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tl;dr: Airlines, including American and Delta say that masks are “required” on board, but enforcement of this supposed requirement is spotty, at best. It would be more accurate to say they're “requested” or “recommended.” But, a new announcement promises tougher rules to put passenger safety first? It might seem obvious, but flying is not great […]

The post When “Required” Doesn’t Actually Mean Required When it Comes to Masks on Airlines appeared first on Lean Blog.

Anyone in the world

I am pleased to announce a new collaboration between JFlinch and IndustryWeek titled Factory Talk : Secrets of Effective Plant Leaders. Many of you have been readers of my long-time column, Lessons from the Road, which we retired last year. In this new project, we will be interviewing factory leaders,

The post A New collaboration between JFlinch and IndustryWeek: Factory Talk appeared first on JFlinch.

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by LSSU Admin - Tuesday, 16 June 2020, 1:00 PM
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Lean is most often associated with production. However, it can also be used in other areas, like design. Bridging the gap between design and production is design for manufacturing or design for manufacturability (DFM) and design for assembly (DFA), often combined into design for manufacturing and assembly (DFMA). Lean can also be combined with lesser-known ... Read more
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by LSSU Admin - Monday, 15 June 2020, 4:00 PM
Retrieved from: Lean Thinking
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By Al Norval (bio)

In a couple of recent blogs we’ve talked about Jidoka or Built in Quality at the Source. While it sounds easy, putting it into practice is very difficult. One of the primary reasons for this is it requires a fundamental change in our thinking or as we say a change in our Mental Models.

Let’s start by asking what is Jidoka?

It’s one of the pillars of the Lean Production System and can be defined as:

Providing machines and operators the ability to detect abnormalities and immediately stop work, then call for help and problem solve. At Toyota, it is also known as "autonomation with a human touch". Jidoka allows us to build quality into each process and to free up people from the need to “watch” machines work.

By following this, Jidoka allows machines to do what they do best, which is to detect abnormalities & stop the process and for humans to do what they do best which is to solve problems.


The key connection between the two is Andon which can be defined as:

A signal that notifies operators, supervisors, and maintenance of problems that are occurring at different places throughout the organization or facility. Typically a worker pulls a cord that lights up a signal board when he or she detects a defect. The best Andons will dictate real-time action.

A call for help has gone out. How the organization responds to this depends upon the Mental Models of the organization. If they respond quickly and swarm all over the problem correcting the defect before re-starting the line, they are experiencing the Mental Models of:
  • Problems are gold, treasure them!
  • Don’t pass junk down the line

If on the other hand, they either don’t respond or come out and play the blame game, they are demonstrating the traditional (non-Lean) Mental Models of:
  • Problems are garbage, bury them
  • Make the numbers or else

I encourage organizations who are thinking about putting in an Andon system, to work on their human response system first. Ensure you have the capability to respond quickly and problem solve quickly before attempting to go to line stop.

To succeed Andon, Jidoka and in fact all the Lean Tools require a change in our thinking which is only accomplished when we change in our mental models. Where is your organization’s thinking? Where is your organizations mental models? I’d love to hear from you.

For more on Mental Models, please see Lean Pathways.



In case you missed our last few blogs... please feel free to have another look…

Lean Outside the Factory - Reverse Magic!
The Beauty of Making Things
What is Breakthrough?, Part 2
What Does Breakthrough Mean? - Part 1

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by LSSU Admin - Monday, 15 June 2020, 12:00 PM
Retrieved from: A Lean Journey
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How to become a leader in every matter is the right question for everyone who wants to be successful. Not all students can afford expensive consultations with leading coaches, but in fact, you don’t need to spend a lot of money to become a leader and strengthen your character.  Ted Talks provides an opportunity for everyone to get valuable information from leaders. Here you will find the top 5 performances that will reload your understanding of how to become a leader.Why Watch Ted...

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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.

"It is better to know some of the questions than all of the answers."   — James Thurber

Ability of leaders to ask the right...

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Joining me today for Episode #374 of the podcast are two colleagues, Brittany Wilson and Mark Valenti. The topic, as Mark and I discussed in Episode #306, is “Motivational Interviewing.” We will all be exploring this topic in the context of talking to people about wearing masks during the pandemic. But, there are many applications […]

The post Podcast #374 — Mark Valenti and Brittany Wilson, Motivational Interviewing and the Great Mask Debate appeared first on Lean Blog.

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I'm excited to announce that our book Practicing Lean is now available as an audiobook through Audible. As we did with the paperback and Kindle versions of the book, 100% of royalties will be donated to the Louise Batz Patient Safety Foundation (it's been almost $5000 so far). You can buy or subscribe through Audible: […]

The post The “Practicing Lean” Audiobook is Available Through Audible appeared first on Lean Blog.

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by LSSU Admin - Wednesday, 10 June 2020, 12:00 PM
Retrieved from: A Lean Journey
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While the saying “You can’t motivate anyone, they have to motivate themselves” may be true from a psychological perspective, people are more likely to motivate themselves when a manager creates a motivating workplace environment. Employees give 110 percent because they want to work hard, not because they have to. 

Leaders must understand that in today’s new workplace, there does not exist a single recipe to motivate employees. Rather, it’s about how to maximize the ingredients in order to...

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by LSSU Admin - Tuesday, 9 June 2020, 7:32 PM
Retrieved from: Lean Blog
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Joining me today for Episode #373 of the podcast is Professor Peter Hines, author of many books including Staying Lean: Thriving, Not Just Surviving. Peter founded S A Partners in 1994 as a spin-out from his activities in running the Lean Enterprise Research Centre at Cardiff University. Before this, he worked in supply chain and […]

The post Podcast #373 — Prof. Peter Hines on “Staying Lean” appeared first on Lean Blog.