Category Archives: Principles
On a recent project, some senior leaders were asking for an update on the development of an app the team was building. The team is using the Agile methodology, so there is progress and changes every day or two to the app.
Instead of trying to explain the progress, the team invited the senior leaders to the work space for a demo.
The demo went incredibly. As soon as they saw the app, there was great understanding of how it worked. Everyone was able to see not only the customer interaction, but also the aesthetics of the app.
The senior leaders asked some really great questions about the customer experience and how the app worked. Because the team is using the Agile methodology, they were able to quickly add the changes to the app for a better customer experience.
If you want to understand something, go and see it. It seems so simple. Yet, that is not the first instinct of most.
By the team asking the senior leaders to come and see, they are setting an example of this behavior. Hopefully, the senior leaders left with a sense that it was great they saw the app and the work environment and next time they have questions they just go and see. Then it starts to carryover to other projects. Slowly, the behavior starts to change because the benefits are seen.
Next time someone asks you for an update, take them to the work and show them. Help change the behavior.
Like so many that started learning and implementing lean in the late 1990s/early 2000s, I started applying lean principles and concepts in manufacturing. I spent nearly 15 years applying lean thinking in a manufacturing environment. I absolutely loved seeing the immediate change in material flow or the feedback from operators that someone listened to them and they were able to make things better.
It is no secret. A manufacturing environment is a tangible environment to see the improvements and get quicker feedback back on how you are applying lean thinking because of the immediate visual results.
A couple of years ago, I moved from the manufacturing environment to the office/project management environment. This was quite a change and one I looked at as a new challenge. I took it on. I have worked with product development and retail management teams. Not even thinking twice as to what I was doing…until recently.
This summer I took on the role of project manager. I am managing the deployment of technology to our retail environments. The changes are not as immediate and not as visual as a manufacturing environment. After a while, I questioned whether I was still applying lean principles to my work. Finally, I took a step back to have a serious reflection and what I discovered is my previous 15+ years have engrained the thinking and principles without realizing it.
I have been directly observing the work as activities, connections and flows by sitting with the teams developing and testing the technology. I see how the work and how the product works. I have gone to a few retail stores to see the technology being used so I can bring those observations back to the team. I also went to other retail stores using similar technology and talked with the store managers about what is working and what isn’t working for them.
The principle of systematic problem solving comes to light with using visual boards to status the project and highlight the problems that need to be worked on in the next 24-48 hrs. We are trying to surface the problems quickly, so they can be resolved. We have broken the issues down into categories to know which are the highest priority.
Systematic waste elimination comes from defining new processes that will continue once the project is launched. We are working to improve and make them as efficient as we know how today.
Each day at standup, we are establishing high agreement on what we are going to be working on and how we will go about working on it. This establishes clear ownership of the work and an expected due date.
Finally, we are learning about the product, the technology and our processes with every iteration. Getting feedback incorporated into the product as quickly as possible.
The reflection helped me understand how I am using the lean principles everyday even if it is not in a tangible manufacturing environment.
How about you? In what type of environment are you using the lean principles?
There was an interesting story a couple of weeks back about the use of HGH in Major League Baseball (MLB). It took years but there is finally testing for performance enhancing drugs, including human growth hormone (HGH).
The part that was most interesting from a lean and metrics standpoint was about the base lining of HGH. Instead of using baseline data for the amount of HGH a person should have established by the World Anti-Doping Agency (WADA), MLB is establishing their own baseline. What is even more incredible is the MLB is telling players when they will be tested for the baseline.
A MLB player can load himself with HGH in preparation for the test. This would be no different than a department manager saving some of the extra production from the week before and print the finishing tickets the next week so both weeks look good. MLB’s baseline procedure would allow players to skew the baseline to the high side. Players could continue to take HGH as a performance enhancing drug and still “be within the baseline.”
This is gaming the system to your benefit and missing the true intention of what is trying to be accomplished. This is why the principle of directly observing the work is so important. When you go and see what is actually happening gaming the system becomes harder because you see the finished product on the floor waiting for tickets or that players might be juicing up for the baseline test.
A balanced scorecard and direct observation can help prevent gaming the system.
Today’s post is from Tony Ferraro, on behalf of Creative Safety Supply based in Portland, OR (www.creativesafetysupply.com). Tony strives to provide helpful information to create safer and more efficient industrial work environments. His knowledge base focuses primarily on practices such as 5S, Six Sigma, Kaizen, and the Lean mindset. Tony believes in being proactive and that for positive change to happen, we must be willing to be transparent and actively seek out areas in need of improvement. An organized, safe, and well-planned work space leads to increased productivity, quality products and happier employees.
