning topic is of interest to the group. What a simple, easy and fun concept!
I was asked to run through my Japan Kaikaku Experience from my lean study mission hosted by Gemba Research. A couple of the lean leaders at Personix had previously seen my presentation and wanted the rest of their group to see it. It was just a quick snapshot of the lean lessons I learned from my trip which I have posted in the past.
Japan Day 1 Toyota Motor Kyushu
Japan Day 1 Nanjo Sobi
Japan Day 2 Matsumoto
Japan Day 3 Toto
Japan Day 4 HOKS Part 1
Japan Day 4 HOKS Part 2
Japan Trip Epiphany
If you wish to completely immerse yourself in seeing lean in action in a truly transformational professional experience, this trip is for you!
Personix, a wholly owned business units of FISERV, Inc., has been working on their lean journey for several years now with excellent success. Personix delivers solutions for card, print/mail and electronic document delivery. They began as a plastic card personalization company and have expanded into other custom documents like benefits explanation, consolidated statements, tax documents, etc. Personix personalizes more than 875 million document images and 125 million cards per year.
The session interest was high and several topics generated great discussion like stand up desk in the office. Based on this discussion during today’s PB & J, I am confident that the Personix team will continue looking for ways to continuously improve!
For those that don’t know like me, PB & J stands for Peanut Butter and Jelly. Each month, the staff hosts a business learning lunch session with a buffet line set up to make your own peanut butter and jelly sandwiches. (They assured me that the peanut butter was safe!)
During the lunch, different topics are presented and discussed. It could be a book review, a lean tool, a lean concept, or whatever learning topic is of interest to the group. What a simple, easy and fun concept!
I was asked to run through my Japan Kaikaku Experience from my lean study mission hosted by Gemba Research. A couple of the lean leaders at Personix had previously seen my presentation and wanted the rest of their group to see it. It was just a quick snapshot of the lean lessons I learned from my trip which I have posted in the past.
Japan Day 1 Toyota Motor Kyushu
Japan Day 1 Nanjo Sobi
Japan Day 2 Matsumoto
Japan Day 3 Toto
Japan Day 4 HOKS Part 1
Japan Day 4 HOKS Part 2
Japan Trip Epiphany
If you wish to completely immerse yourself in seeing lean in action in a truly transformational professional experience, this trip is for you!
Personix, a wholly owned business units of FISERV, Inc., has been working on their lean journey for several years now with excellent success. Personix delivers solutions for card, print/mail and electronic document delivery. They began as a plastic card personalization company and have expanded into other custom documents like benefits explanation, consolidated statements, tax documents, etc. Personix personalizes more than 875 million document images and 125 million cards per year.
The session interest was high and several topics generated great discussion like stand up desk in the office. Based on this discussion during today’s PB & J, I am confident that the Personix team will continue looking for ways to continuously improve!
Saturday, February 07, 2009
Hospital Hand Wash Poka Yoke
I stumbled across a cool example of a hospital poka yoke dealing with the persistent issue of lack of hand washing. At MetroWest Medical Center in Framingham, Massachusetts, Lean Process Manager Kevin Frieswick has developed a hand wash poka yoke using “Radio Shack and Home Depot parts”. They also post a great clip that shows this device in action, but you have the see the heart monitor portion before getting to the hand washing toll gate.
I salute Kevin with a clean hand for his creativity before capital!
I salute Kevin with a clean hand for his creativity before capital!
Friday, January 30, 2009
Can we do Better?
"Still the question recures "can we do better?" The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew."
Abraham Lincoln, Annual Message to Congress, December 1, 1862
Abraham Lincoln, Annual Message to Congress, December 1, 1862
Thursday, January 22, 2009
What is the single biggest way to improve quality, cost and productivity?
If there is only one thing we do today that has the biggest impact to our quality, cost and productivity, what would that be?
Would it be starting a My CI program?
Would it be a 5S program?
Would it be a six sigma projects?
Would we begin running regular kaizen events?
Would we hire or contract a Lean Sensei?
Although I agree that a great Lean Sensei is worth far more than their weight in gold, it is not the answer. The real answer is quite simple.
