I am pleased to announce a new sponsor to A Lean Journey Blog - First American Plastic Molding Enterprises.
First American Plastic Molding Enterprises is a custom provider of thermoplastic injection molding manufacturing solutions for companies throughout most industries. Because of the versatility of plastic and plastic injection molding, almost any industry with manufacturing needs can benefit from the services offered by First American Plastic Molding Enterprise. They have the capabilities and the expertise to design and craft components of all shapes and sizes. They build parts, components and tools for an array of companies, with services that range from design assistance to actually molding and shipping your requested products.
First American Plastic Molding Enterprise serves a wide range of customers with unique thermoplastic injection molding and precision injection needs. They assist countless injection molding buyers with quality, reliable solutions.
If you are interested in advertising your business on A Lean Journey you can find more information about that here.
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Monday, November 14, 2011
Friday, November 11, 2011
Lean Quote: No Email Day - 11.11.11
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.
Today is No Email Day, a campaign to encourage people to stop using email for 24 hours for greater productivity and to realize how email has become abused/overused. Can your organization handle no email for an entire day?
The No Email Day manifesto suggests switching off your email completely to help you get inspired and focus on your real work—for just one day.
NO EMAIL DAY is a campaign to encourage people to stop using email completely for 24hrs on 11th November 2011 and do something more productive with the time saved instead.
This could simply involve other forms of communication like actually talking to someone face to face, picking up the phone or even writing a letter (remember those?) or spending time away from work to reconnnect with the offline world.
Ever wonder how much time you are on email? What would do if you weren't on email today? So how will spend your day today?
"Face-to-face communication remains the most powerful human interaction." — Kathleen Begley, Ed.D., author of Face-to-Face Communication
Today is No Email Day, a campaign to encourage people to stop using email for 24 hours for greater productivity and to realize how email has become abused/overused. Can your organization handle no email for an entire day?
The No Email Day manifesto suggests switching off your email completely to help you get inspired and focus on your real work—for just one day.
NO EMAIL DAY is a campaign to encourage people to stop using email completely for 24hrs on 11th November 2011 and do something more productive with the time saved instead.
This could simply involve other forms of communication like actually talking to someone face to face, picking up the phone or even writing a letter (remember those?) or spending time away from work to reconnnect with the offline world.
Ever wonder how much time you are on email? What would do if you weren't on email today? So how will spend your day today?







Wednesday, November 9, 2011
2nd Annual World Quality Month
Last November, ASQ, together with organizations, leaders, and stakeholders in the Global Quality Community, celebrated the inaugural World Quality Month. This year ASQ is again joining with the Global Quality Community for World Quality Month 2011.
“Consumers and other businesses will seek to interact with those organizations whose commitment to quality is strongest, or in other words, those with which they are likely to find success and satisfaction.” – Paul Borawski, Chief Executive Officer, ASQAs businesses look ahead to 2012, it is clear that reinforcement of and commitment to quality will be of paramount importance to their health and growth. Further, industry-leading organizations are keenly focused on improving quality from within, with employee training and process improvement topping the list of areas in which they intend to invest time and money. The overriding global economic uncertainty has not diminished member organizations’ commitments to quality – in some ways, it has strengthened it.
World Quality Month is an annual celebration of quality and its impact in the world. Through the joint efforts of ASQ, its many World Partner organizations, leaders and stakeholders in the Global Quality Community, the inaugural World Quality Month began in November 2010. World Quality Month was established both to reignite attention once generated in the 1980s by National Quality Month in the U.S. and to create a united, global forum for the organizations that have celebrated World Quality Days in November to come together and raise their voices for quality. November is designated as a worldwide celebration of quality – a time to showcase the advancements and valuable quality contributions in businesses, communities and institutions.
So in November raise your voice for quality. Every day. Make a point of it. I bet you’ll enjoy it. And when December 1 rolls around, you don’t have to stop. Speaking up for the importance of quality is our daily responsibility. The biggest barrier quality faces is making people understand that excellence just doesn’t happen. Excellence isn’t good intent. Through quality, excellence is available to everyone.
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Tuesday, November 8, 2011
Learning From Wiremold and Art Byrne
My friend Bob Emiliani recently shared a collection of videos from a research project he led on Wiremold's Lean transformation in 2001.
