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Lean(?) Soda Machine

June 9, 2014 by Joel A. Gross 2 Comments

The KaiZone Community OutreachLean thinking is a journey of learning.  I believe that we learn best when we learn from each other.  The KaiZone Community Outreach is a monthly series designed to promote interesting, thoughtful and entertaining discussion on a wide variety of Lean-related topics.  By contributing to the discussion, you help us all to move forward on our personal Lean journeys, one comment at a time.  That’s The KaiZone Way.

This month’s Community Outreach topic comes to us from one of the most dynamic and passionate Lean thinkers you’ll find, Paul Akers via his blog at 2SecondLean.com.   Do check out Paul’s site, which contains a ton of great videos focused on what really matters in a Lean organization . . . developing the problem solving skills of the people that do and manage the work.  If you can spare the time, I highly recommend the video “Kaizen – FastCap Style” to demonstrate how small, rapid improvements can transform a process.

Recently, one of the videos posted on Paul’s blog set off quite a debate between a few of my colleagues and me.  The video was contributed by Phillip Cohen from Cohen Architectural Woodworking to provide an example of how their organizations has created a culture of problem solving.  Their motto is, “If you see something that bugs you, fix it!” and in the video below the problem that they are trying to fix is the factory soda machine.

[Read more…]

 

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Filed Under: Community Outreach, The KaiZone Community Tagged With: community outreach, problem solving

The KaiZone Friday Favorites for June 6th, 2014

June 6, 2014 by Joel A. Gross Leave a Comment

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!

 

 

 

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Filed Under: Friday Favorites, The KaiZone Community Tagged With: friday favorites

Gemba Academy Podcast Guest Appearance: Improving Family Life with Lean

June 5, 2014 by Joel A. Gross 2 Comments

Gemba Academy Logo

I recently had the honor of appearing on the Gemba Academy podcast hosted by Ron Pereira.  In the 40 minute interview, Ron, himself a father of 6, and I discuss the challenges of raising a big family and how Lean thinking and continuous improvement can be applied in home and in family life to conquer the chaos. 

After taking a deep dive into my household, we also discuss some more traditional Lean-related topics such as:

  • My favorite Lean quote (did you know Walt Disney was a Lean thinker?)
  • What Repsect for People means to me
  • The best advice I have ever received
  • Some of my personal productivity habits
  • The social aspects of Lean organizations
  • My favorite books

You can click on the player below to listen to the interview in your browser:

 Or you can listen to the interview through the Gemba Academy blog or via the Gemba Academy podcast on Stitcher or iTunes. 

Show notes, containing links to pictures of our Lean @ Home systems as well as everything else that we discussed during the show, can be viewed here. 

I’d love to know your thoughts on the interview!  Please post your comments below, or contact me on twitter via @TheKaiZone.

And if you want more great Lean @ Home content, or have questions about any of the visual management tools featured in the show notes or on this blog, please checkout the website of my very LEANable Wife at ASimplyEnchantingLife.com.

 

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Filed Under: Family Values, Leanable Moments, The KaiZone @ Home Tagged With: gemba academy, lean at home, thinking fast and slow

Finding True North: 3 Principles for an Ideal Life

June 4, 2014 by Joel A. Gross 5 Comments

True North

“So, you really want to know what it’s like to raise three children?”

I did.  This man was speaking from experience.

“Let me try to put it in terms you’ll understand.  Pretend you are playing defense in the NFL.  When you have one kid, it’s like playing zone coverage.  It’s easy.  Most of the time, you get a break.  You just keep your head on a swivel and stay ready in case the kid enters your zone.”

“Now with two kids, you have to play man coverage.  You don’t get a break, but it’s manageable.  You and your wife each take one kid and you just follow them around wherever they go.”

“With three kids, forget about it.  You’re only hope is the prevent defense.  Your outnumbered, so all the little stuff, you leave it go.  You just put your heels on the goal line, and you pray that they don’t burn you for the big one.  That’s what it’s like to raise three kids.”

Not only was this man a mentor to me, but he was also a father of three himself.  I took his words seriously . . . or so I thought.

Despite all of our best efforts, our family simply was not prepared for the chaos that a third child would bring to our household and to our family life.  But while the frenzy could have very easily pulled us apart at the seams, with a little bit of Lean and a lot of love, we managed to get ourselves back on the right path.  And in doing so, we now live, laugh, learn and love more than we ever have before.

