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True kanban is a very formal, regimented system. Following that process in a disciplined manner is what makes it work as well as it does. If cards go missing or don’t get dropped on time, the system fails. But that same structure can also be a barrier to attempting it when there Read more…
The Dunning-Kruger effect is a type of cognitive bias (creation of one’s own reality) in which people with limited skills or ability or knowledge tend to overestimate their actual performance level. In other words, this is the psychological term that explains the old adage, “You don’t know what you don’t Read more…
Many people tend to have a great deal of self-doubt. When the person is also a recognized expert in a field, the combination of this self-doubt and the accolades they receive from others creates a phenomenon known as “imposter syndrome”. This is where the person secretly does not believe that Read more…
“X” is often used as the notation for a random variable or independent variable, as in the basic transfer function, Y=f(x). In that notation, y would be the dependent variable. In practical use, X is the variable that you are experimenting on to see what impact it has on the Read more…
Cherry picking is the practice of taking on the easiest work first. It generally has a reputation as being a bad practice. In continuous improvement, though, there are times that cherry picking is a desired practice. As a rule of thumb, if a process is intended to flow, you should Read more…
5W1H is shorthand for “Who, What, When, Where, Why, and How.” It is used both in problem solving and in project planning. This set of questions is sometimes referred to as the Kipling Method or the “6 Serving Men of Creativity”, due to a poem that appeared in Rudyard Kipling’s Read more…
The Pareto principle is the result of the work of the 19th Century economist, Vilfredo Pareto. He realized that wealth in Italy was distributed unevenly, and mathematically proved his observation. Today, the Pareto principle is more commonly known as the 80-20 rule. Simply put, 80 percent of problems are the Read more…
A strong culture of continuous improvement relies heavily on teamwork. When there is a problem, team members need to be able to rely on others to come to the rescue. Ghostism is the Lean affliction in which a person becomes invisible whenever it is their turn to provide help to Read more…
Work with Japanese Lean consultants for any length of time, and you will almost certainly hear the term “concrete head”. It is a derogatory term used to indicate people who are generally opposed to not only making changes, but even discussing them. People who are extremely susceptible to displaying this Read more…
Changeitis is an innate resistance to change, regardless of the merits of the new situation. It is one of many Lean afflictions that hamper the full potential of continuous improvement efforts. Some people get set in their ways and oppose change on general principle. These people might even complain about Read more…
Unlike medical allergies, the Lean affliction of Dirt Allergies has no physical component to it. It is simply a condition in which people are extremely reluctant to get hands or clothing dirty. This condition is most common in leaders who are unwilling to get involved in production processes, or in Read more…
Strong communication is an important ingredient for effective teams, and continuous improvement relies heavily upon teamwork. Some people, though, suffer from Clarity Impairment, a Lean affliction in which they are unable to provide information without ambiguity. This might fall into the realm of just not making sense with what they Read more…