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Lean Culture; Why Isn’t This The Norm?

Published November 28, 2017

This past month, I was able to participate in the making of a video with Theresa Coleman-Kaiser, and it was my first solo project as a PIC. I was both extremely excited and cautious, as I wanted to put to work the Lean knowledge and values my training had instilled me with, but I was also worried. What if I couldn’t do my job well? What if I under-performed what was expected of me? My first project was working with the “Big Dogs” and what if I couldn’t cut it? After a very reassuring meeting with Ruth about the basis of the project, I tried to go into it with the best outlook. No matter what happened, it would be an experience that would allow me to grow, and overall, improve.

It should not surprise you that the environment with which I met was nothing like I had feared, in fact, I felt no different than if I were back in the office as usual. The meeting with Mrs. Coleman-Kaiser went so easy and smooth, and not once did I feel inferior or inadequate. The conversation was natural, my questions came out unhindered, and overall I felt completely confident in my abilities. It was the same kind of culture I experience everyday in the office, the very embodiment of lean culture I read about during training and in books. So why was I expecting any different?

Lean culture is one where respect for people is central, no matter status or position of individuals. The establishment of respect cultivates teamwork and camaraderie among everyone, and together we work towards the common goal of improvement. This allows for a blame-free space, where a mistake means an opportunity for improvement and the evolution of our standards. There is no need for taking the credit or pointing fingers, because we are all working towards the same goal; improvement.

In theory, the culture of Lean sounds great, as it gives the best approach towards a system where everyone is equal and working together.

Realistically, Lean culture in practice is even better. Lean culture allows you to function uninhibited by fears or worries, because not only are you geared towards the same end-goal as those around you, but because there are no mistakes, just areas that you recognize could use improvement. There is no failure in Lean culture.

The reason I expected different is because the culture of Lean is not what the majority encounters normally. Before my introduction to Lean, I had never encountered a work environment such as this, and I thought it too good to be true, even though it’s a workplace we all deserve. Here we have a healthy, high functioning, improvement-promoting environment that yields the best of results, and yet it is an environment known by only few. What a concept! Now that I have been immersed in Lean culture for a few months, it is becoming the norm for me. I am becoming more sensitive to the differences between this work environment and other work environments that are not Lean.

As we continue our work with Lean, and continue on the path of continuous improvement, not only do we strengthen the standard of Lean culture, but it is so important that we also continue to introduce others into the Lean and its values. It is very important to spread so that everyone everywhere is working at the same standards, and working towards the same goals. Hopefully someday the majority shall be Lean, and Lean will become the new societal norm.

Lean: Past, Present, and Future

Published October 30, 2017

By

Lean Thinking

Beginning my learning in the Office of Continuous Improvement, not only did I learn what Lean itself was and what it looked like, but also I began to recognize where it is applicable. (The last part of that sentence is an oxymoron, as Lean is applicable literally everywhere). However, I began thinking about and applying Lean to circumstances from my past, starting to apply it in everything I do now, and applying it in the future.

Before working in the Office of Continuous Improvement here at Michigan Tech, my place of employment was absolutely awful, pretty much to the point of unbearable. For those of us who know what it is like to work at a job that gives absolutely no satisfaction in any shape other than being un-employed, then you know just how depressed it makes you. After being inducted into the Lean culture and environment, I cannot help but to mentally think about how much that company could truly grow and prosper if Lean was truly and wholeheartedly applied. I dream of how the 5 Whys and Swim Lanes and other useful tools of Lean could benefit the company and employees there, and the many problems that never go away. The kinds of issues that myself and others continue to deal with are ones that are chronic; not only in terms of the process, but that there is also an entire lack of safety as well as lack of respect between employees and managers of the company. Those who understand the culture of Lean understand that this is a huge issue, in that the two most basic pillars of Lean are lacking, which cripples any sort of progress or improvement trying to be made. To say that I am much more happy and satisfied in my work now is an understatement, but I do hope that my old work-place embraces Lean for the better, for the sake of those who continue to work there. Looking back at the two different work environments, and the two different attitudes that I attend work with each day, I can already personally see the difference Lean has made in my life.

Once learning about Lean, I began applying it immediately to my every-day schedule. Not only because I would have to be familiar with Lean tools at work, but also because they are good tools to use anywhere and the more familiar I am in applying them, the better. Thinking Lean is not a mindset that is only adopted in certain situations, but it is a mindset that you continue to use and apply all day, everyday. I can personally say, the transition to the Lean mindset was extremely easy and beneficial. Everyday, I find something I can improve on, and I try to take one more Lean step forward.

In terms of the future, I already have a head-start, thanks to the implementations I have made with Lean thus far. However, this does not mean my Lean journey is done, in fact it is far from being over. One of the best parts about Lean is that there is no limits to its application, the possibilities are truly endless. Endless! As said by Maria Calcagni in “Gemba Kaizen”, by author Masaaki Imai, “It is not the idea that something is wrong, but that it can be better”(pg 96). There is always room for improvement, always some process in life that can be made more efficient or effective.

