Lean at Home: Examples to Learn From

Paul Akers answers the popular question, "Do you apply Lean thinking at home?" In this new video Paul brings us into his own and shows a number of great ideas where he has applied lean thinking.  His approach to life is about making simple improvements to make life easier.  Every second he saves is a second more that he gets to enjoy the pleasures of life.





Paul has even done his own Toast Kaizen at home.  My favorite improvement is what he has done in shop with his bits. I can certainly use that in my shop. What is your favorite improvement?


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The Seven Basic Tools of Quality

The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality. They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.

The tools are:

1. Check Sheets – A generic Tool which can be used for collection and analysis of data. A structured and prepared form that can be adapted for wide variety of issues
2. Control Charts – This is a graphical technique,which can be used to study the changes to a process over time
3. Pareto Chart – This is another graphical technique, which can be used to identify the significance of individual factors
4. Scatter Chart – This is used to identify the relation between variables, by plotting pairs of numerical data, with one variable on each axis. The points will be falling on a line or a curve, if the variables are related.
5. Cause and Effect Diagram (Also called as Ishikawa Diagram or Fishbone Diagram) – This can be used to structure the brain Storming Sessions. It is used to sort ideas into useful categories. Many Possible Causes are identified for a stated problem and the effect on the problem are identified
6. Flow Chart (Stratification Charts) - This tool is used to identify the patterns within the data collected from multiple sources and clubbed together. It is used to identify the meaning of the vast data by identifying patterns.
7. Histogram – It looks very much like a bar chart. it is used to identify the frequency of occurrence of a variable in a set of data.

The following presentation introduces the 7 basic quality tools:

The Seven Basic Tools of Quality

View more presentations from Tim McMahon.

Most organizations use quality tools for various purposes related to controlling and assuring quality. Although there are a good number of quality tools specific to certain domains, fields, and practices, some of the quality tools can be used across such domains. These quality tools are quite generic and can be applied to any condition.

The seven basic tools of quality can be used singularly or in tandem to investigate a process and identify areas for improvement, although they do not all necessarily need to be used. If a process is simple enough – or the solution obvious enough – any one may be all that is needed for improvement. They provide a means for doing so based on facts, not just personal knowledge, which of course can be tainted or inaccurate. Ishikawa advocated teaching these seven basic tools to every member of a company as a means to making quality endemic throughout the organization.




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Using Your Smartphone as Productivity Tool

When people talk about productivity and smartphones the conversation is usually about being able to stay connected or some app touting productivity.  Both of these are true and are much of the reason people get a smartphone.  They are wonderfully powerful devices that continue to transform the way we do things. 

In a recent post about my digital personal kanban system I mentioned that I use a number of Google products in my productivity system.  I use Google Calendar to sync all my work appoints and personal appoints in one convenient place.  Google Tasks is a simple To-Do list I use to manage my short duration tasks.  I also keep track of smaller tasks like phone calls or conversations that I my do that day.

These tools by themselves are not unique and can easily be done with paper and pencil.  The simplicity of these tools make them appealing.  I have been able to combine the simplicity of these digital tools and powerfully portable handheld device into a productivity tool.   Here is a screen shot of my system:

The top left is where my calendar resides showing me my next 3 appointments. In the upper right corner is a digital post-it note that allows me to quickly type a note or list of things that I must do today.   On the bottom of the screen is my To-Do list sorted by date.  The tasks are colored coded as I mentioned before by category. This is my home screen on my phone so that it is first and foremost easily accessed.

This is my own portable visual productivity board right in the palm of my hand.  How do you use your phone to increase your productivity?  Share your experience in the comments of this posts.


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Made in America - The Northeast Shingo Prize Conference

Consider attending the Northeast Lean Conference in Springfield, MA on October 5-6, 2011. The theme is "Made Lean in America" and the idea is to gather hundreds of people to make a strong statement about the ability of companies to use lean to remain a strong and vital part of the American economy. For these organizations, Lean means creating employment opportunities at home: good jobs, a strong tax base, a brighter future. Long-term thinking is emerging: America can compete through the use of lean thinking. Add your voice this year.

