Grabbing the A3 Tool from the Toolbox April 5, 2009
Posted by Jeff Fuchs in A3, Lean Thinking.Tags: A3, Lean Thinking
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In a brief Industry Week article, author Jamie Flinchbaugh describes the common failure modes behind A3 Reports.Since the beginning of lean, people have been reaching for another tool hoping that this tool, finally, will create the tipping point of progress. But the reason we are searching for another tool is because we don’t know how to work on the real difference maker — getting the culture and thinking right.
A3 Reports are simply a wastefree way for report writing and communication. But the basic building blocks of the A3 report provide a nice little template for good thinking.
Read here about the frequent failure modes in using A3s.
Grabbing the A3 Tool from the Toolbox April 5, 2009
Posted by Jeff Fuchs in A3, Lean Thinking.Tags: A3, Lean Thinking
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In a brief Industry Week article, author Jamie Flinchbaugh describes the common failure modes behind A3 Reports.Since the beginning of lean, people have been reaching for another tool hoping that this tool, finally, will create the tipping point of progress. But the reason we are searching for another tool is because we don’t know how to work on the real difference maker — getting the culture and thinking right.
A3 Reports are simply a wastefree way for report writing and communication. But the basic building blocks of the A3 report provide a nice little template for good thinking.
Read here about the frequent failure modes in using A3s.
Are Americans Working Harder and Getting Paid More? April 5, 2009
Posted by Jeff Fuchs in economy, government, manufacturing.Tags: economy, government, manufacturing
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On her Lean Reflections blog, Karen Wilhelm takes aim at statistics. With the economy in the tank, we hear facts and figures quoted every night, it seems, on the news. But what do these numbers really mean?Wilhelm highlights a recent article in the New Yorker as an example. By scrutinizing the details, she shows how sketchy, and potentially misleading, Bureau of Labor Statistics stats such as “average hourly wage” and “productivity” can be. The problems this raises are manifold. Numbers are not what their labels often lead us to believe. By reading too deeply, we can draw incorrect conclusions. Also, policymakers use these numbers to create policy decisions, often based on poor data and poor understanding of the data.
Read this post. The next time you get a sense of accomplishment when you hear that “manufacturing productivity in the U.S. increased last quarter,” you may want to think twice.
Read the post here.
Are Americans Working Harder and Getting Paid More? April 5, 2009
Posted by Jeff Fuchs in economy, government, manufacturing.Tags: economy, government, manufacturing
add a comment
On her Lean Reflections blog, Karen Wilhelm takes aim at statistics. With the economy in the tank, we hear facts and figures quoted every night, it seems, on the news. But what do these numbers really mean?Wilhelm highlights a recent article in the New Yorker as an example. By scrutinizing the details, she shows how sketchy, and potentially misleading, Bureau of Labor Statistics stats such as “average hourly wage” and “productivity” can be. The problems this raises are manifold. Numbers are not what their labels often lead us to believe. By reading too deeply, we can draw incorrect conclusions. Also, policymakers use these numbers to create policy decisions, often based on poor data and poor understanding of the data.
Read this post. The next time you get a sense of accomplishment when you hear that “manufacturing productivity in the U.S. increased last quarter,” you may want to think twice.
Read the post here.
Are Your Lean Initiatives Working? April 5, 2009
Posted by Jeff Fuchs in economy, Lean Thinking.Tags: economy, Lean Thinking
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As the global economic downturn deepens, cash-strapped companies are looking for ways to cut costs and increase liquidity. One way to get fast results is to refocus your lean efforts on the basics — and correct the bad habits that are undermining results. Besides generating much-needed cash, you’ll make your company stronger and better positioned for the upturn.It’s critical to take a closer look at whether your lean initiatives are really boosting cash flow and improving the bottom line, especially during tough economic times. Well-executed lean programs can cut lead times and quality costs by half, increase productivity by 10% to 30%, and reduce inventories by 30% to 50%. What’s more, quick wins can deliver a large share of these savings. The problem is that lean is rarely done thoroughly and effectively. Companies frequently slip into costly bad habits that prevent them from achieving or sustaining these results.
This article describes the five bad habits The Boston Consulting Group sees most often.
Read them here.
