Visit CI Central | Visit Our Continuous Improvement Store

Gotta Go Lean Blog

8D Problem Solving / 8 Disciplines

The 8D problem solving methodology is similar to the DMAIC approach utilized by Six Sigma. Of note, 8D is a shortened form of the original name, ‘8 Disciplines’.     The 8D’s are: Identify the problem Use a team approach/form an 8D team Describe the problem Interim containment Define the root cause(s) Develop solution(s) Implement the solution(s) Prevent recurrence Congratulate the team This 8D definition may raise the eyebrows of those familiar with the DMAIC Read more…

By Jeff Hajek, ago

How to: Visual Management. Lean in the Airport.

Why is it that when we are in the airport, we don’t wander aimlessly around? It is because of the extensive use of Lean visual controls. Lean practitioners, just like airport designers, know the value of using visual controls. Lean processes should have what airports have: easy to recognize signals that keep things flowing in the right direction. Whenever there is a part of a process that takes longer than it should, or has chronic Read more…

By Jeff Hajek, ago

Consistency

The definition of consistency (for Lean) is the ability to repeat a process over and over and get the same results every time. Although it is not exclusively a Lean term, consistency is a critical component of Standard Work. Why is it important to continuous improvement? Consistency in processes is the reason that continuous improvement works at all. That stability provides a foundation upon which to make improvements. Consistency is the bedrock of Standard Work. Read more…

By Jeff Hajek, ago

9-Square (Prioritization Tool)

The 9-square is a prioritization tool in Lean problem solving that helps you organize your improvement ideas. After completing a brainstorming session in which you compile a large number of viable options, you have to decide which ones to implement. To use the 9-square, rank each problem in two categories: impact and ease of implementation. Create a 3 x 3 grid, with low, medium, and high impact as the vertical scale. Hard, medium, and easy Read more…

By Jeff Hajek, ago

Precision

Precision is the state of having low variation. It is often incorrectly used synonymously with accuracy. Accuracy actually means being centered on the target, but can have a very wide spread. Precision is often much harder to achieve than accuracy. That is because variation can be much trickier to adjust than moving an average. Consider the temperature of an oven. If the thermostat is inaccurate but precise, it might read 400 degrees when it is Read more…

By Jeff Hajek, ago

Accuracy

The definition of accuracy is essentially having results (data) that is centered on a target value. Statistically speaking, it is how correct the mean value is. It is often confused with “precise.” The layman’s definition of precision is “a measure of how little variation there is in your system”. Lean Six Sigma depends heavily on understanding both of these concepts. When a process is not delivering consistently acceptable results, you likely are dealing with either Read more…

By Jeff Hajek, ago

Process

Processes are the bread and butter of continuous improvement. They are the series of linked actions (or steps, tasks, activities, operations, etc.) performed to reach a specific outcome. Processes take randomness and bring it to order. Imagine what would happen if nobody followed a process when driving. No process for merging, pulling into traffic, or parking. There would be chaos. Imagine that when getting ready for work in the morning, there were no processes in Read more…

By Jeff Hajek, ago

Continuous Improvement Teams: 6 Reasons Why Crab Fishing on Deadliest Catch is a Model for Lean Managers & Employees

Where can you find some of the best Lean Six Sigma teams around? The people I’m thinking of don’t spend their day on the shop floor or in an office. They work on the deck of a boat. Surprisingly, a great example of Lean operations is on Discovery Channel’s hit show Deadliest Catch. Many regard fishing for crab in the Bering Sea as one of the most brutal—and lethal—occupations in the world. (Check out this Read more…

By Jeff Hajek, ago

Gauge Go/No-Go. Can You Be Lean and Not Even Know It?

I was just winding down watching some TV on a Sunday night, and it struck me that a lot of people are Lean without even realizing it. To be fair, I have a rather broad definition of Lean. I basically use it interchangeably with “continuous improvement“-constantly doing more with less. So in that sense, most companies are Lean to some degree. Case in point-Dateline did a piece on fraud in the Lottery. The focus was Read more…

By Jeff Hajek, ago

Abnormal Conditions

Imagine you are at home, and you hear a funny sound coming from the washing machine, you smell a slight odor of smoke coming from the kitchen, or you see a water mark on the ceiling. Each of these things indicates that something just isn’t right. They are abnormal conditions. Sometimes, they tell you that a problem already occurred, but they can also forecast a pending problem. They let you know that you need to Read more…

By Jeff Hajek, ago

Brand

This may seem obvious, but a brand is the identifier that lets customers know the company producing the product or service they are buying. It distinguishes between the products of different businesses. In many cases, brands are trademarked. To prevent confusion with consumers, other companies are not allowed to use the same, or even confusingly similar brands. Makes sense, since companies spend a huge amount of money developing their brand, and don’t want the competition Read more…

By Jeff Hajek, ago

Visual Management

Visual management is the concept of creating a more effective workplace by making its current conditions obvious at a glance. But visual management doesn’t stop there. For it to be effective, there must also be a predetermined course of action when a specific (whether normal or abnormal) condition is identified. Visual management might be used for identifying items in a repair facility that are about to ship late (abnormal condition), or to manage products moving Read more…

By Jeff Hajek, ago