Tag Archives: lean manufacturing

Field of Daisies

A daisy rising from my brick walkway reminded me this morning, that even in the worst environment, there is a chance for growth.  But this kind of individual heroism does not portend success for Lean transformation.  As an organization with the slogan “Everybody Everyday,” GBMP places high value on Total Employee Involvement as an essential piece of continuous improvement.

I have a long-standing practice of asking managers “What percent of your employees come to work every day, excited about a potential solution to a problem or an idea for improvement?”   

After 20 years in Lean consulting, the answers I receive to that question have not changed much.  Here are a few:

  • “We had a good run for a few months when maybe a third of our workforce was engaged, but we’re probably at about 5% now.”
  • “The only serious work on improvement or problem solving comes from our dedicated Kaizen team.” 
  • “One company owner, call him John Smith, actually told me during a sales call, “Our employees are morons, so that wouldn’t work here,” a comment sufficiently offensive that I politely excused myself from the meeting: “If that’s how you feel, Mr. Smith, then you’re right, Lean is not an option for you.” 

Fortunately, most responses to my question are kinder than Smith’s, but the percentage estimate for employee involvement is still almost always less than 25%.  If less than one fourth of employees are participating in problem solving or improvement, no wonder so many organizations report lukewarm outcomes from Lean.  You can debate the exact percentages for employee involvement, but all of the estimates and expectations are resignedly low.  

So, what’s missing?  Do we need  better employees as Mr. Smith suggests?  Or are employees like the daisy in my walkway?    Even an awful environment will grow an occasional daisy.   We call those few, the “self-starters”, the “A-team”, persons who rise above every obstacle to achieve.  And how do we reward them?  We give more challenges to them until they are overwhelmed.  That’s the predominant system. 

So, how do some organizations break through to generate broad employee involvement?   A manager from one Shingo Prize-winning factory related:

 “When we first subscribed to the Shingo insight that systems drive behavior, we realized if employees were not engaged, then perhaps the means by which we encouraged involvement needed to be revised.  That was a humbling eye-opener.  For example, we discovered that our idea system was literally losing employee ideas in the evaluation process.  Employees took this as rejection and just stopped submitting ideas.  They felt disrespected.”

At a deeper level, the willingness of this factory’s managers to question the systems that they themselves had created exemplified a couple of fundamental Shingo Principles:

  • Lead with humility
  • Respect every individual  

According to the manager from that factory, “the biggest lesson for me personally was how much my behavior affected all of my employees.  These principles have been guideposts for us to create an army of problem solvers.”  Call it a field of daisies.

Are you relying on a few self-starters to create improvement or are you developing an army of involved employees?   Please share your thoughts.    

O.L.D.

BTW – Want to learn more about creating a culture of Total Employee Involvement?  We’ve got a twofer for you. 

First, on October 21-22, we’ll be at Legrand (Wiremold) in Hartford teaching the Shingo Institute’s CULTURAL ENABLERS workshop that describes the fundamental principles of Lead with Humility and Respect Every Individual.  Read more about it here.

Then on October 23-24, the 15th Annual Northeast LEAN Conference will be held at  The Connecticut Convention Center, also in Hartford. The event features 50+ sessions to engage the hearts and minds of our most valuable asset, out employees. Learn about GBMP’s biggest event of the year here and register your team today! I sincerely hope to see you there.

Customer First Santa

santaEvery December the man in the red suit delivers cheer and presents to millions of happy children around the world.  It seems like magic, but a closer observation of Santa’s behavior demonstrates that Santa actually employed critical elements of TPS philosophy long before Toyota itself did.  For example,  Shotaro Kamiya, Toyota’s first president of sales, hired away from Nippon GM in 1935, championed a new idea at Toyota:  “The customer comes first, the dealer second, and the manufacturer third.”  Kamiya’s “Customer First” philosophy was revolutionary for Toyota and bedrock in the philosophy.

Yet, as can be seen from this documentary footage of Mr. Claus,   Santa was abiding by this ideal many years earlier.   His chagrin, when asked to “push” toys that were slow movers, indicates St. Nick’s abhorrence for speculative production also known as overproduction.  After all, the Christmas list was the original Kanban.  Without this pull system, Santa’s elves would, like many manufacturers, always be very busy building the wrong things; and Santa would have to leave backorder notes under the tree on Christmas morning.  As for standardization, anyone familiar with Norad’s Santa tracker will attest to his standardized conveyance route.  And Oh!  What a Takt time for the jolly old elf!  I have to admit that despite my enduring admiration for Toyota’s Production System, none other than Santa Claus is the penultimate just-in-time provider.   Thank you, Santa.

