Monday, January 1, 2018

Lean Roundup #103 – December, 2017


A selection of highlighted blog posts from Lean bloggers from the month of December, 2017.  You can also view the previous monthly Lean Roundups here.

The Objective of Problem-Solving is Not Solving the Problem – Gregg Stocker says emphasizing learning rather than results takes patience and a belief that it will eventually lead to far greater and sustainable results.

A Powerful Message from Toyota’s President, Akio Toyoda: No Best, Only Better - Mark Graban discusses the core message of Kaizen and continuous improvement, the way Toyota states it.

Does Overall Equipment Effectiveness (OEE) Improve Manufacturing Processes? – Michael Sinocchi probes the answer to this question with Ross Kennedy, author of the subject of OEE.

Lean Leadership – Are You Winning the War on Culture? - Pete Abilla shares a few points for leaders to consider when implementing a culture change in an organization.

Overproduction vs. Fast Improvement Cycles - Mark Rosenthal talks about the size and speed of your continuous improvement cycle.

Preparing for Reflection - Kevin Meyer discusses the process of personal reflection as this year comes to an end.

How to Avoid the Hazards of Habituation with Standard Work and Kaizen - Jon Miller talks about human nature to form habits and the downside of this when focused on improvement.

ASK ART: “Why do you say lean is all about people?” - Art Bryne says Lean is all about people and explains why.

Learning to Discern – Quality & Quantity - Bill Bellows talks about how Toyota discerned the difference between quantity and quality, between counting parts and using parts.

Lean Leadership: Take a Deep Breath and Let It Go - Pete Abilla shares advice and tips for effective Lean leadership.

How to optimize your production planning and scheduling to save time and money – Megan Nichols discusses five of the most important elements of production planning.

Applying the 6 Laws of Tech to Lean - Jon Miller discusses how the six laws which explain society’s unease with technology’s growing power and presence in our lives applies to Lean.

Why Lean Fails – Gregg Stocker shares several reasons for failure in order to help move toward fundamentally changing the culture to enable Lean to increase and sustain the rate of improvement.



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