It happens in every system. You find a problem, record your current state, experiment towards the target vision, come up with a fantastic solution and feel that great sense of achievement from making your environment better. Time passes, your system is in place and working, you even see some improvement in your system. However, it’s … Continue reading Lean Leadership – Using PDCA to drive improvements to the next level
I’ve heard it many times from really successful managers. “We’re doing improvement, we’re just not documenting it.” My eyebrows always raise a bit when I hear this particular phrase. That’s because the manager is missing a fantastic opportunity to energise and motivate their team with the magic of recognition and celebration of success. As an … Continue reading Lean Leadership – Why you must celebrate those tiny lean successes
Earlier this year I wrote a post about managing workplace clutter and my own personal quest for a minimal ‘lean’ workspace. At the time, I wasn’t sure how easy my seriously pared down workspace was going to work out. Would I be buried under clutter a few months later, or constantly frustrated by having nowhere to put anything?
No one’s going to buy an improvement program just because a version of it works for someone else. Here lies the misconception. If someone has to sell you an improvement program, you’re probably not ready for it.
In a post I wrote earlier this year, I talked about the key pitfalls of visual display boards and some tips for avoiding them. I briefly mentioned what I believe is a key fundamental for new lean practitioners or those new to visual display boards which is to avoid having too many Key Performance Indicators … Continue reading When starting out with Lean Key Performance Indicators (KPIs) – Less is More
One of the key pitfalls that companies fall into as they embark on a lean transformation is failing to establish a clear vision of what lean will look like when implemented in their business.
By setting a perfect standard we can sometimes make the standard impossible to realise. It's much better to set a realistic standard that requires some improvement to achieve but doesn't necessarily ask for perfection all at once.