A few weeks ago, I spent a series of blogs talking about how you can deploy a tiered method to sustain the gains you make within your Lean transformation. One of the layers is Leader Standard Work (LSW). Companies make the scheduling of LSW more complicated than it needs to be. Here are simple tips …
I often get push-back from client organizations that don’t want to fill out a project charter before conducting a Rapid Improvement Event. “We know the area we are working in, why do we need a charter?” I hope you have never said that, or heard that from others in your company, but in case you …
As you progress through your Lean Game Plan, there will be times when you conduct Rapid Improvement Events that will be 2-5 days. There will also be times when you have to manage larger projects, maybe six sigma projects that are larger and more cross-functional. Regardless, here are four tips for being an excellent project …
Four Tips for Being an Excellent Project Manager Read More »
Three weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Effective Management Walks. First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer …
Two weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Leader Standard Work. First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer …
Last week I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on coaching cards. First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it. …
Gain Huge Benefits from Kamishibai/Coaching Cards Read More »
One of the many questions I receive from companies on their Lean transformation is “These Rapid Improvement Events are great but how do we sustain the gains we make?” The answer is to cascade your sustain efforts using three levels of sustain! You might believe sustain is only done at the operator or team member …
Your organization has developed current state and future state value stream maps. You have identified waste opportunities that exist and have laid out your quarterly Lean Game Plan. Now it is time to set up your Lean Promotion Office. This is the “war room” or headquarters for all your lean communication, planning, and Rapid Improvement …
Last week I talked about developing a future state Value Stream Map. After you have developed what you want the organization to look like in the future, now comes the hard work of moving toward that future state. That calls for developing your Lean Game Plan. I believe there is a simple way to ensure …
If you have read my book the Lean Game Plan, you know that I talk about Value Stream Mapping as an enabler to help your organization understand where you should focus your improvement efforts. This blog will cover how to develop a future state value stream map. If you have never completed a Value Stream …