Gotta Go Lean Blog

A Better Way to Save Lives

As budget constraints and sequestration put the squeeze on fire departments, there is a substantial risk that response times will creep up. In many cases, that can lead to more serious injuries, complications, or even death.

So how do you go about getting the response time down when there are some very real constraints? Well, in Israel, a group called United Hatzalah (meaning ‘rescue’ in Hebrew) cut the time for a first responder to arrive on scene from 12-15 minutes down to about 3. That’s a 75-80% reduction.

Does Lean mean cutting headcount?

Does Lean mean cutting headcount? One of the more common questions about Lean is whether it will result in headcount reductions. Traditional cost cutting frequently involves layoffs as part of the toolkit. Because of that close association between cost reduction and headcount reduction, it is no surprise that their employees are wary of Lean. One of the many benefits of Lean is that it improves productivity, so it is not a big stretch to think that it would Read more…

Weekly Update (April 19, 2013)

I recently had a nice visit with a company that is on the verge of embracing continuous improvement. It has progressed along one of the common paths. A manager with some Lean experience applied it in his area, and got noticed for the gains. One thing led to another, and I ended up sitting in a conference room talking about how to capitalize on that progress.

Those are the meetings that charge me up. Producing new content is important, but it is not as fun as actually interacting with people. I can’t wait to see how things go for them. They are big enough to have some great upside in their processes. 

Target Condition

When most people think of goal setting, KPIs, or improvement metrics in general, they tend to focus on targets. A lead time of 2 days is a target. 97% on time delivery is a target. Productivity of 7.6 units per labor hour is a target. Setting targets is an integral part of continuous improvement, but there is more to it than that. Targets should be put in context with something called a target condition. In Read more…

Do You Suffer From SCS (Squirrel Chasing Syndrome)?

One of the challenges modern businesses face is the flood of information that is streaming at them on a daily basis. That wave of data contains a wealth of good ideas. And some of those ideas are things that the competition is doing.

The problem is that many people, predominantly managers, suffer from SCS, better known as “squirrel chasing syndrome”. When they are in the middle of something, the moment an interesting alternative flashes by, they drop what they are doing, and chase after that elusive idea. For dogs, the “can’t resist” alternative is often a furry little creature. For business people, the irresistible item is commonly something that a competitor is doing.

How do you apply Standard Work in the office?

How do you apply Standard Work in the office? The short answer is that true Standard Work is rarely used in Lean office environments. I tend to be rather flexible in how I teach people to apply continuous improvement tools in the office, but at some point, if you deviate too far, you are no longer actually using the tool in question. If you recall, Standard Work has three components. It must have a prescribed sequence of operations assigned to Read more…

11 Common Misconceptions About Lean

Despite having been fairly mainstream for going on three decades now, there are a surprising number of misconceptions about Lean. Here is a list of 11 of the top things people misunderstand about continuous improvement. Lean means getting rid of inventory. The reduction in inventory is actually the result of Lean, not its method. All of the associated improvements like pull, poka yoke, Standard Work and the like are the tools of Lean that lead to flow Read more…