Embrace Mistakes as a Source of Learning and Invention December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation, personal productivity.Tags: Creativity & Innovation, personal productivity
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Generally when employees in companies make mistakes – or when a student makes a mistake in school – the correct answer is immediately handed down, and there is no incentive for actually learning anything. Jeffrey Baumgartner, writing at Innovation Tools, says, for example, there is a natural tendency to seek the right answer out on Google. Ignore that impulse and rely on each other. Mr. Baumgartner also says mistakes can be valuable on-the-job training. Why let lessons learned from those mistakes go to waste?
Check out the Innovation Tools article here.
Embrace Mistakes as a Source of Learning and Invention December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation, personal productivity.Tags: Creativity & Innovation, personal productivity
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Generally when employees in companies make mistakes – or when a student makes a mistake in school – the correct answer is immediately handed down, and there is no incentive for actually learning anything. Jeffrey Baumgartner, writing at Innovation Tools, says, for example, there is a natural tendency to seek the right answer out on Google. Ignore that impulse and rely on each other. Mr. Baumgartner also says mistakes can be valuable on-the-job training. Why let lessons learned from those mistakes go to waste?
Check out the Innovation Tools article here.
Don’t Speed Up or Improve a Workaround Process – Fix the System December 13, 2010
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
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Hospitals are usually engaged in a process of correcting errors, so much so that it becomes normal. But patient care quality suffers as a result. Perhaps, Mark Graban wonders, if hospitals should focus on improving that workaround process, or eliminating the need for it. He describes how he used to take a pill to lower his cholesterol, a necessity only because of his personal lifestyle choices. Do workarounds get infinite refills, or do they get specific time frames to root out the cause of the problem?
Check out Mr. Graban’s LeanBlog article here.
Don’t Speed Up or Improve a Workaround Process – Fix the System December 13, 2010
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
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Hospitals are usually engaged in a process of correcting errors, so much so that it becomes normal. But patient care quality suffers as a result. Perhaps, Mark Graban wonders, if hospitals should focus on improving that workaround process, or eliminating the need for it. He describes how he used to take a pill to lower his cholesterol, a necessity only because of his personal lifestyle choices. Do workarounds get infinite refills, or do they get specific time frames to root out the cause of the problem?
Check out Mr. Graban’s LeanBlog article here.
Podcast #100: Dave Crenshaw, “The Myth of Multitasking” December 13, 2010
Posted by Jeff Fuchs in personal productivity, workforce.Tags: personal productivity, workforce
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In Mark Graban’s one-hundredth podcast, Mr. Graban interviews the author of the book “The Myth of Multitasking: How “Doing it All” Gets Nothing Done.” Multitasking actually ends up wasting and costing time, according to both Mr. Graban and Mr. Crenshaw. Studies actually demonstrate that the human brain is not able to handle multiple active tasks at the same time. Switching back and forth between tasks takes time and energy to adjust and reorient. The same is true of interruptions.
Listen to Mr. Graban’s 100th Podcast here.
Podcast #100: Dave Crenshaw, “The Myth of Multitasking” December 13, 2010
Posted by Jeff Fuchs in personal productivity, workforce.Tags: personal productivity, workforce
add a comment
In Mark Graban’s one-hundredth podcast, Mr. Graban interviews the author of the book “The Myth of Multitasking: How “Doing it All” Gets Nothing Done.” Multitasking actually ends up wasting and costing time, according to both Mr. Graban and Mr. Crenshaw. Studies actually demonstrate that the human brain is not able to handle multiple active tasks at the same time. Switching back and forth between tasks takes time and energy to adjust and reorient. The same is true of interruptions.
Listen to Mr. Graban’s 100th Podcast here.
Lean Myth: Lean is Stressful for Workers December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
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In a guest post over at Lean Blog, David Veech talks about how change can be stressful, but with a system focus, lean change doesn’t have to be. And the focus of lean is people –letting the people who know how to do the job design things. Mr. Veech notes that lean, if properly implemented, can reduce worker stress by leveling the workload. Another such way to reduce stress is to let workers participate in decision-making and problem-solving.
Check out Mr. Veech’s guest blog here.
Lean Myth: Lean is Stressful for Workers December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
add a comment
In a guest post over at Lean Blog, David Veech talks about how change can be stressful, but with a system focus, lean change doesn’t have to be. And the focus of lean is people –letting the people who know how to do the job design things. Mr. Veech notes that lean, if properly implemented, can reduce worker stress by leveling the workload. Another such way to reduce stress is to let workers participate in decision-making and problem-solving.
Check out Mr. Veech’s guest blog here.
