Gemba Academy

A Day in the Life of a Gemba-focused Executive VP

By Jon Miller - December 17th, 2018

One of the essential principles of lean management is go to gemba. This is far more than literally going to the scene of the problem when doing root cause analysis or going the occasional gemba walk. It is an “ism” or philo

Who do you want to be?

By Ron Pereira - December 14th, 2018

A few weeks ago, in episode 239 of the podcast, I mentioned I was reading (actually listening) to the book Atomic Habits by James Clear. I finished listening to it. It was good. Real good. So good I bought a hard copy and am no

Respect for “Respect for Human Nature”

By Jon Miller - December 10th, 2018

There are three main perspectives on the lean thinking pillar of respect for people. First, respect for people means that all stakeholders deserve respect. A business does not prosper long-term focusing only on a few of them while igno

Avoid the Arbitrary Constraints of Time

By Kevin Meyer - December 7th, 2018

It’s that time of the year again when many people ask “where did the year go?” and furiously try to wrap up projects, crank out potentially unnecessary production, create plans and budgets for next year, and perhaps s

What Does it Mean to Measure Twice, Cut Once?

By Jon Miller - December 3rd, 2018

Last week I was appreciating some of our old podcasts and video interviews with lean practitioners. Our interviewer Ron Pereira always likes to ask a series of short, rapid-fire questions. One of my favorites is, “What is the bes

Lean Thinking and Embodied Cognition

By Jon Miller - November 26th, 2018

In the study of the mind through philosophy, psychology and biology, there is a theory called embodied cognition. Unlike the assumption that the mind is generated only by the brain, embodied cognition claims that many features of cogn

Applying Job Relations to Job Instruction

By Steve Kane - November 23rd, 2018

A customer I collaborate with from time to time is responsible for continuous improvement in several factories here in the US. For the ease of telling the story, we’ll call this customer Joe. Joe’s organization is begin

Three Ways to Slice the Social Loaf

By Jon Miller - November 19th, 2018

Humans accomplish things in teams. From the most basic unit of the family to local community to sports clubs to for-profit and non-profit organizations, people working toward a common goal is how we get big things done. Things one pers

How does Lean Thinking Help Us to Prepare for the Unpredictable?

By Jon Miller - November 12th, 2018

One of the goals of lean problem solving is to prevent recurrence of problems by finding and addressing its root causes. We identify the factors that are critical good outcomes. We learn when and how they vary outside of desired para

Looking Forward with Alfred Adler

By Kevin Meyer - November 9th, 2018

Meanings are not determined by situations, but we determine ourselves by the meanings we give to situations. – Alfred Adler I’m not really sure how it started, but one day a couple months ago I found myself diving down an i

How to Use Trees and Fish to Diagram Root Causes

By Jon Miller - November 5th, 2018

How effective we are at solving problems and keeping them solved depends on our ability to address them at their source. When we put out fires but fail to put in measures to prevent similar ones in the future, we fight the same fires a

Five Questions to Reflect on Both Process and Results of Problem Solving

By Jon Miller - October 29th, 2018

When an organization’s culture is results-driven it is easy for people to receive the signal that it is okay to get results at any cost. This can lead to hiding poor results or problems. It can lead to false or shallow problem so

Disrupt Your Thinking

By Steve Kane - October 26th, 2018

Learn Something New Autumn seems to be conference season in the Lean community. I’ve attended events hosted by the Colorado Lean Network and the Michigan Lean Consortium in the past few weeks. Conferences are great opportunitie

Three Core Beliefs Fundamental to Standard Work

By Jon Miller - October 22nd, 2018

Standard work and kaizen are often described the two cornerstones of the Toyota Production System house, a.k.a. lean management. The various systems, methods and tools that make up the lean way of working rely on setting provisional st

Review of Four Types of Problems by Art Smalley

By Jon Miller - October 15th, 2018

The new book by leading lean thinker Art Smalley titled Four Types of Problems is available from the Lean Enterprise Institute. Problem solving is one of my favorite topics. I found myself both delighted by and disagreeing with parts

Treating Lean Psychosis

By Kevin Meyer - October 12th, 2018

The treatment of people with severe mental illness often means locking them away in large, impersonal facilities or letting them bounce between short stays at in-patient units at major hospitals, followed by a rapid decline of function

What’s the Best Way to Deploy Lean? TPS? DBS? HOS? Other..?

By Jon Miller - October 8th, 2018

The General Electric company has had a rough year. They were removed from the Dow Jones list after more than 100 years. Their stock price has dropped to half. This week they abruptly fired their CEO. On the bright side, Larry Culp, a G

Kata in the Classroom

By Ron Pereira - October 5th, 2018

I recently conducted a complimentary “Kata in the Classroom” workshop for a group of 15 students ranging in age from 7 to 13. I wasn’t sure what to expect… especially since the age range was quite large. But,

Lessons in Problem Solving from the NFL

By Jon Miller - October 1st, 2018

As we wrap up week #4 for the 2018 season of America’s favorite athletic competition-based entertainment, the National Football League has already given us an important lessons in effective problem solving. More precisely, they a

Constraints Are Opportunities

By Steve Kane - September 28th, 2018

I started my lean journey many years ago while working in the motorcycle industry. I was a parts and accessories manager for a BMW Motorcycles dealership in the Monterey Bay area of California. This dealership had been in business

How to Win with 80% Effort

By Jon Miller - September 24th, 2018

There is an old Japanese saying that I have always liked. It is hara hachibu ni isha irazu (腹八分に医者いらず). It advises, “Eat until 80% full and you’ll need no doctor”. The equivalent English proverb is

How to Manage Continuous Improvement without Authority

By Jon Miller - September 17th, 2018

People with the title of “Continuous Improvement Manager” or similar often find that they have broad responsibilities but without the matching authority. The CI Manager may need to identify improvement projects. They may be

Lean Lessons from Driving on the Left Side of the Road

By Ron Pereira - September 14th, 2018

My professional career has afforded me the opportunity to travel across the world. I’ve explored the Amazon rainforest, I’ve forgotten all about my lack of clothes inside a Finnish sauna since I could barely breathe, and

Top 10 Differences between Traditional and CI-Infused Problem-solving

By Jon Miller - September 10th, 2018

A customer asked last week whether Gemba Academy had a video comparison of solving a problem using a non-CI approach vs. solving the same problem with some basic CI tools and thought processes. While this is one of our favorite topics

Midnight at the Gemba

By Kevin Meyer - August 31st, 2018

In the late 1990s I was working in the Silicon Valley for a Fortune-50 medical device company, responsible for a drug infusion pump manufacturing operation. I had just completed a crazy period where I had also “temporarily̶

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