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The KaiZone Friday Favorites for June 6th, 2014

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The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

10.  The LEANable Wife* by Raechel Gross.  “So why the passion for home application of Lean thinking?  Well, it’s sort of simple: We value time spent together both as a couple and as a family above everything.  Lean is helping us to rid our schedule of waste and to replace it with family connection and fun.” (*Yes, this is a shameless plug for my wife’s blog, but honestly, she’s one of the best Lean students I have had the pleasure of teaching, and I thought the piece took a unique perspective on Lean.) 

9.  Lean, It’s All About the Customer by Tim McMahon.  “Customer “satisfaction” does not simply happen; it is an effect. Quality is one important cause of the customer satisfaction effect, along with price, convenience, service, and a host of other variables. The more our daily actions and long term plans are driven by meeting customer expectations, and the more we evaluate our work based upon these expectations, the more we improve customer loyalty and advocacy. This relentless focus on the customer is the path to sustained growth and profitability.”

8.  The Age of Manipulating Customers is Over by Boaz Tamir.  “You just can’t manipulate all of the customers all of the time. The time when you could build a long-lasting market based on a strategy of reductions and sales thought up by an advertising agency and marketing departments is long-gone. Business policies based on manipulations are like the gambler’s addition to the casino; it can’t last. The price to the consumer must be set according to its suitability to the subjective value of the product or service.”

7.  Three Steps Toward Lean Culture Change by Erin Urban.  “Leadership involvement, education, cultural dynamics. Check, check, check. All of this sounds easy enough, right? Of course not. Paying attention to all of these things, let alone trying to change them, is challenging. But take a deep breath: just the fact that you’re aware a culture change is needed makes you light years ahead of everyone else. Step back and appreciate the current collective mental state to determine what lean concepts you must educate employees on first (with leadership present!) in order to take that next step forward.”

6.  Uber Lean by Dwayne Keller.  “Is your new software an enabler to the best known methods to deliver excellent quality and service at the lowest cost?  Have you done the process improvement work needed to solve business problems before deploying the software? If your software is automating poor processes laden with waste, consider applying Lean tools and principles to improve the outcomes.”

5.  Video: Toyota Helps Harbor-UCLA Medical Center and their Eye Clinic by Mark Graban.  “You can tell the doctors, nurses, and others take pride in their involvement in the improvement process. The video is a bit staged, of course, but people seem to take pride in labeling themselves as “problem solvers” – they’re making things better! “It’s completely changed the way we work here,” says one resident.”

4.  Leadership Behaviors that Create a Culture of Continuous Improvement by Allan Wilson.  “A famous golfer once said, “The more I practice, the luckier I get.” The words “professional golfer” on your bag do not make you a great golfer; it’s the practice and dedication that impact your skill level. In the same vein, the title Team Leader, Manager, or VP on your business card does not make you a great leader. Leadership is a learned skill that needs constant refinement and adjustment based on real experience over time.”

3.  The Case for Kaizen Events by Karen Martin.  “The bottom line? Don’t reject a concept just because it’s not executed properly much of the time. Nor because it’s used indiscriminately instead of purposefully. Instead, vow to help the organizations we touch learn how to harness the power that Kaizen Events offer and used them as a balanced approach to creating organizational transformation.”

2.  If You Want to Lead, Make Your Vision Actionable by Hollie Jensen.  “With the vision – every employee problem solving– the goal state is obvious. You can ask yourself what the current state is (is every employee problem solving today?), and then ask why/why not. If they are problem solving actively, great, how do you sustain those activities and behaviors and that kind of organizational culture? If people aren’t problem solving, why not? What are the barriers? Do they understand what problem solving really means? Do they have the tools and knowledge to do so? Do they have the support do so?  Once you know these things, then you can think about ways to close that gap. “

And this week’s Friday Favorite goes to . . .

1.  The Simple Power of Lean Culture by Bill Waddell.  “If you can get all of your people thinking that they can come together; and respecting the fact that none of them know everything, but that everyone of them knows something; and that they all have a common purpose; and that they all have people riding on them; and that thousands of lives are going to be better because they figured it out . . . then it’s amazing what people can accomplish.”