Although I’ve been writing about how we have applied Lean principles at home for quite some time, I’ve never told the whole story of how or why this way of thinking came to be in our household.  What follows is the story of how my family started its Lean journey, and the three principles that you too can use to transform your family and achieve your ideal life.

Our Lean Journey

My wife and I started dating when we were in junior high school.  By the time baby #3 arrived, we had been together for 16 years.  Having literally grown up together, we thought that we would be able to tackle whatever life threw at us.  We were wrong, at least for a little while.

With a third (sleep-deprived and screaming) child in the house, every day was a blur.  It was especially hard for my wife who was home full-time with three kids, all of which were age 3 or younger.  This became our family life.  Simply getting through each day without significant injury or property damage, felt like a miracle.  We were exhausted.  Our stress levels skyrocketed.  And we often took out our frustrations on the kids.  No one was happy.  This was not how we always pictured our big, happy family.

Already by the time our little man turned two months old, it was clear that the ways in which we were running the household were simply not going to work anymore.  Not that we had any clue what or how to do to make it better.  But then one day, maybe it was my wife’s brilliance finally shining out through the fog of sleeplessness, and maybe it was divine intervention, but one conversation would change everything.

Drained from another long day, my wife and I collapsed sat down on the sofa one evening with a couple large bottles of wine strong cups of coffee.  Our gazes met each other with that zombie-like emptiness to which we had grown more than familiar. “Teach me about Lean,” she said flatly.  (What???) Did the wine coffee kick in earlier than usual?  That was not what I was expecting.

Over many years, I had developed quite an appetite for the study and practice of Lean thinking.  However, save for a few nifty little tools here-and-there, that hunger never really carried over into our home life.  Wanting to seize the opportunity, I sprang into action and did what any good continuous improvement professional would . . . I grabbed the kids’ dry erase board and a pack of markers and turned the living room into my own personal process improvement pulpit.

For the next few nights, fueled by a steady supply of caffeine and with the scent of dry erase markers in hanging the air, I taught my wife everything I knew about Lean.  But, this was not your typical introduction to Lean class.  I taught Lean how I had always dreamed of teaching it.  I didn’t turn to a pre-made slide deck; I sketched everything as we talked.  We didn’t focus on tools; we honed in on the underlying concepts, principles and mindsets.  And not a single word of Japanese was spoken (okay, except for kaizen, but that’s practically an English word by now).

To her credit, my wife was a quick study.  I knew that she “got it” on the third night when she made the comment, “so, Lean is really more about the people and the culture than anything else, isn’t it?”  I’d never been so proud . . .

We spent the week taking a deep dive into the concepts of Lean thinking and talking about how to apply them at home, to get back to the family life that we had always dreamed of.  We cut through most of the meaningless buzzwords and clichés that accompany the typical Lean training, and we focused on the critical few ideas that we could apply immediately.

By the end of the week, we had developed a plan based on three Lean principles for how we would conquer the chaos that had run rampant through our home.  And do you know what?  The plan worked.  It didn’t happen overnight, and it wasn’t easy.  But slowly and with a significant amount of effort from everyone in the family, it worked.

After a few months, there were clear signs that our happy family was back and better than ever.  We had less stress, we had more energy, and we looked more forward to waking up in the morning than we did to going to bed at night.  We even started dreaming about baby #4!

Was it perfect?  Absolutely not.  But it was clear that we had made significant strides toward our happy family ideals in just a few short months.

Our Lean Family Principles

The three principles that guide our family make up the foundation of what I feel Lean is all about.  They are simple concepts, which means that any family can understand them and put them into practice.  However, simple does not necessarily mean easy.  Real continuous Improvement is difficult, especially in the beginning.  It requires that we change the way we think and the things we do.  It’s also not a quick fix; there are no shortcuts on the journey.  It requires commitment over the long-haul and persistence in the face of obstacles and setbacks.

But if you are able to put these three principles into practice, commit to them over the long-haul, and persevere in the face of the obstacles and setbacks, I truly believe that you and your family will be on the path to your ideal life.

Principle #1.  Pursue True North

What is your True North?  True North is your ideal life.  True North is your ultimate destination. Like a far off compass bearing, it is what provides us with a direction on our journey. Everything that we do, and everything that we attempt to achieve, should take us closer to our True North destination. And on the occasions when we stray from the path, it is by heading for our True North that we are able to get back on track.   Although we may never reach True North, the main point is that every day our actions are focused on getting us a little bit closer to our ideal life.

