Lean and Free Will September 20, 2012
Posted by Jeff Fuchs in lean, Lean Thinking, workforce.Tags: lean, Lean Thinking, workforce
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A post over at Gemba Tales blog talks about how lean can only ever truly be implemented when it is embraced voluntarily by those it is being taught to. Lean requires transformation, not just appointed tasks and functions. The individual must be invested in lean intrinsically to see it truly succeed, and that sometimes requires coaching and appointed tasks – but the danger is that the person may not come to embrace lean in the long run.
Check out the rest of the post here.
Chi-e and Dr. Seuss March 29, 2012
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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Chi-e is the creation of an innovative idea through deep thinking – something Dr. Seuss’s Grinch also managed to do. Curiosity is a good thing. Lesa, writing at TPS Blog, talks about how she uses Chi-e every day to apply, explain, and share the Toyota Production System. This leads her to innovation and profound insights.
Read Lesa’s TPS blog post here.
Tumbling Down the Slippery Slope February 27, 2012
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive, Lean Thinking
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Bill Waddell, writing at Evolving Excellence, writes about the demise of Toyota’s culture. Toyota, which has long prided itself on not firing employees to save money, has done just that in Australia. Despite the step back from a cornerstone of Toyota’s operating philosophy, Bill insists this has no bearing whatsoever on lean thinking itself.
Check out Bill’s Evolving Excellence post here.
4 Myths About the Principle “Respect for People” January 30, 2012
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
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The lean principle which advocates respect for people has gained substantial support in the last few years, but there are myths about the principle which Jamie Flinchbaugh takes to task. Those myths include avoiding conflicts and giving people autonomy, but not requiring accountability. Mr. Flinchbaugh explains that conflict leads to resolution, and failing to hold people to account can have a variety of negative impacts.
To read the other myths and Mr. Flinchbaugh’s thoughts, please head here.
4 Myths About the Principle “Respect for People” January 30, 2012
Posted by Jeff Fuchs in Lean Thinking, workforce.Tags: Lean Thinking, workforce
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The lean principle which advocates respect for people has gained substantial support in the last few years, but there are myths about the principle which Jamie Flinchbaugh takes to task. Those myths include avoiding conflicts and giving people autonomy, but not requiring accountability. Mr. Flinchbaugh explains that conflict leads to resolution, and failing to hold people to account can have a variety of negative impacts.
To read the other myths and Mr. Flinchbaugh’s thoughts, please head here.
How to Change a Culture: Lessons from NUMMI December 19, 2011
Posted by Jeff Fuchs in automotive, culture, Lean Thinking, Workplace Design.Tags: automotive, culture, Lean Thinking
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In an excellent article at Sloan Review, John Shook analyzes the joint-GM/Toyota factory endeavor (the New United Motor Manufacturing Inc.) which totally changed the workforce there. The Toyota Production System was employed, getting people to change how they behaved. Training, the way things are done, and organization all influenced a cultural change at the plant. The workforce there wanted to prove they could turn out quality products, so among the changes made was to use the stop-the-line andon process.
For a link to purchase the complete article, head here.
How to Change a Culture: Lessons from NUMMI December 19, 2011
Posted by Jeff Fuchs in automotive, culture, Lean Thinking, Workplace Design.Tags: automotive, culture, Lean Thinking
add a comment
In an excellent article at Sloan Review, John Shook analyzes the joint-GM/Toyota factory endeavor (the New United Motor Manufacturing Inc.) which totally changed the workforce there. The Toyota Production System was employed, getting people to change how they behaved. Training, the way things are done, and organization all influenced a cultural change at the plant. The workforce there wanted to prove they could turn out quality products, so among the changes made was to use the stop-the-line andon process.
For a link to purchase the complete article, head here.
Toyota’s True North Concept December 18, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Art Smalley, writing over at the Lean Edge, talks about Toyota’s True North concept. He talks about his dislike of the use of the buzz word “True North”, believing it doesn’t help to clarify anything. What is at that northernmost point is the idea about what a company should do, not what it can do. Always driving at what should be done, rather doing what can be done, helps motivate and push businesses along.
For Art’s post and a graphic depicting the True North concept, click here.
