I recall my first encounter with my sensei, many, many years ago. I expressed amazement that he could so quickly observe processes and discern waste and opportunities. He assured me that, with practice, I would be able to do the same. At the time, it seemed like he was being nice or at least extremely overoptimistic. Fortunately, he was right.
The Traditional Ohno Circle
OK, we are not talking about the distinctive Japanese horseradish - you know, that green pasty stuff that, when taken in overaggressive quantities, will set your nasal cavity on fire.
Instead, we’re covering one of the simplest, yet most powerful critical thinking devices available to all rational animals…ever. And it’s not just a lean thing.
Situation. A multi-national manufacturer was implementing a lean management system (LMS) in a phased manner within one o
We’ve all undoubtedly had the notion of respect for people drilled into our heads. Of course, it’s easy to speak about such a principle. Much harder to live it.
In any event, let me humbly add another recipient of our deserved respect.
Process.
First, a distinction, it’s not THE Process, meaning we are not talking about one single, special process that is elevated above all others. We’re talking about ANY process within our value streams.
Truthfully, the only times I have ever heard the term "plausible deniability," other than my own frivolous use, is in movies or TV shows about clandestine operations and the like. Wikipedia says, at least for now,
Plausible deniability refers to the denial of blame in loose and informal chains of command where upper rungs quarantine the blame to the lower rungs, and the lower rungs are often inaccessible, meaning confirming responsibility for the action is nearly impossible...
Leader standard work is a pillar of the lean management system. So, how does one start to develop leader standard work?
The lean management system (LMS) is an integral part of an effective lean business system.
Joe Dager, an expert in lean marketing and founder of the Business901 blog
Recently, I added a new step to my kaizen event standard work.
Imagine that you were only allowed one chart (or board) at the gemba. What would you pick? What is the Swiss Army knife (I'm more of a Leatherman Multitool fan myself) of charts that gives you insight into process adherence and process performance?
