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Retrieved from: Old Lean Dude
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Changing a culture requires sweeping away an accumulation of debris from the past. Exposing the problems is hard work and not pretty. Culture change is not a discrete event, but continuous improvement that engages everyone according to their individual capabilities.
Retrieved from: Lean Thinking
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By Pascal Dennis (bio)
Important that we understand the difference.
Leaders at all levels are responsible for leading improvement commensurate with their scope & span of control.
It makes little sense for a front line Team Leader to hunt the Great White Whale of System Kaizen.
Similarly, it's suboptimal for a Senior Vice-President to focus her attention on solely Point Kaizen - when she should be looking for Moby Dick.
(Caveat: she certainly needs to sponsor, motivate & check Point & Flow kaizen in her zone.)
So here are some working definitions of Point, Flow & System improvement.
Point Improvement
Flow Improvement
System Improvement
Happy fishing,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Andon – Putting Quality at the Forefront
Lean Outside the Factory - Reverse Magic!
The Beauty of Making Things
What is Breakthrough?, Part 2
Important that we understand the difference.
Leaders at all levels are responsible for leading improvement commensurate with their scope & span of control.
It makes little sense for a front line Team Leader to hunt the Great White Whale of System Kaizen.
Similarly, it's suboptimal for a Senior Vice-President to focus her attention on solely Point Kaizen - when she should be looking for Moby Dick.
(Caveat: she certainly needs to sponsor, motivate & check Point & Flow kaizen in her zone.)
So here are some working definitions of Point, Flow & System improvement.
Point Improvement
- improvement in a point in the value stream, e.g.
- Machine changeover,
- Material handling
- Quality - (e.g. damaged to packaging, contamination)
- Ergonomics
- Standardized work - lack of, wrong content/sequence/timing etc.
Flow Improvement
- improvement in several points in the value stream - that lead to an overall VS improvement (e.g. in Lead time, throughput, quality, inventory turns)
- Flow improvement comprises several point improvements
- A + B + C + D = overall VS improvement, where A, B, C & D might be
- Machine changeover,
- Material handling
- Quality - (e.g. damaged to packaging, contamination)
- Ergonomics
- Standardized work - lack of, wrong content/sequence/timing
System Improvement
- Entails continuing to ask Why until we uncover systemic causes to recurrent problems
- Usually entails macro systems around Man, Machine, Methods, Materials
- Can also entail core business processes - e.g. Budgeting, Forecasting, Info systems etc.
Happy fishing,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Andon – Putting Quality at the Forefront
Lean Outside the Factory - Reverse Magic!
The Beauty of Making Things
What is Breakthrough?, Part 2
Anyone in the world
Back in May, I released a podcast episode with Karen Gaudet, author of the excellent book Steady Work. You can now win one of three paperback copies of the book — scroll down for more. Here is the podcast: My friend Dan Markovitz wrote a review of the book. Dan, by the way, is leading […]
The post Win 1 of 3 Copies of the Book “Steady Work” About Lean at Starbucks appeared first on Lean Blog.
Retrieved from: A Lean Journey
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A selection of highlighted blog posts from Lean bloggers from the month of June 2020. You can also view the previous monthly Lean Roundups here.
The Genius in Simplicity — 5 Lessons in Kaizen to Improve Our Lives – Brendan McGurgan discusses a deep reflection after talking with Paul Akers of 5 areas of our lives where a Lean mentality and application of Kaizen will have profound effects.
Towards Non-scale Management – Jon Miller says that people get the point of Taiichi Ohno’s book Toyota...
To continue reading this post click on the title.
The Genius in Simplicity — 5 Lessons in Kaizen to Improve Our Lives – Brendan McGurgan discusses a deep reflection after talking with Paul Akers of 5 areas of our lives where a Lean mentality and application of Kaizen will have profound effects.
Towards Non-scale Management – Jon Miller says that people get the point of Taiichi Ohno’s book Toyota...
