This article is an afterthought of what I have seen the previous week during a nice holiday abroad, an so many times before. It is a rather common experience. We booked a one week vacation in a nice sunny place, with palm trees and a hotel that seems to match our requirements. We choose half … Continue reading Holidays, flow and common sense
A system’s constraint, the limiting factor that is an obstacle to getting more Goal units* from the system, can be pretty difficult to identify (hence the success of my post on the topic: How to identify a constraint?!). *”Goal units” can be money, profit, services to citizens, number of patients treated, free meals served, or whatever … Continue reading Management attention as a constraint – Part 1
Many months ago I was approached by the European Katacon organizers to help setting up the 2018 conference. Katacon is about kata, the Toyota Kata revealed to the mass by Mike Rother in the book... Toyota Kata. It’s about patterns of thinking and behaviour to improve and solve problems. I modestly offered my website, blogs … Continue reading Katacon Europe 2018
Autonomous maintenance is one of the 8 Total Productive Maintenance (TPM) pillars, it aims to give both competence and responsibility for routine maintenance, such as cleaning, lubricating, and inspection to operators. The aims and targeted benefits of autonomous maintenance The ultimate goal of Total Productive Maintenance is to enhance machines’ effectiveness. TPM is a participative … Continue reading What is autonomous maintenance (TPM)?
Lean leading figure Jim Womack posted a sincere and critical reflection (hansei) on where Lean has failed and why not to give up. I was impressed when reading it and it reinforced my respect and admiration for the author.
Is Lean dead? is the provocative title of a podcast hosted by Mark Graban with guest Karen Martin. The question, the podcast description says, is “easy to discuss, but hard to answer”. The reason Karen proposed to discuss this question is because of hearing and reading about “what’s next”, “is it time for something new?” … Continue reading Is Lean dead?
In a blog post I read the warning about candidates exaggerating their insight by using lot of jargon. It was about Lean Management. The author stated that when recruiting, mastering enough Lean vocabulary is important in order to catch candidates exaggerating their insight by using jargon. Any talented Lean manager can explain the same concepts … Continue reading Jargon doesn’t make an expert
A Lean Coffee is a semi formal* meeting in which participants choose the topics they want to discuss, vote for the topics and then discuss the most voted topics during a limited time period. At the end of the ‘timebox’, the group decides to continue or switch to the next if they feel they got … Continue reading What is Lean Coffee?
When implementing some solutions, like in continuous improvement, project managers better take care about the frustrations related to the S curve. The “S curve” is the shape of the performance curve over time. It describes a latency (t1) before the performance p1 takes off after the improvements have been implemented, then a more or less … Continue reading Continuous Improvement: Prevent frustrations related to the S curve
Ohno circle is also known as “Taiichi Ohno’s Chalk Circle”, a circle drawn on the shop floor to materialize the observation point from where to learn to observe, see, analyze and understand. The original method puts (commits?) the “disciple” in such a circle for extended time with instruction to watch and not leave the circle. … Continue reading Standing in the Ohno circle. And then?