Competing Category

5S Best Practices

Perhaps your company is implementing 5S and finding the process challenging. Resistance to 5S is frequently cultural………..”Hey, we don’t have time to clean up”……..or…..”auditing our facility and organizing and cleaning up each day will increase cost and reduce productivity”. Most companies find the 5S process difficult, especially when sales are strong. So how can you… Read more »

Lack of Trust – The 9th Waste?

Lack of Trust The Ninth Waste? Developing effective teamwork is extremely difficult. What would it take to improve your teamwork? Does trust affect teamwork? Company leaders; do your reports trust you, does ownership or your board of directors trust you? Do you trust them? Managers/Supervisors; do you trust your boss? Do your reports trust you?… Read more »

Competing July 2006

Lack of Trust The Ninth Waste ?

Developing effective teamwork is extremely difficult. What would it take to improve your teamwork? Does trust affect teamwork?

Company leaders; do your reports trust you, does ownership or your board of directors trust you? Do you trust them?

Managers/Supervisors; do you trust your boss? Do your reports trust you?

Everyone else; do you trust your boss? Your boss’s boss?

The Stages of Lean and the Art of Kaizen

The Stages of Lean (according to Dwight) Beginner implemented one Value Stream Map “future state” and are experiencing the “honeymoon effect” Improvement is daily, and progress is fast. Stalling dealing with the post-honeymoon condition. Lean isn’t as much fun and is no longer new. It still makes sense, but it’s getting a little stale. You… Read more »

Competing April 2006

Paying Attention

Whatever you pay most attention to, most likely, will improve.

Let’s talk about what you can control, each minute, hour, day, week. I am referring to those outcomes you and your team can effect. Perhaps outcomes such as:

Competing March 2006

COMPETING MARCH 2006
The Stages of Lean and the Art of Kaizen

The Stages of Lean (according to Dwight)

1- Beginner – implemented one Value Stream Map “future state” and are experiencing the “honeymoon effect” Improvement is daily, and progress is fast.
2- Stalling – dealing with the post-honeymoon condition. Lean isn’t as much fun and is no longer new. It still makes sense, but it’s getting a little stale. You get what you measure. What are you measuring?

Competing January 2006

Changing and Building Culture

Perhaps your company’s “Continuous Improvement” process is disappointing. Culture is in the way rather than moving forward.

Competing November 2005 Edition

Examining “Phase II” of your lean transition

Perhaps your company has had some initial success with lean. Possibly, you have successfully addressed the first four Lean Principles (1 Specify Value, 2. Identify the Value Stream(s), 3. Create Flow, 4. Pull to Customer Demand) and are making progress…

Competing October 2005 Edition

“We are good enough.”
(or are we?)

What do you think your competition is focusing on right now? Do you believe they are thinking “ABC Inc (your company) has been working on lean for a while now and we will never catch them”…

Competing September 2005 Edition

Resilience vs. Brilliance

Okay, so by now maybe you have been implementing your lean program for a few months or years. What have you noticed about the process? Here is what I have experienced with many companies implementing lean…