Lean Quote: True Homage Comes from the Heart and Shows Itself in Deeds

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.

"Let us remember that, as much has been given us, much will be expected from us, and that true homage comes from the heart as well as from the lips, and shows itself in deeds." — Theodore Roosevelt

President Roosevelt established the fourth Thursday in November as Thanksgiving Day by the following Proclamation:

Proclamation 466 - Thanksgiving Day, 1901 November 2, 1901

By the President of the United States of America
A Proclamation

The season is nigh when, according to the time-hallowed custom of our people, the President appoints a day as the especial occasion for praise and thanksgiving to God.

This Thanksgiving finds the people still bowed with sorrow for the death of a great and good President. We mourn President McKinley because we so loved and honored him; and the manner of his death should awaken in the breasts of our people a keen anxiety for the country, and at the same time a resolute purpose not to be driven by any calamity from the path of strong, orderly, popular liberty which as a nation we have thus far safely trod.

Yet in spite of this great disaster, it is nevertheless true that no people on earth have such abundant cause for thanksgiving as we have. The past year in particular has been one of peace and plenty. We have prospered in things material and have been able to work for our own uplifting in things intellectual and spiritual. Let us remember that, as much has been given us, much will be expected from us; and that true homage comes from the heart as well as from the lips and shows itself in deeds. We can best prove our thankfulness to the Almighty by the way in which on this earth and at this time each of us does his duty to his fellow men.

Now, Therefore, I, Theodore Roosevelt, President of the United States, do hereby designate as a day of general thanksgiving Thursday, the 28th of this present November, and do recommend that throughout the land the people cease from their wonted occupations, and at their several homes and places of worship reverently thank the Giver of all good for the countless blessings of our national life.

In Witness Whereof, I have hereunto set my hand and caused the seal of the United States to be affixed.
Done at the city of Washington this second day of November, A. D. 1901, and of the Independence of the United States the one hundred and twenty-sixth.

THEODORE ROOSEVELT
By the President:

JOHN HAY,
Secretary of State.

I mention this quote and proclamation this Thanksgiving weekend because it echos a philosophy on Leadership we should aspire. Roosevelt does not say just to celebrate privately. He says to celebrate by public expression of gratitude, and not just with words, but with actions. Roosevelt was a man of deep convictions and above all a man of action. Essentially he says, “Be thankful, but do something about it.” The best way to express our gratitude is not to utter words but to live by them.

Thanksgiving after all, is a word of action.


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A Time for Giving Thanks

Thanksgiving or Thanksgiving Day, is celebrated on the fourth Thursday in November by federal legislation in 1941, has been an annual tradition in the United States by presidential proclamation since 1863 and by state legislation since the Founding Fathers of the United States. Historically, Thanksgiving began as a tradition of celebrating the harvest of the year.  Now a days it is a time to enjoy diner with family.  For me it is a time think about all the things we are thankful for and reflect.

I wanted to take this time to thank all of you for reading, following, and supporting A Lean Journey Blog. You make sharing my thoughts more rewarding than I would have imagined.

The Secrets to Creating an Effective Value Stream Map Webinar Replayed

Tim McMahon and Jeff Hajek talk about the proven steps you should use to create an effective value stream map. Value stream mapping (VSM) is ideal for creating positive organizational changes, developing efficient future states, and producing system-wide benefits in cost, quality, and flexibility. It is well suited for a broad range of industries and processes. But like any tool, VSM must be applied properly. Jeff and Tim share the secrets they have learned from years of creating VSMs so you can get the most benefit from yours.



If you would like to review or use the slides from this webinar you can get them below.

The Secrets to Creating an Effective Value Stream Map

View more presentations from Tim McMahon.

Become a Guest Blogger

Have a passion for Lean Thinking?  Do you have a story, lesson, or example to share?  Maybe you are thinking of starting a blog of your own.  Why not give it a try by being a guest blogger on ALeanJourney.com. 

Audience Reach:
      A Lean Journey Blog has a fast growing audience:
            Visitors from 146 countries (50% of visitors from USA)
            Over 280 visitors a day
            Over 350 page loads per day

       2010 had over 60,000 page loads and over 40,000 visitors 
       to A Lean Journey Blog. 2011 is on pace to bring double 
       this traffic to the site. August 2011 had over 10,000 page 
       loads and over 7300 visitors.

       Over 1000 Twitter followers of @TimALeanJourney.
       3rd largest Lean related Facebook Page in the world.

Topic Ideas:
Most ideas for a topic are welcome. I generally cover a fair amount of real estate on the Lean Thinking methodology, continuous improvement tools and techniques, and respect for people. Simply look at the list of categories on sidebar to see what content should be submitted.

