> Knowledge Center> Search Results: overburden (Muri)
My managers are focused on monthly sales and quarterly profits – how can a lean guy like me interest them in quality?
By: Michael Ballé | February 10, 2020
Dear Gemba Coach, My managers are focused on monthly sales and quarterly profits – how can a lean guy like me interest them in quality? More »
Isn’t the obsession with problem solving unnecessarily negative and depressing?
By: Michael Ballé | February 3, 2020
Dear Gemba Coach, Isn’t the obsession with problem solving unnecessarily negative and depressing? More »
Grit, PDCA, Lean and other four-letter words
By: Josh Howell | December 10, 2019
Lately I’ve been thinking a lot about the nature of what author Angela Duckworth calls Grit. She defines grit as a sort of mash-up between passion and perseverance. What I’ve been thinking about is the way that grit overlaps with lean thinking and the sustained work of applying PDCA over many cycles over a sustained period of time. More »
Learning to Help Anna Elevate Her Game
By: Jeff Smith | March 4, 2019
Anna was trained by NUMMI to identify and solve challenges via experiments with her team, notes Jeff Smith, sharing a story from NUMMI; she had been trained to set up jobs, build racks for parts, and more. Yet evidently what she needed to resolve the issue at hand was a little practical understanding/physical help and space to think while being relaxed and not emotionally wound up. More »
Can you implement TPS if management doesn’t accept the fundamental values of the Toyota Way?
By: Michael Ballé | January 28, 2019
Dear Gemba Coach, How can we implement the principles of TPS if our management doesn’t accept the fundamental values of the Toyota Way? More »
Four Types of Problems (Introduction)
October 1, 2018
An excerpt from Four Types of Problems IntroductionThe four types of problems are:Type 1: Troubleshooting: Reactive problem solving that hinges upon quick response and dealing with immediate symptoms of a perceived problem. It provides some immediate relief and problem mitigation but generally fails to get at the actual root cause of a problem and can lead to prolonged cycles of firefighting. Type 2: Gap from Standard:Structured problem solving that focuses on specific problem definition, setting goals, root cause analysis, establishment of countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes. Type More »
Shouldn't lean focus on solutions, rather than problems?
By: Ballé, Michael | May 4, 2017
Dear Gemba Coach, Why is lean so focused on problem solving? Isn’t seeing everything as a problem negative? Shouldn’t we focus on solutions instead? Wouldn’t that be more positive and more creative? More »
Is there “mudagement” in your organization?
By: Tony Lamberton and Lean Leaper | June 15, 2016
"Mudagement. " What a strange word. But to Tony Lamberton, the concept behind that word has made all the difference in identifying invisible waste in his organization - and by extension, eliminating it through targeted coaching. Lean Post editor Cam Ford recently sat down with Tony to learn more about the concept of mudagement and the value it holds for all organizations: here is their interview. More »
How do you define respect for people?
By: Ballé, Michael | August 27, 2013
Dear Gemba Coach, Can you be more specific about “respect” in lean? The term is being used in our company but I fear it sounds just like “motivation,” “everyone has to be a leader,” and the rest of management speak. More »
Lean business-IT integration, Part Three: What is an integrated business-it value stream?
By: Bell, Steve | April 3, 2012
In this, the third article in a five part series on lean IT, LEI faculty member Steve Bell explores the fundamentals of integrating business and IT. More »
Lean Business-IT Integration, Part Two: Obstacles to Value-Stream Transformation
By: Bell, Steve | November 15, 2011
In this, the second of a five part series, LEI faculty member Steve Bell offers a framework to help overcome the common obstacles to a lean IT transformation. Part Three will examine how to integrate the various IT communities. Part Four addresses the management and governance of this new approach. And Part Five explains how to measure business-IT Value. More »
Mega Mura Bubble Trouble
By: Womack, Jim | November 13, 2008
I started writing my monthly e-letter in October of 2001 to speak to the worries of the Lean Community as the world economy slid into recession. So this month marks the end of one complete cycle -- seven years of bust, boom, and bust -- as the world enters a new recession. When Dan Jones and I wrote Lean Thinking in 1996 we believed that the spread of lean production would damp the business cycle. Economists have long thought that at least half of the depth of recessions is due to companies working off their inventories and delaying the purchase More »
Fighting Cancer with Linear Accelerators and Accelerated Processes
By: Chet Marchwinski | September 9, 2008
Case Studies; Charts, Graphs and Diagrams; Forms and Templates; Value-Stream Maps
A series of cross-functional lean improvement teams in the Radiation Oncology Department at the University of Michigan Health System (UMHS) applied lean principles to processes to dramatically increase the percentage of patients with bone or brain metastases receiving consultation, simulation, and first treatment on the same day. (Life Magazine cover from 1958 on radiation oncology. ) More »
The Big Mura and Mean Leanness
By: Womack, Jim | April 3, 2008
Every day humans eat very nearly the same number of meals and sleep in the same number of houses and travel the same number of miles to work. All of these numbers increase slowly with population growth, but the number of us on the planet and our needs don't change rapidly. So how can we have dramatic short-term gyrations in an economy whose business is to supply what a relatively constant number of us need? I think of these gyrations as another form of mura, the term used by lean thinkers to describe short-term variations in demand not caused by More »
By: Womack, Jim | January 3, 2008
Think of cadence as takt time adapted to activities beyond routine production. In the product development world -- as brilliantly illuminated by our late colleague, Allen Ward -- it is very helpful for a development organization to have a clear sense how many new products are needed per unit of calendar time and to develop a steady pace for initiating and finishing these projects. The demand might be one per year or one per quarter or one per month, depending on the perceived desires of customers. But in every case the demand needs to be determined in advance and projects More »
More Thinking About Lean Transformation
By: Womack, Jim | January 16, 2007
Recently we at the Lean Enterprise Institute have started a new research project trying to answer a simple question: “What is the best way to conduct a lean transformation?”This is not a new question, of course. A decade ago Dan Jones and I proposed an “Action Plan” in our book Lean Thinking. We advised readers of the first four steps in transforming their enterprise: find a change agent, obtain the core lean knowledge, seize or create a crisis, and then map your value streams to determine the current situation and to envision future states. The difference now is that lean More »
Mura, Muri, Muda?
By: Womack, Jim | July 6, 2006
Twenty years ago this month, when my first daughter was born, the young men I supervised in MIT’s International Motor Vehicle Program went dashing out of the office to buy her a gift. They returned shortly with a pink T-shirt, size 1, with the stenciled message on the front “Muda, Mura, Muri. ”My wife was bewildered – “Is this how guys welcome a baby girl?!” But I could understand. We had made an intense effort that summer to understand these new Japanese terms for waste (muda), unevenness in operations (mura), and overburdening of people and equipment (muri) that entered our More »
A Factory of One: Applying Lean Thinking to Improve Your Personal Performance
As lean moves out of the "tool age," leaders—managers, directors, executives— must invest more time in the critical work of lean leadership: going to the gemba to support value creators in their improvement work and coaching and mentoring teams to develop their problem solving capabilities. This ensures that all organizational processes continuously add value to customers. More »
Gemba Walks - A Management Process for Leading the Organization
This opening paragraph of the introduction of Jim Womack’s latest book, "Gemba Walks," is the starting point for a gemba-based learning experience designed to help participants better understand their role in creating lean thinking through lean management led by their own behavior in “taking a walk. ” More »