Lean Thinking Archives | Page 14 of 21 | Continuous Improvement Blog

Are You Making Excuses or Solving Problems?

Published September 16, 2015

Lean Thinking

“When we find barriers that prevent us from closing the gap, are we a victim that makes excuses or a leader that solves problems?”

This the closing statement from a talk given by Mark Graban at the 2014 Lean Transformation Summit. He discusses some of the major issues clouding the creation and development of a culture of continuous improvement within organizations.

Mark asks, “When we are facing challenges about creating this culture of continuous improvement, how are we reacting? What are we doing about it.” He discusses a few of the most common problem statements or excuses given to push back against lean initiatives and gives insight on how to overcome these obstacles. Some of the common problems statements or excuses he highlights are:

Staff don’t have time to do Kaizen
Managers: “I don’t have time for Kaizen”
Working on Kaizen hurts our productivity numbers

The talk ends with a general discussion about change. Graban elaborate on how successful change in any setting – small or large – hinges on three 3 things:

The will to do it
A methodology for how to close the gap between where we are and where we want to be
Execution and discipline to actually make it happen

Without the will to create a culture of continuous improvement; the ideas, tools, and methodologies for closing the gap; and the support from upper management to execute the plan, we are developing a workforce of victims and not leaders.

Check out Graban’s talk here: Lean Talks: Are You Making Excuses or Solving Problems?

Mark at the 2014 Lean Transformation Summit

Mark Graban is an internationally-recognized expert in the field of “Lean Healthcare,” as a consultant, author, keynote speaker, and blogger. Mark is also the Vice President of Customer Success for the software company KaiNexus.

Lunch and Learn at the Lean Enterprise Institute

Published August 28, 2015

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This summer I had the great fortune of being a mechanical engineering intern at Massachusetts Institute of Technology (MIT) Lincoln Laboratory. While in Cambridge, John O’Donnall, Executive Director of the Lean Enterprise Institute (LEI), was kind enough to reach out to me and invite me to visit the office. Mr. O’Donnall and I had the chance to meet on campus last year when he was the keynote speaker at the 2015 facilitator graduation.

Header — Lean Enterprise Institute located in Cambridge, Massachusetts

While there it just so happened that they were also having a guest speaker come in and talk about Lean in the civil engineering world and how much waste happens at construction sites because the main currency is the amount of time it takes to complete a project. Although I had to leave before the whole event was over I found her talk to be very interesting. It really opened my eyes to the need to integrate Lean practices into the civil engineering world the way mechanical engineering has integrated it into manufacturing. Below is a picture of the talk from an outside view.

Office_2 — Presentation on integrating Lean principles into civil engineering projects

I also got to meet with James P. Womack the founder of the LEI, as well as some of the M.B.A. summer interns who were in the office. Every summer the office hired a few M.B.A. students from the area to work with them and learn in an immersive experience about Lean principles. John O’Donnell and I mused about the possibility of bringing in Michigan Tech M.B.A. students on as summer interns and I think that it could be a mutually beneficial experience for both parties.

Elizabeth and John — Selfie with Mr. John O’Donnell

Before leaving John showed me around the office and I was pleasantly surprised with how much our own Office of Continuous Improvement here at Michigan Tech resembled the Lean Enterprise Institute. A picture of their office can be seen below.

I had a great experience there meeting up with Mr. O’Donnell, Mr. Womack, and meet some of their M.B.A. summer interns.

Sharpen Your Ax

Published August 27, 2015

By Ruth Archer

Lean Thinking

At the Michigan Lean Consortium‘s annual conference, I attended a session on A3 Thinking for All Seasons by Brian Vander Weele. Brian began his session with a compelling story:

A young man approached the foreman of a logging crew and asked for a job. “That depends,” replied the foreman. “Let’s see you fell this tree.” The young man stepped forward, and skillfully felled a great tree. Impressed, the foreman exclaimed, “You can start Monday.” Monday, Tuesday, Wednesday, Thursday rolled by — and Thursday afternoon the foreman approached the young man and said, “You can pick up your paycheck on the way out today.” Startled, the young man replied, “I thought you paid on Friday.” “Normally we do,” said the foreman. “But we’re letting you go today because you’ve fallen behind. Our daily felling charts show that you’ve dropped from first place on Monday to last place today.” “But I’m a hard worker,” the young man objected. “I arrive first, leave last, and even have worked through my coffee breaks!” The foreman, sensing the young man’s integrity, thought for a minute and then asked, “Have you been sharpening your ax?” The young man replied, “No sir, I’ve been working too hard to take time for that!”

