Lean Thoughts


This week’s Issue | 11/11/2019

No Lean Tips this week … instead we want you to pause to remember …

I am not a war veteran, but today we remember in acknowledgement of Remembrance Day or Veteran’s day to the many folks you went without question to protect the freedom and democracy we enjoy and sometimes appreciate today.

I grew up in Guelph Ontario which is the birth place of John McCrae and on a daily basis I walked past his birth home on the way to school … hard to imagine that both he and I likely sat on the same riverbank deep within our thoughts … since “In Flanders Fields” has become an icon associated with Remembrance Day I though a bit of history may be enjoyed.

As you bustle today to meet your objectives please pause in remembrance at 11AM for 2 minutes of reflection since like the following video it is …. a

Pittance of Time



This week’s Issue | 04/11/2019

Most people laugh at the following story … but there is actually quite a bit of truth contained within the story.  We witness this often as people decide to go on a journey alone since they may have seen a methodology in action before and feel that it would be simple to replicate and will ultimately pay the price or fool themselves by doing cost avoidance .. but is it really?  So this week in the newsletter we look at building bridges of “Emotional Attachment” within some Lean Methodologies.  If you wish to learn more  or enhance existing processes contact us.

A giant ship engine failed. The ship’s owners tried one expert after another, but none of them could figure but how to fix the engine.

Then they brought in an old man who had been fixing ships since he was a young. He carried a large bag of tools with him, and when he arrived, he immediately went to work. He inspected the engine very carefully, top to bottom.

Two of the ship’s owners were there, watching this man, hoping he would know what to do. After looking things over, the old man reached into his bag and pulled out a small hammer. He gently tapped something. Instantly, the engine lurched into life. He carefully put his hammer away. The engine was fixed!

A week later, the owners received a bill from the old man for ten thousand dollars.

“What?!” the owners exclaimed. “He hardly did anything!”

So they wrote the old man a note saying, “Please send us an itemized bill.

The man sent a bill that read:

Tapping with a hammer………………….. $ 2.00

Knowing where to tap…………………….. $ 9,998.00

Effort is important, but knowing where to make an effort makes all the difference!



This week’s Issue | 28/10/2019

As a Leader your thoughts are split between Strategic and Tactile thinking.  Indeed the majority of your time should be spent towards Strategic thinking … how to grow the business, development and introduction of new products or the expansion into new markets.  But Tactile thinking is also very important to insure that your processes are delivering your product or service in a predictable manner satisfying customer requirements.  Unfortunately most Lean Practitioners focus on methodologies that will improve processes when the should be going to the next step of developing your organizational infrastructure that will allow you more time for Strategic thinking while the methodologies operate as “Distributed Accountability”.  Distributed Accountability means that you have designed and implemented your organizational infrastructure to insure predictable outcomes with minimal daily leadership involvement.  Hence my thoughts on … Lead, Follow or Get Out Of the Way!!

Contact us if you want help to create this kind of environment within your organization while at the same time dramatically increasing process performance.



This week’s Issue | 21/10/2019

Many Lean Practitioners devote their careers to replicating Lean Methodologies within their organizations with a silver bullet approach.  Understand that at the end of the day Toyota is in the business of making money so although they provide guiding principals to the organization they only apply methodologies where it makes absolute sense and will provide an excellent ROI.  But we proceed to mimic Toyota but perhaps we should look at another organization … McDonalds.  Here they operate with a very high transitional work force where the learning curve needs to measured in minutes not days or weeks … and they are also focused on making money while being able to provide a consistent solution to hungry guests across the world.

So what can we learn?



This week’s Issue | 14/10/2019

It is sad to think that simple manners are evaporating especially when it comes to e-mails.  Many personalized e-mails have been acknowledged with radio silence which is very sad instead of a quick .. not interested or I will get back to instead we are being ignored until most likely they need something and then demand immediate satisfaction.

I have an individual that stays in contact needing help but has no time … which translates into I ma making so much money I have no current need to improve … sad because we know that business is cyclable and it is better to invest when busy so you can reap the benefits when slow … or the company that is literally leaving millions of dollars on the table but has decided to invest in moving to a larger facility to propagate their bad habits within a larger foot-print and most like exponentially increase their internal stress of making money. Or how about the typical trap of viewing a methodology and feeling that due to the simplicity they can do it themselves and weeks later after diverting and losing internal resources they still struggle with the solution … instead of an invest and go attitude.

