The Ten Steps of Starting the Journey Towards Lean Improvement

In recent years, more companies have adopted Lean as a continuous improvement method to improve profitability, enhance customer satisfaction and maintain a competitive edge in the marketplace. Based on a customer-focused view, Lean can provide a strong foundation for any organization that wants to incorporate continuous improvement into its operating philosophy.

Starting the Lean journey can be difficult. It is critical to have alignment and clearly state the need for improvement from the beginning. There are ten key steps that should be taken when starting the journey towards a Lean improvement.

1. Establish a need to improve and obtain management commitment
2. Define the improvement objective
3. Identify and acquire necessary resources
4. Collect information and determine current state
5. Uncover the root cause
6. Identify and test countermeasures that will meet the improvement objectives
7. Develop plans for implementing the countermeasures which ensure buy-in
8. Implement the improvement
9. Standardize the improvement
10. Repeat starting a step 1

Every system should have provision for an improvement cycle. Therefore when an objective has been achieved, work should commence on identifying better ways of doing it. There is no improvement without measurement. An organization must establish current performance before embarking on any improvement. If it does not, it will have no baseline from which to determine if its efforts have yielded any improvement.

Lean improvement is about the entire organization and everything it does. Lean Thinking has to be a prime concern of executive management and its success depends upon commitment from them. Their commitment must also be highly visible. It is not enough to demand improvement. If executive management does not demonstrate its commitment by doing what it says it will do they cannot expect others to be committed either.

These steps can develop a Lean process improvement strategy in any business. As with any process, as lessons are learned, make improvements to the Lean effort. Modify and strengthen the infrastructure; select new tools to add to your "arsenal," develop improved methods to measure and communicate progress; and challenge cells to constantly get better, faster, and more productive.

Lean Quote: Nurture Your Energy Levels With Rest and Relaxation

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.

"One of the most important requirements for being happy and productive is for you to guard and nurture your energy levels at all times." — Brian Tracy

Most of us think that time management is only about how you control your time, but that’s actually not true. It’s also about managing your sources of energy that allow you to get work done.

According to Brian Tracy, there are 3 forms of energy that a person has to be aware of:

Physical, Emotional and Mental Energy.

On a physical level, you want to be well-rested and fit. There is no way you are getting things done when you are physically tired. On an emotional level, you need to feel good and have positive emotions to bring out the best in yourself. When you are experiencing a storm of negative emotions it is very hard to focus and work at the task at hand. Lastly, on a mental level, you must have the desire and willpower to work.

These are interrelated and have to be recharged to live a successful life. People tend to consume their emotional energy by being negative. Nurturing negative emotions such as anger, disappointment and fear will burn you out. When this energy is consumed, physical and mental energy are also affected.

Successful people have an effective way of conserving their emotional energy. They are calm, objective in dealing with situations and able to control their emotions.

When you take physical relaxation, your emotional and mental batteries are recharged as well.

You have the most leverage to get work done when your physical, emotional, and mental energies are in sync. Start paying attention to your energy levels to be more productive. The goal in taking a rest and having relaxation is to build and use your energies to have a quality and successful life.

Guest Post: Set-in-Order Lessons from the Bathroom Closet

Today's guest post is from Aimee Siegler, a fellow ASQ Influential Voices Blogger.  Aimee is the global compliance manager at Benchmark Electronics. Her interests include supply chain management and communication, hazardous substance and risk management, and sustainability. She blogs at Thoughts on Quality in a Chaotic World. Today she shares some 5S advice from home that we can all relate to and how to use this in our businesses.

It seems like the set in order part of a 5 S should be easy, right? After all, you’ve got a nice clean canvas to work on, and you’ve already weeded out the junk. Last night, I gave this a try in the closet in my children’s bathroom. As you can see from the before picture, this closet was in need of some work. There are so many soaps stuffed on one of the shelves that I could not even see that I was out of something else that we regularly use. The tissue boxes perched on my laundry drying rack were courtesy of a request to my 6-year-old son Matthew, “Please put the tissues away.” I’ve been unable to find some towels recently because they were all thrown in haphazardly. Clearly, this was a 5s project waiting to happen.

Before Matthew went to bed, I asked him what things he would like to be able to reach. He told me that he wanted to be able to reach the washcloths, plus extras of things he might be asked to replace – the soap, tissues and toilet paper. The way things were, he could not reach or easily get to most of these things, meaning he had to balance on a stool or ask for help. One other issue that I had to deal with was chemicals – even on the stool, neither of my kids can reach the top shelf, so that is the only place that chemicals can be stored.