Follow Standard Work!
Every part, every process, every time.
Would it be starting a My CI program?
Would it be a 5S program?
Would it be a six sigma projects?
Would we begin running regular kaizen events?
Would we hire or contract a Lean Sensei?
Although I agree that a great Lean Sensei is worth far more than their weight in gold, it is not the answer. The real answer is quite simple.
Follow Standard Work!
Every part, every process, every time.
Friday, January 09, 2009
TWI Symposium
For those interested in learning more about TWI (Training Within Industry) and near the Indianapolis area, there is a TWI Symposium hosted by Purdue University on February 13th with TWI author Don Dinero.
Thursday, January 08, 2009
The Power of Less
It may just be me but I detect a shift by some, me included, towards simplicity or leaning towards a minimalist approach to life and work. Along this line, check out Leo Babauta’s blog called Zen Habits and his new book The Power of Less.
Over at Tim Ferriss’s Blog, author of the popular “The 4-Hour Workweek”, Tim posts some interesting comments about the Power of Less and developing new habits. There are a few strong ties to 5S, standard work, etc in these lean-like thoughts.
It also sounds pretty close to Ben Franklin’s method in his quest to master thirteen virtues. Instead of trying to master each virtue all at the same time, he focused on only one virtue each week.
Over at Tim Ferriss’s Blog, author of the popular “The 4-Hour Workweek”, Tim posts some interesting comments about the Power of Less and developing new habits. There are a few strong ties to 5S, standard work, etc in these lean-like thoughts.
It also sounds pretty close to Ben Franklin’s method in his quest to master thirteen virtues. Instead of trying to master each virtue all at the same time, he focused on only one virtue each week.
Monday, January 05, 2009
Now on Twitter
With all the buzz on twitter, I thought I would give it a try as an experiment. I hope to link up with others on the lean journey using twitter as another communication tool to learn along our improvement path. If you wish, you can follow my twitter stream as I continue the journey.
Holiday Dead Zone
Now that the holiday festivities are over, the Christmas tree has been taken down, the stocking are stored away for next year along with any other holiday decorations, except maybe any outside lights that may stay up until warmer spring days, did you notice any signs of a dead zone?
No, not the dead zone from the Stephen King novel or the dead zones like seen in recent cell phone commercials. It’s a dead zone that even the Verizon network can’t save you.
The time between Thanksgiving and New Year’s Day is a fast paced holiday time filled with great cheer and joyful spirit (stress too!) with all the season’s activities swirling around us like going to holiday dinners, workplace celebrations, worship celebrations in a faith of our choosing, shopping, wrapping gifts, holiday cards, traveling to visit family and friends, decorating, cooking holiday meals, football, holiday concerts, holiday parties and the not so popular-cleaning up. With all this seasonal activity, do we push off or ignore some things until the New Year? Creating a dead zone, a period of time with no kaizen activity referred to during this time of year as the Holiday Dead Zone.
For example, did any one of us say during this holiday season, “Let’s meet right after the holidays”, or “Let’s schedule something the first of the year” or “We can work on it next year”? With all the holiday hustle and bustle along with many people being out, it only seems like this is the best we can do, right?
During the holiday dead zone, do we expect little or no results from any projects because of the holidays? Do we expect no improvements in work, no kaizen?
Now don’t confuse what I am talking about with the ideas found in the classic business book, How to Run and Manage a Extremely Profitable Business, BG (Before Ghosts) by Mr. Ebenezer Scrooge. I love Christmas time however can we have more balance during this season of hope and joy? Can we find a way to still kaizen in December?
How can we avoid the holiday dead zone? First, we have to realize we have a dead zone. Next, we should reflect on our past holiday behaviors and activities to understand the situation better. Since each of us, individually or as a company, celebrates the season differently, we may come up with different root causes of creating the dead zone and related countermeasures.
At my company, we planned our kaizen calendar better this year which resulted 9 events in the month of December instead of only 2 kaizen events the previous December. Good advance planning, spreading the workload and not accepting the easy push off to next year were the keys for us. So can being flexible which allowed us to add the ninth kaizen event that only took two weeks to prepare.
