The true value of identifying, measuring, allocating and recording the smallest steps in a process is not always obvious. Let’s take a walk down memory lane
The true value of identifying, measuring, allocating and recording the smallest steps in a process is not always obvious. Let’s take a walk down memory lane
Traditional (non-Lean) businesses hold a strong and deep belief in the metrics that they use to evaluate operational performance
We spend a great deal of time implementing Information Centres in organisations that are undergoing a Lean transformation (see A3 report Info Centres)
As with all things Lean you never stop learning how the 5 Guiding Principles have a profound meaning and impact on successful leadership within the context of a Lean transformation.
Is it worth categorising waste into necessary-non value add and non value add?
On average I would reckon twenty ideas on a Future State Map won’t make it off the Boston Matrix into implementation and it will not be technicalities that get in the way it will be Mr Smugface and his ‘not invented here’ mindset.
Continuous Improvement is fast becoming limited to solving a problem and its root cause. We need to stop this from happening.