With the frantic pace of modern life, it’s very easy – and very typical – for us to wander through life without direction.  We make decisions and take actions without an ultimate goal to provide us with guidance on our journeys.  Each step takes us in its own, random direction; the unfortunate result is that we look back on our lives and realize that we didn’t get very far.  Even worse, in the context of a family, not only do we fail to make much progress, but each individual heads off in a unique direction, loosening the bonds of the family with each step.

My family has direction and a greater purpose because we have defined our True North ideals.  Every day, we take steps – some big, but mostly small – to get us closer to our vision of ideal.  In futures posts, I will share with you some of the details behind our True North.  However, know that True North will be different for every individual and every family.  There is no right or wrong answer to the question; that the question has been answered, and that the commitment to the answer has been made, is all that matters.

Life should be more than just a random sequence of steps.  Each and every person should walk with a purpose . . . with a direction.  Families need to stick together, until the time is right for the children to find their own calling.  It all starts with – and ends with – the pursuit of True North.

Principle #2.  Make the Invisible Problems Visible

What is preventing you and your family from living your ideal life?  On the journey to True North, there are countless obstacles, pitfalls and roadblocks that stand in our way.  Some we see coming; most, however, we choose not to see until it’s too late and we’re forced to take action.

Life’s problems are all around us.  In this fast-paced, high-stress, five-cups-of-coffee-before-lunch world, our natural inclination is to put off to tomorrow that which is not going to burn our figurative houses to the ground today.  Hope springs eternal that if we simply ignore our problems for long enough, maybe, just maybe, they will disappear.

Our conventional strategy is a farce.  Grounded in blind hope and self-deception, the wait-and-see approach only compounds the magnitude of our problems over time. Real problems do not simply vanish; rather, when given time, they grow like a snowball tumbling down a mountainside of fresh powder.  To prevent an avalanche, we need to eliminate our problems when they are still small and manageable.  And because small problems are hard to find, we must deliberately take action to seek them out and make the invisible problems visible to us.

We are able to perceive a problem only when there is a gap between reality and our expectation.  The reason that we struggle to identify problems in general is because, over the course of any given day in our lives, we set very few expectations for ourselves.  Take tomorrow for instance.  When you wake up, how much milk should there be in the refrigerator?  How long should you be dedicating to the big project due next quarter?  What chores should you get done before you go to sleep?  How much money should you have stashed away for your child’s college education?

Without setting expectations, there is simply no way of knowing whether or not you have a problem.  When will you find out?  When you run out of milk, fall irreparably behind on the big project, forget to wash that outfit you were hoping to wear tomorrow, and take out a 2nd mortgage to pay the tuition bills.  Small problems become BIG problems.

In our household, we have taken great lengths to set expectations for our days.  From visual daily schedule boards for the kids, picture-based checklists for routine tasks (see below for examples), and visual activity planning, we manage our household in a way that makes small problems visible before they become big problems.

Home Visual Management

In future posts, we’ll give you a behind-the-scenes look at how we develop, create and utilize the concepts of visual management in our household to bring the invisible into light.

Principle #3.  Commit to Continuous Improvement

True North represents our ideal family life, and making problems visible tells us what is preventing us today from achieving those future aspirations.  The question then becomes, how do you close the gaps between where you are now, and where you want to be in life?

When we identify an obstacle on our path to True North (and there will be many), we have a choice to make.  Very simply, we can choose to go around the problem and deviate from our ultimate goal in the process, or we can choose to overcome the obstacle and to continue on our journey.

Solving life’s problems is not easy; it requires a substantial investment of time and energy, especially in the beginning before the required behavior and thought patters become habitual.  It can, and will feel unmanageable at times. However, by recognizing each problem as an opportunity to remove another barrier from life’s path, we can draw on those negative emotions and use them as fuel to keep us motivated and engaged in our efforts.

In our household, the commitment to continuous improvement touches everyone in the family.  As parents, teaching our kids the problem solving mindset is one of our chief priorities.  We want to encourage our children at a young age to see problems not as a source of shame to be avoided, but as an opportunity to take pride in their achievements.  Therefore, when they make an honest mistake, rather than resort to discipline, we partner with our children to solve the problem so that we all can learn from it.  These Leanable Moments not only improve our parenting abilities, but also develop a skill in our children that is critical in all walks of life.

