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Posts Tagged ‘Lean Thinking’

How about this for a dose of reality in the new year?

Strategic Plans Lose Favor

This article makes it clear how important being agile for companies in this chaotic world.  I kind of wished this article would have been published a year ago. 

  • It gives great examples of how successful companies have looked closely at the frequency of the budgeting process, and how keeping in closer tune with the voice of the customer can result in more sales. 
  • The example of Office Depot selling individual sized packages instead of bulk was awesome. 
  • It also shows how little we really can know and predict about the future. 
  • The solution seems to be just-in-time decision making which lends itself to glass wall value stream level metrics…

Where Process Improvement Projects Go Wrong

  • This is a very good article that compares the life-cycle of six sigma and lean improvement teams to spring metal being stretched and broken. 
  • It ties into the human performance model in several areas where a Director’s compensation was tied directly to six sigma team’s results. 
  • Interesting how focusing on successful teams (and not reporting on the failed teams) prevented the company executives from dealing with the situation earlier. 
  • I liked the four lessons learned, and agreed with the conclusions.  Sustaining lean or any other improvement process is very difficult, but it can be done.  

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So we tried a new approach to jump-starting a “difficult” team.  The call came in an hour before an important 75 minute meeting and I was asked to run it.  The meeting would be a first for this team and there was reportedly tensions. 

So, I thought about what approach to use.  Using my favorite lean training tool (thanks Brian Maskell for showing “Toast Kaizen” to me in 2006), and using the principles of adult learning (thanks to Malcolm S. Knowles) I decided it would be a simple matter.

Starting with introductions (always respecting people), we formed a circle with nothing between us.  The idea was that everyone could make eye contact (thanks to Harrison Owen).  We went around the room with each person’s name, something that makes him or her unique as a person, and any improvement you noticed in recent history (in any industry).

Thanks to GBM for creating such a powerful training tool (Toast Kaizen).  We then reflected on how the person doing the work knows it best. 

The answer!   Open a space.  I asked; “what could be improved around here”?  Talk about the flood gates opening up!  Each team member was instructed to write down their idea (one per sticky — Thanks 3M), state their idea to the team and post it on the board.

At one point someone posted a sensitive subject, and I reminded the team that we should postpone judgment until later. 

Then we used multi-voting (thanks General Tire) to prioritize the issues.  We used triadic evaluation using simple color dots (5,3,1).  The only rule was the highest ranking person had to vote last.  So then I asked a team member to tally the votes, and there we had the top four items. 

I asked “who really wants to see … improve”, and then we had identified the first leader.   Then, I asked each person to help the leader with understanding the problem a bit better and make some suggestion for improvement by the next week.

Feedback was outstanding.  By the next morning word had spread, this was going to be different, “we are in control”!  It was awesome. 

And there you have it, open space with OD and lean!

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Hello lean thinkers.  I found this outstanding resource on the web and contacted the authors to get permission to share it with you.  This article is one of the best I have read recently, and I am using it broadly to dispel myths about lean. 

Hope you will enjoy it.  Bob

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So I was travelling and the hotel I stayed at used many visual methods that I thought could be of interest to the lean thinkers. This is a three minute video with 30 slides.

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Hello everyone.  I wanted to share something cool that can be used to make a serial process into a parallel process, thereby reducing time needed to process information.   Please click on the link below:

Visual Heijunka

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