And so, I will take my Lean journey and think of how it would have helped my past, allowing me to know where to start applying it in the present, and continue to let Lean guide me through the future.

The Perfect Cup of Joe

Published January 14, 2016

By Ruth Archer

We are pleased to present this guest blog post by Annelise Doll, Digital Initiatives Librarian at the Van Pelt & Opie Library at Michigan Technological University.

In the fall of 2015, I began training to become a Lean facilitator here on campus and am always excited to apply the many tools and tips I learn in these sessions to my work in the library. This not only improves my work, but also is great practice for when I become a facilitator. Sometimes it takes a new perspective from our discussions to see how I could use a particular tool, but Lean philosophy can be adapted to so many environments that it never takes long to understand how it can be useful. Standardized work, however, escaped me. When I was introduced to the concept, I could see the value right away: improvements in the quality of products, ease of training new people, and the creation of a safer work environment, to name a few. Even so, I struggled with where I could use this concept in my own work. I didn’t have to wait long for an opportunity though, and it came in the form of a coffee maker!

In an effort to increase cleanliness, the library recently implemented a system that recognizes individuals for cleaning the staff lounge. I’m known for regularly deep-cleaning our large bunn coffee maker, and now there are a few more people who’d like to help. Unfortunately, the task requires a few techniques and special pieces of equipment, so when I’m not in the office to assist it can be a difficult task to complete. Standardizing this work by creating a job element sheet certainly seems like the perfect solution to this issue!

I formatted the job element sheet based on the one used by Catering Services for, coincidentally, making coffee. After picking out the steps involved and taking photos, I realized it would be easy enough to also create a sheet for how to brew a pot of coffee. Maybe it’s my love of the perfect cup of joe, the intimidating nature of a commercial coffee maker, or the fact that it can be difficult for many people to remember how much coffee to use, but for whatever reason I’m also the one who usually makes coffee for staff events. For being such a simple process, I know from experience that there are an outstanding number of ways it can go wrong! I tried my best to draw on this knowledge to help others avoid mistakes like pouring water into the machine without a pot underneath or forgetting to turn the burner off.

I’ve placed the sheets next to the coffee maker in the lounge and will ask for feedback from others in the library who are willing to test them out. I hope that the clarity and sequence of the steps can be improved as time goes on, and maybe the experience will inspire others to use a tool like this in their work. In any event, I’m sure I’ll be enjoying some excellent coffee made by my colleagues in the future!

If you think standardizing your work by creating a similar tool would be useful for you, please share your idea in the comments!

Rare Super Blood Moon and Continuous Improvement

Published October 2, 2015

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Earth’s moon along with the Sun’s gravitational pull are what cause tides on our earth [1]. In the past, coastal cities used the tides as a way to tell the time of day. This past week the “Super Blood Moon” was out, and for all those who gazed up at the sky with me in the Houghton area, I’m sure you can agree with me that it was a majestic sight to see. The awe I felt was only heightened with the knowledge that the phenomenon last occurred in 1982 and is not expected to occur again until 2033 [2]. As I reflected on how amazing it was watching the super blood moon, and seeing the moon change from its normal white color to an amazing orange hue over the course of a few hours, I couldn’t help but think about how time, the moon, and this rare occurrence all relate back to continuous improvement.

One can get used to how things are going, and when something out of the ordinary takes place it can set the whole system into shock. For example, an increase in job responsibilities as an employee, or for students, a disruption in their schedule like fall career fair. These times do not need to cause anxiety and worry. Such events don’t happen on a daily basis, and it is good to take time and recognize them as they are and then trust that the systems set in place will work as intended. If the rare shock to the system does take place leading to an upset in the way the system behaved before, it could be an indication that the previous system was not as effective as it could be. This is a great time to implement Lean tools, and if needed a whole Kaizen event! Taking time to gather key people and utilize an appropriate Lean tool to get back in the rhythm of things can really be helpful. That’s what Continuous Improvement is all about!

Relating back to the blood moon example, Beijing was unable to see the blood moon because “a choking blanket of air pollution covered Beijing” [3]. This caused anger among residents and was a time that the pollution problem was brought to national attention once again. This shows how sometimes extraordinary events can actually be a call to action, a way to set the wheels in motion to make a positive change.

As career fair is now over, and the super blood moon has passed, I look forward to making sure my systems can handle such fluctuations in time demands, and I reevaluate their past true effectiveness.

If you want to know more about continuous improvement feel free to reach out to the Office of Continuous Improvement either by phone, 906-487-3180, or email improvement-l@mtu.edu

References:

[1] Oceanservice.noaa.gov, ‘Why does the ocean have waves?’, 2015. [Online]. Available: http://oceanservice.noaa.gov/facts/wavesinocean.html. [Accessed: 30- Aug- 2015].

[2] P. Video, ‘Progress Cargo Ship Racing Towards ISS After Nighttime Launch | Video’, Space.com, 2015. [Online]. Available: http://www.space.com/30718-progress-cargo-ship-racing-towards-iss-after-nighttime-launch-video.html. [Accessed: 30-Aug-2015].

