Well, I have finally gotten around to editing the second part of my interview with Jay Watson about The Lean Management Mindset. If you are a regular reader/listener of the Gotta Go Lean Blog, you will recall that several weeks back, I posted part one, and mentioned that I’d post Read more…
Making improvements requires a complete understanding of a process. A surface knowledge leads to superficial solutions. Getting a permanent, robust, mistake-proofed process requires a level of scrutiny that takes a lot of time and effort. One way to simplify that deep dive and identify the underlying waste that impedes the Read more…
There’s some good news and bad news on the ‘What’s New?’ front this month. Great Growth! (The Good News) On the plus side, traffic has been climbing steadily. We grew at an annualized 13.4% monthly increase in traffic over the last year! It’s been great to see people from all Read more…
In the early 1900’s, Frank and Lillian Gilbreth refined a system of analyzing work to improve processes. They focused on identifying the core “motion cycles” that combined to form work activities. This detailed understanding of work let them identify inefficiencies and eliminate waste. The name “Therblig” comes from a near Read more…
Hoshin kanri is a Japanese term meaning policy deployment or strategic planning. Hoshin kanri has a few characteristics to it: Stretch goals: Hoshin kanri requires leaders to develop stretch goals that may take a number of years to achieve. These goals should come from business opportunities or risks on the Read more…
Gembutsu is a Japanese word meaning “real thing”. It is one of the components of the ‘Three Reals‘ meaning go to the real place (gemba) to see the real thing (gembutsu) and collect the real facts (genjitsu). This term simply means that there is no substitute for seeing something with Read more…
Many Lean experts advocate setting up work areas so there is counterclockwise flow. This principle goes hand-in hand with the U-shaped cell. Using a counterclockwise flow comes from the fact that most people are right-handed. As they move through the cell, their dominant hand is closer to the work sooner. Read more…
A change agent is simply an advocate for change, who follows up on those convictions. He or she not only expresses a desire for change, but also attempts to rally those around them to join the cause. While change agents can be of any rank, they must have influence to Read more…
Breakthrough objectives are targets that can only be achieved with significant changes to the way the company operates. A company cannot achieve them by doing business as usual. Breakthrough objectives often cascade down from an aggressive strategic plan. Sometimes a breakthrough objective is established based on an opportunity. For example, Read more…
A blitz is an intensive project, typically a week long, with focused gains in mind. The term kaizen or kaizen event are sometimes used interchangeably with blitz. Kaizen, in a broader sense though, is any effort to make something better. It makes for a bit of confusion about whether you Read more…
The kaizen checklist is a tool used to avoid mistakes when conducting a kaizen event (a.k.a. kaizen blitz, rapid improvement workshop, etc.) A good kaizen checklist covers the planning, the actual event, and the follow-up work. It assigns specific people to tasks and gives deadlines for each action. Get Our Read more…
An anomaly is a condition outside of the expected range. Generally, an anomaly has an unusual or unexplained circumstance around it. An explainable spike in a pressure gauge is not an anomaly. Car tire pressure rising after driving isn’t an anomaly. An unexpected, temporary increase would be. If one tire Read more…