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archives

tps

This category contains 8 posts

Slowing Down to Speed Up

Borrowing From Neuroscience to Drive Kaizen Thinking “If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things.” – Taiichi Ohno One of the most common issues lean coaches face when teaching structured problem-solving is keeping people … Continue reading

Why Questioning is Critical to Lean Leadership

One of the reasons that people have difficulty with coaching is that those of us who teach and write about lean are likely sending mixed messages regarding the why and how of the process. On the one hand, we tell leaders that they don’t need to be experts in everything and that it is okay to admit that they don’t have all the answers. On the other hand, we talk about people like Taiichi Ohno and Hajime Oba and the ability these people had to see problems quickly and clearly, and coach others to the answers.  I believe that this turns people off of the process because most will never measure up to these legendary leaders. In actuality, these two and other legendary lean figures didn’t know the answers but they did know how to use questioning to gather facts (or identify when the facts are not yet gathered) and help the person being coached to arrive at an answer.  Continue reading

Kaizen & Changing the Way People Think

“If you can’t explain it to a six-year-old, you don’t understand it yourself.” – Albert Einstein For most people, structured problem-solving is not a natural process.  After years of being rewarded for quick answers and telling people what to do, along with the fact that most of us are overloaded, the ability to approach a problem without a preconceived solution is counter to the way people work.  Many see structured … Continue reading

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

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

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

Driving Improvement from Lessons Learned

It is fairly common for companies to hold a lessons learned session after a major project or an incident to understand the things that did not go well and could be done better next time.  Unfortunately many of these types of sessions I have seen over the years do not really accomplish much in the … Continue reading

Want Lean to Succeed? Stop Focusing on Waste!

Although one of the most significant benefits of lean is the reduction of waste, it is not enough to say that lean is about reducing waste.  This may sound confusing, but those organizations that focus too heavily on waste as they go into lean tend to be the ones that become disappointed with the effort … Continue reading