Do you have an article that you’d like to share with The KaiZone community?  Post it in the comments section below.  Have a great weekend, friends!

 

 

 

The KaiZone Friday Favorites for 5/30/2014

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The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

10.  Top 5 TPS Lessons from Jedi Master Yoda by Matt Elson.  “Yoda was a Jedi Master for over 900 years, so he saw a few things, made some mistakes and had his failures.  The most important thing about Yoda was that he never gave up.  Ever.  Yoda was also constantly learning and reflecting.  It could be argued that true wisdom comes with experience, both positive and negative.”

9.  Start Your Lean Diary Today by Jens Woinowkski.  “The Lean Diary: One word per day.  Weekly and monthly retrospectives.  That’s it.  #leandiary”

8.  The Trouble with Corporate Clichés by Pascal Dennis.  ““Ducks in a row” “Low-hanging fruit” “Let’s take this off-line” Why do these and other corporate clichés make us cringe so?  Well, they’re often used by lazy people to express stale, tired thinking.  If we haven’t thought about something deeply, why burden people with inanities?  If we can’t express an idea in a fresh way, why should anybody listen?”

7.  Back to Basics – Customer Value by Al Norval.  “I often come across organizations that are in the middle of a Lean transformation and when I ask why are they doing it – what’s the purpose? I get an answer of – to save money, to meet our financial obligations to the organization.  This answer always disappoints me since there is much more to Lean than that. In Lean we need to meet the needs of three publics; the Employee, the Customer and the Organization. If we’re doing Lean and not benefiting all three publics, then we’re not doing Lean properly.”

6.  Speed Leadership by Bob Emiliani.  “Right-sizing the brain and sticking to to the basics is seen by most executives (top image) as weak or unchallenging. But that is what the best Lean leaders do.  It results in what I call “Speed Leadership,” which means a greater intellectual acuity and a reduction or elimination of delays and rework that plague executives steeped in conventional management/  The patience and simplicity characteristic of the best Lean leaders trumps the impulsiveness and complexity characteristic of conventional leaders.”

5.  How Teaming Produces Execution-as-Learning by Amy C. Edmondson.  “ In the factory model of management, it was easy to monitor workers and measure their output. But work today increasingly requires the applications of specialized skills and knowledge. Workers are expected to identify issues, analyze problems, and create new solutions. This shift has changed the dynamic of the workplace and the relationship between those in charge and those doing the work. The most successful leaders in the future will be those who have the ability to develop the talents of others.”

4.  Success is Sweet When You Value Your Core by Joshua Rapoza.  “What does this teach us about listening to our customers? Your value is at your core. Don’t change what your customers value in your product, pay attention to what they value and then change everything else.”

3.  Respect for People (Shingo Edition) by Dan Markovitz.  “Blaming your workers is like spitting in the sky. It comes back down on your face. It’s your teaching that needs to be improved.”

2.  Be Careful What You Wish For – Part II by Bruce Hamilton.  “No oversight. No direct observation, in this case, by the persons who are charged with the corporation’s fiduciary responsibility – its board of directors.   The CEOs in the examples above are no different than the cashier in my 2010 post. They were following damaging directives from absentee leadership.   The difference in these cases however is that when CEOs receive nonsensical objectives the potential for damage to customers and employees is very much greater.”

And, in an excellent week for Lean and continuous improvement posts, this week’s Friday Favorite goes to . . .

1.  Learn the Thinking, Not Just the Doing, Why, How, Where, What, When by Tracey Richardson.  “A true sensei has the knowledge, but shouldn’t be above learning from others with less experience or “fresh eyes”.  I’m personally a sponge, I soak in all I can to learn how to be better the next day, that is a role of a sensei/trainer to me – Continuous Improvement, right?”

Do you have an article that you’d like to share with The KaiZone community?  Post it in the comments section below.  Have a great weekend, friends!

Also, don’t forget about The KaiZone Contest: Make Your Own Leanable Moment.

