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The Science of Dashboards

One of the elements of lean that seems simple but is often misunderstood is the development and use of dashboards.  People are often surprised to learn that there is a science to creating an effective dashboard and that it consists of much more than posting metrics related to the area. A dashboard should drive development … Continue reading

The Many Benefits of Standardized Work

“Where there is no standard, there can be no kaizen.” – Taiichi Ohno The above quote by Taiichi Ohno is used frequently to emphasize the importance of standardized work.  It’s one of those statements, though, that is so simple that I believe many people miss the true depth and significance of standardized work to an … Continue reading

The Lean Coaching Script

Fortunately, there are four basic questions that leaders can apply in a variety of situations that, when done consistently, can drive the type of thinking that leads to improved performance throughout the organization. The questions are based on teaching and reinforcing a standard way of looking at results to identify problems and make improvements. The questions can be applied in a variety of situations to develop a lean mindset throughout the organization. A further benefit of the questions is that they develop the ability of leaders to coach. And this is all done real-time, using actual data from real processes. Continue reading

Does Learning Happen in the Classroom?

The difference between coaching and the classroom for leadership development is that coaching occurs real-time in meetings and at gemba. A great place to coach a production supervisor, for example, is on the shop floor in front of her team’s dashboard. Reviewing the board to understand why certain metrics are being reported, how they are being used to drive improvement, how processes are actually operating, what the metrics are telling the team, and what they’re doing about the problems are all part of the conversation that can help develop the supervisor’s abilities to drive improvement. When done regularly, this type of conversation is far more effective than sending the supervisor to a one-week course on becoming a better leader. Continue reading