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…
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…
In Lean, the term sensei means “expert” or “master” and highlights the Japanese origin of modern Lean practices. Its use shows great respect to the recipient. It is normally bestowed upon Lean practitioners who have shown extraordinary skill in Lean implementation and are exceptional at passing that knowledge on to Read more…
Lean works. It’s been proven time and time again that its methods and strategies are effective, and that companies that crack the code of Lean improve their operations significantly. But Lean also flounders in some companies, making it harder than it needs to be and limiting its progress. My perception Read more…
Learning the technical aspects of Lean takes time and effort. But, what few people recognize is that it is much harder to develop the soft skills of continuous improvement. The following list contains some of the greatest challenges—and opportunities—for many Lean leaders. Granting Authority The single biggest mistake that leaders Read more…
In my travels, I have lost track of how many people have told me that their situation is unique, or that their process is different. The truth of the matter is that they are right. Every process is unique, and every situation is different. But ironically, that very fact means Read more…
I am often asked about what can make implementing Lean easier, or how to do it quicker. Unfortunately, implementing Lean takes a lot of effort. It requires a lot of expertise, experience, and a wide array of skills to make it successful. There are no magic wands, special beans, or Read more…
I thought I’d try a little exercise. I wanted to see how easy it would be for me to make a short Lean library starter list for new shop floor managers in a Lean company. There’s a lot of great Lean books out there, so the task proved harder than Read more…
My dad lives in the Chicago area. His house has been buried in multiple snowstorms over the course of this winter. A few weeks back, he was driving somewhere during the time when the kids in his neighborhood were walking to school. Along one of the arterials, there are no Read more…
I was watching Jon Stewart, where I get all my fake news from, and he had an interesting guest, Atul Gawande, the author of The Checklist Manifesto: How to Get Things Right. Now, if you’ve spent time looking at my site, you’ll know that I am a fan of checklists. Read more…