 

The Top 10 Lean Books of All Time

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I’m going to share a secret with you.  Growing up, I always dreamed of owning a bookstore.  Actually, I still do.  Not one of the big-chain behemoths located in a busy shopping mall smack dab in the middle of suburbia.  No way!  I wanted a small, cozy shop somewhere off the beaten path, where customers could curl up with a good book and a hot cup of coffee.  A place that people would go to learn something that inspired them, to have a good conversation with a complete stranger, or just to escape the stress of daily life . . . even if only for a little while.    That’s my True North.

Today, I’ve taken the first step in that direction by creating The Lean Book Shop @ TheKaiZone.  Although there’s no caffeine and the ambiance leaves much to be desired, I can promise you that the selection cannot be beat!

There  are literally hundreds, if not thousands of books out there related to the topics of Lean and continuous improvement.  I know because I’ve spent a good majority of my adult life reading most of them.  Unfortunately, the vast majority are frankly not very good.  There are many self-proclaimed “senseis” out there claiming to have unlocked the secrets to Lean success .  In reality, these so-called “experts” are nothing more than Lean consultants with very little proven, real-world success re-packaging outdated and ineffective approaches as the next best thing.  As Mark Graban says, that”s L.A.M.E. not Lean.

Good Lean advice can be hard to find.  It’s especially daunting for those just starting off on their Lean journey.  I’ve seen it many times.  One bad source and the path starts off completely in the wrong direction.  Instead of pursuing True North, you may find yourself here.

This is where The Lean Book Shop can help.  I’ve personally hand-selected what I consider to be the absolute best texts ever written on the subjects of Lean and Continuous Improvement.  I’ve personally read every book in the shop and I stand behind each one.  You won’t find every Lean and continuous improvement book – for example: this, this or this – just those that I know you can trust to help you on your learning journey.

Speaking of trust, I want to fully disclose that I have partnered with Amazon.com* as part of their affiliate advertising program to bring you The Lean Book Shop.  Any link to books referenced on this page, or other pages on TheKaiZone.com, will refer you to Amazon.com, where you get the exact same purchase price as all other amazon.com users do.  Please refer to the About Me page for further details.

To celebrate the grand opening of The Lean Book Shop @ TheKaiZone, I’ve put together a top 10 list of the best books ever written on the topics of Lean and continuous improvement.  I define “best” in terms of the book’s contribution (the degree to which I feel the book has contributed to current thinking within the Lean world) and relevance (the degree to which I find myself referring back to the text on my own Lean journey).

Note that the list simply represents my own personal opinions and preferences. Your list will likely be different and I encourage you to share it with The KaiZone Community in the comments section below!

Drum roll, please!  Without further ado, I present to you the top 10 Lean books of all time:

10.  Creating a Kaizen Culture (2013) by Jon Miller, Mike Wroblewski and Jaime Villafuerte

Amazon.com Link

Kaizen.  Culture.  Adaptiveness.  Words that are not easy to define in tangible terms, and even more difficult to achieve or impact in the real-world.  However, Creating a Kaizen Culture takes these concepts out of the nebulous world and provides practical, tangible guidance for changing the most important pieces of the Lean organization . . . the people.

9.  Gemba Kaizen (1997) by Masaaki Imai

Amazon.com Link

With the publication of his book Kaizen in 1986, Masaaki Imai brought the Japanese philosophy of continuous improvement to light.  In the sequel, Gemba Kaizen, Mr. Imai enlightens the world to another core Lean concept: the gemba.  By combining a focus on incremental, small improvements with a thorough understanding of “the real place”, the book has contributed significantly to the mindset of the present-day Lean thinker.  As a bonus, the text includes several case studies from real-world application of the gemba kaizen approach.

8.  The Lean Turnaround (2012) by Art Byrne

Amazon.com Link

Very few people on the planet can claim the level of real-world Lean success that Art Byrne can.  Perhaps, no other book provides such a deep dive into the strategic nature of Lean or the role of senior leaders in driving change.  Certainly, none that can back up the theory and discussion with such dramatic and concrete results as Mr. Byrne and his time spent as CEO of Wiremold.  This book is a must-read for any executive looking to create and sustain a successful Lean organization.