Toyota’s True North Concept December 18, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Art Smalley, writing over at the Lean Edge, talks about Toyota’s True North concept. He talks about his dislike of the use of the buzz word “True North”, believing it doesn’t help to clarify anything. What is at that northernmost point is the idea about what a company should do, not what it can do. Always driving at what should be done, rather doing what can be done, helps motivate and push businesses along.
For Art’s post and a graphic depicting the True North concept, click here.
Applying TPS Beyond the Shop Floor December 18, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Ron Pereira, writing at LSS Academy, shares a video about applying TPS beyond the factory or shop floor. Toyota is dedicated to helping communities after disasters, and they translated their system of manufacturing to the Saint Bernard Project in Louisiana, where rehabbed homes are completed much faster.
Check out the video here.
Applying TPS Beyond the Shop Floor December 18, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Ron Pereira, writing at LSS Academy, shares a video about applying TPS beyond the factory or shop floor. Toyota is dedicated to helping communities after disasters, and they translated their system of manufacturing to the Saint Bernard Project in Louisiana, where rehabbed homes are completed much faster.
Check out the video here.
The Last Step to 5 Whys Process – The “So What?” Test November 17, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Best accomplished with a team, the 5 Whys Process “So What” test is a root cause analysis technique of addressing a problem. Once a problem or issue is discovered, tracing the source of the problem comes next. (For example, the milk is sour because milk was on sale, too much milk was purchased to save money, which led to more milk than could be consumed before expiration.) Though it may seem like common sense and a waste of time, asking “so what?” is more useful than one might think.
Check out the LSS Academy post here.
The Last Step to 5 Whys Process – The “So What?” Test November 17, 2011
Posted by Jeff Fuchs in lean, Lean Thinking.Tags: lean, Lean Thinking
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Best accomplished with a team, the 5 Whys Process “So What” test is a root cause analysis technique of addressing a problem. Once a problem or issue is discovered, tracing the source of the problem comes next. (For example, the milk is sour because milk was on sale, too much milk was purchased to save money, which led to more milk than could be consumed before expiration.) Though it may seem like common sense and a waste of time, asking “so what?” is more useful than one might think.
Check out the LSS Academy post here.
Lean Healthcare featured on PBS Nightly Business Report November 17, 2011
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
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Mark Graban highlights that PBS Nightly Reports recently featured a segment on lean healthcare. Despite some generalizations (e.g., that factories are all dusty and dirty), the report focuses on the shift of ideas back and forth across the Pacific to Japan and to America. The report also notes that approximately 25% of hospitals are currently using lean.
Check out the Lean Blog post, and a video, here.
Lean Healthcare featured on PBS Nightly Business Report November 17, 2011
Posted by Jeff Fuchs in healthcare, Lean Thinking.Tags: healthcare, Lean Thinking
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Mark Graban highlights that PBS Nightly Reports recently featured a segment on lean healthcare. Despite some generalizations (e.g., that factories are all dusty and dirty), the report focuses on the shift of ideas back and forth across the Pacific to Japan and to America. The report also notes that approximately 25% of hospitals are currently using lean.
Check out the Lean Blog post, and a video, here.
Toyota Follows the Detroit Three November 17, 2011
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive
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Over at Evolving Excellence, Kevin Meyer writes about how Toyota is succumbing to the practice of Ford, Chrysler, and General Motors: forcing suppliers to cut prices or face being replaced. That, says Mr. Meyer, is not the Toyota Way. The company grew so fast so rapidly that the expanded company is not as steeped in Toyota culture as it has been in the past.
Check out Mr. Meyer’s article here.
Toyota Follows the Detroit Three November 17, 2011
Posted by Jeff Fuchs in automotive, Lean Thinking.Tags: automotive
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Over at Evolving Excellence, Kevin Meyer writes about how Toyota is succumbing to the practice of Ford, Chrysler, and General Motors: forcing suppliers to cut prices or face being replaced. That, says Mr. Meyer, is not the Toyota Way. The company grew so fast so rapidly that the expanded company is not as steeped in Toyota culture as it has been in the past.
Check out Mr. Meyer’s article here.
13 Questions to Assess Lean Competence in an Organization November 17, 2011
Posted by Jeff Fuchs in lean, Lean Thinking, strategy.Tags: lean, Lean Thinking, strategy
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Jon Miller’s post on Gemba Panta Rei talks about lean competence that can be assessed through the use of insightful questions. Among these questions: “Are problems hidden or made visible?” “Are people viewed as short-term costs or long-term investments?” “Is getting to work on a plan quickly more important than slowly forming an effective process?”
