Change the Thinking, Change the Results
Lean operating systems unlock the value in business by changing the way an organization thinks. Two powerful questions arise from a well-designed operation: What was the cause and what was the method? Read more
An Ounce of Stability is Worth a Pound of Ideal
World class organizations value stability. Reliable equipment, processes, and people comprise the foundation which allows them to reach for the ideal. The Toyota Production System “House” visualizes the ideal state as the lowest cost, highest quality, and short lead-time, but at the foundation is stability. Read More
Authority Erodes, but Influence Lasts Forever
Unlocking value in your organization requires a certain kind of leadership. It means stepping up and doing it yourself, not usurping authority or transferring it to someone else. Read More
Bigger AIN’T Better
Lean operating systems strive for an ideal of producing one-by-one, defect-free, and on-demand. There are two major reasons why increasing the size of equipment is a barrier to that ideal: The customer doesn’t need the products all at once and the risk is too high. Read More
Accountability is Forward Looking
Effective operating systems have a process for assigning tasks daily based on an evaluation of the business’ performance in the past 24 hours. David Mann has an effective method – a board that has days of the month across the top and team members down the side. This forms a grid, allowing assignments to be written on Post-it Notes and placed on the intersection of people and dates. This method promotes a healthy forward look at accountability. Read More