These historic videos capture an amazing event that took place on 5 November 2001, when a group of more than 25 executives, physicians, and department managers from Virginia Mason Medical Center (VMMC) made the long trip from Seattle, Washington, to West Hartford, Connecticut, to take a tour of The Wiremold Company.
In the videos, the Wiremold executives do a wonderful job of translating Lean management from manufacturing to healthcare, and in doing so show how Lean can be applied to any organization in any industry. I have two key takeaways from the videos that I would like to share with you. They are:
I encourage you to review these unedited videos from Bob Emiliani's research on Lean. If you want even further study I recommend you get a copy of Better Thinking, Better Results. In this book Bob, covers this research on Wiremold's Lean transformation. It is often used as a handbook by executives in companies of all sizes, in nearly every industry, to assist their Lean transformation.
These historic videos capture an amazing event that took place on 5 November 2001, when a group of more than 25 executives, physicians, and department managers from Virginia Mason Medical Center (VMMC) made the long trip from Seattle, Washington, to West Hartford, Connecticut, to take a tour of The Wiremold Company.
In the videos, the Wiremold executives do a wonderful job of translating Lean management from manufacturing to healthcare, and in doing so show how Lean can be applied to any organization in any industry. I have two key takeaways from the videos that I would like to share with you. They are:
- The Wiremold senior management team’s determination to immerse themselves in daily Lean thinking and practice - for more than a decade - and willingness to share and help others; to teach others and to learn from others. These are typical characteristics of highly effective Lean leaders.
- The VMMC team members, CEO on down, were willing and eager to learn new things. They recognized that they were not educated or trained for Lean at any point in their careers. And yet they did not suffer from the typical “I’m the doctor, so don’t tell me what to do” or “It won’t work here because we’re a hospital” mentality.
I encourage you to review these unedited videos from Bob Emiliani's research on Lean. If you want even further study I recommend you get a copy of Better Thinking, Better Results. In this book Bob, covers this research on Wiremold's Lean transformation. It is often used as a handbook by executives in companies of all sizes, in nearly every industry, to assist their Lean transformation.
Monday, November 7, 2011
Daily Lean Tips Edition #22
For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips. It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey. Another great reason to like A Lean Journey on Facebook.
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Here is the next addition of tips from the Facebook page:
Lean Tip #316 – Separate fact from opinion.
Clarity begins at home. We all have opinions, but not all of us are opinionated. The distinction is in how rigidly we hold onto our opinions and how skillfully we share them. Offer your opinions as useful gifts.
Clarity begins at home. We all have opinions, but not all of us are opinionated. The distinction is in how rigidly we hold onto our opinions and how skillfully we share them. Offer your opinions as useful gifts.
Lear Tip #317 – Establish credibility when you speak.
If you wait for absolute certainty to speak up, those who require less certainty will control the conversation. If in doubt, check it out. Get clear and speak up. Stand up for what you believe.
If you wait for absolute certainty to speak up, those who require less certainty will control the conversation. If in doubt, check it out. Get clear and speak up. Stand up for what you believe.
Lean Tip #318 – Match your talk and your walk.
People don’t care what you’re going to TRY to do. They want to know what you ARE going to do. High sounding words fall flat without corresponding action. Commit to walking your talk. It will make you careful about what you say. Words speak, actions scream.
People don’t care what you’re going to TRY to do. They want to know what you ARE going to do. High sounding words fall flat without corresponding action. Commit to walking your talk. It will make you careful about what you say. Words speak, actions scream.
Lean Tip #319 – Specify and see it through.
Say what you’ll do and do what you say. Dare to be specific. Being specific sets a higher bar for execution. Protect the power of your words by meaning what you say. No one will take your words seriously unless you do.
Say what you’ll do and do what you say. Dare to be specific. Being specific sets a higher bar for execution. Protect the power of your words by meaning what you say. No one will take your words seriously unless you do.
Lean Tip #320 – Be a uniter, not a divider.
Divide and conquer can win some battles but also create some wars you will lose. People you divide might eventually unite…against you. Don’t manipulate people it destroys trust. Be honest and harness team work.
Divide and conquer can win some battles but also create some wars you will lose. People you divide might eventually unite…against you. Don’t manipulate people it destroys trust. Be honest and harness team work.
