The Toyota Way Fieldbook states that when people deviate from the original plan, it’s a strong indication that there is a flaw in the plan. This was also one of the main points of Implementing Change – Get It Done! There are reasons why people are not following a new procedure. You need to find out what those reasons are and figure out what to do about it.
Sustaining the improvements can be the most difficult part of the change process. It can be very tempting to move on to the next project in today’s busy manufacturing environment. But don’t let up just yet because you are likely to see everyone drift away from your new best practices if you do not have the right systems in place. There are a few important points if you are to Sustain the Gain: [Read more]
Why Don’t People Follow Procedures?
So, 5S didn’t take hold…again….
I came across the tale of a 5S implementation failure this week. The work cell had been enthusiastic at first but, over time, that wore off and the discipline necessary to maintain the system weakened. As typically happens, the folks in the cell had reverted most of the way back to old behaviors. They remained [...]
Amusement Parks: What is the customer paying for?
J.D. Power Rankings – read past the headlines
A lot in the news today over the 2011 J.D. Power Initial Quality rankings, showing that ford slipped all the way down to #23, Lexus in on the top, and Honda won out in several categories. Those rankings are based on owner-reported problems within the first 90 days of ownership, measured as problems-per-one-hundred. Ford dropped [...]
It’s not about people, it’s about humanity
A quick trip over to dictionary.com shows this as the definition for “humanity:” hu·man·i·ty [hyoo-man-i-tee or, often, yoo-] –noun, plural -ties. 1.all human beings collectively; the human race; humankind. 2.the quality or condition of being human; human nature. 3.the quality of being humane; kindness; benevolence. And that is also the simplest definition of what is required to begin down the path of continuous improvement. There are many paradigms that attempt to define excellence, as well. Be it Lean, [...]
Work’s a Circus? We should all be so lucky
For Father’s Day, we took the boys (ages 6 and almost 2!) to see the Cole Bros. Circus. The show was amazing, and really served to highlight one of the many things I’ve come to appreciate since moving to New Hampshire from Washington, just about 9 years ago. Up here in the Granite State, most things [...]
Lessons Learned too late
One common practice that can be very beneficial, perhaps, but is all too frequently misused, is the “lessons learned” exercise at the end of a project. Often times, there isn’t such a session at all, which is good evidence that the organization doesn’t give much credit to actively learning. The greater failure of Lessons Learned [...]
Put out the fire or prevent the fire?
Anyone can respond to a fire – it’s survival instinct to do so. If you want to lead, you have to get out in front and prevent the fire.
Now, here’s the problem and, quite possibly, a paradox: The only way you can get away from all the fires you’re fighting is to let them burn. [Read more]
The Ridiculous JIT Discussion
Is Software the best answer?
It seems to me, however, that if we have people looking for the best possible solution to business problems, that writing more code and developing more applications might not necessarily be the best approach. I have worked alongside people who, frustrated with a manual process, simply say, “They ought to automate this!” Ahhh…..yes. The ubiquitous “They.” Those guys are at it again. Unfortunately, in the hurry to pass the problem along and have someone code it into machine-speed execution, a critical question never gets asked: “Why are we doing it?” [Read more]
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