To continue reading this post click on the title.
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On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.
"All great achievements require time." — Maya Angelou
Things take time. Rome wasn’t built in a day, as they say. It would...
To continue reading this post click on the title.
"All great achievements require time." — Maya Angelou
Things take time. Rome wasn’t built in a day, as they say. It would...
To continue reading this post click on the title.
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Data analysts don’t count sheep at night. We look for a nice, bell-shaped curve in their arc as they leap over the fence. That’s normal distribution, and it’s a starting point to understanding one of the most important concepts in statistical analysis: the central limit theorem.
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To our customers, suppliers, partners and friends, For the last four months, GBMP, has of necessity, pivoted to predominantly virtual consulting, training and coaching. Now, as the economy begins to reopen, I’d like to share with you two lessons that we have learned: Office space adds limited value to our work.We have discovered that physical […]
Retrieved from: Blog – JFlinch
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Chances are that your organization has some form of a Lean team, but those resources come in all sorts of different forms. In the next several videos, we will explore how to Organize Your Lean Team, starting with this video where we explore the role of lean resources. What should
The post The Role of the Lean Team appeared first on JFlinch.
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So after my bad experience with American Airlines during Covid-19, I decided to try flying Delta when I had to go back to Orlando for my movers to pack up the old place. I've heard a lot of good things about Delta in recent years from business colleagues and one co-worker recently flew them and […]
The post The Power of Explaining Why When Asking Passengers to Wear Masks appeared first on Lean Blog.
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Early in June, Dan Bruder published an exciting new book entitled, The Blendification System: Activating Potential by Connecting Culture, Strategy, and Execution. By focusing on the unifying purpose within each organization, this book promotes alignment between leadership and employees setting a clear, strong foundation in which every individual can thrive.
During a recent conversation with Dan, I asked him a series of questions about the book and the connection between employees, customers, and communities. Here are the important questions followed by Dan's answers:
During a recent conversation with Dan, I asked him a series of questions about the book and the connection between employees, customers, and communities. Here are the important questions followed by Dan's answers:
“What is the connection between culture, strategy, and execution and why are most companies not embracing it?”
Companies are at the forefront of fostering growth within society and communities. In the US, adults spend over 50% of their waking time in work- or work-related activities. Work is where people come together on a regular basis with the primary purpose of identifying and satisfying society’s needs. For companies to realize their potential, they must break away from the model of oversimplification and internal silos. Human beings can accomplish tremendous outcomes when motivated, challenged, and connected. Unfortunately, business has diminished employee motivation by relegating people to functional silos and meaningless task-oriented behaviors.
"Why aren’t companies embracing the connection between culture, strategy, and execution?"
There are three primary components that are critical for organizations to realize their potential. They are culture, strategy, and execution. Historically, there has been little intentionality around designing an exceptional culture while strategy has been something the executive elite do every year or two and it typically is not cascaded through the organization. Similarly, execution has not been embedded in the culture or aligned with the strategy and employees do not see how their jobs make a difference. Generally, there has been little focus on deliberately designing culture, strategy, and execution as a connected system where each complement and complete the other. This is primarily related to executive leaders and founders not fully grasping the potential of a united team and their ability to truly make a difference. Essentially, it is easier to pursue profit than potential.
"Why should companies embrace the connection between culture, strategy, and execution?"
Culture, strategy, and execution are seamlessly designed and implemented together inThe Blendification® System. When these three business components are purposefully created and connected, companies experience substantial growth in engagement, innovation, and outcomes. As the entire company aligns on a common cultural cause, the strategic platform becomes the path for employees to realize their human potential. Finally, the execution of the strategic platform enables employees to align their work with making a positive impact on their communities. Thus, the systematic blending of culture, strategy, and execution enables companies to be at the forefront of advancing society through their employees, customers, and communities.
What do you think of Dan's ideas? Does your company suffer from disconnects among the culture, strategy, and execution platform?