What ways can you think of to prevent this time of year from becoming a holiday dead zone?
No, not the dead zone from the Stephen King novel or the dead zones like seen in recent cell phone commercials. It’s a dead zone that even the Verizon network can’t save you.
The time between Thanksgiving and New Year’s Day is a fast paced holiday time filled with great cheer and joyful spirit (stress too!) with all the season’s activities swirling around us like going to holiday dinners, workplace celebrations, worship celebrations in a faith of our choosing, shopping, wrapping gifts, holiday cards, traveling to visit family and friends, decorating, cooking holiday meals, football, holiday concerts, holiday parties and the not so popular-cleaning up. With all this seasonal activity, do we push off or ignore some things until the New Year? Creating a dead zone, a period of time with no kaizen activity referred to during this time of year as the Holiday Dead Zone.
For example, did any one of us say during this holiday season, “Let’s meet right after the holidays”, or “Let’s schedule something the first of the year” or “We can work on it next year”? With all the holiday hustle and bustle along with many people being out, it only seems like this is the best we can do, right?
During the holiday dead zone, do we expect little or no results from any projects because of the holidays? Do we expect no improvements in work, no kaizen?
Now don’t confuse what I am talking about with the ideas found in the classic business book, How to Run and Manage a Extremely Profitable Business, BG (Before Ghosts) by Mr. Ebenezer Scrooge. I love Christmas time however can we have more balance during this season of hope and joy? Can we find a way to still kaizen in December?
How can we avoid the holiday dead zone? First, we have to realize we have a dead zone. Next, we should reflect on our past holiday behaviors and activities to understand the situation better. Since each of us, individually or as a company, celebrates the season differently, we may come up with different root causes of creating the dead zone and related countermeasures.
At my company, we planned our kaizen calendar better this year which resulted 9 events in the month of December instead of only 2 kaizen events the previous December. Good advance planning, spreading the workload and not accepting the easy push off to next year were the keys for us. So can being flexible which allowed us to add the ninth kaizen event that only took two weeks to prepare.
What ways can you think of to prevent this time of year from becoming a holiday dead zone?
Friday, January 02, 2009
Management Improvement Carnival Best of 2008
John Hunter at Curious Cat has asked me to help co-host part of a larger scale Management Carnival Best of 2008 series where several bloggers are joining to recap the best posts from multiple lean or management improvement blogs this past year. The breath and quality of improvement information or thought provoking posts is simply awesome for those of us trying to learn a better way.
So please check out these highlights for 2008 from the Lean Insider, Improve with Me, Learning about Lean and Lean Printing.
The Best of Ralph Bernstein’s blog “Lean Insider” in 2008
Apple: A Successful, “Anti-Lean” Company
A company that embodies the lean principle of respect for people would likely have teams of empowered employees, strong communication among teams and individuals, ongoing recognition of employee and team achievements, and managers at all levels who are not autocratic but encourage independent thinking.
“We Don’t Make Mistakes; We Have Learning Moments
Ridge takes things a step further. During his presentation, he said, “We don’t make mistakes at WD-40; we have learning moments.”
How to Reduce Fatal Car Accidents
I am writing today about something that is not exactly a lean topic. However, for reasons I’ll explain shortly, I feel compelled to comment on what some other writers are saying about driving and speed-limit laws.
A Lean Initiative Can Be a Real Eye-Opener
I firmly believe that the most important benefit of any lean initiative is not the improvements that may be achieved in cycle time or inventory or cost, but in how it changes the way people think.
The Tennis Ball Exercise
I wrote previously about a kaizen event I attended recently at Food Sciences Corp. in Mt. Laurel, New Jersey. I wanted to describe a particular exercise we experienced at the event that, in the space of a few minutes, helped teach some key improvement principles.
The Best of Brian Buck’s blog “Improve with Me” in 2008
Own it
One piece of advice for project managers: own it!
Holy Lean Batman
Have you ever considered how Batman is a great example of Lean?
