Posts Tagged ‘ Lean ’

Last week’s tweets

February 6, 2012

In case you missed it, here are some tweet & re-tweets of articles & other things that caught my eye last week: From Others: From @tedcoine: YES!! RT @shawmu: Actually give a S### about the development of individuals.ow.ly/8SkuB via @kris_dunn From @ShingoPrize: Robert Miller said Shingo Prize focuses on more than just culture, it focuses on how to change culture #lean#ShingoPrize From @DemingSos: “Stamping out fires is lot of fun, but it is only putting things back the way they were.” “Manage cause, not result. #Deming#quick-fix From @TheOnion - Area Man Uninterested In Creating A Better Community Even Though This May Benefit Him In...

How do you go to the Gemba when the Gemba is anywhere and everywhere?

February 1, 2012

By David M. Kasprzak

I have a dilemma. Since I have been blogging about ROWE and contemplating the virtual workspace, it is at odds with my affinity for Lean Thinking and, especially, the concepts of going to Gemba and Leader Standard Work. If process excellence is facilitated by having Leaders go to where the work takes place, how can this same process excellence be gained when workers are at home in their pajamas, banging away on laptops?

Why you can’t blame ROWE for Best Buy’s trouble

January 9, 2012

By David M. Kasprzak

Culture-transforming practices don't necessarily make business successful. It's still a matter of sound decision making at the top that makes a company profitable, or not. The benefits of progressive, empowering, engaging cultures is that they are more able to take advantage of good decisions or favorable changes in the environment and, generally, lessen the impact when things take a turn for the worse.

A good Process can be followed anywhere

December 15, 2011

By David M. Kasprzak

If a process is well thought out, it should be executable from anywhere - home, work, hotel or whatnot. True, in many professions the equipment necessary to perform the task resides in one place. Nonetheless, when the tools necessary to perform a task are available....anywhere.....the processes to perform that task ought to be well designed enough that they can be performed anywhere.

Guest Post on Shmula!

December 1, 2011

By David M. Kasprzak

I had a post featured on shmula.com yesterday, once again examining the connection between Lean and ROWE. Here’s a snippet: To most workers, Lean initiatives (and other improvement efforts) suffer from a critical flaw – that you are supposed to engage in them only once you get to work. What isn’t addressed is that a lot of waste might come from just showing up. What if, instead of attendance, we focused only on the results? What if where you work was irrelevant as long as the work got done? What if meetings were optional, hours were idiosyncratic and people were...

ROWE, Lean and the Shingo Model

November 22, 2011

By David M. Kasprzak

While they are, perhaps, competing approaches to creating workplace change I do believe that ROWE and Lean compliment and reinforce each other much more than they contradict and weaken. I think this presents a tremendous opportunity to generate a new understanding of how to both bring about, and sutain, the workplace transformation that has been so inconsistent, and so elusive, for so long.

“Results Only” means “Value Only”

November 21, 2011

By David M. Kasprzak

Saying that ROWE is only about working when you want, wear you want is like saying Lean is only about reducing inventories. Yes - the outcome of adopting the practices in either ROWE or Lean are freedom or waste reduction, respectively, but they are really just the byproducts of adopting a new operational philosophy. Or, in other words, if you change the mindset - you change the inputs and, consequently, different outputs (such as freedom and reduced waste) result.

Role of Finance in Process Improvement

November 8, 2011

By David M. Kasprzak

I caught a great article from Brad Power that was posted a couple weeks ago on the Harvard Busines Review, entitled "Shifting Finance from Controlling to Improving." What Power demonstrates are several CFO's who have endeavored to make understanding finances simple to those who don't live & breathe it in daily lives. They change the terminology to something more intutitve. They measure performance in a way that makes bottom-line impacts intutive. They help to spread the word about Lean to others with no-nonsense, easily articulated, and most importantly - easily acted-upon information.

It’s still Easier, Better, Faster, Cheaper…in that order

November 2, 2011

By David M. Kasprzak

It’s still Easier, Better, Faster, Cheaper…in that order

The focus of improvement, and not just in lean, is in cost reduction and increased cycle time. That focus misses the point entirely, and remains unaware of just how brilliant the Easier, Better, Faster Cheaper methodology - when pursued in that order and that order only, truly is.

Lean for Life – Work Smoother, Not Harder – More Thoughts on Establishing Flow…

October 27, 2011

By Geoffrey Lennon

Action Item: From a personal perspective, be sure that you regularly set and review your personal goals and objectives, such that you can easily understand the extent to which a given opportunity at work or an ‘extracurricular’ commitment aligns with what you value.

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Posts Tagged ‘ Lean ’

Last week’s tweets

How do you go to the Gemba when the Gemba is anywhere and everywhere?

Why you can’t blame ROWE for Best Buy’s trouble

A good Process can be followed anywhere

Guest Post on Shmula!

ROWE, Lean and the Shingo Model

“Results Only” means “Value Only”

Role of Finance in Process Improvement

It’s still Easier, Better, Faster, Cheaper…in that order

Lean for Life – Work Smoother, Not Harder – More Thoughts on Establishing Flow…

Get your Memory Joggers!

CIG for Small Business by Gina Abudi

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