Tag Archives: lean

16.10.2014

Happy days

Having a good day everyday is not beyond your reach.

We’ve all had one of those shifts when everything comes together – we aren’t starved of material, no equipment break-downs, we have a full crew and Bob is on OP70 – and we really ‘nail it’! There are ‘high-fives’ all round at the end of the shift, your manager >>

02.10.2014

Continuous improvement

Continuous Improvement is fast becoming limited to solving a problem and its root cause. We need to stop this from happening.

Who decided in their wisdom that Continuous Improvement is to be limited to a problem?   Why can’t someone just have a great idea?
I was in session the other day when some delegates were being trained on this subject of Continuous Improvement.  I was meant to be a bystander during >>

12.09.2014

Is velocity unsafe?

CLIENT: You are asking us to rush.  It’s unsafe.

ME: No, not at all.  I want the product to move faster on its journey to the customer.

CLIENT: You ask for more urgency.

ME: Yes

CLIENT: This could be dangerous. It could lead to more accidents. You want us to do more set-ups >>

20.08.2014

61.8? You must be barking mad!

Is it really possible to get an average of 61.8 ideas per annum from each and every one of your employees?
Robinson and Schroeder wrote a great article on Continuous Improvement called ‘The Role of Front-Line Ideas in Lean Performance Improvement.  It appeals to my own experience of continuous improvement >>

29.07.2014

Overhaul OEE

Overall equipment effectiveness could be a misleading name for the tool. It sort of suggests looking at the bigger picture. Ironically OEE is more effective when focussed. We hear it many times - "the devil is in >>

Why is OEE so abused in many of our operations where, despite expensive software ‘solutions’, we can find lots of data but very little useful information? Why do so many managers ask for the ‘overall OEE’ for their whole operation – is that even a real question? In view >>

05.06.2014

Problem solving with velocity

We all have the ability to solve problems. We all do it everyday and leaders need to remember this. They should empower their employees, train them in formal problem solving techniques, and tap that fertile resource to >>

This may sound unpopular but having seen the approach to problem solving in organisations lately, it strikes me that we have forgotten how to problem solve.  Worse case we, as leaders, are the architects for the disempowerment of our employees by the choices we make in either the systems >>

01.06.2014

Quick Wins are as bad as Low Hanging Fruit

Can we stop using the term Quick Wins?  It’s destructive.  End of blog.

Maybe I need to flesh this fruit out a bit more. I’ve been in consulting for longer than I care to remember and this term plagues me wherever I go. I’m all up for Return On >>

21.05.2014

The power of flow

When I started my career in British Aerospace we did a very simple simulation using a 3 pin plug to demonstrate the power of one piece flow.  I was always amazed when facilitating the 4 hour session how you could build just as many plugs with a drop in >>

16.04.2014

Just a minute

Nicholas Parsons, the guru of continuous flow.

There are times when you need to freshen up your material.  An analogy, however good, at some point must be laid to rest.  In my case, my usual one for describing continuous flow had been given its last rights as I knew my audience consisted of delegates that had >>

16.03.2014

Stick or twist

Most leaders working in a Lean environment will have gone through a painful journey of figuring out how to juggle a non-lean diary (meetings and possibly more meetings) with the pressures of performing the role of a Lean leader in the workplace.

In the utopian Lean world we would look >>

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