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Measure the Things You Can Control

As I’ve mentioned in many previous articles, sports provide an outstanding backdrop to teach Lean lessons. This aspect of athletics was reinforced in a recent article in ESPN magazine. It takes a detailed look at the statistics behind one pitcher’s performance.

This player had an outstanding year in 2012. By one measure, he was responsible for adding 5.3 wins to his team. This year though, using the same metric, he is responsible for one additional loss. On the surface, this looks like a fairly significant drop in performance. The problem though, is…

By Jeff Hajek, ago

Where Will Lean Be In 10 Years?

Lean experienced a fairly slow start in the 80’s and early 90’s, but picked up its adoption rate rapidly in the late 90’s and early 2000’s. Of late, it seems to be reaching something of a saturation point in manufacturing, but is still spreading rapidly in other areas. The Lean office is still going strong. Lean is making substantial inroads into healthcare. I see more requests for Lean information from those in higher education. Even the government is getting into the act, albeit at a slow pace. (Note: These observations are from personal experience. It is surprisingly hard to find reliable, believable, compatible data about Lean adoption.)

By Jeff Hajek, ago

Team

In its purest form, the definition of a team is “a group of people associated with each other for some form of joint action or activity.” The word choice for this definition is very deliberate. Some definitions add in verbiage that implies effectiveness. Examples include “common goal”, “working together”, “organized”, Read more…

By Jeff Hajek, ago

Volunteers

Volunteering plays a big role in continuous improvement. In many organizations, training is provided, but may not be mandatory. Prospective students may have to sign up for a “Corporate University” rather than be directed to attend by their supervisor. Projects are also often filled first with willing participants. Efforts to Read more…

By Jeff Hajek, ago

Supervision

Supervision is the act of providing oversight to people or processes. The amount of direct supervision required is generally inversely proportionate to the structure of the operation. What that means is simply this: if you have strong processes, people have less of a need for supervisors telling them what to Read more…

By Jeff Hajek, ago

Vacations

Vacations and holidays are an important part of job satisfaction and employee retention. They provide employees an opportunity to recharge their batteries and to live their lives outside of work. Managing vacations can be difficult in any company, but the challenge can be amplified in a Lean organization where there Read more…

By Jeff Hajek, ago

Solutions

Solutions in a Lean environment tend to be temporary. The rationale behind the statement lies within the term “continuous improvement”. Any new process you develop, by definition, will eventually change. “Solution” implies that a problem is solved once and for all. The two terms don’t play nice together. I don’t Read more…

By Jeff Hajek, ago

Resources

There is a common misconception that Lean is free. The truth is that making improvements requires a variety of resources. That’s not to say you have to spend a lot of money to make changes, but every project does require an investment. In fact, that is one of the big Read more…

By Jeff Hajek, ago