To everyone else, ho ho ho.  Have a restful and happy holiday.  Gratitude.

O.L.D.

P.S. I hope you will join me this upcoming Tuesday, December 18th, for my monthly free webinar “Tea Time with The Toast Dude”. I’ll be discussing how organizations sometimes struggle to gain traction with Hoshin planning. While substantial energy is put into the strategic planning process, too often the plan becomes a static document that fails to align and motivate the entire workforce. The deployment part of strategy deployment does not happen. Read more/Register here. Did I mention it’s free? Hope to “see” you there.

Late Bloomers

late bloomers.jpg
Last week as I climbed into my car, I glanced at a tub of morning glories that I’d started from seed last March.   All spring and summer the plant grew taller and taller leaping at one point off the trellis and over the garage door frame.   Green and gangly, my morning glory plant was the picture of health, but for one thing:  it had no flowers. I watered and fertilized, but each morning as I climbed into my car nary a bloom; even into the early fall there was only greenery.  With the first frost imminent, I’d pretty much given up on the idea of blooms.

 
But then, suddenly (or so it seemed) on October 19th there was a profusion of heavenly blue blossoms.  I waxed philosophical at the sight, reflecting that some of us are just late bloomers.  We find our passion, if we’re fortunate, a little later in life.

 
One week earlier I’d delivered the opening keynote at the Northeast Lean Conference in Providence, RI.  Before beginning, I asked the audience for a show of hands:  “How many of you,” I inquired, “when you entered the workforce and took your first job, had no idea that one day you’d be attending a conference that dealt with transforming your organization?”   Five hundred hands went up – almost everyone in the hall.    Perhaps there were a few twenty-somethings who knew from the first that this would be their career, but for most of us, there was no guiding vision of Lean Transformation when we took our first jobs.  For me personally, there were few resources to even prepare me for the struggle of a cultural and conceptual revolution.   I left school with a B.A. in English literature to work in a marketing department.  Today I relate happily that, with the exception of that first job, I’ve been equally unprepared for every job I’ve ever held.

 
In fact, if the hands in the audience are any indication, many of us entered the workforce with a different idea of the future.   Who knew we’d become excited about dealing with seemingly overwhelming challenges?  Who knew that a serendipitous struggle – or in some cases calamity – would draw us into the fray?  Who knew that would become a personal burning platform.   “Thank you,” I said before continuing, “Thank you for the important contributions that you all make.”  Late bloomers, all of us.

 
I’d be very interested to know, how did your Lean journey begin?  Please share your story.


O.L.D. 

PS A quick reminder: At the conference last week, we offered a special super early bird discount ticket price for next year’s Northeast Lean Conference – October 23-24, 2019 in Hartford CT – good through the end of this month. If you’re planning to attend (and you should be) register now and save huge (only $795 per person instead of the regular $995 for members, $1095 for non members). The theme will be “Total Employee Improvement”. We can’t wait.

 

 

More Than Toast

More than ToastIt’s hard to believe that 2018 is the 20th anniversary for the Toast Kaizen video.  After two decades, nearly one hundred and fifty thousand copies have been sold – in more than a dozen languages from Spanish to Icelandic.  It’s everywhere.  Several years ago, while walking down the streets of Dubai, I was stopped by a gentleman who pointed to me and declared, “You’re the Toast Man.”    I frequently encounter folks who tell me, “You’re famous,” to which I reply, “No, the “Toast Kaizen” video is famous.”  And happily so.  What was originally intended as a device to encourage fellow managers to get out of their offices and go see has become a non-threatening way to explain continuous improvement to almost anyone.   As I say on the video,  “It’s not about the work, it’s about the things that get in the way of the work”.

While it’s gratifying to think that this campy thirty-minute video has found a place in Lean Transformations, it’s also a little concerning when I hear that the “Toast Kaizen” video is the Lean training.  What was created as an icebreaker, has occasionally been overblown beyond its purpose.   Some time ago, while speaking at the Shingo Conference I asked attendees in the audience how many had seen the Toast video.  Nearly every hand went up.  But when I asked who had read any of Shigeo Shingo’s books, only a few hands went up.  I asked the audience, “Did you know there’s a whole lot more to Lean than the Toast video?”