This morning, both of my kids were excited to see the results of my project. Their towels, plus the things Matthew requested were all neatly organized on the bottom shelf. There is no longer anything stacked on the drying rack, so the kids can easily reach the toilet paper. The next shelf includes towels that are used to wipe up messes, and the kids can also reach that easily. The towels my husband and I use are on the next shelf up, while the chemicals remain out of reach at the top. Next summer, Matthew and Hannah will be able to get their own beach towels out when we go to the pool.

Working on this project at home reminded me of a conversation that I had with a manufacturing engineer earlier this year. The engineer was very proud of the tool trays that he put together on a manufacturing line to make tools easily accessible to the operators. It fit right next to the workspace. When I audited the facility several months later, the tray was buried under paperwork and another layer of tools. When I asked the operator why the tool tray was buried, she said that those were not the tools she needed.

At home, it was okay for me to ask my son a few questions, get no input from my daughter (let alone my husband), and then tackle a small project. However, at work it is critical to involve the people who work in the project area to ensure that we are adding some value in doing the exercise. It is not enough to organize things neatly; we need to put things in the place that they are most useful. This engineer’s 5s project created a pedestal to store papers and hand tools; what kind of projects have you done lately?

Celebrating Independence Today and Everyday

The United States Independence Day (also known as the Fourth of July because that's the day it is celebrated) is a holiday that celebrates the separation of the United States from Great Britain, and the United States' declaration of independence. Traditionally, many people celebrate this day with family and friend gatherings, barbecues, parties, games, food, fun, festivals, parades, musical events and fireworks. It is important not to forget the true meaning of the day.

Variously known as the Fourth of July and Independence Day, July 4th has been a federal holiday in the United States since 1941, but the tradition of Independence Day celebrations goes back to the 18th century and the American Revolution (1775-83). In June 1776, representatives of the 13 colonies then fighting in the revolutionary struggle weighed a resolution that would declare their independence from Great Britain. On July 2nd, the Continental Congress voted in favor of independence, and two days later its delegates adopted the Declaration of Independence, a historic document drafted by Thomas Jefferson. From 1776 until the present day, July 4th has been celebrated as the birth of American independence, with typical festivities ranging from fireworks, parades and concerts to more casual family gatherings and barbecues.

Lean Manufacturing is a business method that extends employees independence. It provides more employees with the tools, methods and authority to make decisions. It creates teams to measure progress and devise new techniques. This leads to higher employee motivation and productivity
as workers are asked to come up with solutions to problems as opposed to having to work with flawed procedures. There is much to be said for greater worker independence in the execution of a Lean philosophy. We may not have a day to celebrate independence like the US but the message is no less important.

Meet-up: Kaizen Institute's Jon Miller

Today, we’ll meet-up with Jon Miller, the CEO of the Kaizen Institute. Jon frequently blogs at Gemba Panta Rei, the company's blog. He is one of the first Lean bloggers I ever followed. Jon's first hand experience over many years and his highly creative style make for a great combination.  He is frequently highlighted in the monthly round-up.


The goal of Meet-up is provide you an opportunity to meet some other influential voices in the Lean community. I will ask these authors a series of questions:

Who are you and what do you do?
Jon Miller of Kaizen Institute. I try to help people and organizations remove barriers so they can achieve their potential.

How and when did you learn Lean?
I spent 8 years working as a Japanese-English interpreter for consultants from the Shingijutsu group. This took me around the world where these sensei were using kaizen events as a way to help companies solve problems and build a semblance of TPS. During these years I learned PDCA, how to make kaizen events work, and various TPS subsystems and improvement tools. I also learned that you can’t string together kaizen events and expect a lasting change. That inspired me to move into the consulting world in 1998. This allowed me to try out kaizen and Lean without having grey hair or a Japanese face. That’s when I really started learning the importance of the organizational and leadership elements of kaizen. Since the year 2000 we’ve organized more than 120 study missions to Japan and these were always opportunities to either firm up what I knew or shake it up and reframe it. What I still haven’t learned is how to make Lean succeed in social and business environments that lacking long-term thinking, basic fairness in compensation systems and a constancy in leadership purpose.

How and why did you start blogging or writing about Lean?
I started blogging about lean for purely mercenary reasons. A company advising us about internet marketing recommended that we start a blog to increase website traffic. At some point after 1 or 2 years blogging became a lot more widespread with other Lean bloggers joining in. Soon there were quite a few people reading and getting value from the blog. This gave me a sense of responsibility to put good quality information out there since there was and continues to be so much misinformation about Lean.