Sometimes we get so involved in getting our work done, we forget to look around to see if there’s a better way. Using an A3 form is a simple, structured method for improvement. It’s a terrific tool to reinforce understanding the problem before jumping to solutions. It makes the problem and proposed countermeasures visible, and encourages experimentation. But it’s not the form itself that holds the power–it’s the thinking and the process. Lean processes, methods, and tools can be used to create an environment where continuous improvement is the norm.

Tell us about your favorite Lean tool!

Lean in Their Own Words

Published July 30, 2015

By Ruth Archer

Lean Thinking

This is the third installment of Lean in Their Own Words. At the April graduation ceremony for our new Lean facilitators, the graduates each said a few words about what Lean means to them. Many of them have given me permission to share their thoughts with you. This week, we’ll hear from Todd Van Valkenburg, Senior Programmer/Analyst in IT’s Enterprise Application Services.

“What does Lean mean to me now that I’ve gone through Lean facilitator training? At the end of every class day, and much to my dismay, Ruth had each of us get in front of everyone and give a quick presentation of what resonated with each of us. At the end of that first day, what popped into my head was the adjective “HEALTHY,” as in a healthy problem solving process. And that word has stuck with me throughout the class.”

“The Lean approach to Continuous Improvement is HEALTHY because: 1) At its core, it’s a non-blame, respectful approach to problem solving. Contributions are taken seriously and all voices are heard. 2) The process encourages people from different departments, backgrounds, skill levels, and experiences to come together to work on common objectives. 3) This approach relies on teamwork, learning from each other, and developing skills that each participant can bring back to his/her own department to share. And finally, 4) we are addressing problems/opportunities head on by carving out the time to really look at them instead of dealing with them later or hoping that they will just go away.”

“I’d like to conclude today with some imagery that also represents what Lean means to me. First, imagine that I’m working alone on solving a complex problem that impacts a few departments on campus. I am NOT using the Lean principles of continuous improvement. Now, further imagine that the challenges, obstacles and constraints I face are gusts of wind pushing against me causing me to literally lean. I could lean too far one way or the other, lose my balance, and fall right over. Now here’s the second image. Instead of working alone, imagine that I’m working right alongside a few others folks in those departments trying to solve that very same problem. This time, we ARE using the principles of Lean. We interlock arms and form a circle. Now, as these gusts of wind hit the group, some of us may lean but the others in the team provide the support and counter-balance to spring us back upright and put us right back on track. To me, this imagery demonstrates that working as a team and applying Lean principles is a very healthy way to solve problems at Michigan Tech.”

Todd working on a training exercise Take a look at the list of our campus facilitators. Any one of them would be happy to talk with you about Lean and continuous improvement!

Lean in Their Own Words

Published July 17, 2015

By Ruth Archer

Lean Thinking

This is the second installment of Lean in Their Own Words. At the April graduation ceremony for our new Lean facilitators, the graduates each said a few words about what Lean means to them. Many of them have given me permission to share their thoughts with you. Here is what Gina Goudge, Manager of Business Operations and Student Employment for Career Services, had to say.

“When I asked my boss, Steve Patchin, if I could sign up for Lean Facilitator Training, I thought I knew exactly what I was getting myself into. Lean was all about organization, right? I’m organized, I create checklists, I already know all about Lean!

This will be a breeze, I thought…maybe I’ll pick up a few new tools! Well, I was so wrong, because Lean is so much more.

As I embarked on my Lean journey (and it has been a journey!) I quickly realized Lean was going to push me, force me to move outside of my comfort zone, force me to work on my presentation skills, to face my fear of public speaking!

So as I stand here, facing my fear, I’d like to present my elevator speech…what I believe Lean is and is not.

Lean is NOT about being skinny or “cutting to the bone.” Lean IS about having the right resources to ensure we are providing the best quality product or service. Lean IS a way of approaching and thinking through any problem, system, or situation.

Lean is NOT just a few tools to use. Lean IS an entire toolbox of management practices to help you streamline a process and continuously strive for improvement.

Lean is NOT mean. Lean IS respectful toward everybody–a no fault/no blame game that locates the flaw in the system when an error occurs rather than the individual.

This is why I’m so excited to become a Lean Facilitator. I get to share with others a new way of thinking, a new mode of operation, empowering them with the Lean tools and strategies to constantly question their status quo, inspiring cooperation, respect, change and growth both personally and professionally.”

When you see one of our Campus Facilitators, be sure to ask them about Lean!