Problem Solving with Kids

Keep an eye out for additional Leanable Moments in the near future to see some fun and creative solutions to common household problems.

Conclusion

What will life hold for you and for your family?  Will you reach your True North, or will you get sidetracked and wander through life without a clear direction or greater purpose?  Will you reach for your dreams, or will you live with the regret of what could have been?  We may never know the answers to these questions.

However, if we create our own Personal True North, if we overcome the hidden obstacles that hold us back, and if we commit to continually improving our lives, little-by-little, day-by-day, we also cannot tell all of the great things that we can achieve in life.

How can you start your journey?  Over the coming weeks, we will take a deeper dive into the three principles, helping you to create a plan to incorporate these concepts into your daily life.   We will also look at more examples that show how my family has put the principles into practice on our journey.

The easiest way to keep for you to stay up-to-date with the latest information is to get each post sent directly to your inbox by using the subscribe button above.

And if you know others who may benefit, please share this post with others by using the sharing buttons at the end of this post; the more people that I can reach, the closer that I get to my own personal True North.

And if you enjoyed this post, or have questions about the visual management tools we use in our home, do check out my very Leanable Wife’s blog at ASimplyEnchantingLife.com

 

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Filed Under: Family Values, The KaiZone @ Home Tagged With: continuous improvement, lean at home, leanable moments, making problems visible, problem solving with kids, true north, true north thinking

The Pareto Problem

June 2, 2014 by Joel A. Gross 2 Comments

The Giving Tree

The world, according to Vilfredo Pareto:

 At the bottom of the wealth curve, men and women starve and children die young. In the broad middle of the curve all is turmoil and motion: people rising and falling, climbing by talent or luck and falling by alcoholism, tuberculosis and other kinds of unfitness. At the very top sit the elite of the elite, who control wealth and power for a time – until they are unseated through revolution or upheaval by a new aristocratic class. There is no progress in human history. Democracy is a fraud. Human nature is primitive, emotional, unyielding. The smarter, abler, stronger, and shrewder take the lion’s share. The weak starve, lest society become degenerate: One can compare the social body to the human body, which will promptly perish if prevented from eliminating toxins.

Mr. Pareto was many things: an engineer, a sociologist, a political scientist, an economist, a philosopher, a mathematician and an all-around mega-mind.  However, an optimist he was not.  His scathing observations on the unequal distribution of wealth and power throughout human history would fuel the emergence of the Fascist party, inspiring would-be dictator Benito Mussolini on his rise to power in Italy.

Pareto is perhaps best known in today’s world for his association with the 80-20 Rule.  Near the dawn of the 20th century, Pareto developed a mathematical formula based on the observation that, throughout human history, about 20% of the people tended to control 80% of the total wealth.  In the late 1940’s, business management consultant Dr. Joseph Juran discovered Pareto’s work and used it to evangelize a strategy for quality improvement based on his observation that 80% of defects  tend to come from only 20% the sources.  He would name his idea the Pareto Principle.

Today, Pareto Principle, has evolved from a simple quality improvement strategy to a popular and widely-adopted philosophy for the conduct of business and even for life. Pareto thinking dictates that by focusing our efforts on the critical few inputs (the 20%), we maximize the impact of our efforts by generating – or eliminating – the majority of the outputs (the other 80%).  Ironically, in stark contrast to its namesake, it’s an idea that has endured because of the optimism it creates, and not because of its effectiveness as a management philosophy.

In the world of continuous improvement, the Pareto Principle is pervasive, as is evidenced by the widespread use of its graphical representation, the Pareto Chart.  While it’s certainly appealing to hope for the existence of, in Juran’s words, the “critical few and the trivial many”, it is simply not an effective or desirable strategy for sustainable improvement.  Here are three ways in which Pareto thinking may be undermining your improvement efforts:

 Pareto Promotes Paralysis

There’s a little-known corollary to the Pareto Principle, which I have dubbed the Pareto Chart Principle based on my real world observations on how we tend to apply Pareto thinking.  Please refer to the figure below.

Pareto Chart Principle

The Pareto Chart Principle states that, when creating a Pareto Chart to assist in solving a problem, we spend:

  • 80% of our time making the graph
  • 10% of our time analyzing the results
  • 5% of our time denying that the bars could all be the same height
  • 3% of our time cursing the damn bars for all being the same height
  • 1.5% of our time making the case that the data were meaningless to begin with.