Lean Tip #321 – Hold people accountable.
The harder you push, the harder people push back. Any fool can avoid a topic and any fool can attack a topic. It takes skill to speak out gracefully. Before you react, people are the least lovable when they need the love the most. Revenge may seem sweet, but sugar rots your teeth. The kinder, gentler, softer way is the smarter, wiser, stronger way.
The harder you push, the harder people push back. Any fool can avoid a topic and any fool can attack a topic. It takes skill to speak out gracefully. Before you react, people are the least lovable when they need the love the most. Revenge may seem sweet, but sugar rots your teeth. The kinder, gentler, softer way is the smarter, wiser, stronger way.
Lean Tip #322 – Live The 5 C’s of Responsible Leadership
PThe 5 C’s of Responsible Leadership:
Clarity results in conviction: a clear commitment to your beliefs.
Conviction inspires courage: The “courage” of conviction.”
Courageous leaders are willing to use candor in their communication.
Candor lends itself to creative expression.
Creative expression adds clarity to your position.
From Meryl Runion’s book Speak STRONG.
PThe 5 C’s of Responsible Leadership:
Clarity results in conviction: a clear commitment to your beliefs.
Conviction inspires courage: The “courage” of conviction.”
Courageous leaders are willing to use candor in their communication.
Candor lends itself to creative expression.
Creative expression adds clarity to your position.
From Meryl Runion’s book Speak STRONG.
Lean Tip #323 – Persuade, don’t manipulate.
There’s nothing wrong with persuasion. There’s nothing right with manipulation. Don’t back off from persuasion because you’re afraid you’ll come across manipulatively. Use your skills to accurately promote ideas that have mutual benefit.
There’s nothing wrong with persuasion. There’s nothing right with manipulation. Don’t back off from persuasion because you’re afraid you’ll come across manipulatively. Use your skills to accurately promote ideas that have mutual benefit.
Lean Tip #324 – Focus on possibilities.
Don’t get bogged down by how things are. While you need to acknowledge the existing reality, the possibility of change is more motivating. Pair each problem with possibilities. Focus on areas of agreement first and then work to dissolve areas of difference.
Don’t get bogged down by how things are. While you need to acknowledge the existing reality, the possibility of change is more motivating. Pair each problem with possibilities. Focus on areas of agreement first and then work to dissolve areas of difference.
Lean Tip #325 – Asking is an important skill.
Ask and ye shall receive. Ask well and ye shall receive well. Know what you want when you want it. Be clear. Let them know what’s in it for them. Invite them to explore alternatives with you. Make it easy for them to give you what you want.
Ask and ye shall receive. Ask well and ye shall receive well. Know what you want when you want it. Be clear. Let them know what’s in it for them. Invite them to explore alternatives with you. Make it easy for them to give you what you want.
Lean Tip #326 – Take the time you need to do a quality job.
Doing work right the first time may take more time upfront, but errors usually result in time spent making corrections, which takes more time overall.
Doing work right the first time may take more time upfront, but errors usually result in time spent making corrections, which takes more time overall.
Lean Tip #327 - Do not multitask it is not productive.
There is an illusion that we will accomplish more if we multitask. But study shows that it is wrong. Be sure that you do only one task at a time. Doing only one task at a time allows you to have the necessary focus to accomplish the task with the highest possible standard.
There is an illusion that we will accomplish more if we multitask. But study shows that it is wrong. Be sure that you do only one task at a time. Doing only one task at a time allows you to have the necessary focus to accomplish the task with the highest possible standard.
Lean Tip #328 - Keep Your Workspace Clean and Organized
How often have you found yourself procrastinating on a big project by thinking you ought to really organize your desk? I’ve done it before! I admit it. If you’re like me, then you too might succumb to the temptation. Don’t even give yourself the option. When you have a slow day, take the time to carefully clean and organize your workspace. That way you can give all of your attention to big projects later and not worry about some papers that are out of order.
How often have you found yourself procrastinating on a big project by thinking you ought to really organize your desk? I’ve done it before! I admit it. If you’re like me, then you too might succumb to the temptation. Don’t even give yourself the option. When you have a slow day, take the time to carefully clean and organize your workspace. That way you can give all of your attention to big projects later and not worry about some papers that are out of order.