Are Your Lean Initiatives Working? April 5, 2009
Posted by Jeff Fuchs in economy, Lean Thinking.Tags: economy, Lean Thinking
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As the global economic downturn deepens, cash-strapped companies are looking for ways to cut costs and increase liquidity. One way to get fast results is to refocus your lean efforts on the basics — and correct the bad habits that are undermining results. Besides generating much-needed cash, you’ll make your company stronger and better positioned for the upturn.It’s critical to take a closer look at whether your lean initiatives are really boosting cash flow and improving the bottom line, especially during tough economic times. Well-executed lean programs can cut lead times and quality costs by half, increase productivity by 10% to 30%, and reduce inventories by 30% to 50%. What’s more, quick wins can deliver a large share of these savings. The problem is that lean is rarely done thoroughly and effectively. Companies frequently slip into costly bad habits that prevent them from achieving or sustaining these results.
This article describes the five bad habits The Boston Consulting Group sees most often.
Read them here.
New Book from LEI: The Birth of Lean April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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There are a lot of books that describe the Toyota Production System, but most do so in a way that implies that there was a master plan to create a company-wide improvement system. But as the pioneers in The Birth of Lean explain, there was no master plan-TPS came about through experimentation, trial and error, and an evolution of ideas that shaped Toyota’s structure and management system.This is an honest look at the origins of Lean, written in the words of the people who created the system. Through interviews and annotated talks, you will hear first-person accounts of what these innovators and problem-solvers did and why they did it. You’ll read rare, personal commentaries that explain the interplay of (sometimes opposing) ideas that created a revolution in thinking.
Visit the LEI website here and download the Foreword and first chapter free!
New Book from LEI: The Birth of Lean April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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There are a lot of books that describe the Toyota Production System, but most do so in a way that implies that there was a master plan to create a company-wide improvement system. But as the pioneers in The Birth of Lean explain, there was no master plan-TPS came about through experimentation, trial and error, and an evolution of ideas that shaped Toyota’s structure and management system.This is an honest look at the origins of Lean, written in the words of the people who created the system. Through interviews and annotated talks, you will hear first-person accounts of what these innovators and problem-solvers did and why they did it. You’ll read rare, personal commentaries that explain the interplay of (sometimes opposing) ideas that created a revolution in thinking.
Visit the LEI website here and download the Foreword and first chapter free!
Starbucks Tests “Lean” Operations in Some Stores April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
1 comment so far
Over at the LeanBlog, Mark Graban notes that the Starbucks Gossip blog describes an effort at lean deployment at Starbucks. The post describes the effort this way:
Basically, the backlines of stores are being completely re-arranged and the processes for labor deployment plus customer drink crafting are being re-engineered to:
- Increase efficiency/speed of service
- Maximize lower labor levels
- Save the company money/resources
- Follow the “Shared Planet” platform (environmentally friendly)
- Prevent workplace injuries
Mark provides an insightful discussion of the good news here, along with some thoughtful questions about how ‘bucks might do better. Also provided are links to earlier clippings that note Starbucks earlier efforts to apply Lean Thinking.
Read the post here.
Starbucks Tests "Lean" Operations in Some Stores April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
1 comment so far
Over at the LeanBlog, Mark Graban notes that the Starbucks Gossip blog describes an effort at lean deployment at Starbucks. The post describes the effort this way:
Basically, the backlines of stores are being completely re-arranged and the processes for labor deployment plus customer drink crafting are being re-engineered to:
- Increase efficiency/speed of service
- Maximize lower labor levels
- Save the company money/resources
- Follow the “Shared Planet” platform (environmentally friendly)
- Prevent workplace injuries
Mark provides an insightful discussion of the good news here, along with some thoughtful questions about how ‘bucks might do better. Also provided are links to earlier clippings that note Starbucks earlier efforts to apply Lean Thinking.
Read the post here.
Starbucks Tests “Lean” Operations in Some Stores April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
add a comment
Over at the LeanBlog, Mark Graban notes that the Starbucks Gossip blog describes an effort at lean deployment at Starbucks. The post describes the effort this way:
Basically, the backlines of stores are being completely re-arranged and the processes for labor deployment plus customer drink crafting are being re-engineered to:
- Increase efficiency/speed of service
- Maximize lower labor levels
- Save the company money/resources
- Follow the “Shared Planet” platform (environmentally friendly)
- Prevent workplace injuries
Mark provides an insightful discussion of the good news here, along with some thoughtful questions about how ‘bucks might do better. Also provided are links to earlier clippings that note Starbucks earlier efforts to apply Lean Thinking.
Read the post here.