What does Lean mean to you?
At a deeper level it’s a very optimistic way of looking at the world and seeing that all of our problems are solvable. There is enough to go around. We can do more with less. People working together will find a way. This is necessary since a Lean person has to face the brutal reality of a staggering amount of waste in every industry and sector, behaviors contrary to Lean and so forth. At a superficial level, Lean is an annoyance. The term Lean is a small subset of the work we need to be doing, science in service of society in the broadest sense. Lean is an easy bundle of systems, tools, ideas, shorthand for getting started with improvement, but too often people aren’t curious enough to delve deeper so the new “Lean thing” that gets popularized is another bastardized version of something that is already ill-defined. At an extremely practical level, Lean is a livelihood and a profession. Here I am having dedicated 20 years to Lean, so I feel grateful to Lean regardless of the term’s limitations, and a sense of responsibility to make sure Lean grows up to achieve its full potential.

What is the biggest myth or misconception of Lean?
The misconception is that we can draw boundaries around a few observable things and label it Lean. The orthodox definitions of Lean are criminally inadequate. Elimination of waste, variation and overburden; customer focus, map value, flow, pull, pursue perfection; continuous improvement and respect for people, etc. All of these are important and practicing Lean can do us a world of good but until we look at Lean with an inclusive and truly long-term view of societal values, industrial policy, economics, education, etc. it will always be an exercise in rework.

What is your current Lean passion, project, or initiative?
I’m trying to do less. It’s a huge challenge.

Guest Post: Proven Approaches to Group/Team-Based Approaches

Today's post is brought to us by fellow ASQ Influential Voices Blogger Guy W. Wallace. Guy has worked as an external consultant on over 250 external projects for over 60 clients including more than 45 Fortune 500 firms. He is a CPT – Certified Performance Technologist – since September 2002. That means his work and results have been attested to by his clients against 10 Standards.

He has received numerous awards and recognition from his clients and professional organizations, including:

• Chairman’s Quality Award at General Motors in 1998
• President’s Award Siemen’s Building Technologies in 1999
• The recipient of ISPI’s Honorary Life Member Award in 2010
• Recruited as a founding member of the ASQ Influential Voices Program in 2010.

More Heads Are Better Than One
They just take longer to get anything done – and can sometimes they can “never get there” without the right approach to Group Process. A Group or a Team can quickly devolve into chaos with the proper structure and facilitation techniques.

Most of my consulting work over the past 31 years has involved facilitating teams – using a Group Process - first written about in this TRAINING Magazine article from 1984 – available here. I have facilitated hundreds and hundreds of groups through various improvement efforts’ analysis, design, development and testing stages.

I also wrote in 1999 about my first business experience in team creation back in 1979 in the following article – available on my web site:

Teaming for T&D GWW 1999 - 5 page PDF – on my story of inadvertently creating a team – out of frustration with too many revision cycles for a video script I was writing – for training development back in 1979 – and liking the approach for using a Group Process to shorten cycle times and improve the quality of the output.

Clarifying “the Process” has always been important, in team and non-team work. It is just so much more critically important to group efficiency, especially the larger the group. But the Process to create the deliverables, the intended outputs, is just one layer of team effort, on the top if you will. Below the surface are enabling Processes, sub-processes for the facilitation of groups that are also critically important.

Navigating the Team Facilitation Waters
Years ago – back in the early 1990s I believe - I constructed the following 12 Rules/Guidelines for Facilitation/Facilitators that I was training and certifying in my Instructional Systems Design (ISD) methodologies – where being able to facilitate teams in a number of different ISD Processes was a key enabler. A showstopper enabler if you will.

Here are the 12 Rules – or Guidelines -

Please note – the sequence is mostly arbitrary. I’ve been asked about that!

My 12 Blog Posts on these Facilitation Tips and their links are listed here.

1. Go Slow to Go Fast.
2. Be Declarative.
3. Write Stuff and Post It.
4. Be Redundant by Design.
5. Use the Four Key Communications Behavior Types.
6. Review and Preview.
7. Write It Down and Then Discuss It.
8. Use Humor.
9. Control the Process and the Participants.
10. Be Legible on the Flip Chart.
11. Beware of Group-Think.
12. Assign Parking Lot Valets.

Use Groups to Go Faster
I do believe that while Groups can be slow to start, and that that can be a good thing, Groups can really race along and do really good work after that slower – by design - start up.

What’s your experience tell you? What else would you add or what nuances would you layer in?