Lean in Their Own Words

Published July 9, 2015

By Ruth Archer

Lean Thinking

At the April graduation ceremony for our new Lean facilitators, the graduates each said a few words about what Lean means to them. Many of them have given me permission to share their thoughts with you. In the first entry of this series are the comments from Pattie Luokkanen, Manager of Resource Access and Discovery Services at the Library, and trained Lean facilitator.

Pattie said….

“One of my early encounters with Lean was when I took part in a 5s Blitz.
I was new and didn’t really know what it was all about. I was so surprised to find that the people in the workshop all had some messes to clean up, like cluttered supply cabinets and messy desks. Here we were confessing that we had a problem, but then we were shown how to clean up the mess and keep it that way! We were assigned a coach to help us with this. My coach was Kathy Wardynski. She was a great coach, not only guiding me through my clean up project but also Pattie Luokkanen graduation telling me other things that can be done with Lean on campus. It was a great experience for me and opened my eyes to other possibilities with Lean and left me wanting to know more.

What I like most about Lean is that it is positive. It’s a positive approach to problem solving. I believe that you can inspire great ideas and creative problem solving in a positive environment. I love the fact that an important ground rule for continuous improvement events is that it takes place in a mutually respectful, blameless environment. That is powerful!”

Visit the Campus Facilitator page on our website to see all of the facilitators here on campus.

Eliminating Waste by Tossing the Tube

Published June 4, 2015

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Lean Thinking

I recently saw a commercial for Scott Naturals Toilet Paper. The commercial doesn’t seem much different from any other toilet paper commercial until the end when you realize this new type of toilet paper has absolutely no cardboard roll. Talk about waste elimination! I got to thinking, what role does the cardboard roll really have? Other than arts and craft projects or maybe a dog toy, the roll truly has to purpose.

By eliminating the cardboard roll, Scott has eliminated necessary inventory, reduced the motion for employees and the movement of materials, and has eliminated over processing. Who would have thought that a simple cardboard roll could house so much waste?

There was a similar blog posted a few years ago by Wendy Davis discussing her thoughts on the types of waste that are eliminated by “tossing the tube.” When making your next toilet paper purchase, keep Scott’s Natural Tube Free toilet paper in mind!

Learning to See

Published May 8, 2015

By Ruth Archer

Remember the Magic Eye pictures? They appear to be computer-generated abstract images but, when you look at them just right, out pops a 3-dimensional (3D) object. The object was there all along, but until you learn how to see it, the image appears totally random. For example, the image below reveals a 3D symbol for recycling. Most people can’t see the 3D objects the first few times they try. They have to make an effort and try different methods, like crossing their eyes or putting the abstract image behind a reflective surface. Sometimes people need to be coached in order to see the objects. In any case, the more you practice, the more you’ll develop your ability to see the 3D objects.

Magic Eye abstract image — Abstract Image

http://www.magiceye.com/client/recycle.html

This idea of having to learn how to see also applies to one of the foundational principles of Lean–the elimination of waste. Before you can get rid of waste, you have to learn to see it. This isn’t as easy as it seems, because we’re so accustomed to waste in our processes, we no longer see it. We’re in luck, though, because a framework has been built to help us.

How does a framework help? Take a moment now to look around your room, and list all the materials you see and where they are in the room. Glass – window. Wood – table. Glass – clock face. Plastic – keyboard. Without a framework, you can do it, but it’s hard, you skip around, and it’s easy to miss a lot. If I give you a framework for looking, your list will be much longer. For example, list all of the glass items you see – windows, clock face, iphone, light bulbs, picture frame, candy jar…. Then move on to all of the wood items you see, then cloth, plastic, and so on. See how comprehensive your list becomes?

In the same way, Lean provides us a framework for waste: motion, waiting, movement, correction, over-processing, overproduction, inventory, and knowledge. When you’re looking at your current state trying to improve your process, take the time to step through the waste framework, contemplating one waste at a time. This will help you find more waste and also improve your ability to see waste in your everyday activities.

Confirm Your Scope with SIPOC Diagrams

Published April 16, 2015

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One of my favorite continuous improvement tools is called a SIPOC diagram. A SIPOC diagram is used by a team to identify all relevant elements of a process improvement project before work begins. Using this tool helps define a complex project and refine a project profile. SIPOC diagrams also help to confirm the scope of the improvement project.