My Reflection from Tufte
I learned a lot when I saw Edward Tufte last week. I have increased ^ my knowledge of data presentation (the little carrot in this sentence is an example of mixing symbols directly into narrative). Here are some more take-aways:
The Last Lecture, Football, and Lean
I just finished reading the great book, The Last Lecture by Randy Pausch. One of my favorite parts was where…
Alignment is Important
Alignment is important for projects and improvement efforts.
The Best of Joe Ely’s blog “Learning About Lean” in 2008
Hoshin Kanri—a Surprise
Last week, I made a presentation to our local Lean network on Hoshin Kanri, the Lean system of strategic planning (you can look at the presentation here; I’ve also listed as a download on the sidebar). The group was attentive and gave good feedback.
Upside Down Visuals
Circuitously, I ended up shopping for shampoo recently. Actually, I was shopping for a shampoo bottle, not shampoo. My wife had found a deal on shampoo but it came in a big batch, a huge bottle. I wanted to find a smaller bottle to put in the shower.
Toyota Tour, opus 5
Last Friday, eight engineers from our group of companies and I had the chance to tour Toyota’s North American Fork Truck manufacturing facility, Toyota Industrial Equipment Mfg (TIEM). I continue to be astounded and grateful for the openness, transparency and astounding skills of Toyota.
Getting to Email Zero
Following my recent post on Minimizing Work-in-Process for Knowledge Workers, several folks wrote and asked me to write more on getting their email inbox to zero. I put together an outline for such a post.
Engaging Consumers to Fight Clutter
Is it possible to get untrained, uninitiated, unconnected people to participate in your efforts to deliver value? Consider this example that caught me totally by surprise in a very unexpected moment.
The Best of Tom Southworth’s blog “Lean Printing” in 2008
Lean Manufacturing is Clean Manufacturing
My latest column in Label and Narrow Web magazine is about how going "Lean" can also help you get "green". Click the link and read on.
No Respect
Kevin Meyer over at Evolving Excellence has a post about companies - and consultants - who forget that the house that is Lean rests on two pillars: Just-In-Time and Respect For People. Too often companies get caught up in Lean tools and either forget or outright ignore the most important part of any organization: its people.
Survey Shows That Print is Getting Lean
Ok. Obviously, I'm happy that Lean is beginning to spread to the masses in the printing industry, but the "real challenge" is not cherry-picking "traditional Lean tools". The real challenge is realizing and accepting that Lean is more than "an all-out attack on waste and a relentless drive to improve productivity"; it's a complete change in how you run your business. You can't simply decide which tools you'll use, modify or adapt. This will only lead to "tool-itis" and, ultimately, frustration and failure.
Pulling the andon cord on yourself – PGA style
This article caught my eye. Its about a pro golfer, J.P. Hayes, who called a penalty on himself that automatically disqualified him from the PGA Tour's qualifying tournament, or "Q-school". Hayes unknowingly used a ball that was a prototype and not yet approved for play on the PGA Tour.
The visual fridge
Stopped in to my local natural food store to pick up a jar of honey. As I was passing one of their refrigerators the photos on the outside caught my eye.
You can continue reviewing the best of 2008 from a bunch of other outstanding sites hosted by
John Hunter at Curious Cat
Ron Pereira at LSS Academy
Kevin Meyer at Evolving Excellence
Mark Graban at Lean Blog
Bill Harris at Making Sense with Facilitated Systems
Nicole Radziwill at Quality and Innovation Part 1, Part 2, Part 3 and Part 4
Matthew May at Elegant Solutions.
So please check out these highlights for 2008 from the Lean Insider, Improve with Me, Learning about Lean and Lean Printing.
The Best of Ralph Bernstein’s blog “Lean Insider” in 2008
Apple: A Successful, “Anti-Lean” Company
A company that embodies the lean principle of respect for people would likely have teams of empowered employees, strong communication among teams and individuals, ongoing recognition of employee and team achievements, and managers at all levels who are not autocratic but encourage independent thinking.
“We Don’t Make Mistakes; We Have Learning Moments
Ridge takes things a step further. During his presentation, he said, “We don’t make mistakes at WD-40; we have learning moments.”
