700,000 square feet, over 500,000 sku’s, 11,000 line items shipped per day, 40 hours of training, yearly, for all employees. Some of the eye catching facts we witnessed. Fast, accurate, competitive and an engaging culture. A great morning for all in attendance: Four Seasons Produce Peiffer Machine Philips Ultrasound Restek and a guest from Massachusetts,… Read more »
The latest, focused and to the point, “COMPETING” podcast focuses on time tested suggestions for an effective lean startup. From leadership commitment, to presentation of the value stream map based implementation plan, listen to what has and hasn’t worked for my client. Enjoy and write back with your thoughts, opinions and questions. Good and bad,… Read more »
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 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 »
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 bossÃ¢â‚¬â„¢s boss?
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 »
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
The Stages of Lean and the Art of Kaizen
The Stages of Lean (according to Dwight)
1- Beginner Ã¢â‚¬â€œ implemented one Value Stream Map Ã¢â‚¬Å“future stateÃ¢â‚¬Â and are experiencing the Ã¢â‚¬Å“honeymoon effectÃ¢â‚¬Â Improvement is daily, and progress is fast.
2- Stalling Ã¢â‚¬â€œ dealing with the post-honeymoon condition. Lean isnÃ¢â‚¬â„¢t as much fun and is no longer new. It still makes sense, but itÃ¢â‚¬â„¢s getting a little stale. You get what you measure. What are you measuring?
Changing and Building Culture
Perhaps your companyÃ¢â‚¬â„¢s Ã¢â‚¬Å“Continuous ImprovementÃ¢â‚¬Â process is disappointing. Culture is in the way rather than moving forward.
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…