7.  The High-Velocity Edge (formerly Chasing the Rabbit, 2008) by Steven Spear

Amazon.com Link

What sets dynamic organizations apart from their competition?  From the same author that wrote the seminal article Decoding the DNA of the Toyota Production System, Steven Spear goes beyond the tangible and the technical to uncover the underlying capabilities of high-velocity organizations.  Through direct observation of successful organizations such as Toyota, Alcoa and the United States Nuclear Navy, Spear identifies the four critical factors that fuel the continuous improvement of today’s complex systems: system design, problem solving, knowledge sharing and people development.  

6.  The Toyota Production System: Beyond Large-Scale Production (1988) by Taiichi Ohno

Amazon.com Link

An view of the historical rise of Toyota manufacturing through the eyes of its primary contributor: Mr. Taiichi Ohno.  Outlining the important social and economic forces that drove the creation of what we now dub the Toyota Production System, the book focuses primarily on the history and the thinking from which the system evolved. That the book does not provide a deep dive in to the technical aspects of the system is irrelevant, as it subtly teaches a much greater lesson to present day Lean thinkers:  Lean organizations can learn – and profit – much more from Toyota by focusing on the thinking that created the system than they can by copying the system itself.

5.  The Machine that Changed the World (1990) by James Womack, Daniel Jones and Daniel Roos

Amazon.com Link

The book that coined the term “Lean” based on the outcomes of more than 5 years of study of the Japanese automobile industry by MIT.  Womack, Jones and Roos thoroughly document the whole of the Toyota Production System, pinpoint the advantages of Lean manufacturing over the prevailing mass-production system used in the western world at the time, and correctly predicted the rise of Lean manufacturing principles, not just in automobile manufacturing, but in any value-creating endeavor.  

4.  Out of the Crisis (1986) by W. Edwards Deming

Amazon.com Link

Although not necessarily Lean-centric, in Out of the Crisis, Dr. Deming provides the foundation for many core components of Lean management systems.  Deming uses his now infamous 14 Points to implore management to place long-term sustainability ahead of meeting short-term financial incentives through increasing product quality and by involving all employees in the efforts to transform the organization.  Sound familiar?  Also, the book represents the first appearance in print of the primary framework for Lean problem solving: the Shewhart Cycle, also known as Plan, Do, Check, Act (PDCA).

3.  The Toyota Way (2003) by Jeffrey Liker

Amazon.com Link

Prior to the publication of the Toyota Way, the vast majority of the Lean literature focused on describing the tangible, technical aspects of the Toyota Production System.  Without understanding the accompanying business philosophies and management principles, most organizations that attempted to mimic Toyota failed to generate the same – if any – level of results.  In The Toyota Way, Dr. Liker shifted the focus away from superficial tools and techniques of the production system and onto the 14 key principles that define the Toyota style of management.  In doing so, the book was the first to articulate the true source of Toyota’s success in a format available and understandable to the masses.

2. A Study of the Toyota Production System: From an Industrial Engineering Viewpoint (1st english translation 1980, re-translated 1989) by Shigeo Shingo**

Amazon.com Link

The now famous “green book” that started it all.  With this book, Dr. Shingo provides the master study of all aspects of the production system dubbed “just-in-time”.  Nearly a decade before the publication of The Machine the Changed the World, the book was the first text translated into English to discuss many of the concepts of the Toyota Production System such as poka-yoke (mistake-proofing), heijunka (leveling), standardized work, and the 7 wastes.  

1.  Toyota Kata (2009) by Mike Rother

Amazon.com Link

This may not be the best book with which to start your Lean journey, but it is certainly the direction you should head in which to finish.  Only those who have struggled to find Lean success will fully appreciate the power of the kata methodology.  Of all the texts on Lean and continuous improvement, Toyota Kata achieves what no other book before it has fully accomplished: translating Lean into a set of simple, practical routines, organized around improvement and coaching, that can be readily and effectively practiced at all levels of an organization.  Rother cuts down many long-standing fallacies about the practice of Lean, such as the misunderstanding of common Lean “tools” and the misconception of waste elimination.  In doing so, Mr. Rother places the focus right where it should be: on the development every person in the organization through a habit of problem solving and the achievement of continuous improvement.  

