Kaizen Archives | Page 8 of 12

Igor Stravinsky Agrees: Standards Enable Creativity

By Jon Miller - July 12th, 2010

There is a stereotype of the creative person who chafes at standards related to how their work is performed, to the point of eschewing any sort of process-driven continuous improvement approach. This creative person can be a designer,

Red Flags in Ronak’s Kaizen Plan

By Jon Miller - June 28th, 2010

Ronak has successfully implemented 5S and plans to move on to implementing kaizen at his company. His plan for implementing kaizen is: 1. Train employees regarding kaizen, different kind of waste, etc. 2. Launch a tool, an Idea box in

PDCA, Hoshin Planning and the Making of Ice Cream

By Jon Miller - June 26th, 2010

When I was young our family had a hand-cranked ice cream maker not unlike the one pictured above, although ours had an aluminum case and not wood. On winter days we would fill the inner cylinder with a mixture of milk, cream, vanilla,

The Power of Everyday Frontline Employee-Driven Innovation

By Jon Miller - June 23rd, 2010

By Andy Brophy The management of ideas is, in many organisations large and small, a huge untapped or poorly underutilised resource. Yet ideas are the prime source of improvement and innovation. Moreover, good Idea Management brings wit

The Will, the Willow and the Frog

By Jon Miller - May 2nd, 2010

Change is like the boughs of the willow in a breeze. We can seldom control more than the very leaves and tips of branches, never the whole tree itself. When faced with absolutely solvable problems going unaddressed or imaginable future

An Infinite Number of Solutions…

By Jon Miller - April 30th, 2010

…may seem like a good thing. After all, the more solutions we have to any particular problem, the more likely we are to solve it right? In actual practice when we are properly constrained we are more likely to spend our time and

My Suggestion to Improve Long Beach Airport

By Jon Miller - April 11th, 2010

Long Beach Airport is tiny, has oddly artistic lines and is blessed with palm trees set against a blue sky. The airport’s single terminal ends almost before it begins. Baggage claim is a short stretch of conveyor, outside of the

Five Most Terrifying Words for a Lean Thinker

By Jon Miller - April 2nd, 2010

The check was not performed. These words were spoken today during a meeting to review an ongoing and complex problem solving effort within Gemba. These words chilled me to the bone. The failure to perform a check is far more dangerous

How to Scold Like a Kaizen Sensei

By Jon Miller - March 28th, 2010

There must be people at Toyota waking up in a cold sweat these days from dreams in which they are being scolded by Taiichi Ohno, furious at the massive vehicle recalls caused ostensibly by the pursuit of scale and volume production at

10,999,950 More Reasons to Think “Yes We Can”

By Jon Miller - March 25th, 2010

Sooner or later everyone involved in leading change faces naysayers and passive resisters. With the power of their minds these people add friction to the PDCA improvement cycle, noise in the signal of root cause analysis, and turbulenc

Kaizen Goes Kaput? Not So Fast

By Jon Miller - February 13th, 2010

In recent weeks there have been many articles purporting to put the finger on the cause for Toyota’s quality troubles. Most of them are solution-jumping and not worthy of further exposure or response. I felt compelled to address

Gemba Research Office Layout Kaizen #11

By Jon Miller - February 11th, 2010

Over the past week we have been chipping away at some office kaizen at the Gemba Research office near Seattle. The major activities so far have included a layout change, some 5S and other small improvements. In the 6 years that we have

How to Make Time for Kaizen

By Jon Miller - February 9th, 2010

In the early stages of exploring kaizen and other formal continuous improvement systems people always ask, “Where will we find time for kaizen in addition to all of our other work?” Ideally kaizen should be something done n

Seven Sayings for Successful Continuous Improvement

By Jon Miller - January 27th, 2010

Getting started with continuous improvement is easy but keeping it going is hard. Even though we speak of long-term thinking as one of the central tenets of continuous improvement and kaizen, many of us opt for the short-term actions,

The Dirty Secret of Science

By Jon Miller - January 17th, 2010

There is an interesting article in Wired magazine titled The Neuroscience of Screwing Up. The main lesson from the article is that humans innately ignore inputs that contradict or don’t fit within their world views. As such, we n

Knowing When to Stop: More TPS & the Tao

By Jon Miller - January 2nd, 2010

There is no set path to a successful change. Although once we understand it, we see that the lean path is the simplest of things, nobody can grasp it. If our leaders could gain control of a surefire approach change management everythin

Top 7 Behaviors to Change in 2010

By Jon Miller - January 2nd, 2010

Connected to the second step of writing resolutions for arbitrary dividing points in time, we need to address one of the biggest obstacles to success which all of us face: ourselves. The human mind is an incredibly powerful thing, the

Looking for Evidence of PDCA

By Jon Miller - November 21st, 2009

Lately I’ve been more mindful about looking for evidence of PDCA. The Plan, Do, Check, Act cycle is the essence of continuous improvement and about half of what makes a lean management system possible. The other part has somethin

Skitt’s Law Applied to Kaizen

By Jon Miller - October 26th, 2009

I became aware of a truth about lean problem solving and kaizen yesterday while reading an article about ten internet rules and laws. 4. Skitt’s Law Expressed as “any post correcting an error in another post will contain at

Words of Taiichi Ohno Sensei: Kaizen by Inspiration is Not Kaizen

By Jon Miller - October 13th, 2009

I was flipping through some Japanese books on sayings and speeches given by Taiichi Ohno looking for inspiration for a quick blog post when I found this passage: “Within the Toyota Production System, a lack of ability to do kaize

How to Use 5S to Manage Kaizen

By Jon Miller - September 29th, 2009

Ronak asked: What should be ideal process flow for kaizen? What I mean is who can give their suggestions, how to evaluate kaizen event, should we plan an event on monthly basis? This is a good question and one that reveals how common i

Toyota-style Problem Solving, Step 7: Check Both Process and Results

By Jon Miller - September 20th, 2009

The eight step description of the PDCA cycle of problem solving called Toyota Business Practice (TBP for short) or practical problem solving continues to top my list of important things everyone should know. I’m finding it surpri

What is Kaizen? The Little Gear

By Jon Miller - September 3rd, 2009

What is kaizen? A reader reminded me that a lot of terms used in articles on this blog go unexplained. Although it’s one of our favorite topics, kaizen is one such term that is often used but seldom explained in enough detail for

Important Lessons in Kaizen from A Different Kind of Map

By Jon Miller - August 31st, 2009

Can you guess what the small squares on this map indicate? This is an image that has been distributed on science news websites during the past week. The picture has been cropped to hide some information. This map and the tiny squares o

Bad News from MIT for the PDCA Cycle?

By Jon Miller - August 30th, 2009

According to research reported from the Massachusetts Institute of Technology (MIT) Picower Institute for Learning and Memory we don’t learn from our mistakes. Oh-ho. If this is true the whole scientific basis for kaizen is in tr

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