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lean

This category contains 96 posts

Driving Improvement Through Systems Thinking

The more people learn the connections the components have with each other to achieve the overall business objectives, the easier it will be to see the problems and set improvement targets based on reality rather than gut feel. Continue reading

Short-Term vs Long-Term: They Both Matter

Over the years, I have found many organizations the lack the ability to effectively balance short-term pressures with long-term improvement. The situation causes frustration in people because, in the end, the short-term virtually always wins while the focus on the long-term suffers. There are a number of reasons for a tendency toward short-term thinking. First of all, people tend to be measured and rewarded based on achieving current year targets much more than long-term improvements.  Another factor driving a short-term focus is the targets are right … Continue reading

Stop Jumping to Countermeasures

As strange as it may seem, one way to get people to correctly follow a PDSA-based problem-solving process is to convince them to forget much of what they know and approach at least the early steps in the process as if they don’t completely understand the situation. Continue reading

Improving Dashboards With The 3-Meter Rule

Dashboards are critical for a successful continual improvement effort.  Effective dashboards can drive better coaching, faster team meetings, and more effective problem-solving.  A common problem that interferes with the effectiveness of dashboards, however, is the inclusion of charts that attempt to convey too much information and are difficult to understand.  One way to prevent this … Continue reading

Identifying Proper Leading Metrics

The problems people have related to identifying leading metrics often result from failing to connect the effort to problem-solving. Attempting to determine the proper leading metrics in isolation from problem-solving often leads to frustration and wasted effort in creating and maintaining the measures, and a lack of clarity in understanding how to improve performance of lagging metrics. Continue reading

Are We Happy With Mediocrity?

“Nobody gives a hoot about profit.  I mean long-term profit.  We talk about it, but we don’t do anything about it.” – W. Edwards Deming Why do so many companies seem to be happy with mediocre performance? People generally consider the idea of having it all – perfect safety, high quality, short cycle times, low … Continue reading

When Lean Fails

Many companies today are jumping on the lean bandwagon and expecting huge cost reductions as a result.  Unfortunately, many of these companies will never see the type of improvements they expect from lean, and their leaders will likely become disappointed and frustrated, and eventually abandon the effort. There are a number of reasons companies fail … Continue reading

I Already Know Lean

Although some people have more of an inclination toward lean thinking than others, everybody needs some level of learning or coaching to develop it more deeply. The conventional western approach to business over the last century runs so counter to lean that a deep level of reprogramming is necessary for most people. The problem for those leading the transformation, though, is to convince those who already do lean that, although they may apply components of it to their work, the big gains from lean come when it is understood and applied as a system. Continue reading

What Makes a Good Boss?

“The greatness in people comes out only when they are led by great leaders. We are all growing and learning, and we all need teachers and coaches to help guide us. We say at Toyota that every leader is a teacher developing the next generation of leaders. This is their most important job.” – Akio … Continue reading

What’s Your Culture?

Most leaders today appreciate the strong connection between culture and performance. Understanding the importance and actually doing something about it, however, are two different things. Culture is generally considered one of those softer issues that is difficult to change. Because of this, many leaders either ignore it or attempt to drive small, less formal adjustments hoping that things will change for the better. Continue reading