Ambiguity is the state of uncertainty in meaning. Ambiguity is harmful to Lean companies for several reasons. Ambiguity reduces consistency. If a process is vague, it is hard to follow the same way every time. Ambiguity slows processes down. Requesting clarification breaks the rhythm of a process. Ambiguity misaligns goals. Read more…
A good definition of poka yoke is simply “mistake proofing”. Of note, the term is of Japanese origin and is one of the handful of the more commonly used Japanese terms that have become mainstream in Lean circles. Poka yokes keep processes from producing errors. Preventing errors obviously improves quality, Read more…
Discipline is the process of changing a behavior to make it conform to a rule or standard. For many people, discipline has a negative connotation to it, especially when it is their behavior that is being adjusted. In truth, though, discipline is more than repeating the standard and doling out Read more…
Results are the outcomes or consequences of actions. In the continuous improvement world, results are most commonly viewed as the intended outcomes of an operation, organization, process, or project. This is in contrast to unintended side effects of a process. Actual results are compared to goals to indicate how effective Read more…
A process flow chart is a staple of Lean and other continuous improvement methods. It takes a process and transforms it into a visual representation of the flow of work. This makes it easy to highlight waste, and subsequently eliminate the things that don’t add value. A process flow chart Read more…
What did you have for breakfast last Tuesday? How many eggs are left in your refrigerator? If you had any trouble answering those questions, you will understand why memory is not a reliable tool for processes. People get distracted and skip steps. Requiring people to remember counts can be especially Read more…
Information is the application of data in context. Information also has the element that it can be acted upon. The weight of an elephant, for example, is a piece of data. Knowing if a bridge is strong enough for that elephant to cross is information. Information can be costly to Read more…
Handoffs occur when work is passed from one person to another person. In most cases, a handoff entails reorienting the work and getting it ready to add value to it. Handoffs in manufacturing act a little like speed bumps. They create hiccups in the flow of work. When a handoff Read more…
Preventing errors is one of the ways Lean helps reduce waste. Before we talk about preventing errors, let’s first talk about what errors are. They are the gap between what happened and what should have happened. Simply put they are mistakes. Errors link to defects. Every defect that is identified Read more…
Conflict is the state of disagreement or opposition. Conflict is a normal part of any Lean effort. When a process is changed, people invariably have differing opinions about the best way to fix things. In some cases, there is even conflict about whether something is even a problem. Conflict is Read more…
Complacency is the state of being content with achievements while simultaneously being unaware of the pending dangers. One of the greatest risks successful Lean companies face is complacency. They make massive gains, and become highly competitive in their markets. Then they become complacent and rest on their laurels while the Read more…
The term ‘best practice’ is commonly used to describe a standout process that is the best known way to do something. ‘Best practice’ is really a misnomer. There is no such thing as a ‘best’ practice—only a ‘best known practice’. The term itself goes contrary to the whole premise of Read more…