Tips for Lean Managers Archives | Page 5 of 9

Do You Want to Go Far or Go Fast on Your Lean Journey?

By Jon Miller - September 12th, 2008

There is a proverb from the continent of Africa, “If you want to go fast, go alone. If you want to go far, go with others.” I was reminded of it this week. Companies eager to implement lean manufacturing quickly will put th

5 Seemingly Innocent Questions You Never Want to Hear in a Lean Deployment

By Jon Miller - August 20th, 2008

These are 5 seemingly innocent questions which in fact you never want to hear in a lean deployment. If you do hear them this does not mean your efforts are doomed, only that the thinking behind what is lean and why we are doing it may

The Wedge is the Simplest of Tools

By Jon Miller - August 12th, 2008

The wedge is the simplest of tools. A wedge has a flat end and a pointy end. A wedge converts a blunt, general force into a sharp, narrowly focused force. A wedge is very effective at separating things, breaking things apart or dividin

The Lean Journey and the Long Path

By Jon Miller - July 22nd, 2008

A journey is used as a common metaphor for lean deployment. In fact many speak of the implementation of the Toyota Production System and its many non-production sub-processes as “the lean journey”. As a pursuit of zero waste, it is

Three Ways to Draw Future State Value Stream Maps

By Jon Miller - July 16th, 2008

A value stream map is a diagram showing the flow of the material, goods or services and also the supporting information flow. It is typically drawn in a clockwise fashion beginning at the customer in the two o’clock position, bac

Continuous Improvement vs. Continual Improvement

By Jon Miller - June 8th, 2008

Most organizations implementing lean principles today do not in fact practice “continuous improvement”. What they practice would be better termed “continual improvement”. The distinction between continual improv

Lean Strategies for Workforce Development in Manufacturing

By Jon Miller - April 27th, 2008

A while back, I attended a meeting of CAMPS, the Center for Advanced Manufacturing in Puget Sound. Like many consortia around the U.S. and in other countries, a group of manufacturers, local government, academia, and service providers

Another Way of Learning to See

By Jon Miller - April 7th, 2008

What do you do when you just can’t take people to the gemba as part of your lean training? For example if you are conducting training in a hotel, a university class room or a faraway executive suite, how do you build direct obser

The Seven Steps to Zero Thinking

By Jon Miller - February 13th, 2008

There are many misguided ways to explain or to think of lean management. We’ve discussed some of these in the 10 common misconceptions of lean manufacturing previously. It may not be complete but it is correct to think of lean as

Exploring the “Respect for People” Principle of the Toyota Way

By Jon Miller - February 3rd, 2008

Author, Professor and lean thinker Bob Emiliani has made another important contribution with his new book Practical Lean Leadership. I had the pleasure of reviewing and giving editorial input on this fine book and would recommend it fo

Sustainability, the New Buzzword. But Is It Sustainable?

By Jon Miller - January 26th, 2008

Thanks to polar ice melts, $100 per barrel oil prices, and an inevitable generational shift to people who have grown up hearing about environmental destruction arriving in positions to influence opinion, consumption and policy, sustain

Lay First the Foundation of Humility

By Jon Miller - January 17th, 2008

I came across this great quote by St. Augustine. Do you wish to rise? Begin by descending. You plan a tower that will pierce the clouds? Lay first the foundation of humility. These words work on many levels. When corporate board rooms

The Pros and Cons of Model Lines for Lean Implementation

By Jon Miller - January 16th, 2008

In continuous improvement terminology a “model line” is a closely connected series of processes that are the target of focused implementation of lean principles. It derives from the selecting a production line and convertin

Lean Management Means Shifting from PPT to PPS

By Jon Miller - December 18th, 2007

One of the fundamental behavior changes required by organizations today in order to successfully practice lean management is to shift from communicating via PPT to communicating via PPS. By PPT we mean Microsoft PowerPoint and by PPS w

The Three Habits Required for Built-In Quality (Jidoka)

By Jon Miller - November 19th, 2007

As one of the pillars of the classic TPS house, jidoka represents two distinct but important ideas. The first part of jidoka or “automation with a human touch” involves the harmonization of people and machines. Humans shoul

Diverse people discussing problem solving

A3 Problem Solving as a People Development Process

By Jon Miller - November 15th, 2007

Too many organizations today have no effective, simple, and formalized method of developing front-line leaders. The typical new supervisor or manager is lucky to be given instruction in how their job is done properly, and why. Most oft

Management by FACTS!!

By Jon Miller - November 12th, 2007

These are the words staring at me each day while standing or sitting at my desk: FACTS! Please feel free to hit Print and place this visual reminder for all to see. Sadly my personal MTBFTFTBF performance (mean time between failures to

Three of the Lessons Learned from Gemba’s 2007 Hoshin Kanri

By Jon Miller - November 4th, 2007

We are in our pre-planning phase for our 2008 hoshin kanri (policy deployment) here at Gemba. That means we start by reflecting on 2007 and the progress made so far. Without airing too much dirty laundry, here are three of the lessons

Thank You, Thank You, Sam-I-Am

By Jon Miller - October 30th, 2007

One of my favorite philosophers is Theodor Geisel, a man whose illustrated stories continue to entertain and speaks to children and adults alike. Anyone continuous improvement professional who has read his “Green Eggs and HamR

Stumbling on the Lesser Category of Obstacles

By Jon Miller - October 29th, 2007

The important and influential ideas of W. Edwards Deming include a System of Profound Knowledge, 14 Points for Management, and the 7 Deadly Diseases. While Deming was not an innovator of practical tools to implement Lean manufacturing,

Do You Understand the System of Profound Knowledge?

By Jon Miller - October 28th, 2007

W. Edwards Deming said “without theory there is no learning” while Taiichi Ohno said “understanding means doing.” Deming left a great legacy with his Theory of Profound Knowledge which if followed allows the way

Lean Specialists, Lean Generalists and the Benefit of Half-Persons

By Jon Miller - October 20th, 2007

Things seem to come in threes. Or perhaps we become satisfied and stop counting at three when in fact the particular phenomena we are counting in fact persists. This week three separate organizations asked us on three separate occasion

How the Skill Matrix Enables Downstream Pull

By Jon Miller - September 19th, 2007

Downstream pull, one piece at a time, works not only for inventory control by signaling production or material movement, but also for maintaining smooth balance and flow of work done by people. This can be manual factory work such as a

Job Breakdown Sheets for Teaching TPS

By Jon Miller - September 8th, 2007

Job Breakdown Sheets are used as part of Toyota’s approach to OJT (on the job training), called Job Instruction. A Job Breakdown Sheet details the Major Steps, Key Points and Reasons for the key points. Having a Job Breakdown She

Three Key Points to Kaizen Your Communication

By Jon Miller - August 7th, 2007

How well do you communicate what is truly important to your peers and to the people you teach? How often do you say “These three points are important. Write them down”? Here are three key points to effective communication:

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