And after all of that, the remaining time is what we typically devote to taking action to improve the situation.  For your convenience, I have colored the bars in Figure 1: red indicates non-value added work and green indicates value-added work.  Please don’t strain yourself looking for the value-added work.

In my experience, it is not uncommon to see organizations take weeks or even months to collect and analyze the data required to construct a meaningful Pareto analysis.  Why do we invest so much time?  We do it to make sure that we are only working on the critical few inputs – those that are creating 80% of the problems.  In other words, we try to save time by wasting time.

But here’s the catch.  If the Pareto problem is indeed true, there’s an 80% chance that any problem we address will be caused by the critical few that we seek.  Why waste weeks or months performing an analysis that would only tell us what we would be highly likely – 80% to be exact – to discover by taking action at the onset of a problem?  And even if we would spend time working on lower priority problems, that time is still value-added and contributes to our learning and the development of our people.

Unless the analysis can be done on the gemba in real-time, ditch the Pareto chart. Save time and add value by maintaining a bias toward action.

Pareto Tells Us Only What Used to Be

As Mr. Shigeo Shingo wrote, when solving problems,

“We need to remember that neither the past, nor the future, is written in stone.” ~Shigeo Shingo

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All things, problems and processes included, change with time.  Problems do not exist in isolation, waiting to be picked off one-by-one.  Problems are connected, interdependent and layered; when we solve one problem we uncover new ones and the effects produce new and different outcomes.

Remember that a Pareto analysis provides only a snapshot in time.  For all intents and purposes, it presents a view of the world that no longer exists.  And the longer that it has been since the data were captured, the less accurate the image becomes.

Although some processes change faster than others, remember that the only truly accurate view of reality is now.  Focus on solving today’s problem, because there is no guarantee that yesterday’s problems will be tomorrow’s problems.

Pareto Thinking is Myopic

Perhaps the greatest flaw in Pareto thinking is its tendency to make us short-sighted.  All too often, in seeking the critical few, what we are actually looking for are the quick-wins and the low-hanging fruit.  We chase the biggest bang for our buck, but we fail to realize that the fruit will eventually be picked clean, and the quick wins won’t always be so quick.  This approach to improvement only works in the short-term.  To fight clichés with cliché, what happens when the going gets tough?  Unfortunately, the tough and the not-so-tough alike all get going.  And not in a good way.

What inevitably occurs is the downfall of short-term continuous improvement strategies, and the pattern is very predictable.

Short Term Improvement Cycle

Because we fail to develop the requisite skills in our people to address increasingly more complex problems, the initial results generated by quick wins are not sustainable.  And in the absence of a long-term management commitment, the pattern continues until the very program itself is questioned and ultimately follows suit.

We often fail to realize that Lean is about the people and the journey more than it is the results.  Along the way, it is the concept of True North that provides direction for our actions.  Long-term commitment to continuous improvement requires the endless the pursuit of our True North ideals.  On the path to True North, all problems must eventually be solved.  Do not waste time going around problems to figure out which one to solve first; take the long-term view of addressing each problem as it is encountered, learning from it, and moving on to the next.

Conclusion

Think twice the next time you have the urge to create a Pareto chart to address your problems.  Pareto thinking prevents us from taking action by telling us what we would have been likely to discover by taking action in the first place; it keeps us looking backwards, rather than looking to the future and staying ahead of our problems.  And it contributes to the short-term thinking that hinders our learning and the development of our people.

Perhaps the greatest condemnation of the Pareto Principle came from Dr. Juran himself.  Citing the tendency for organizations to ignore the other 80% of causes, Juran actually changed his terminology from “the vital few and the trivial many” to “the vital few and the useful many”.  Indeed the other 80% is useful, as it represents our level of commitment towards improvement. Only when we commit to addressing the whole of our problems over a long time horizon do we truly commit to continuous improvement.

P.S. My very LEANable Wife recently started a blog, asimplyenchantinglife.com where she will be linking to some of the posts that I write here at The KaiZone in order to put her own spin on how they can be applied within the home.  Read her take on the Pareto Problem here.  And do subscribe to her blog for more great Lean @ Home content.

 

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Filed Under: The KaiZone Way, The Lean Learning Journey Tagged With: improvement strategy, low-hanging fruit, pareto charts, problem solving, quick wins, shingo

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