Check out Mr. Miller’s post, as well as the rest of the assessment questions here.
13 Questions to Assess Lean Competence in an Organization November 17, 2011
Posted by Jeff Fuchs in lean, Lean Thinking, strategy.Tags: lean, Lean Thinking, strategy
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Jon Miller’s post on Gemba Panta Rei talks about lean competence that can be assessed through the use of insightful questions. Among these questions: “Are problems hidden or made visible?” “Are people viewed as short-term costs or long-term investments?” “Is getting to work on a plan quickly more important than slowly forming an effective process?”
Check out Mr. Miller’s post, as well as the rest of the assessment questions here.
The Absurd Cost of Complexity June 2, 2011
Posted by Jeff Fuchs in government, Lean Thinking.Tags: government, Lean Thinking
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Those who participate in lean see unnecessary complexity when it comes about, says Kevin Meyer on the Evolving Excellence blog site. He provides the United States tax code: a bungle of 72,536 pages. It costs on average $431 billion for companies to stay ahead of changes, complete the forms, comply, and enforce. Mr. Meyer also presents the case of a company seeking alternative energy –only to be confronted with 148 conditions before construction can begin. Such constrictive regulation not only stifles creativity, but wastes money.
Read Mr.Meyer’s post here.
The Absurd Cost of Complexity June 2, 2011
Posted by Jeff Fuchs in government, Lean Thinking.Tags: government, Lean Thinking
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Those who participate in lean see unnecessary complexity when it comes about, says Kevin Meyer on the Evolving Excellence blog site. He provides the United States tax code: a bungle of 72,536 pages. It costs on average $431 billion for companies to stay ahead of changes, complete the forms, comply, and enforce. Mr. Meyer also presents the case of a company seeking alternative energy –only to be confronted with 148 conditions before construction can begin. Such constrictive regulation not only stifles creativity, but wastes money.
Read Mr.Meyer’s post here.
Lean Space – Some Thoughts and 10 Questions June 2, 2011
Posted by Jeff Fuchs in lean office, Lean Thinking, Workplace Design.Tags: lean office, Lean Thinking, workplace design
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Mark Hamel, writing over at Gemba Tales, notes that often, organizations don’t seriously take into account lean principles when designing buildings and workspaces. Mark includes in his post a list of things to be considered when designing. For example, will the new space make visual management easier, with no visual obstructions? Will the new space facilitate 5S and workplace organization?
Check out Mr. Hamel’s post, and the rest of his list here.
Lean Space – Some Thoughts and 10 Questions June 2, 2011
Posted by Jeff Fuchs in lean office, Lean Thinking, Workplace Design.Tags: lean office, Lean Thinking, workplace design
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Mark Hamel, writing over at Gemba Tales, notes that often, organizations don’t seriously take into account lean principles when designing buildings and workspaces. Mark includes in his post a list of things to be considered when designing. For example, will the new space make visual management easier, with no visual obstructions? Will the new space facilitate 5S and workplace organization?
Check out Mr. Hamel’s post, and the rest of his list here.
Taking the Gemba Walk June 2, 2011
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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The founder of the Lean Enterprise Institute, James Womack, has never managed or manufactured anything. But his ability to stand by, observe, and ask questions, had given him critical knowledge in manufacturing and managing. He describes the gemba walk as a “management practice to grasp the situation before taking action.” You gather all the managers from vertical functions that touch the value stream, and take a walk together. During the walk, ask questions and get to know the value stream.
Check out the Industry Week feature about Mr. Womack here.
Taking the Gemba Walk June 2, 2011
Posted by Jeff Fuchs in Lean Thinking.Tags: Lean Thinking
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The founder of the Lean Enterprise Institute, James Womack, has never managed or manufactured anything. But his ability to stand by, observe, and ask questions, had given him critical knowledge in manufacturing and managing. He describes the gemba walk as a “management practice to grasp the situation before taking action.” You gather all the managers from vertical functions that touch the value stream, and take a walk together. During the walk, ask questions and get to know the value stream.
Check out the Industry Week feature about Mr. Womack here.