Lean Tip #329 - Stick to a learning schedule.
Whether it is keeping up with the news, or taking on new skills in your industry, commit to devoting a certain amount of time (a couple of hours per week, for instance) and then keep to it. That’s important because you do not want to fall behind, but also because you do not want to flood your mind with so many facts and details that you suffer from “paralysis by analysis.” Treat information as you would food for your mind: Put enough into it be healthy, but not so much to slow you down.
Whether it is keeping up with the news, or taking on new skills in your industry, commit to devoting a certain amount of time (a couple of hours per week, for instance) and then keep to it. That’s important because you do not want to fall behind, but also because you do not want to flood your mind with so many facts and details that you suffer from “paralysis by analysis.” Treat information as you would food for your mind: Put enough into it be healthy, but not so much to slow you down.
Lean Tip #330 - Focus on one thing at a time.
One of the reasons we feel so overloaded by information is that we allow them to come at us constantly. Not every e-mail, article, telephone call, or other piece of information that comes your way is urgent. Try to focus on one thing at a time, and you will quickly discover that your capacity for learning and absorbing is increased. Our minds are built to tackle a single issue and move on, so concentrate on what’s in front of you and let your brain do its job.
One of the reasons we feel so overloaded by information is that we allow them to come at us constantly. Not every e-mail, article, telephone call, or other piece of information that comes your way is urgent. Try to focus on one thing at a time, and you will quickly discover that your capacity for learning and absorbing is increased. Our minds are built to tackle a single issue and move on, so concentrate on what’s in front of you and let your brain do its job.
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Friday, November 4, 2011
Lean Quote: Success Always Starts With Failure
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.
Success always starts with the knowledge of what failure would be, because if you haven't defined what failure is, you haven't defined what it isn't, i.e. success.
Ultimately though, we most often learn through trial and error. We reserve the word success for the accomplishment of difficult things and there are few difficult things you get right on the first try.
Hence while success does not ALWAYS start with failure, it would be fair to say it does most of the time. If you aren't failing, you're not trying, and if you aren't trying you aren't succeeding.
Treat every mistake as an opportunity to learn and grow. Don’t feel stupid or doomed forever just because you failed at something. You can find always other opportunities. If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure can be an inevitable stepping-stone to great achievement.
Management needs to establish an environment where failure is acceptable. Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation.
Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes. A colleague of mine always says, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.
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"Success comes through rapidly fixing our mistakes rather than getting things right first time." — Tim Harford, Adapt: Why Success Always Starts With Failure
Success always starts with the knowledge of what failure would be, because if you haven't defined what failure is, you haven't defined what it isn't, i.e. success.
Ultimately though, we most often learn through trial and error. We reserve the word success for the accomplishment of difficult things and there are few difficult things you get right on the first try.
Hence while success does not ALWAYS start with failure, it would be fair to say it does most of the time. If you aren't failing, you're not trying, and if you aren't trying you aren't succeeding.
Treat every mistake as an opportunity to learn and grow. Don’t feel stupid or doomed forever just because you failed at something. You can find always other opportunities. If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure can be an inevitable stepping-stone to great achievement.
Management needs to establish an environment where failure is acceptable. Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation.
Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes. A colleague of mine always says, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.
Stay connect to A Lean Journey on our Facebook page or LinkedIn group.
Follow me on Twitter or connect with me on Linkedin.
You can also subscribe to this feed or email to stay updated on all posts.
Thursday, November 3, 2011
Bring Value to Your Value Stream Map with These Ten Tips
Value stream mapping is a tremendously valuable tool for improving a process. Well suited for a broad range of industries and processes. A value stream map (VSM) illustrates the flow of materials and information as a product or service moves through a process. In short, it helps eliminate waste.
But like any tool, VSM must be applied properly. That means avoiding the common errors that invalidate the mapping process. Below are some tips on developing an accurate VSM. These tips will not only improve the accuracy of your map and facilitate the mapping process.
1. Define a value stream.
Include all the activities required to bring a product from “raw materials” into the customer’s hands or provide service to a target audience.
2. Base the value stream map process on customer requirements.
You must understand what the customer values, and use that as your starting point. If you don’t, you risk, in the words of my favorite band The Fall, paying “the highest attention to the wrong detail.”
