What do you actually do on the gemba?
Dear Gemba Coach,
What is it you actually do on the Gemba?
Good question -- and hard to answer when not on the Gemba. If I had to sumarize it in one point, I'd say that I try to see through the lens of the seven wastes at work level to the larger customer and capital wastes beyond. The following paper published in Industrial Engineer captures this quite well:
(© 2014 by the Institute of Industrial Engineers. All rights reserved.)
Lean Lessons from Cobra Kai(zen) and the Karate Kid
The unexpected wake-up call of the modest perfection of the original Karate Kid movie was that we need to move beyond defending this or that method of work and look to highlight opportunities of improving things beyond monetization, says Michael Balle in this reflection on the meaning of this classic movie.
How Using Kanban Builds Trust
Kanban functions as a trust machine because everyone using it must understand what they have to do and why, says Michael Balle: "Our purpose here is to share our ideas on what we believe is important in lean thinking."
The Sanity of Just-in-Time
Path dependence is the worst enemy of smart resolution, argue the authors, who suggest greater "frame control" with enabling tools such as just-in-time to respect people on the frontline and respect the facts they share about what is happening to them. "Mastering the path as opposed to being led by it, means looking up frequently to reevaluate both destination and way as new information comes to light."