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Comments for The Lean Thinker



Thoughts and insights from the shop floor.



Last Build Date: Wed, 03 Jan 2018 01:46:47 +0000

 



Comment on Only Action Reveals What Must Be Done by Mark Rosenthal

Wed, 03 Jan 2018 01:46:47 +0000

Thomas - You are correct. Thanks for pointing it out. Fixed. :)



Comment on Only Action Reveals What Must Be Done by Thomas Sortino

Tue, 02 Jan 2018 22:51:05 +0000

Hello Mark I like the reference, and the alignment I see with the Scientific Method. Question - is there a typo in the second sentence of the third quoted paragraph? The first "when" - should that be "what"? Thanks for expanding the conversation!



Comment on Overproduction vs. Fast Improvement Cycles by Mark Rosenthal

Thu, 07 Dec 2017 11:58:26 +0000

Hi Bill - Nice to hear from someone from those days. I don't know if you have seen these (they are 10 years ago), but there are a couple of old posts that give some a glimpse of what was going on behind the scenes among the KOS Directors. If I recall correctly, early in this discussion with Earl was the first time Paul's "rules" were written down and codified: http://theleanthinker.com/2009/05/10/genchi-genbutsu-in-a-warehouse/ A little later on, we had a pretty significant epiphany here: http://theleanthinker.com/2007/07/10/the-chalk-circle-continued/



Comment on Overproduction vs. Fast Improvement Cycles by Bill Iacovelli

Mon, 04 Dec 2017 21:16:42 +0000

Regarding the phrase "Small Changes" Doesn't Mean "Slow Changes": I don't no how many times Paul Cary preached the mantra "small steps...but quickly"! Still rattles around in my head going on nearly 15 years!



Comment on Only Action Reveals What Must Be Done by Lonnie Wilson

Fri, 01 Dec 2017 17:33:58 +0000

thanks Mark, that was an interesting string of thoughts that applies to us and all we do.....consciously or unconsciously



Comment on Are You Overproducing Improvements? by Mark Welch

Wed, 15 Nov 2017 22:29:31 +0000

Well said, Mark. Sounds like we’re essentially on the same sheet of music.



Comment on Are You Overproducing Improvements? by Mark Rosenthal

Wed, 15 Nov 2017 17:59:38 +0000

Mark - Your last thought - that the week long event is built around travel schedules is likely right-on. Looping back around to the top of your comment: "There is a time and a place for them." I agree, sort of. All of the evidence I have suggests that the origin of these events is training rather than the primary intent to make a lot of changes. In fact, that is how I use those events today. Superficially the structure is similar. The difference is the intent. My goal is to kick-start a process of making, and discussing (using the Toyota Kata structure) a trial or improvement every day. Those daily improvements or experiments are aligned on meeting a specific target condition which, in turn, is on the way to a longer-term organizational challenge. At the end of the week, we don't have a list of action items to complete. The "change" has been more to establish and practice a new daily routine. Thus, instead of those long to-do lists (excess WIP of ideas and improvements), we have "the next step" and each step taken identifies the next step to take. Now we are doing 1:1 flow of improvements with pull(!). Your structure of breaking these things into smaller chunks is the same idea. Each chunk is tested and anchored (checked for quality, fitness-of-use, modified as necessary) before moving on to the next. Thus, you are moving toward one-by-one flow with smaller batches. The whole point, I think, is that there is a limit to how quickly an organization, ANY organization, can absorb change. Exceed that limit, and it isn't going to work. The capability to absorb change can, itself, be improved through practice.



Comment on Are You Overproducing Improvements? by Mark Welch

Wed, 15 Nov 2017 11:53:06 +0000

I like the comparison of Kaizen events to monuments. This can be very true, although there is a time and a place for them. My experience has been, though, that I’ve gotten better results and my customers have been more satisfied taking a workshop approach, with a few hours or a day as needed, breaking the improvement process up over several days, weeks, or even months, which gives the improvement process the necessary time intervals to perform needed PDSA. Leadership also has liked the way their resources aren’t consumed in large chunks of time. Kaizen events fit nicely into consultants’ schedules, though, and make big money for consulting companies ;-)



Comment on The Ecosystem of Culture by Ulises Alcázar

Thu, 09 Nov 2017 23:26:52 +0000

Hello Mark. Most of the times we ask ourselves why is not working (any lean tool implementation) in the way is supossed to be. I think we are on a long way to stop "copying and pasting solutions" and start to create adaptiveness, and create our own solutions.



Comment on Often Skipped: Understand the Challenge and Direction by Nested Organization Development Model - mikecardus.com

Sun, 29 Oct 2017 23:32:19 +0000

[…] Was reminded of the usefulness of working to understand the outermost boundary ‘Agency Value Proposition’ while reading this on The Lean Thinker. […]