I can't believe that I'm once again writing about this. But, I saw in the news that ANOTHER house was mistakenly demolished in the Dallas-Fort Worth area this month. Where a carpenter says, “Measure twice, cut once,” you'd like to think that level of caution would apply to something as un-undoable as knocking down a […]
The post A Throwback to Another #ThrowbackThursday: Yet Again, the Wrong House Was Demolished appeared first on Lean Blog.
This Saturday is Leap Day, so some lucky 39-year-olds on the verge of 40 get to say they're only 10! What's the easiest way to determine the probability of being born on a certain day, like February 29? It's to assume every day of the year has an equal probability of being a birthday. But ... no surprise here ... the numbers actually disagree!
Today, I'd like to preview the next webinar that I'll be hosting in our KaiNexus Webinar series. It's going to be presented by my friend, Dr. Mark Jaben and it's titled “A Great Idea Isn't Enough for Successful Change.” You can register to attend live on March 3rd or we'll send you a link to […]
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As a follow up to his number one best selling book The Coaching Habit – one of the top books that I recommend to clients – Michael Bungay Stanier is releasing a new book on February 29th titled The Advice Trap! I first learned about Michael a few years ago when I was creating materials […]
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Thanks to ASQ for asking me to write this article for their “Statistics Digest” newsletter in October of 2019 – click here to access the whole issue if you're a member. I'm posting the article here with their permission. Readers of this newsletter most likely understand Statistical Process Control. When I teach workshops on the […]
The post Learning Process Behavior Charts and the More Difficult Challenge of Unlearning Old Lessons or Habits appeared first on Lean Blog.
Last week I came across an organization with a value stream map hanging on their conference room wall. What’s the big surprise with this? In fact it’s no big surprise at all as I often see this happen. Teams do a wonderful job of mapping their Current State and identifying different sources of waste and various kaizen they are planning on doing to eliminate it. This team had even added a timeline and calculated a leadtime for their value stream which is something I don’t usually see.
What was my concern?
I could see their Current State map but I couldn’t see their Future State map nor what business gap they were trying to close. A Future State is driven by a business need and that need comes from the organization’s strategy. The strategy says what objectives we need to achieve as a business and outlines at a high level how we are going to achieve it. Often the strategy goes on to say what we’re not going to do to meet the business needs or targets and quite frankly this is another often overlooked step but that’s the subject of another blog.
The Value Stream takes this strategy and develops the tactics describing what the value stream needs to improve to meet the business objectives of the organization. There is a direct link between the kaizen and the improvements the value stream is making and the business objectives it needs to deliver to the organization. This link means a testable hypothesis is formed “If we do this, then we will get that”. It’s a simple binary test that can be checked at every review session.
This is a very different approach from the one that says – map the current state, identify waste, drive improvement and remove waste and see what results we achieve. This approach doesn’t set up a hypothesis, doesn’t use the scientific method and although it can lead to some improved business results, doesn’t stretch us to experiment, try new things and learn rapidly, all of which are required parts of a lean system.
What I’d wish I’d seen in the organization I visited last week, was a Current State map, a clear business target with gap identified, a Future State map and a plan on how to close the gap.
Now there are several testable hypothesis:
- Does the Future State close the gap to the business objective?
- Does the plan close the gap to the Future State?
By following the PDCA cyle and doing a Check/ Adjust against these questions, organizations can learn a great deal and accelerate their improvement efforts. More importantly, the improvements are driven by a business need rather than being random acts of improvement.
In case you missed our last few blogs... please feel free to have another look…
What is a Key Thinker?
Macro Value Stream Kaizen – Zoology
Poka-Yoke – Preventing Inadvertent Errors
Making the Invisible Visible in Design Projects