[3] USA TODAY, ‘China’s smog smothers ‘blood’ moon’, 2015. [Online]. Available: http://www.usatoday.com/story/news/world/2014/10/08/china-smog-blood-moon/16903549/. [Accessed: 30- Aug -2015].

Continuous Improvement of Annual Events

Published March 12, 2015

By

Lean Thinking

During Michigan Tech’s Winter Carnival event, I started thinking about how continuous improvement works with events that have a really long time between them. The preparation work for Winter Carnival has a flow to it. There are always things like the free chili from The Library restaurant, broomball games with free hot chocolate, and most importantly the creation of some amazing snow statues. This epic event couldn’t happen without a flow and organization through standardized work. One very key part of standard work for projects with a long time frame between events is the reflection from year to year by the committee heads on what was done well and what can be improved for the following year.

Last year the Blue Key Honor Society, the group who organizes Winter Carnival, reached out to the continuous improvement office, and the office facilitated an event to help them organize their workflow. From this event not only were Lean practices introduced into the organization, but also Lean knowledge was shared with students who can take the knowledge they learned into other activities they participate in, both on campus and off.

If you’re an advisor for a student organization or a student member who has a process you’re responsible for and would like some coaching to create standard work, feel free to contact the office of continuous improvement at 906-487-3180, e-mail improvement@mtu.edu or request a Process Improvement Event here. We can show you how to use things like knowledge folders, process maps, and 5S, or facilitate a Kaizen event to improve your process.

Annual events around campus like orientation week, semester break and Winter Carnival can be greatly aided with Improvement events. However, they aren’t the only time to apply Lean principles to a process. Let’s not waste any time finding areas to improve and work towards making 2015 the best year yet!

Making Safety a Part of Your Lean Practice

Published May 2, 2014

By Megan Ross

Lean Thinking

Implementing safety and Lean together can help your organization increase productivity by reducing the wastes associated with a hazardous environment. Lean and other continuous improvement methodologies enable a safety-focused environment, by using problem solving and root cause analysis to correct the true cause of safety hazards in the workplace.

Here are some examples of how you can use Lean to make improvements to safety and increase safety awareness in your workplace:

Reducing excess inventory helps increase floor space and reduces potential tripping hazards. Other safety related to storage solutions might include avoiding piling boxes or other supplies on top of filing cabinets, shelves, etc.
While investigating workplace incidents, the “5 Whys” could be used to get down to the root causes of the accident and make improvements to prevent the error from occurring again. But remember, almost all system failures result from a combination of a number of factors and failures. You must continue to probe the circumstances, rules, policies, and people around the incident to search for all of the root causes.
Error-proofing can be used to avoid or prevent safety hazards.
Having “a place for everything and everything in its place” ensures that items are put back where they belong, and can be put back in a safe location.
When process mapping, safety risks can also be identified as improvement opportunities so that these risks can be mitigated.
Tracking metrics related to safety can help identify any trends that may exist regarding safety incidents in order to identify opportunities for improvement.
Standard work can be created for workplace safety procedures in order to ensure that the task is completed safely each time.
Safety topics, recent safety incidents, and safety metrics can all be discussed in daily team meetings to increase safety awareness.

Those are a few examples of how an organization can make safety a part of their Lean culture. Keep in mind, a successful safety culture requires the same management support and participation as successfully making Lean a part of your organization’s culture!

The Importance of Standards & Standardized Work

Published April 25, 2014

By

Lean Thinking

Before implementing standards and visual controls

Standards are an important component in Lean environments. They can improve quality and reduce variability in products or services, keep quality consistent, make it easier to train new staff, allow for a respectful workplace for everyone involved, create a safer working environment, and are a basis for continuous improvement. With standards in place it is easy to point out problems or mistakes. For example, in the Memorial Union Building kitchen there is a shelf that contains a variety of different cooking oils, dressings, mixing bowls, and serving platters.

After implementing standards and visual controls

Before the MUB staff implemented standards the shelf was an unsightly problem. It was hard to find what you were looking for, there was no order for putting things away, and it was a potential hazard. Once they began to utilize standards and visual controls the supplies on the shelf are visible and each have a clearly defined space.

If you would like some help creating/implementing standards or standardized work don’t hesitate to contact us at improvement-l@mtu.edu or by calling 906-487-3180.

Auxiliary Services Customer Appreciation Fair

Published March 28, 2014

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On Tuesday, March 11th, the Office of Continuous Improvement participated in the Customer Appreciation Fair held by Auxiliary Services in the MUB Ballroom. This event was held as a small token of thanks to all of Auxiliary Services’ customers for their patronage this past year. There were lots of fun games, good prizes, and great food. It was a great opportunity to get out of the office for a few hours and enjoy an afternoon of fun!

Our booth at the Customer Appreciation Fair

At the OCI booth, we decided to incorporate lean tools and lean thinking into our game: Standardized Work LEGO Man Building. One participant was given verbal instructions on how to build the LEGO man while the other was given written and visual instructions. Every time, the participant who was given the written and visual instructions finished building first. This was a fun exercise to show how beneficial standardized work and standardized job element sheets are in making processes more efficient.

Tag: Standard Work