Lean is something that is often associated with businesses and focuses mainly on reducing waste and adding value. However, lately I have been pondering the thought “Can lean be taught to children?” Wouldn’t it be great if children learned the concepts of lean at a young age? My mind literally boggles at the sheer possibilities. I’m not talking about sitting children down in a classroom and teaching them lean exclusively like reading or math, but instead just weaving the concepts of lean through life’s regular and everyday activities.
Imagine the Possibilities
The concepts of lean have been credited with high levels of success in the workplace, so why can’t the same concepts be beneficial in other areas of life as well? The truth is, they CAN! Creating a generation of innovative thinkers, ready to add value to society sounds like a pretty wonderful idea to me. Many of us have not been introduced to the concepts of lean until later in life, and unfortunately our minds have not had the opportunity to truly expand and grow with the concept. However, we can change that with the introduction of lean.
How to Start the Lean Mindset
The first thing we have to remember is that children are just children. We cannot expect them to act like adults. However, one of the benefits of starting lean concepts early is that when children are young their minds are very malleable. If children are taught to reduce waste and participate in value added activities early in life, that mindset will usually follow them through into adulthood. The key is to really start out simple and introduce the obvious and most tangible ways to reduce waste. This may include engaging in activities such as reusing and recycling. Instead of simply throwing out old clothing that does not fit, teach children that it can be reused and given to places such as the “Goodwill” or “The Salvation Army” so other children can wear the clothing, thus adding value for another person. Engaging in activities such as this puts the act of reducing waste into terms that children can understand. Furthermore, children can also be involved with activities such as household chores to practice lean. In fact, lean can be weaved into even the simplest task such as dish washing. For example, loading a dishwasher by putting all forks in one compartment and all spoons in another takes less time to unload since the flatware has already been separated. Doing this reduces wasted time.
The possibilities are limitless when it comes to the lean mindset. The truth is that lean can be implemented anywhere and everywhere; it is not just strictly for business use. When lean concepts are implemented and practiced at an early age they become just a normal part of life. Providing children with the tools necessary to be independent thinkers, who are capable of seeking improvement and reducing unneeded waste, will help to create a society of endless possibilities and opportunities.
In an earlier post I mentioned the similarities in agile and lean from a problem solving perspective. Lean and agile are also the same when it comes to the learning cycle.
One of the principles of lean that I have learned is Create a Learning Organization through Learn-Apply-Reflect. This principle helps drive home the importance of reflection. Many people and organizations do a great job of learning something new and then trying to apply it. Where most people and organizations fail is forgetting to reflect. The reflection step is where all the learning and applying comes together to understand how what was learned can best be applied in the organization. What worked? What didn’t work? What should be kept? What should be changed?
A sign an organization is doing this well, is the reflection is planned and not a reaction because something went wrong. The reflection is part of the project plan and will is scheduled upfront with no agenda but to learn and improve.
Agile has a methodology and a term it uses for this reflection and learning. It is retrospectives.
Agile uses planned retrospectives, usually once a week, to take a time out and gather the team to understand what is working and they should continue doing. As well as what is not working and should be changed or thrown out. It takes a monumental act to cancel a retrospective. These retrospectives are ingrained in the methodology and help the agile teams continue to improve on their process and work.
This is a great of example of Lean-Apply-Reflect. The agile team takes the learnings from the week, apply them and then have a planned reflection time a week later. The agile methodology does a great job of fostering the principle of creating a learning organization.
Do you have any examples of planned reflection in your organization?
Have you ever sat in a meeting where the discussion is about the high (sometimes low) inventory levels? Do you frequently hear the answer of, “Once we get our better forecasting tool in place our inventories will be better.”?
This is a strong sign the company has not fully embraced lean thinking.
A lean company would not even have a discussion where forecasting tools are the solution. A lean company is closely connected to their customers. The goal is to make one product when one product is bought by the customer. I know this isn’t easy for all companies, but the discussion would be around how to move in this direction. Not how a better forecast can be generated.
There is one thing I can guarantee about a forecast. It is WRONG!
I have never heard anyone say, “Man, I nailed that forecast! I hit it right on the nose!”
Don’t misunderstand me. I do believe there is a use in looking forward and understand what is coming. A company would like to understand if a peak or a valley of the product sales might be coming. This can help set and adjust maximum kanban levels for that period of time.
A forecast is good to understand directionally where volumes are heading. Forecasting is not a good basis for your entire inventory strategy.
It is a difficult mindset to change. When you do and act on that new mindset, the dividends it pays are enormous.
Recently, I reviewed The Lean Turnaround by Art Byrne. The book was excellent and really struck a cord with me. So while writing the review, I paused for reflection about what are the lean books that have influenced me the most and why. I came up with a distinct list of four books. Below is the list in order that I read them and why it had such an impact on me.