Yes, a whole lot more than viewing the “Toast Kaizen” video will be needed to really receive the benefits of Lean.  Toast is just a small catalyst to kick off the continuous improvement engine.  This is why at the 14th Annual Northeast L.E.A.N. conference, while we celebrate Toast’s 20th (tattoos and Toast caps for everyone), we are also homing in on those transformers that have truly become Lean Learning organizations and whose compelling results bear witness to their efforts.

There’s still time to register, but seats are filling fast.  Please join me on October 10-11 at the Providence Convention Center. Rhode Island is beautiful this time of year. I’d be remiss if I didn’t also mention the two Shingo Institute courses – Discover Excellence and Continuous Improvement – which are being offered in conjunction with the conference. You can learn more about those here.

O.L.D.

Silver Toaster Spirit

silver-toaster-fBob C. was a front-line employee with twenty-five years experience.  His day was spent operating a machine that stripped and terminated leadwire assemblies.  Problem was, there were over one thousand different assemblies and it seemed that, while the machine was always busy, it was always behind schedule.  Because these wire assemblies were needed for virtually every product his company manufactured, stockouts were a highly visible frustration.

Industrial engineers addressed the stockout issue with the purchase of a new high-speed wire machine.  The machine performed several operations in a single pass and cut cycle times in half, but it took much longer to set-up than its predecessor.  And, because the new machine was very noisy, Bob’s department was moved far away from his internal customers and enclosed in soundproofing foam.  As parallel countermeasures to stockouts, production schedulers massaged the sales forecast to bump up planned quantities of popular products, while inventory planners increased safety stock quantities for high-runner wire assemblies.  These steps combined to pyramid inventories to record levels; one entire row of high-bay storage in the automatic storage and retrieval system was now dedicated to wire assemblies; but, no improvement to delivery.

These were pre-Lean times with pre-Lean countermeasures, none of which involved Bob C.  He was just some guy on the front line, as much an object of change as the lead-wires he made.  Then Bob’s company discovered the Toyota Production System, referred to now as Lean.    The technical aspects of Lean resonated with Bob immediately: Why not build what his customer’s needed as opposed to some speculative amount based on forecasts and safety stocks?  Bob reasoned, “If I build only a week’s supply instead of month’s worth, I won’t even need the high-speed noisy machine; I can use the older machine that has short set-ups.”   This was the birth of Kanban at his company, a simple two-bin system.   It was a difficult birth.

“He’s not building to MRP,” declared the inventory planners as though it were heresy.   Production control, already in hot water with the sales department, echoed concerns of inventory Armageddon.  “We’ll go out of business if we do this.”   Bob’s plan was scaled back to a proof of concept pilot.  With one foot in the pull world and another still in push, Bob persevered: small batches triggered by Kanban made on the old machine and gross overproduction for the remainder produced on the new high-speed machine.  Little by little Bob’s concept was borne out; stockouts were nearly eliminated for the pilot parts. After several months, a plan was generated to gradually phase in additional parts.

But Bob wasn’t satisfied. As he reflected on the set-ups steps for his machines, he determined that they could be greatly reduced – almost eliminated.  “If we can make a few simple changes to this process, I can build a day’s worth and still keep up.  I can produce the low-runner wires pretty much as needed.  And, I no longer need the noisy high-speed machine.”  By this time, Bob was no longer “some guy on the front line.” He was a change agent and a thought leader.  “We can use pull for all of our production.”  Bob became our Kanban expert.

Bob C. continued to think about his production.  “Why so many wires?” he asked.  “Some lengths differ by only a thirty-second of an inch.  Who cares?”  It turned out that nobody cared. Wire assemblies had been designed in different time periods, and designers had not had good design tools to identify the insignificant differences.  Bob saw the opportunity, however, because he was on the front line and was looking for improvement opportunities.  I posted a story about variety reduction in 2011 if you’d like to know more about that.  In short, however, far fewer lead-wires part numbers were ultimately needed.

Until his retirement, Bob C. continued to develop mastery of his craft and freely shared his learning with everyone around him.    In that spirit, GBMP established the “Silver Toaster Award” in 2008 to recognize front-line employees that have demonstrated exceptional leadership and spirit for continuous improvement.  The award is presented annually at the Northeast Lean Conference.  All nominees receive free admission to the conference, and one of this distinguished group will receive that Silver Toaster.

Is there a front-line employee in your organization with the Silver Toaster Spirit whom you’d like to nominate?  There’s still time.  Here’s how.

Hope to see on October 10-11 in Providence at the 2018 Northeast LeanConference.

O.L.D.

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