So this week I think it is important to reflect on how important a customer really is and how they look to you and your organization for a solution and your assistance for them to remain competitive.

Let us know if you need help with your journey or whether you ready to invest today to prepare for the future … which includes finding and implementing innovation to deflect the current labor shortage challenges.



This week’s Issue | 07/10/2019

Standard Work has become a vocal tenant within the Lean community which has then spun off to create Training within Industry. However, Standard Work should be viewed as a “Current Best Practice” and may not be applicable within all levels of your organizations. Read this week’s newsletter to understand why …

However, we cannot ignore emerging technologies and this technology is available now … just imagine the potential impact this technology could have on creating standard work or insuring great new complex product launches …
A friend and former client shared the following links about some emerging technology which looks pretty cool ….

Truly game changing and totally amazing.

https://dynamics.microsoft.com/en-us/mixed-reality/guides/

There are 2 parts to this video link, watch the whole thing… The Brainstorming War Room is amazing. You can actually create a war room and save it forever.



This week’s Issue | 30/09/2019

We know that Change is Constant but in some cases Change is something old just re-invented.  But subtle over time is the change in Paradigms and we are now seeing an increasing amount of change within Social Paradigms … some good, some ridiculous and some absurd.  However, the subtle and not so subtle shift of these paradigms are going to change how we need to live going forward … going are the days of where we tolerated ourselves to be a wasteful society.  The Compression Institute has been vocalizing the need for companies to embrace a broader responsibility for what they provide to consumers … so this week we explore beyond the “Design for Manufacturing” to the “Design for De-Manufacturing”.  A good thing is that if you are a vintner you already design for De-Manufacturing … you fill a bottle with a great wine which when consumed the human body recycles the content and you save the bottle for the next harvest …

On the fun side …

What gender are computers?

https://www.youtube.com/watch?v=lFptlmGCOVI

 



This week’s Issue | 23/09/2019

When you are a Lean Practitioner you never just observe an operation you are always looking for process.  So this week I found myself attending our local hospital emergency room and indeed process exists.  Imagine being in an environment where you have absolutely no idea what kind of demand will be coming your way … you can have victim walk-ins needing stitches, ambulance intake ranging from broken bones, heart attacks, strokes and broken bones and even over-doses.  You have no idea of the incoming volume rate but you do know that every patient needs to be attended and attended with dignity.  So observing this environment I was in awe … of course all incoming require triage in order to be placed on the schedule with a priority.  Of course the constraint is the number of patients vs. the number of beds available. I witnessed several management tools including a visual management board where incoming ambulances called from being 2 minutes out with their truck number, age of the patient and early diagnosis.  We witnesses constant stand-up meetings working the schedule and re-assigning patients to different beds … the best warehouse management system I have ever seen in action.  Amazing how they never seemed to lose track of a patient or where they are located … never mind the ancillary operations … I had my blood test processed and returned in under 1 hour … awesome.  However, the pacemaker within this entire operation is the doctor who one they gave you their gift of time where focused, not rushed and truly caring …

I envy to help others create an environment of this kind with true employee engagement, agility while focused on effective through-put.

This week we look at how to identify your pacemaker … but I now wish to add how agile can you make it to adjust to rapid changes in type of demand.



This week’s Issue | 16/09/2019

Oh My !!!  What happens if we train our employees and then they decide to leave?

It could be worse if we decide not to train them and they decide to stay!

 

As we enter into last quarter of the year many organizations will begin to plan their strategy and objectives for 2020.  Of course we would be delighted to assist you with your planning process … just contact us or if you are planning to provide some employee training I have attached some outlines of workshops we can provide.   Select one or bundle a bunch and we will provide you with a quote.

 

Decided to go a bit visual this week with some thought starters to plan or align your Lean Journey.



This week’s Issue | 09/09/2019

I decided not to publish a newsletter last week because I was enjoying our visit to Quebec City.  However this week we explore how to identify and use KPI’s within our organizations.  A simple KPI can quickly change the behavior within our organization so they should be studied before implementation to determine what effect it will have.


Lean Thoughts

REMEMBERANCE DAY

This week’s Issue | 11/11/2019 No Lean Tips this week … instead we want you to pause to remember … I am not a war veteran, but today we remember in acknowledgement of Remembrance Day or Veteran’s day to the many

EMOTIONAL ATTACHMENT

This week’s Issue | 04/11/2019 Most people laugh at the following story … but there is actually quite a bit of truth contained within the story.  We witness this often as people decide to go on a journey alone since

Lead, Follow or Get Out Of the Way!!

