Sustaining “Lean” results is a critical challenge for many organizations. Although Lean knowledge and tools are important to implementation and results, they are not sufficient to ensure sustainability. Many organizations, hungry for quick fixes, focus heavily on tools and achieve short term results, but no long term impact.
Tools and Methods do not sustain results
“The attraction of tools is that they can be employed at many points within an organization, often by staff improvement teams … it’s understandable that lean tools came to the foreground – 5S, setup reduction, the five whys … value-stream maps, kanban, and kaizen … But just as a carpenter needs a vision of what to build in order to get the full benefit of a hammer, we need a clear vision of our organizational objectives and better management methods before we pick up our lean tools.” —Jim Womack, “The Challenge of Lean Transformation“, BPTrends, January 2007
Lean is a way of thinking.
It is about each person in the organization developing a group of thinking patterns to strive to make scientific working a daily habit. It is about every person using the scientific method in their daily work to develop solutions to improve their process, from the shop floor worker to the top managers. Lean thinking focused on the process of how solutions are developed which results in sustainability.
Remember the Chinese proverb “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime”.
Traditional Thinking: Focus On Solutions
Lean Thinking: Focus on How Solutions are Developed
Identify Solutions, Assign Actions
Develop Capacity in People to to Develop Solutions
Coach and practice a common way of developing solutions (Lean tools and methods)
Manage Implementation of Solutions
Establish a teachable pattern of thinking and developing solutions
Periodically Check Results
Evaluate and update coaching and methods – Plan, do, check, act
Teachers say a student must practice something at least 17 times to learn and become a habit. Wouldn’t it be great if we didn’t have to practice?
Although habits can be hard to change, humans have the ability to change habits, through deliberate practice. At first the practice uses our conscious mind and is slow and difficult. But, after many repetitions, the habits becomes part of our subconscious mind and becomes fast and easy. Think about the following habits, and when you first learned them, from a teacher or coach, through hours and hours of deliberate practice.
Addition and subtraction, Multiplication tables, spelling, touch typing
Riding a bike, driving a car, flying a plane
Martial arts, golfing, tennis, sports
Playing video games – Halo, Call of Duty, Wii, Kinect
Current research supports the importance of deliberate practice to learn new thinking habits.
“Toyota Kata”, by Mike Rother, bestselling coauthor of “Learning to See”
For Continuous Improvement to be effective and sustainable, it requires a systems approach involving the entire organization. Management should guide the organization in four fundamental areas to ensure success:
Purpose – maximizing customer value
Process – continually improving speed and defects for factory and office
People – involving people in improving the process, providing knowledge, and tools
Sustainable culture – encouraging change, communicating success, and results
We’re interested in hearing about you and your organization’s Continuous Improvement results, and the effectiveness of the Methods and Tools you use. Comment below or email me at firstname.lastname@example.org.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for