Best Buy Understands Lean April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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Dan Markovitz describes on the LeanBlog that Best Buy is generally not talked about as an exemplar of lean. However, he picks apart details in a WSJ article on Best Buy to show that the company certainly understands some of the key principles of lean, particularly respect for people and going to gemba.
Read the post here.
Best Buy Understands Lean April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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Dan Markovitz describes on the LeanBlog that Best Buy is generally not talked about as an exemplar of lean. However, he picks apart details in a WSJ article on Best Buy to show that the company certainly understands some of the key principles of lean, particularly respect for people and going to gemba.
Read the post here.
Hospitals See Benefits of Lean and Six Sigma April 5, 2009
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
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Hospitals across the United States are beginning to embrace lean and Six Sigma business management strategies in attempts to reduce costs and improve productivity, according to a new national benchmarking study by ASQ.The ASQ Hospital Study, to which 77 hospitals responded, is the first study to investigate the implementation of lean and Six Sigma in U.S. hospitals.
According to the ASQ study, 53% of hospitals report some level of lean deployment, and 42% of hospitals report some level of Six Sigma deployment. Few hospitals participating in the study report “full deployment” of either lean (4% of hospitals) or Six Sigma (8%).
The reasons that neither method has been deployed in hospitals include: the need for resources (59% of hospitals), lack of information (41%) and leadership buy-in (30%). Eleven percent of hospitals surveyed were not familiar with either method.
Read the full article here.
Hospitals See Benefits of Lean and Six Sigma April 5, 2009
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
add a comment
Hospitals across the United States are beginning to embrace lean and Six Sigma business management strategies in attempts to reduce costs and improve productivity, according to a new national benchmarking study by ASQ.The ASQ Hospital Study, to which 77 hospitals responded, is the first study to investigate the implementation of lean and Six Sigma in U.S. hospitals.
According to the ASQ study, 53% of hospitals report some level of lean deployment, and 42% of hospitals report some level of Six Sigma deployment. Few hospitals participating in the study report “full deployment” of either lean (4% of hospitals) or Six Sigma (8%).
The reasons that neither method has been deployed in hospitals include: the need for resources (59% of hospitals), lack of information (41%) and leadership buy-in (30%). Eleven percent of hospitals surveyed were not familiar with either method.
Read the full article here.
The Secret to Making Cost Savings Stick April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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A recent survey of more than 120 of the Corporate Executive Board’s (CEB) finance practice clients reveals:
- 90% are cutting discretionary spending this year;
- 78% are reducing travel and entertainment;
- 61% are suspending capital projects; and
- 59% are reducing headcount.
Of the 90% of organizations that are cutting costs this year only a small fraction will likely retain those savings for three years or longer. What’s the secret to sustaining cost reductions?
Find out here.
The Secret to Making Cost Savings Stick April 5, 2009
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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A recent survey of more than 120 of the Corporate Executive Board’s (CEB) finance practice clients reveals:
- 90% are cutting discretionary spending this year;
- 78% are reducing travel and entertainment;
- 61% are suspending capital projects; and
- 59% are reducing headcount.
Of the 90% of organizations that are cutting costs this year only a small fraction will likely retain those savings for three years or longer. What’s the secret to sustaining cost reductions?
Find out here.
Revolutionary New Skills Certification Prepares Workers for Unfilled Jobs April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
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The Society of Manufacturing Engineers (SME) is partnering with the National Association of Manufacturers (NAM) and The Manufacturing Institute to create a new skills certification system with the potential to help millions of U.S. workers succeed in high-quality, middle-class jobs.The NAM-Endorsed Manufacturing Skills Certification System will revolutionize education and training for 21st century manufacturing by providing skills assessments, standardized curriculum requirements, and portable credentials that validate the attainment of these critical competencies required by industry.
At a time when millions of Americans face unemployment, manufacturing jobs with excellent salaries – and across all skill levels and sectors – are unfilled because of the lack of qualified applicants. Tough economic times call for clear pathways to skills in demand.
John Engler, NAM president and CEO
This new skills certification system – based on skills and competencies identified by manufacturers – will assure manufacturers that new hires and existing employees have the core academic and workforce competencies required for their position.
Read the full article here.
Revolutionary New Skills Certification Prepares Workers for Unfilled Jobs April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
add a comment
The Society of Manufacturing Engineers (SME) is partnering with the National Association of Manufacturers (NAM) and The Manufacturing Institute to create a new skills certification system with the potential to help millions of U.S. workers succeed in high-quality, middle-class jobs.The NAM-Endorsed Manufacturing Skills Certification System will revolutionize education and training for 21st century manufacturing by providing skills assessments, standardized curriculum requirements, and portable credentials that validate the attainment of these critical competencies required by industry.