3. Capture the process as it operates now, not how it’s supposed to operate.
A process that worked well when you had 20 employees may not perform as efficiently now that the business is a 200-person company. Be sure you map the process as it happens now, not the way it used to work—or how you wish it worked!
4. Assign a value stream map manager to lead the mapping effort.
Input from team members and stakeholders is important, but appoint (or elect) one team member to draw the entire value stream map. This ensures that the manager understands the material and information flows.
5. Walk through the process to ensure that the flow of materials and information is accurate.
Make sure your map reflects the reality of the process—verifying this by following the process from start to finish can reveal crucial details you might have missed.
6. Focus on one small step at a time.
Make sure you capture each step accurately. For example, don’t trust the clock on the wall to measure cycle times—use a stopwatch.
7. Identify critical paths and bottlenecks.
Your map may reveal a number of potential areas for improvement. Which ones will make the biggest difference in meeting customer requirements?
8. Create a future state map from the current state map.
Your current-state map suggests where to focus your efforts, so you can draft a map that shows how value will flow through an improved process.
9. Limit the improvement plan to achieve the future state to a one-page document, if possible.
List the actions that need to happen to improve the process. Use simple, clearly-defined steps.
10. To implement the improvement plan quickly, focus on individual areas.
Take a step-by-step approach to putting your plan in action, then update your future state map as you implement each step.
Creating a value stream map of the current state of your process helps you focus on areas of waste such as excess inventory, non-value-added time, and multiple operators. It’s not an easy undertaking, but making a good value stream map is a great way to help everyone involved understand and see where improvements can be made. These tips will help you develop accurate value stream maps.
Stay connect to A Lean Journey on our Facebook page or LinkedIn group.
Follow me on Twitter or connect with me on Linkedin.
You can also subscribe to this feed or email to stay updated on all posts.
But like any tool, VSM must be applied properly. That means avoiding the common errors that invalidate the mapping process. Below are some tips on developing an accurate VSM. These tips will not only improve the accuracy of your map and facilitate the mapping process.
1. Define a value stream.
Include all the activities required to bring a product from “raw materials” into the customer’s hands or provide service to a target audience.
2. Base the value stream map process on customer requirements.
You must understand what the customer values, and use that as your starting point. If you don’t, you risk, in the words of my favorite band The Fall, paying “the highest attention to the wrong detail.”
3. Capture the process as it operates now, not how it’s supposed to operate.
A process that worked well when you had 20 employees may not perform as efficiently now that the business is a 200-person company. Be sure you map the process as it happens now, not the way it used to work—or how you wish it worked!
4. Assign a value stream map manager to lead the mapping effort.
Input from team members and stakeholders is important, but appoint (or elect) one team member to draw the entire value stream map. This ensures that the manager understands the material and information flows.
5. Walk through the process to ensure that the flow of materials and information is accurate.
Make sure your map reflects the reality of the process—verifying this by following the process from start to finish can reveal crucial details you might have missed.
6. Focus on one small step at a time.
Make sure you capture each step accurately. For example, don’t trust the clock on the wall to measure cycle times—use a stopwatch.
7. Identify critical paths and bottlenecks.
Your map may reveal a number of potential areas for improvement. Which ones will make the biggest difference in meeting customer requirements?
8. Create a future state map from the current state map.
Your current-state map suggests where to focus your efforts, so you can draft a map that shows how value will flow through an improved process.
9. Limit the improvement plan to achieve the future state to a one-page document, if possible.
List the actions that need to happen to improve the process. Use simple, clearly-defined steps.
10. To implement the improvement plan quickly, focus on individual areas.
Take a step-by-step approach to putting your plan in action, then update your future state map as you implement each step.
Creating a value stream map of the current state of your process helps you focus on areas of waste such as excess inventory, non-value-added time, and multiple operators. It’s not an easy undertaking, but making a good value stream map is a great way to help everyone involved understand and see where improvements can be made. These tips will help you develop accurate value stream maps.
Stay connect to A Lean Journey on our Facebook page or LinkedIn group.
Follow me on Twitter or connect with me on Linkedin.
You can also subscribe to this feed or email to stay updated on all posts.
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