How to Reduce Fatal Car Accidents
I am writing today about something that is not exactly a lean topic. However, for reasons I’ll explain shortly, I feel compelled to comment on what some other writers are saying about driving and speed-limit laws.
A Lean Initiative Can Be a Real Eye-Opener
I firmly believe that the most important benefit of any lean initiative is not the improvements that may be achieved in cycle time or inventory or cost, but in how it changes the way people think.
The Tennis Ball Exercise
I wrote previously about a kaizen event I attended recently at Food Sciences Corp. in Mt. Laurel, New Jersey. I wanted to describe a particular exercise we experienced at the event that, in the space of a few minutes, helped teach some key improvement principles.
The Best of Brian Buck’s blog “Improve with Me” in 2008
Own it
One piece of advice for project managers: own it!
Holy Lean Batman
Have you ever considered how Batman is a great example of Lean?
My Reflection from Tufte
I learned a lot when I saw Edward Tufte last week. I have increased ^ my knowledge of data presentation (the little carrot in this sentence is an example of mixing symbols directly into narrative). Here are some more take-aways:
The Last Lecture, Football, and Lean
I just finished reading the great book, The Last Lecture by Randy Pausch. One of my favorite parts was where…
Alignment is Important
Alignment is important for projects and improvement efforts.
The Best of Joe Ely’s blog “Learning About Lean” in 2008
Hoshin Kanri—a Surprise
Last week, I made a presentation to our local Lean network on Hoshin Kanri, the Lean system of strategic planning (you can look at the presentation here; I’ve also listed as a download on the sidebar). The group was attentive and gave good feedback.
Upside Down Visuals
Circuitously, I ended up shopping for shampoo recently. Actually, I was shopping for a shampoo bottle, not shampoo. My wife had found a deal on shampoo but it came in a big batch, a huge bottle. I wanted to find a smaller bottle to put in the shower.
Toyota Tour, opus 5
Last Friday, eight engineers from our group of companies and I had the chance to tour Toyota’s North American Fork Truck manufacturing facility, Toyota Industrial Equipment Mfg (TIEM). I continue to be astounded and grateful for the openness, transparency and astounding skills of Toyota.
Getting to Email Zero
Following my recent post on Minimizing Work-in-Process for Knowledge Workers, several folks wrote and asked me to write more on getting their email inbox to zero. I put together an outline for such a post.
Engaging Consumers to Fight Clutter
Is it possible to get untrained, uninitiated, unconnected people to participate in your efforts to deliver value? Consider this example that caught me totally by surprise in a very unexpected moment.
The Best of Tom Southworth’s blog “Lean Printing” in 2008
Lean Manufacturing is Clean Manufacturing
My latest column in Label and Narrow Web magazine is about how going "Lean" can also help you get "green". Click the link and read on.
No Respect
Kevin Meyer over at Evolving Excellence has a post about companies - and consultants - who forget that the house that is Lean rests on two pillars: Just-In-Time and Respect For People. Too often companies get caught up in Lean tools and either forget or outright ignore the most important part of any organization: its people.
Survey Shows That Print is Getting Lean
Ok. Obviously, I'm happy that Lean is beginning to spread to the masses in the printing industry, but the "real challenge" is not cherry-picking "traditional Lean tools". The real challenge is realizing and accepting that Lean is more than "an all-out attack on waste and a relentless drive to improve productivity"; it's a complete change in how you run your business. You can't simply decide which tools you'll use, modify or adapt. This will only lead to "tool-itis" and, ultimately, frustration and failure.
Pulling the andon cord on yourself – PGA style
This article caught my eye. Its about a pro golfer, J.P. Hayes, who called a penalty on himself that automatically disqualified him from the PGA Tour's qualifying tournament, or "Q-school". Hayes unknowingly used a ball that was a prototype and not yet approved for play on the PGA Tour.
The visual fridge
Stopped in to my local natural food store to pick up a jar of honey. As I was passing one of their refrigerators the photos on the outside caught my eye.
You can continue reviewing the best of 2008 from a bunch of other outstanding sites hosted by
John Hunter at Curious Cat
Ron Pereira at LSS Academy
Kevin Meyer at Evolving Excellence
Mark Graban at Lean Blog
Bill Harris at Making Sense with Facilitated Systems
Nicole Radziwill at Quality and Innovation Part 1, Part 2, Part 3 and Part 4
Matthew May at Elegant Solutions.