My friend Bruce Hamilton shares his thoughts on the upcoming conference in the video below:



I will be making a statement about manufacturing in America by attending the conference again this year.

Lean Quote: Fostering a Positive Self-Image

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"A good leader inspires others with confidence; a great leader inspires them with confidence in themselves." — Unknown

All people have a need for confidence and a positive self-image. How individuals respond to problems almost always reflects that their feelings about themselves at that time or their general perception of self. Research indicates that two-thirds of the population suffers from generalized low self-esteem. They have negative feelings about aspects of themselves or attributes they possess. This focus on one’s deficiencies makes it difficult to feel energetic, to be motivated, or to make positive changes.

A less appreciated means of damaging one’s self-image is the way they talk to or about them. Virtually everyone carries on an inner dialogue. This inner-conversation can be negative if it focuses on failure and shortcomings. Many of us, in fact, have been taught to depreciate our achievements rather revel in them. This pulls down our spirits and sense of achievement. It is one thing to suffer a defeat and feel discouraged but quite another to beat yourself up over it.

As a leader in your organization especially in a change management function like Lean you can change this by:

• Listening to the discouragement without passing judgment, thereby giving them a chance to vent.
• Providing ideas for remedy when asked.
• Offering help (when needed) once the person has decided on a problem-solving course of action.

Build self confidence in others for a lasting change that really matters long term.


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Ryder’s Five LEAN Guiding Principles

Frequent readers of this blog know I like to share good Lean examples as well as resources you can use to keep learning. Today's post combines both elements into one.

Ryder System, Inc., a provider of leading-edge transportation, logistics and supply chain management solutions, defines their Lean thinking process and principles.

The key to delivering long-term customer value and outstanding business performance, quarter after quarter, year after year, is to implement a lean culture. Lean practices improve quality and productivity by taking cost and waste out of all facets of an operation, from the procurement of raw materials to the shipment of finished goods. In a lean culture, every step in every process must add value for the customer. If it doesn't add value, you strive to eliminate it. At Ryder Supply Chain Solutions, five lean guiding principles govern every activity the company conducts in its own and its customers' warehouses.

People Involvement The most important of the Lean Guiding Principles is People Involvement: engaging every employee to root out waste, eliminate problems and make improvements. Nothing happens in a company without people to drive it forward.

Built-in Quality Principle 2 is Built-in Quality: building quality into every process in the production and distribution of products. With processes designed to make work flow correctly, and tools available to eliminate small problems before they grow large, employees can focus on increasing overall customer satisfaction.

Standardization Principle 3 is Standardization: ensuring all work follows established, well-tested procedures. With processes designed to make work flow correctly, employees have the instructions and tools they need to meet customer expectations.

Short Lead Time Principle 4 is Short Lead Time: improving quality and profitability with a steady flow of inventory arriving exactly when it's needed. Implementing short lead time ensures that a facility can meet increases in customer demand without having to ramp up resources. This results in significant savings, ultimately, strengthening the company's bottom line.

Continuous Improvement Principle 5 is Continuous Improvement: small incremental, ongoing changes that combine to deliver significant gains in quality and efficiency. The stream of continuous improvements creates a powerful and constant force, promoting high performance throughout a facility and producing tremendous employee pride.

Through Ryder's LEAN Guiding Principles, they strive to empower all team members to eliminate waste, complete work correctly the first time, and challenge every aspect of the business to improve. Their end goal is to move the supply chain as fast as possible by raising productivity and increasing inventory turns, all of which delivers operational excellence and measurable ROI to our customers.

So what do you think, does Ryder understand Lean thinking?


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Goal: 2 Second Improvement Every Day for Life

Paul Akers describes his approach to teaching lean principles of productivity improvement this way: “All I do is ask everybody to make a two-second improvement a day for the rest of their life.” An accumulation of two-second improvements and a relentless emphasis on lean methods have helped build FastCap from a single product—a peel-and-stick cover for cabinetry holes—into a $10-million-a-year business with dozens of tools and products, and with a goal of introducing at least one product a month.

In this video Paul explains what 2 second Lean means and how this works to transform your environment for a lifetime.





What do you think does Paul Akers have the right approach?


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