This week’s Issue | 28/10/2019 As a Leader your thoughts are split between Strategic and Tactile thinking.  Indeed the majority of your time should be spent towards Strategic thinking … how to grow the business, development and introduction of new

Another Perspective look at Lean

This week’s Issue | 21/10/2019 Many Lean Practitioners devote their careers to replicating Lean Methodologies within their organizations with a silver bullet approach.  Understand that at the end of the day Toyota is in the business of making money so

You are Business because of YOUR Customer !!!

This week’s Issue | 14/10/2019 It is sad to think that simple manners are evaporating especially when it comes to e-mails.  Many personalized e-mails have been acknowledged with radio silence which is very sad instead of a quick .. not

STANDARD WORK … myths and opportunities

This week’s Issue | 07/10/2019 Standard Work has become a vocal tenant within the Lean community which has then spun off to create Training within Industry. However, Standard Work should be viewed as a “Current Best Practice” and may not

Design for De Manufacturing

This week’s Issue | 30/09/2019 We know that Change is Constant but in some cases Change is something old just re-invented.  But subtle over time is the change in Paradigms and we are now seeing an increasing amount of change

Find the PULSE … AND CONTROL IT

This week’s Issue | 23/09/2019 When you are a Lean Practitioner you never just observe an operation you are always looking for process.  So this week I found myself attending our local hospital emergency room and indeed process exists.  Imagine

PARADIGM SHIFT

This week’s Issue | 16/09/2019 Oh My !!!  What happens if we train our employees and then they decide to leave? It could be worse if we decide not to train them and they decide to stay!   As we enter into last

Key Performance Indicators

This week’s Issue | 09/09/2019 I decided not to publish a newsletter last week because I was enjoying our visit to Quebec City.  However this week we explore how to identify and use KPI’s within our organizations.  A simple KPI

Lean Thoughts

REMEMBERANCE DAY

This week’s Issue | 11/11/2019 No Lean Tips this week … instead we want you to pause to remember … I am not a war veteran, but today we remember in acknowledgement of Remembrance Day or Veteran’s day to the many

EMOTIONAL ATTACHMENT

This week’s Issue | 04/11/2019 Most people laugh at the following story … but there is actually quite a bit of truth contained within the story.  We witness this often as people decide to go on a journey alone since

Lead, Follow or Get Out Of the Way!!

This week’s Issue | 28/10/2019 As a Leader your thoughts are split between Strategic and Tactile thinking.  Indeed the majority of your time should be spent towards Strategic thinking … how to grow the business, development and introduction of new

Another Perspective look at Lean

This week’s Issue | 21/10/2019 Many Lean Practitioners devote their careers to replicating Lean Methodologies within their organizations with a silver bullet approach.  Understand that at the end of the day Toyota is in the business of making money so

You are Business because of YOUR Customer !!!

This week’s Issue | 14/10/2019 It is sad to think that simple manners are evaporating especially when it comes to e-mails.  Many personalized e-mails have been acknowledged with radio silence which is very sad instead of a quick .. not

STANDARD WORK … myths and opportunities

This week’s Issue | 07/10/2019 Standard Work has become a vocal tenant within the Lean community which has then spun off to create Training within Industry. However, Standard Work should be viewed as a “Current Best Practice” and may not

Design for De Manufacturing

This week’s Issue | 30/09/2019 We know that Change is Constant but in some cases Change is something old just re-invented.  But subtle over time is the change in Paradigms and we are now seeing an increasing amount of change

Find the PULSE … AND CONTROL IT

This week’s Issue | 23/09/2019 When you are a Lean Practitioner you never just observe an operation you are always looking for process.  So this week I found myself attending our local hospital emergency room and indeed process exists.  Imagine

PARADIGM SHIFT

This week’s Issue | 16/09/2019 Oh My !!!  What happens if we train our employees and then they decide to leave? It could be worse if we decide not to train them and they decide to stay!   As we enter into last

Key Performance Indicators

This week’s Issue | 09/09/2019 I decided not to publish a newsletter last week because I was enjoying our visit to Quebec City.  However this week we explore how to identify and use KPI’s within our organizations.  A simple KPI