Tuesday, December 30, 2008
Kaizen Focus
The focus of kaizen is not on the work we do, it is on all the things that get in the way of the work we do.
Monday, December 29, 2008
Dantotsu - Best of the Best!
After a long, exciting and particular successful kaizen event at one of our plants, I returned to my home office to find a simple wooden plaque sitting on my desk with the words “Dantotsu” engraved on the front. On the back was a small post it note with a short message that read “Japanese word that means striving to be the “Best of the Best” – This is for you.”
After checking around the office, no one knows who left it on my desk and I still don’t know the reason behind this gift. It is possible this is a simple thank you gift. It is also possible there is no reason except someone found it on a 5S Sort and thought to drop it off on my desk.
I look to this plaque as not recognition of some past effort or a 5S activity rather as a vision for the future. A vision to strive to be the Best of the Best in all that we do. It’s a challenge to rise above the status quo and set the bar higher than just good enough.
Whatever the origin of this simple plaque, it sparks my imagination, ignites my curiosity and flames my passion for excellence. All the things I try to do for others along the lean journey. Things we should all do as lean leaders. This simple plaque serves as my mission to guide others better than I have in the past, increase my awareness and accelerate my efforts for excellence. In my mind, it is not a question of if I can do it but how I can do it best.
To become best of the best will require discipline, hard work, determination, self-examination, experimentation and persistence. Even if I fail in this quest to become the best of the best, I will certainly be far better than I am today and the path of continuous improvement is certainly no failure.
After checking around the office, no one knows who left it on my desk and I still don’t know the reason behind this gift. It is possible this is a simple thank you gift. It is also possible there is no reason except someone found it on a 5S Sort and thought to drop it off on my desk.
I look to this plaque as not recognition of some past effort or a 5S activity rather as a vision for the future. A vision to strive to be the Best of the Best in all that we do. It’s a challenge to rise above the status quo and set the bar higher than just good enough.
Whatever the origin of this simple plaque, it sparks my imagination, ignites my curiosity and flames my passion for excellence. All the things I try to do for others along the lean journey. Things we should all do as lean leaders. This simple plaque serves as my mission to guide others better than I have in the past, increase my awareness and accelerate my efforts for excellence. In my mind, it is not a question of if I can do it but how I can do it best.
To become best of the best will require discipline, hard work, determination, self-examination, experimentation and persistence. Even if I fail in this quest to become the best of the best, I will certainly be far better than I am today and the path of continuous improvement is certainly no failure.
Friday, December 26, 2008
Urges
The path on the lean journey is not an easy one as many of us have already discovered. Not only do we do battle with the defenders of the status quo, we are challenged by those that do not understand lean thinking, and struggle with others who simple fear change. But the challenge that I find the most difficult is one that I should have the most control over, that is my own thinking and actions.
All of us experience these moments of doubt, discouragement and defeat. At these moments, we can simply give in to our urges to cut corners, temptations to take the easy way or simple just give up.
It is also at these defining moments that we can become more resolute in our vision. It is our moment to decide our course of action, not just at critical moments but in our daily struggle. It is our choice to make. Do we continue on our path or do we give in to our urges?
Urge to slow down or give up because we encounter a difficult barrier
Urge to be complacent with the status quo
Urge to give a half hearted efforts and not giving it our all
Urge to think of all the ways something can’t be done before we think of all the ways how it could be done
Urge to decide on a solution before we grasp the situation
Urge to provide an answer when a question is a better approach to teach
Urge to just do it ourselves taking away the chance for others to discover it themselves
Urge to focus on the results and not the process
Urge to disrespect others and not take the time to treat others with respect and compassion.
Urge to think negative
Urge to be arrogant in our thinking
Urge to hear ourselves talk and not listen, really listen to others
Urge to run forward without bringing others with us
Urge to think of ourselves before the needs of others
Urge to soften or hide problems
Urge to seek blame
May we all learn from our mistakes along the journey and be mindful of the barriers on the path of continuous improvement, especially the barriers in our own mind and by our own actions.
