Evidence is the data that supports a theory. It is what separates opinion from fact. Lean relies heavily on problem solving to make improvements. In order to get to the root cause of a problem, people in Lean companies must act like detectives, uncovering evidence to understand processes better. Evidence Read more…
On the job emotions are rarely talked about. But let’s begin with emotion in general. Emotion is something that we are all familiar with. It is the internal reaction we have to things- the shriek when you win the lottery, the gasp at bad news, and the anger when someone Read more…
8D Analysis is a problem-solving methodology. It takes a step by step approach to identify the root cause of a problem and permanently eliminate it. Because there is a cost in terms of time and effort in using a formal methodology such as 8D analysis, it is usually only done Read more…
The scientific method is one of many problem solving techniques. There are 5 basic steps to the scientific method. Observation: Gather facts and data about a situation. Form a hypothesis: In this step of the scientific method, the user makes a statement about what is happening and why. In effect, Read more…
Great Lean practitioners and change agents know the same thing about implementing kaizen that a carpenter does about his trade. You have to use the right tool for the right job. When building cabinets, a woodworker relies on tools other than his hammer. Lean companies should look to tools other Read more…
When Lean starts in an organization, it is normally emphasized in production areas, typically the shop floor and then customer-facing administrative areas. As those areas improve, the form and level of help they receive from the supporting functions can lag. The Lean organizations can feel trapped. Unlike the relationship with Read more…
Discussions about continuous improvement frequently mention the term ‘waste’ which is anything that doesn’t add value. But how often are the seven wastes in Lean discussed with respect to managing teams? Leadership, like operations or any other process, uses resources. Doesn’t it make sense to figure out ways to lead Read more…
Why Not Dream Big? As I was driving the other day, a license plate frame caught my eye. It said something like “I’m driving my silver dream.” The car was nice – a Japanese import that probably ran about $20K new, but has been out of production now for several Read more…
Conventional wisdom supports the belief that people with formal Lean and Six Sigma training are the ones that are best at making process improvements. While having skills from the Lean ‘toolbox’ is certainly a big plus, it is not the only thing that matters. Often, the personality traits of an individual Read more…
So today I went to the bank to put something in my safe deposit box. While I was there, I was given a refresher course on how to value the customer. Unfortunately, my lesson came from observing a poor example. In the past, I needed to show ID and sign in Read more…
Continuous improvement often requires us to step outside what we believe to be true and look at the world in a new, different way. Children do this on a regular basis. Why is the sky blue? How do birds fly? What would happen if you were driving at the speed Read more…
I had a rather random thought this morning. It would not be much fun to work with a superhero, especially one with super-speed. Imagine the conversation with your boss. “Jeff, you’ve been doing OK, but you just can’t seem to keep up with the day shift. Superman and the Flash Read more…