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There you have it!  The Top 10 Lean books of all time, as determined by The KaiZone.  Disagree?  Then let us know!  Please use the comments section below to share your own personal top 10!

And don’t forget to check out The Lean Book Shop @ TheKaiZone for all of your Lean, continuous improvement and self improvement needs!

* Disclosure: TheKaiZone.com is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.com.

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The KaiZone Friday Favorites for May 23, 2014

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The KaiZone Friday FavoritesIn the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

10.  Did Toyota Fool the Lean Community for Decades? by Emiel Van Est & Pascal Pollet.  “In the Lean community, we admire Taiichi Ohno for his role in the development of the Toyota Production System.  Get ready to admire him even  more!”

9.  Overproduction in the Auto Industry (and Healthcare) by Mark Graban. “Accounting rules also make it seem like it’s cheaper, per vehicle, to produce more, as we’re spreading out fixed costs, including capital and overhead, across a greater number of vehicles… product that customers aren’t buying. Crazy… but rational given the rules of the game.”

8.  Debunking Standard Cost: Part 1, Part 2, Part 3 and Part 4 by Nick Katko.  “Turning off standard cost is possible in any company, no matter how large or how small it is. It is just a matter of the vision and willpower of the leadership in the company.”

7.  Big Data, Small Data by Kevin Meyer.  “Just as we now find it ludicrous to talk of “big software” – as if size in itself were a measure of value – we should, and will one day, find it equally odd to talk of “big data”. Size in itself doesn’t matter – what matters is having the data, of whatever size, that helps us solve a problem or address the question we have.”

6.  The Four Levels of Visual Management: Part 1, Part 2 by Pascal Dennis.  “Who is the best source of Level 3 and 4 visual management?  Why, our front line team members, of course.  That’s why total involvement is critical. Alienate the front line and you lose all their insight & creativity. Problems mushroom!  But you already know that…”

5.  Compression, Immediacy and the Death of the Iron Triangle by Matthew May.  “In the age of immediacy, the old idea of the Iron Triangle–you know, that given quality, cost and speed you can have two, but not all three–is simply irrelevant. In fact, it’s been dead for quite a while for any entity that we’d properly label disruptively innovative…point to any product, service, or company you think of as a true groundbreaker, and tell me that haven’t put a nail in the coffin of the Iron Triangle.”

4.  Forget About the Toyota House of Quality by Dan Markovitz.  “It doesn’t matter what the pillars are, or what the roof is, or what blocks are in the foundation. You have to choose the structure that makes sense for your company. The concepts and elements are what’s important, not where they go.”

3.  Is History Repeating Itself? by Bob Emiliani.  “I am disappointed that, in general, the generation of executives who could have done the most good with Lean management did more harm that I ever expected they would. The baby boomers have learned little about Lean management and have essentially nothing to pass on to the next generation, who are left to discover the merits of Lean management for themselves – assuming they can overcome all the negatives resulting from “Lean done wrong” by their predecessors.”

2.  The Human Element of TWI by Patrick Graupp.  “Running an organization that truly respects its people and works on company culture first, before trying to implement tools that work on the production system, is a lesson that most organizations miss. Without the enthusiastic participation of people, in particular those people who actually do the work, we will not get the “buy-in” necessary to see that needed changes actually take place and are sustained. “

And, in an excellent week for Lean and continuous improvement posts, this week’s Friday Favorite goes to . . .

1.  Ask Art: How Much Lean Training Should We Be Doing? by Art Byrne. “I learned how to run a kaizen directly from the Shingijustu Company (men who spent years working directly for Taiichi Ohno at Toyota). They had a rather dramatic approach. “What do you want to work on?” they would ask me, and when I replied, their response was, “Ok, let’s go, start moving equipment and start a cell.” This was shocking, and it worked. As we went along with this, they taught us the organization, structure, tools, and materials needed to run a kaizen. But it all started simply, on the shop floor. See the waste, eliminate the waste, right now.”