The Urbee Hybrid: The First 3-D Printed Car December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation, green business, new products and technologies.Tags: Creativity & Innovation, green business, new products and technologies
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3D printing has reached a new height and level of sophistication with the completion of the Urbee Hybrid car. Using 3-D printers, which create layers upon layers of material, the Urbee Hybrid averages 200 miles-per-gallon on highways and 100 miles-per-gallon in the city. Beyond those obvious environmental positives is the ability to precisely coordinate design changes to the car.
Check out the FastCompany write up here.
Respect for People is Getting Your Hands Dirty December 13, 2010
Posted by Jeff Fuchs in leadership, Lean Thinking, workforce.Tags: leadership, Lean Thinking, workforce
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Jim Huntzinger was once given the job of implementing lean in a heavily-unionized company, the unions of which had horrible relations with its management. Mr. Huntzinger went straight to the operations floor, talking with operators, set-up men, and foremen. He learned about what they did, set up new cells, was open to thoughts, suggestions, and criticisms, and continued developing cells while always consulting the workers. While what he did was heavily against union policy, the threat of being “written up” for his actions was never even thought about because he was focused on the task at hand, and because of the level of respect that developed between both he and the workers.
Check out Mr. Huntzinger’s Lean Edge article here.
The Urbee Hybrid: The First 3-D Printed Car December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation, green business, new products and technologies.Tags: Creativity & Innovation, green business, new products and technologies
add a comment
3D printing has reached a new height and level of sophistication with the completion of the Urbee Hybrid car. Using 3-D printers, which create layers upon layers of material, the Urbee Hybrid averages 200 miles-per-gallon on highways and 100 miles-per-gallon in the city. Beyond those obvious environmental positives is the ability to precisely coordinate design changes to the car.
Check out the FastCompany write up here.
Respect for People is Getting Your Hands Dirty December 13, 2010
Posted by Jeff Fuchs in leadership, Lean Thinking, workforce.Tags: leadership, Lean Thinking, workforce
add a comment
Jim Huntzinger was once given the job of implementing lean in a heavily-unionized company, the unions of which had horrible relations with its management. Mr. Huntzinger went straight to the operations floor, talking with operators, set-up men, and foremen. He learned about what they did, set up new cells, was open to thoughts, suggestions, and criticisms, and continued developing cells while always consulting the workers. While what he did was heavily against union policy, the threat of being “written up” for his actions was never even thought about because he was focused on the task at hand, and because of the level of respect that developed between both he and the workers.
Check out Mr. Huntzinger’s Lean Edge article here.
Aero Suppliers Succeeds with People-Centric Lean December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
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Goodrich Aerostructures, an aerospace supplier, was on the verge of bankruptcy fifteen years ago before it began its lean journey and transformation. The e-newsletter Lean Directions, which analyzes an article about Goodrich, is keen to point out that there aren’t many case studies which document a sustained lean culture. Most studies point out short term achievements, not long term successes. How did Goodrich do it? By trusting that their employees were ethical, responsible adults with the drive to succeed, and by orienting the company with their help.
Check out the Lean Directions analysis here.
Kimberly-Clark Rolls Out Tube-Free Toilet Paper December 13, 2010
Posted by Jeff Fuchs in green business, new products and technologies, product development.Tags: green business, new products and technologies, product development
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Kimberly-Clark’s Scott Toilet Paper line has unveiled toilet paper without the cardboard tubes inside. Estimating that 17-billion toilet paper tubes account for 160 million pounds of trash, and hoping to court their detractors, the Scott Naturals line of tubeless toilet tissue also uses 100% of wood fiber from sustainable resources.
Check out the Fast Company review here.
Aero Suppliers Succeeds with People-Centric Lean December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
add a comment
Goodrich Aerostructures, an aerospace supplier, was on the verge of bankruptcy fifteen years ago before it began its lean journey and transformation. The e-newsletter Lean Directions, which analyzes an article about Goodrich, is keen to point out that there aren’t many case studies which document a sustained lean culture. Most studies point out short term achievements, not long term successes. How did Goodrich do it? By trusting that their employees were ethical, responsible adults with the drive to succeed, and by orienting the company with their help.
Check out the Lean Directions analysis here.
Kimberly-Clark Rolls Out Tube-Free Toilet Paper December 13, 2010
Posted by Jeff Fuchs in green business, new products and technologies, product development.Tags: green business, new products and technologies, product development
add a comment
Kimberly-Clark’s Scott Toilet Paper line has unveiled toilet paper without the cardboard tubes inside. Estimating that 17-billion toilet paper tubes account for 160 million pounds of trash, and hoping to court their detractors, the Scott Naturals line of tubeless toilet tissue also uses 100% of wood fiber from sustainable resources.
Check out the Fast Company review here.