Some broad guidelines are:

• Original work and if you cite someone else’s work, be sure to attribute.
• Original work, not posted or published previously. It’s your intellectual property, but I just ask you to publish it here first, then feel free to publish it elsewhere.
• Should 250 – 500 words in length.
• Author byline should include your image, real name or your “nickname”, and a little about you.
• No product reviews or blatant promotion – self or affiliate promotions will not be accepted be it your product or someone else’s.
• Common Sense Rule – if your article fits the conversation topic of this blog, it will be approved. I moderate every post and comment.

If your interested then contact me directly with your proposal for a guest post and we can discuss the details. Email at tim at aleanjourney dot com.


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Lean Quote: Be More Concerned With Your Character Than Your Reputation

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.

"Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing." — Abraham Lincoln

This is an appropriate analogy because a shadow shifts over time (just think of the daily cycle that the shadow goes through as the day progresses), the same can be said for all of us, what people think of us can change from time to time depending on what light is shining on us, and which way it casts the shadow, and where they are standing in relation to the source of the light.

The tree however has put down roots, it goes through the daily cycle of shifting light, it goes through the seasons, growing, dropping it’s leaves, dealing with rain, hail and shine. It bends back and forth only so far in a gentle breeze, but resists against strong wind. The tree is what it is, regardless of the light being shone on it.

Character refers to what a person is; reputation is what people in general think he is. Our reputation is only as good as that of which we are perceived. We can have a "good" reputation, or a "bad" reputation. However, we must realize that either of those are relative, and a "good" or "bad" reputation is only in the eye of the beholder.

The differences between your reputation and character are many:

• Reputation is what you are supposed to be; Character is what you are.
• Reputation is the photograph; Character is the face.
• Reputation comes over one from without; Character grows up from within.
• Reputation is what you have when you come to a new community; Character is what you have when you go away.
• Reputation is made in a moment; Character is built in a lifetime.
• Your reputation is learned in an hour; Your character doesn't come to light for a year.
• Reputation grows like a mushroom; Character grows like the oak.
• A single newspaper report gives you your reputation; A life of toil gives you your character.
• Reputation makes you rich or makes you poor; Character makes you happy or makes you miserable.
• Reputation is what men say about you on your tombstone; Character is what angels say about you before the throne of God.

Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are. Reputations come and go. Character will hold you through the storms. Develop character, and you will never have regrets.



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Free Online Process Mapping Tool For Value Stream Maps and More

Process maps and the further extension of value stream maps are an extremely powerful tool to visualize your process. I am a big advocate of creating process maps and value stream maps manually.  When you do it manually it establishes an environment where more participation is possible.  This is critically important in the creation of said maps and  the future improvements to be had.

There are times however when it is useful to create electronic maps for education, training, procedures, and standard work visuals for example.  In this case there are a limited number of resources at your disposal.  The options include a wide spectrum from buying eVSM to using free fonts.

A new web application called Diagram.ly allows you to draw any type of diagram and chart online without login or registration free of charge. 

Diagram.ly is offered by a UK based company JGraph, which develops and supports graph visualization software and web services. This web application is self-explanatory and neatly structured to make it easy to rapidly draw what you need. A drag and drop interface is provided to make diagrams by means of clip art and pre-drawn shapes. All diagrams can be saved to your computer in 4 formats – jpg, xml, png, or svg.

I talked to JGraph co-founder David Benson about adding a set of Lean icons to Diagram.ly so that it could create Value Stream Maps.  Here is the outcome. 

I made this quick VSM in 5 minutes to give you an idea of the capability of this tool.  

Diagram.ly gives you a user friendly option to be able to map your processes including making value stream maps from anywhere with internet access.  I believe you will find a number of great opportunities to use this tool to your advantage.  



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Using U Shaped Cells

Generally a horseshoe or U-Shaped work area layout that enables workers to easily move from one process to another in close proximity and pass parts between workers with little effort. Work cells do not need to be in a U-shaped configuration though this is often common due to maximizing product throughput with minimal use of space.

The layout of workcells in a U shape has several advantages:

• The IN and OUT are close, allowing visual control and management, according to the production takt, a single person can handle both the cell input feeding and output
• The shortening of distances allow sharing of work, as well as reduction of transportation waste
• These layouts provide convenient foundation for one piece flow
• Communication among team mates in the cell is easier
• The work is done inside the U, supplies remain outside
• Usually machines and tables are on rollers (if possible) for quick reconfiguration
• The floor space is generaly fewer with a U cell than stretched line (including inventories and supplies), walk distances are also reduced, as they are Muda (waste).

Paul Akers from FastCap shared some thoughts and examples of U shaped cells from his company in this video:

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