All of us experience these moments of doubt, discouragement and defeat. At these moments, we can simply give in to our urges to cut corners, temptations to take the easy way or simple just give up.
It is also at these defining moments that we can become more resolute in our vision. It is our moment to decide our course of action, not just at critical moments but in our daily struggle. It is our choice to make. Do we continue on our path or do we give in to our urges?
Urge to slow down or give up because we encounter a difficult barrier
Urge to be complacent with the status quo
Urge to give a half hearted efforts and not giving it our all
Urge to think of all the ways something can’t be done before we think of all the ways how it could be done
Urge to decide on a solution before we grasp the situation
Urge to provide an answer when a question is a better approach to teach
Urge to just do it ourselves taking away the chance for others to discover it themselves
Urge to focus on the results and not the process
Urge to disrespect others and not take the time to treat others with respect and compassion.
Urge to think negative
Urge to be arrogant in our thinking
Urge to hear ourselves talk and not listen, really listen to others
Urge to run forward without bringing others with us
Urge to think of ourselves before the needs of others
Urge to soften or hide problems
Urge to seek blame
May we all learn from our mistakes along the journey and be mindful of the barriers on the path of continuous improvement, especially the barriers in our own mind and by our own actions.
Tuesday, December 23, 2008
Merry Christmas!
Wishing everyone a very Merry Christmas and Happy New Year filled with hope and harmony.
Thursday, December 18, 2008
Finance Kaizen Success
We completed our finance kaizen event today with a greater appreciation and understanding of the problems our finance associates had to endure monthly in one of financial processes. Working as a focused team, we implemented a new standard work process that made this process just a little bit easier and better.
Final results for our efforts include new documented standard work, 8% productivity improvement, 33% leadtime improvement, elimination of 4 unnecessary reports, and the elimination of one major barrier that prevented seamless monthly reconciliation in this process.
In addition to these immediate improvements, our team found additional opportunities that will require some longer term efforts not discovered until we spent the time to grasp the situation and understand the problem. Our hypothesis, with our proposed improvements, is that our productivity can be improved 50%. Our kaizen team already has developed a solid plan to go after it.
In my last post, I mentioned the fact that a solution was thought up by one of our kaizen team members within the first 8 minutes of our data collection. We did log this idea into our “Parking lot” list to be revisited after we completed our data collection and analysis. This reflected our respect for the person with the idea and our wish not to lose any ideas during our kaizen process. As it turned out, this idea was used as part of our initial countermeasure.
However, if we had jumped right to this idea and skipped our detailed data collection and analysis steps, we would have arrived at only part of our countermeasure and missed entirely the deeper problem. With the deeper problem revealed, we have the opportunity for greater improvement.
More importantly, during this transactional kaizen event, we have helped develop the problem solving skills of several of our financial associates in our quest to improve the process to improve the people.
Final results for our efforts include new documented standard work, 8% productivity improvement, 33% leadtime improvement, elimination of 4 unnecessary reports, and the elimination of one major barrier that prevented seamless monthly reconciliation in this process.
In addition to these immediate improvements, our team found additional opportunities that will require some longer term efforts not discovered until we spent the time to grasp the situation and understand the problem. Our hypothesis, with our proposed improvements, is that our productivity can be improved 50%. Our kaizen team already has developed a solid plan to go after it.
In my last post, I mentioned the fact that a solution was thought up by one of our kaizen team members within the first 8 minutes of our data collection. We did log this idea into our “Parking lot” list to be revisited after we completed our data collection and analysis. This reflected our respect for the person with the idea and our wish not to lose any ideas during our kaizen process. As it turned out, this idea was used as part of our initial countermeasure.
However, if we had jumped right to this idea and skipped our detailed data collection and analysis steps, we would have arrived at only part of our countermeasure and missed entirely the deeper problem. With the deeper problem revealed, we have the opportunity for greater improvement.
More importantly, during this transactional kaizen event, we have helped develop the problem solving skills of several of our financial associates in our quest to improve the process to improve the people.
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