- The Toyota Way By Jeffrey Liker – This was the first book on lean that I read. Of course, right? It is the foundation of everything else. All the principles clicked instantly with me. The book showed me that others are doing it a better way.
- The Hitchhiker’s Guide to Lean By Jamie Flinchbaugh & Andy Carlino – I read this book after learning and implementing lean for about 4 years. The book took everything I had read from the internet and been implementing and organized it in a way that really made sense to me. The principles allowed me to organize my thoughts and actions. This allowed me to become a better coach/teacher/trainer.
- Better Thinking, Better Results By Bob Emiliani – This book was a great case study of how you can transform every aspect of a company. Not just manufacturing, but HR, Sales, and Finance. It showed how using lean to become more efficient can free up cash to grow or pay down debt. Great case study that really reinforced that lean can be done anywhere and should be.
- The Lean Turnaround By Art Byrne – This book reinforces what I learned from “Better Thinking, Better Results” but Art also laid out actions to be taken to have a successful lean turnaround. Art stresses and demonstrates the importance of having the top leadership engaged in the work and not just supporting the work. It was the first book I read that is designed for executive leadership.
Deeper reflection leads me to recommend reading these books in this order for anyone that hasn’t read any of them. It has a nice progression to understanding what lean is and what are some guiding principles to understanding how effective lean is when done throughout the entire organization and finally the need for executive leadership and how to lead a lean turnaround.
What lean/business books have influenced you?
The whitepaper explains how the 14 Toyota Principles bring to life one or more of the Lean Principles. It breaks down each Toyota Principle and shows which Lean Principles are brought to life and how.
The whitepaper is available fore download in the Downloads section of the Beyond Lean.
H&H Color Lab began in the basement of Wayne and Shirley Haub’s residence in a suburb of Kansas City, Missouri, in 1970. Wayne and his brother, Ted Haub, owned a portrait studio that had just landed its first high school senior contract. With a background in and love for color printing, Wayne chose to install his own color processing equipment in the basement of his home.
Business increased, and so did the need for additional space and employees. What began with Wayne doing everything from his basement has grown to 165 people and 55,000 square feet of space over 40 years later.
H&H customers are primarily school/portrait/wedding photographers. The offer a wide range of products from photo prints to books to Leather bound albums and digital products.
In 1999, H&H Color Lab started is Lean journey led by Lee Gabbert. Lee had been with the company for 5 years at the time and was chosen to learn more about lean and teach others at H&H. They started by reading “Lean Thinking” by James Womack and Daniel Jones. H&H also decided to get a sensei to help them learn as they traveled the bumpy road down the lean path.
H&H Color Lab started by setting up work cells, going away from a department mentality. H&H moved to smaller batches, moving cells closer to the monuments (that they couldn’t move), standard work, and lots and lots of 5S.
Muda (waste), lead times, late work and quality all had improved. In fact, the gains from lean had now freed up space that was once occupied by manufacturing departments. It allowed H&H to take the space and use it as a training facility to help customers from all over the United States. Thus, H&H University was born. Roughly 3,000 square feet of space was now designed and transformed into a learning center, working photographic studio with equipment, mock up photography sales room, photography studio work area, kitchen to host all day training, library sitting room with sample products that H&H produce on the book shelves and restrooms. By providing training for customers (mostly free of charge), you truly can engage in a partnership that can grow.
All of this work allowed H&H Color Lab to make a success transition from the “Age of Film” to the “Digital Age”. Understanding their customers and providing training and education others companies do not, shows how the most important part of lean, focusing on the customer, helps you innovate, grow and thrive.
Here are results that H&H Color Lab have seen from their lean implementation.
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A question that I get quite often is “What does lean say to do?”
My short answer, “Do the right thing for your situation at this time.”
When lean is not understood people think lean has magic answers for them. This is easy to do when the mindset is lean is a bunch of tools and concepts that just need to be put into place.
They think lean can answer their questions. Lean does not answer your questions. Lean helps you to be able to answer your questions.
When lean is understood to be a way of thinking, a set of principles to help guide how you go about solving a problem then it is easier to understand that lean says, “Do the right thing for your situation at this time.”
A popular example is when people think “Lean says I have to have level flow, because I have to eliminate waste.” If their business does not allow level flow or it does not make sense at that time they can get discouraged and believe lean is not for their business.
Hospitals are a great example. Early on they tried to implement level flow, but they couldn’t because people getting sick is out of their control.
When it is understood that lean is about creating value for the customer, people have a different lens. One way to deliver value is to eliminate waste so I have more capacity to do value added activities. Level flow is one way, but in a hospital there are many other ways. Once the thinking was understood, hospitals started to embrace lean.
The next you you hear someone ask, “What does lean say to do?” Answer by saying, “Think in a different way and do what is right for your situation at this time.”