Lateral Thinking Stimulates Creativity and Innovation December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation.Tags: Creativity & Innovation
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According to Paul Sloane at RealInnovation, lateral thinking can stimulate creativity and innovation because it forces individuals to think from the side rather than vertically. Lateral thinking differs from conventional or vertical thinking because it encourages the thinker to understand that there are polarized ideas, searching for different ways of looking at things, and taking chances. An example would include writing down all of the major ideas that apply to a particular situation, and then challenging them deliberately. Another lateral thinking example would include asking “what if”: what if a dog fundraiser targeted fewer, wealthier donors than a myriad of middle class donors?
Check out Mr. Sloane’s Real Innovation article here.
Nanotechnology Presents Regulatory Mess December 13, 2010
Posted by Jeff Fuchs in government, new products and technologies.Tags: government, new products and technologies
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An Industry Week article reveals that Oregon State University conducted a test that studied 200 nanomaterials in pesticides for their safety risks. Though most nanomaterials did not pose any health hazards, some did. For this, regulations are on the way, from producers disclosing nanoparticle ingredients to rigorous tests to Environmental Protection Agency mandates. Add to that local, state, national, and international laws and regulations concerning nanomaterials, and a number of difficulties arise. However, efforts are underway to form a coalition of nanomaterial producers to address such concerns.
Read the Industry Week article here.
Saving American Manufacturing: Easy Political Solutions Won’t Save Jobs December 13, 2010
Posted by Jeff Fuchs in economy, government, manufacturing.Tags: economy, government, manufacturing
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As manufacturing jobs hang in the balance in an unstable economy, solutions about how not only to save the jobs – but to engender job growth in manufacturing as well – is the stuff of debate, especially since the midterm elections recently. In an Industry Week article exploring various avenues of the debate (what can be done), writers who were featured suggested everything from changing the language used in exports (from Americanized English to formal English) to elimination of certain tax breaks that count towards restructuring for outsourcing.
Check out the Industry Week article here.
Lateral Thinking Stimulates Creativity and Innovation December 13, 2010
Posted by Jeff Fuchs in Creativity & Innovation.Tags: Creativity & Innovation
add a comment
According to Paul Sloane at RealInnovation, lateral thinking can stimulate creativity and innovation because it forces individuals to think from the side rather than vertically. Lateral thinking differs from conventional or vertical thinking because it encourages the thinker to understand that there are polarized ideas, searching for different ways of looking at things, and taking chances. An example would include writing down all of the major ideas that apply to a particular situation, and then challenging them deliberately. Another lateral thinking example would include asking “what if”: what if a dog fundraiser targeted fewer, wealthier donors than a myriad of middle class donors?
Check out Mr. Sloane’s Real Innovation article here.
Nanotechnology Presents Regulatory Mess December 13, 2010
Posted by Jeff Fuchs in government, new products and technologies.Tags: government, new products and technologies
add a comment
An Industry Week article reveals that Oregon State University conducted a test that studied 200 nanomaterials in pesticides for their safety risks. Though most nanomaterials did not pose any health hazards, some did. For this, regulations are on the way, from producers disclosing nanoparticle ingredients to rigorous tests to Environmental Protection Agency mandates. Add to that local, state, national, and international laws and regulations concerning nanomaterials, and a number of difficulties arise. However, efforts are underway to form a coalition of nanomaterial producers to address such concerns.
Read the Industry Week article here.
Saving American Manufacturing: Easy Political Solutions Won’t Save Jobs December 13, 2010
Posted by Jeff Fuchs in economy, government, manufacturing.Tags: economy, government, manufacturing
add a comment
As manufacturing jobs hang in the balance in an unstable economy, solutions about how not only to save the jobs – but to engender job growth in manufacturing as well – is the stuff of debate, especially since the midterm elections recently. In an Industry Week article exploring various avenues of the debate (what can be done), writers who were featured suggested everything from changing the language used in exports (from Americanized English to formal English) to elimination of certain tax breaks that count towards restructuring for outsourcing.
Check out the Industry Week article here.
Why Suggestion Boxes are Wrong December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
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Jamie Flinchbaugh maintains that suggestion boxes are horrible ideas. Why? Because it promotes anonymity and passing responsibilities onto others, rather than tackling them yourself. Those receiving suggestions – management – can ignore them as anonymously as those making them. Discussions in-person between management and employees are much more effective.
Check out Mr. Flinchbaugh’s post here.
Why Suggestion Boxes are Wrong December 13, 2010
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
add a comment
Jamie Flinchbaugh maintains that suggestion boxes are horrible ideas. Why? Because it promotes anonymity and passing responsibilities onto others, rather than tackling them yourself. Those receiving suggestions – management – can ignore them as anonymously as those making them. Discussions in-person between management and employees are much more effective.
Check out Mr. Flinchbaugh’s post here.