At a time when millions of Americans face unemployment, manufacturing jobs with excellent salaries – and across all skill levels and sectors – are unfilled because of the lack of qualified applicants. Tough economic times call for clear pathways to skills in demand.
John Engler, NAM president and CEO
This new skills certification system – based on skills and competencies identified by manufacturers – will assure manufacturers that new hires and existing employees have the core academic and workforce competencies required for their position.
Read the full article here.
Just In Time — Manufacturing is not an Ideology April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
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IndustryWeek’s David Blanchard notes that, historically, the manufacturing industry has proven to be resilient enough to survive even the most lame brained attempts by politicians to cripple it, but these days, the one-two-three punch of tight credit, a bad economy and a manufacturing-unfriendly political climate casts the near-term vitality of industrial America in doubt.He suggests that,
…Only by continuously improving their production processes and their workforces will U.S. manufacturers be able to stay in business and successfully compete. If your 2009 strategy was to wait for the government to pull you out of this recession, it’s time for a new strategy.
Read the full article here.
Just In Time — Manufacturing is not an Ideology April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
add a comment
IndustryWeek’s David Blanchard notes that, historically, the manufacturing industry has proven to be resilient enough to survive even the most lame brained attempts by politicians to cripple it, but these days, the one-two-three punch of tight credit, a bad economy and a manufacturing-unfriendly political climate casts the near-term vitality of industrial America in doubt.He suggests that,
…Only by continuously improving their production processes and their workforces will U.S. manufacturers be able to stay in business and successfully compete. If your 2009 strategy was to wait for the government to pull you out of this recession, it’s time for a new strategy.
Read the full article here.
Five Reasons to Make Hardware Instead of Software April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
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We were told it was passé. The stuff they used to do in Detroit in the 1970s was not fit for the new Millennium. This article from FastCompany magazine is in praise of making things – the opposite of the business belief system that got us into the current economic mess. Let’s make hardware!
Read the full article here.
Five Reasons to Make Hardware Instead of Software April 5, 2009
Posted by Jeff Fuchs in economy, manufacturing.Tags: economy, manufacturing
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We were told it was passé. The stuff they used to do in Detroit in the 1970s was not fit for the new Millennium. This article from FastCompany magazine is in praise of making things – the opposite of the business belief system that got us into the current economic mess. Let’s make hardware!
Read the full article here.
How to Achieve Your Goals Through Reverse Engineering April 5, 2009
Posted by Jeff Fuchs in personal productivity.Tags: personal productivity
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At the Lateral Action blog, Mark Hayward describes how to use what might be considered an engineering concept, reverse engineering, and use it to achieve life results. He describes his approach this way:
In technical terms, reverse engineering can be defined as “the process of discovering the technological principles of a device, object or system through analysis of its structure, function and operation. It often involves taking something apart and analyzing its workings in detail.”
Mark applies his own interpretation of reverse engineering to his goals and building a framework for success by breaking down, in reverse order, the steps and tasks that will be required to effectively achieve his ambition.
The four keys he identifies to reverse engineering for success are:
Determine the most basic level of the goal.
Ensure that you are committed.
Identify as many steps as possible that are required to reach the goal.
Take action!
I appreciate the simplicity and systematic approach he advocates.
Read his whole post here.
How to Achieve Your Goals Through Reverse Engineering April 5, 2009
Posted by Jeff Fuchs in personal productivity.Tags: personal productivity
add a comment
At the Lateral Action blog, Mark Hayward describes how to use what might be considered an engineering concept, reverse engineering, and use it to achieve life results. He describes his approach this way:
In technical terms, reverse engineering can be defined as “the process of discovering the technological principles of a device, object or system through analysis of its structure, function and operation. It often involves taking something apart and analyzing its workings in detail.”
Mark applies his own interpretation of reverse engineering to his goals and building a framework for success by breaking down, in reverse order, the steps and tasks that will be required to effectively achieve his ambition.
The four keys he identifies to reverse engineering for success are:
Determine the most basic level of the goal.
Ensure that you are committed.
Identify as many steps as possible that are required to reach the goal.
Take action!
I appreciate the simplicity and systematic approach he advocates.
Read his whole post here.