Do you have an article that you’d like to share with The KaiZone community?  Post it in the comments section below.  Have a great weekend, friends!

Also, don’t forget about The KaiZone Contest: Make Your Own Leanable Moment.

 

The KaiZone Friday Favorites for May 16th, 2014

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The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

10. When Standard Work is Not the Answer by Joe Crist.  “Standard work can provide the framework for sustainment and stability for a process in the elimination of undesirable outcomes (defects).  The hypothesis is simple; if the standard work is followed, then the defect will not occur. However, it is critical to recognize the difference between a standard work creation or revision problem and a standard work deployment problem.”

9.  Kaizen Methodologies: The Meaning of Kaizen by Benjamin Thompson.  “The Japanese word ‘kaizen’ simply means “good change”, with no inherent meaning of either ‘continuous’ or ‘philosophy’ in Japanese dictionaries or in everyday use. The word refers to any improvement, one-time or continuous, large or small, in the same sense as the English word ‘improvement’.”

8.  Even Knowledge Workers Get Dis-Engaged by Al Norval.  “Many of the same workplace issues of yesterday can remain in place today. Repetitive tasks without the ability to change and improve the work can lead to a dis-engaged workplace as much today as it did 50 or 100 years ago. Empowerment to make change, remove waste and improve the way work is done gives people some control over their immediate work environment.  The result – an engaged workforce constantly seeking a better way.”

7.  Performance Metrics: Don’t Lag Behind by Dan Littlefield.  “Think back to your school days: do you remember waiting for your report card to come so that you could find out how you did in a tough class?  Not only did you receive a standard performance measurement at the end of the course, but typically you would receive occasional milestone measurements, perhaps at the course mid-point, as well as scores on individual assignments.  Because of the constant feedback, rarely was I not at least directionally aware of my performance throughout the course.”

6.  Leadership Team Development by Jacklyn Whitaker.  “From our lean training, we understand the importance of respecting humanity. We understand that traditional thinking dictates to hire brilliant people to try to fix broken processes while lean thinking prescribes to empower regular people to improve upon brilliant processes. The difficult task isn’t recognizing the right approach, but rather being effective in putting it to practice.”

5.  Why No “Respect for People?” by Bob Emiliani.  “Hierarchies may be unavoidable in most cases, but the “I’m better than you” trap that leaders fall victim to, whether self-imposed or the view of others, is avoidable. If they can do that, then continuous improvement comes alive with the entire enterprise, top-to-bottom, with the spin-off benefit of reducing people’s stress and creating a healthier work environment both mentally and physically.”

4.  Hanging up My Cape by Josh Howell.  “Managers and front line workers hustle to work around problems resulting from poorly designed work systems (if it is justifiable to use the words “design” and “system”) and with such pride! We all like to be the hero, I suppose. I certainly did. Knowing what I know now, however, having experienced what I’ve experienced, this scene breaks my heart. Because there really is a better way!”

3.  Blame: Human Error is Going to Happen Even If We’re Being Careful by Mark Graban.  “Human error is GOING to happen, because we are fallible. That’s why we need good systems, tools, and processes and we can’t just ask people to “be more careful” and we can’t just blame them after an error occurs.”

2.  Leveled Production: Why Do It? by Ian Glenday.  “Batch logic is based on the principle “economies of scale.” The logic is focused on the machines. There is nothing wrong with economies of scale as long as you meet one criteria: you have very few products. As the product portfolio increases it becomes difficult to have long runs without unacceptable increases in finished goods inventories. Most companies have seen an explosion in their product portfolios in the last 20 years. What we need is a different focus that will improve efficiency while having shorter runs with more change-overs.”

And this week’s Friday Favorite goes to . . .

1. What is Enterprise Lean and How Do We Get There? by Jeffrey Liker.  “Since Plan-Do-Check-Act is the process needed to carry out sustainable improvement at all levels, it requires skilled practitioners at all levels—from the C-suite to the working level.”

Do you have an article that you’d like to share with The KaiZone community?  Post it in the comments section below.  Have a great weekend, friends!