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.
As I watch our team members explain how they or their team personally changed their own work processes for the better, I am reminded both of how far the culture has come in nearly three years and of the truth that lean culture grows out of the empowerment and commitment of people.
To these leaders, the message is simple. If we waited for others to be doing improvement as a condition for us to do improvement, we would never do improvement. We can only improve ourselves and our own processes and set an example for others. How do we encourage others to improve? By setting the example.
The beauty of this tool is that it helps teams to develop all the parts of a process at once, so that measuring and managing is considered at the same time as developing processes and writing procedures. It's also easily communicated to multiple process users, making it much easier to achieve a standard approach.
The lean world is fairly divided on the legitimacy of 8th Waste - the waste of untapped human potential. To me it’s pretty clear that if you’re following the principles of respect for people, it’s very hard for this waste to exist and in fact, it’s not really waste, it’s just a sign that your fundamentals aren’t in place yet.
Whether it’s at home or at work, having lots of stuff does not necessarily mean its the right stuff. In fact, too much stuff leads to all kinds of inefficiencies […]
In reality, it’s very simple to build a waste elimination culture. The principles are not difficult to grasp, the process is low cost and doesn’t require years of training. The most important principle to remember is that building a waste elimination culture is more about the culture than the waste elimination.
Clutter is the cause of many unpleasant side effects whether it’s in our homes, our minds, our schedule or our work processes.
Becoming a successful leader in a lean organisation relies heavily on the support and buy in of the people in your team
Anyone who has been involved with lean for any period of time has had experience with one of the most powerful and also one of the trickiest lean tools around. […]
It’s easy to over complicate the solution to a problem. Try a more minimalist approach to lean improvement
A leader does not need to convince a team that has found waste in a process to reduce that waste. It just comes naturally.
It suddenly became clear to me that in order to continuously improve my own development process and increase my chances of success in achieving my vision, I needed to apply the PDCA process.
I like to organise things. I am one of those people who will straighten the few pieces of paper on my desk and the pen alongside so that everything is, […]
I know when my minimalist journey began. It was a time when I started to shift my thinking from ‘achieving success’ to ‘simplifying life’.