http://www.lean.org/FuseTalk/forum/index.cfm?forumid=1 FuseTalk Educational Edition http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6657 2013-04-25T11:50:57 -05.00 joleen 2 Thank you. ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6648 2013-04-16T17:32:10 -05.00 diabloco2002 6
I would like to pose this question;

In my spare time i like studying and reading about lean, and in the past few years i acquired a lot of information and knowledge about lean.

As i am in a position where i do not have a voice to execute any of these ideas, i just hold quiet, though i know and see things can be handled differently.

When i am asked what i do with this information and or knowledge, i tell them that it's just a hobby, as i am not doing something effective with it.

I know it can be put to good use, though should i stop learning about it, when i cannot use it?, and let management tell me about it when they have figured it out? [ as they get budget to go learn and follow courses], Is it only for leaders, ceo's , mangement and the like?

Regards,

Kiran ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6645 2013-04-16T10:42:06 -05.00 MattM 4 From basic problem solving counter-measures for KPI's typically linked to visual management boards that some call "daily kaizen" to formal Kaizen events (VSM, 5S, Setup Reduction, TPM, etc) I learned from a previous employer who used Shingijutsu TPS consultants. However with some employees I run in to a barrier for improvement that they have either had a negative experience and just want "everyone to improve something everyday". Without using any structure to track improvements, link those activities to bigger business strategy or have the ability to hold change agents accountable do you run the risk of chaos?
Any thoughts on daily kaizen versus kaizen events? Do you use a balance of both to transform a company, start with one or the other and just use one type? ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6641 2013-04-12T15:58:56 -05.00 JohnPod 34 I don't think anyone could argue TPS is leaner than Ford when you look at the 7 wastes of Production.

If you took TPS and applied modern technology (robots, quality improvements) to Ford River Rouge concept, what estimate would you come to in regards to cycle time and cost.
Remember Ford had total cycle time from digging dirt from the ground to end of production at 4 days. He wanted to reduce it even less and sell the $1 dollar car and he believed he would make a fortune.

No one today has the slightest idea of what the cycle time of a car is. I am sure its into months and not days.

Food for thought. ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6629 2013-04-03T10:39:08 -05.00 AdamZak 13
I recognize these questions are very subjective because how one defines terms such as systemic or sustained, or where one draws the boundry line between tools and culture, might be evaluated against metrics which are themselves non-standard. But I'm hoping forum members can share resources and personal insights from which I can begin to accumulate data. Trying to get a better overall sense of current state of Lean adoption in US.

Adam Zak
http://LeanRecruiter.com
http://SimpleExcellence.com ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6612 2013-03-21T11:12:57 -05.00 LennyC 33
I would like to know what everyone thinks about a certain statement and what your experience is in parrying the statement.

In my organization, more than often people say that certain things are "good enough". Ow, how I hate that statement. It really makes me nervous. When people utter this I often can parry it by telling stories about continuous improvement.

But I find it difficult when they say: "Well, at a certain point a process can't be improved anymore, because the effort of improving it is more than the gains of improvement. Consider the 80/20 rule!"
I think, "Well that's seems logical. But how do you know that the gains of improvement do not outweigh the effort? This means you need to build a business case. But creating a business case is not in accord with lean principles. Darn."

What if you improve a process in your company, and it seems that if you would improve it any further, your effort of improving would be more than the reduced effort gained by the improvement itself (do I make sense?). Do you stop improving and move on to a new process?

Naturally you would reach for the low hanging fruit - or the many fruit on the ground - and improve those. But what if all these easy improvements are gone and it seems that you are only left with potential improvement that needs more effort to improve than the benefits of improvement. Is this scenario even practically possible?

Your thoughts please. :-) ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6610 2013-03-21T10:45:50 -05.00 tigermanrocks 5
Im working with these countries to come up with some basic Lean training to start us on the journey and stumbled upon a problem. Throughout my time I've trained people on the concept of TIM WOOD as the acronym is a nice easy way to remember the types of waste by remembering this fictional fellow's name. But what if you dont speak English, surely the concept of 'Motion' is lost when in Polish it translates as 'Ruch'?

Does anyone have experience in translating acronyms for this sort of training? Did it help recipients or was it more confusing to switch terminology? Any thoughts/experiences appreciated, Im not trying to be clever...just trying to help land a message

Thanks! ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6580 2013-02-21T12:10:18 -05.00 leanpassion 4
Recently I have come across a plant where we are very keen to implement practice of "managing daily improvement (MDI)" We have Tier 1 KPIs and tier 2 KPIs which are aligned to business objectives. the objective is to aline strategy , goal deployment and annual operating plan with daily execution and improvement.

Is there any good resourse like VCDs, books to refer this lean tool?

The best one I see is toyota KATA? I am not sure is MDI difference from improvement and coaching KATA ? Any suggestions from this community?

Vikas ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6572 2013-02-15T10:27:10 -05.00 Jeroen2011 10
I'm trying to understand and apply lean thinking for almost 15 years now.

In the beginning I focussed on the tools a lot and improved my understanding of the concepts along the way. I now know that lean is not about the tools...

Then I noticed 'flaws' and started to talk about 5S+1, and added 'not using people's potential' as the 8th waste (thinking that I was smart, but now I see a lot of other people had the same idea).

Now, I find myself returning to the original definitions. Safety is part of 'respecting people' and that is much more than avoiding/preventing physical injuries. Using people's potential is part of continuous improvement.

I'm wondering if what your experiences are.

Jeroen ]]> http://www.lean.org/FuseTalk/forum/messageview.cfm?catid=45&threadid=6541 2013-01-24T13:58:31 -05.00 BryanBudahn 1
If so, what can you tell me about the training? Would you recommend it to others?

Thanks!
- Bryan ]]>