Its name prompts the team to consider the suppliers of your process, the inputs to the process, the process your team is improving, the outputs of the process, and the customers that receive the process outputs. The SIPOC is a valuable tool that will:

Identify suppliers and customers
Establish the scope of the project, and satisfy stakeholders that the problem area is captured in the process
Target the right metrics for verifying customer requirements
Establish who should participate on the project team

SIPOC stands for:

Suppliers- supply the inputs for the process
Inputs- materials, equipment, information, forms, staff, etc.
Process- the steps of the process from initial step to finishing product step
Outputs- outputs to internal or external customers, i.e. reports, products, services, etc.
Customers- anyone who receives the outputs

How to Complete a SIPOC Diagram

Process— The first step to completing the SIPOC is to list the process steps, keeping detail to a minimum by only outlining five to eight steps. When describing the process steps, try to limit the description to two words. Have each description start with a verb (action) and end with a noun (subject).
Output—What information, data, reports, materials, etc. come out of this process or are produced as a result of the process?
Customers—Who or what receives the outputs of the process?
Inputs—What data, supplies, systems, tools, etc. are required for the process, or who is needed to perform the action?
Suppliers—Who or what functional organization, system, report, database, etc. supplies or provides whatever it is that is needed as an input for the process? Who supplies what’s needed to do the process?

To learn more about SIPOC diagrams email us at improvement-l@mtu.edu or call 906-487-3180.

Lean Culture: Respect for People

Published April 13, 2015

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When Lean principles are fully understood and Lean tools are correctly applied, the opportunities for improvement and growth are endless. I have been a part of the Office of Continuous Improvement for almost a year and a half, and I have witnessed, numerous times, the benefits of successful Lean implementation. What I want to talk about today is why some organizations fail at becoming Lean.

Why is it that some organizations, or even some functional units within an organization, are able to successfully implement this methodology while others fail miserably? Short answer: Culture. The greatest mistake you can make on a Lean journey is taking a shortcut down Tool Avenue. Often times, in unsuccessful attempts at spreading Lean, one entity assumes it can achieve the same results as another simply by applying the same tools that the other has gotten positive results from. “Continuous Improvement” is therefore reduced to an “improvement project” and concern then arises when the improvement is not sustained.

Lean will never be something you do, it is something you become. In order to truly become Lean, the entire value system of the organization must change. Commitment to Lean thinking and the establishment of a Lean culture give birth to successful Lean “implementation.” An organization’s culture and the principles that drive people’s behaviors ultimately determine the degrees of an organization’s performance, quality, and success. There is no concrete definition of what a “Lean culture” is, however there is one principle that all Lean enterprises do follow: respect for people.

In their book, "Lead With Respect: A Novel of Lean Practice," Michael Ballé and Freddy Ballé present the following model for leading with respect. — In their book, “Lead With Respect: A Novel of Lean Practice,” Michael Ballé and Freddy Ballé present the following model for leading with respect.

In a 2007 eLetter, James P. Womack, Ph.D., founder and senior advisor to the Lean Enterprise Institute, Inc, describes how the best managers at Toyota show respect for people:

Managers begin by asking employees what the problem is with the way their work is currently being done.
They challenge the employees’ answer and enter into a dialogue about what the real problem is. (It’s rarely the problem showing on the surface.)
Then they ask what is causing this problem and enter into another dialogue about its root causes. (True dialogue requires the employees to gather evidence from the Gemba for joint evaluation.)
Then they ask what should be done about the problem and ask employees why they have proposed one solution instead of another. (This generally requires considering a range of solutions and collecting more evidence.)
Then they ask how they – manager and employees – will know when the problem has been solved, and engage one more time in dialogue on the best indicator.
Finally, after agreement is reached on the most appropriate measure of success, the employees set out to implement the solution.

“The manager challenges the employees every step of the way, asking for more thought, more facts, and more discussion. This problem solving process actually demonstrates the highest form of respect.

The manager is saying to the employees that the manager can’t solve the problem alone, because the manager isn’t close enough to the problem to know the facts. He or she truly respects the employees’ knowledge and their dedication to finding the best answer. But the employees can’t solve the problem alone either because they are often too close to the problem to see its context and they may refrain from asking tough questions about their own work.

Only by showing mutual respect – each for the other and for each other’s role – is it possible to solve problems, make work more satisfying, and move organizational performance to a higher level.”

References

Womack, James P., Ph.D. “Respect for People.” Letter to LEI. 20 Dec. 2007.Jim Womack’s ELetters & Columns. Lean Enterprise Institute, n.d. Web. 10 Apr. 2015. <http://www.lean.org/womack/DisplayObject.cfm?o=755>.

Henderson, Bruce A., and Jorge L. Larco. Lean Transformation: How to Change Your Business into a Lean Enterprise. Richmond, VA: Oaklea, 1999. Print.

Category: Lean Thinking