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Ten Tips to Help You with Your Kaizen Continuous Improvement Strategy The Kaizen methodology encourages ongoing efforts to ensure continuous improvement throughout a facility. This improvement can come in many forms including waste elimination, improved efficiency, safer work environments and much more. To simply say that a facility is employing Kaizen strategies, is essentially meaningless if you don't have any concrete action items you are following. Whether you're just getting started or you are looking for ways to reinvigorate a Kaizen strategy that is not effective, the following ten tips will be very helpful. Each one can give you ideas on what you can do encourage improvement and allow that improvement to grow and expand long into the future. Tip #1 - Harness the PDCA Strategy One of the key concepts used in Kaizen is the "Plan-Do-Check-Act" strategy. This is a quality model that can be used when implementing any type of improvement in the facility. As you might expect, the PDCA strategy is a cycle of ongoing improvement that should never end. The steps are as follows: Plan - This step is where you identify an area where improvement is possible and make an initial strategy on what chance should be made to realize the desired improvements. Do - Implement the change, but only on a small scale. This may mean having one department make the change in some situations or for larger corporations, having one facility make the update. During this step it is also very important to be gathering as much data regarding the change so it can be properly evaluated. Check - Review the results of the change including the data that was collected. Looking to see if they had the desired impact or not is critical to know whether you should move forward with rolling the change out to other areas. Act - IF the data in the check step points to a success, it is time to push the change out on a wider scale. Once the change has been successfully implemented you wi

Much has and needs to be said about an enterprise's AI strategy. Artificial Intelligence or AI is considered a fundamentally disruptive technology similar to the steam engine, electricity etc, a technology that will be pervasive and absolute in its impact on the world and its inhabitants. The ability to find hidden patterns to predict the future or detect a behavior has massive implications across the world, in every industry, sector, and domain. When faced with this realization, enterprise's can find themselves stuck, paralyzed and unsure about how to proceed. The field of AI is decades old already and the early success stories have been practicing AI for multiple years already with the tech industry leading the way. How can an enterprise that has no experience and competency in this area let alone lead the technology or even leverage it appropriately to drive business value? When developing the AI strategy, two ideas are paramount. First, this a fundamentally disruptive technology and the enterprise will need to establish it as a core competency for the foreseeable future. Not doing so will not be an option. Second, a long-term plan to success is superseded by the need to drive quick wins and small successes not only to build confidence but use real-world experience to develop and hone that skill. The Short-Term AI Strategy The short-term AI strategy should focus on driving immediate business value through enhanced customer experiences that leverage any field of AI be it machine learning, deep learning, natural language processing etc. Driving the usage and deployment of AI in front of an end user making them smarter, productive and better informed can pay rich dividends by not only helping the enterprise can real-world experience, but it can also give a perception boost to the company as being innovative and cutting edge. However, most importantly, this can highlight and promote the success and potential of AI in the enterprise and encourage a snowball eff

Digital Transformation is tough, even for seasoned technologists. This is because it is a transformation of an organization at its core. Everything from culture, technology, ideation, development, integration, delivery, and support needs to fundamentally shift to be more customer-centric, service driven, automation first and experimental in nature. No wonder that a lot of organizations take a long time and a lot of investment to see ROI from their digital transformations. Here are 5 signs that your digital transformation might be in trouble. Culture mistrusts the core digital transformation team You are spawning new initiatives before completing previous ones Decisions are top down with low accountability at the leaf nodes You tend to focus on technology stacks with little focus on customer value Inter-organization politics stifles cross-organization scenarios Culture mistrusts the core digital transformation team It is almost impossible to make an entire organization aware and participate in digital transformation at the same time. There are exceptions but in our experience, starting out with a core digital transformation team is a much better strategy than otherwise. This team should be enabled to attack a limited set of important and business relevant problems, build cutting-edge solutions and use them as examples to train and evangelize digital transformation strategies to the rest of the organization. However, the more entrenched an organization in the old way of doing things, the harder they might this central team. Resistance can be active and passive such as refusal to share data or provide the relevant context of the problem. An organization that does not set up the early crusaders for success almost always has a much harder time showing value from their digital transformation activities. You are spawning new initiatives before completing previous ones Executing on a digital transformation strategy is much harder than defining the strategy especially fo

The cutting edge platforms for today will be the commoditized platforms of tomorrow. As the technology matures and evolves, the previous generation of technology becomes easier to build and deploy enabling a rush of vendors to capitalize on it by making it accessible to the largest possible customer base. This puts enterprises in the nontechnology sectors in an awkward position. Often not ready to consume the latest and greatest technology due to parts of their stack unable to leverage new technology and requiring upgrade to and deployment of the stepping stone technology, these enterprises have to choose between vendor lock-in in a multi-year software and service contract or risk building and implementing a version of the older technology in-house. Business Drivers of Infrastructure-as-a-Service The biggest risk in building technology platforms in-house is the risk of commoditization. The argument played out with the debate over internal vs. public clouds. Initially, enterprises were hesitant to leverage public clouds with several of them opting to build internal, private clouds. Building a cloud is hard. Operating and maintaining a cloud is even harder. Ensuring that the cloud is running on and leveraging the best in class technology requires dedication to the cause. This is often missing in non-technology enterprises by design given they are driven by different and separate business drivers and considerations. A cloud service provider is motivated to ensure the best in class service and technology because that drives revenue for them. An enterprise whose main business is not offering cloud or software services will not be motivated by the same drivers and thus there will be an inherent difference in their approach and success with building and delivering an internal cloud. Business Drivers for Platform-as-a-Service The same argument (public vs private clouds) applies to platforms. Building the best in class platforms that offer the ability to develop cuttin

One of the top reasons for digital innovation and transformation failures can be summarized as the enterprise trying to reinvent the wheel. This is the tendency of the enterprise to attempt to create technology, platforms, and applications that have already been implemented, scaled, optimized and almost perfected. This tendency almost always ends up a failed one as it does not create any net new value for the enterprise but comes with a massive opportunity cost as the enterprise spends crucial resources on reinventing the wheel than innovating for the customer. How The Wheel Is Reinvented Nontechnology enterprises can get trapped in a reinvent state where they conclude that homegrown technology is the only path towards customer and business value. This in itself is not entirely false however the type of enterprise and their decision-making process along with the capabilities they have in house have a very large impact on the success of the strategy.eRaaadada Reinventing the wheel happens when a non-tech enterprise discovers a technology trend towards much later in the hype cycle almost towards the end when the technology is hitting the mass market and decides to recreate or reinvent its own version of the technology. This is often done with the assumption that with some investment, the enterprise can have a home grown version of technology or platform that is designed specifically for its needs and is thus a better fit. However, enterprises assume that the state of the technology will remain constant and while they are attempting to home grow a version that can match the current state of the art. In reality, the state of the art shifts and the enterprise is not able to bridge the gap. Who Reinvents The Wheel Typically, technology teams often decide to go down the path of reinvention when they are allowed to make technology upgrade or technology creation decisions without business KPIs and cost constraints i.e. clear success criteria with fixed cost and clear ti

Best 6 Tips & Practices, Successful cloud migration strategy

According to the Insurance Information Institute, 40% of businesses affected by a natural or human-caused disaster never reopen. When disaster strikes, consumers can only wait so long before moving on to another supplier or service provider if you are not able to get operational in time. Insurance might help to recover some of your loses, but it will do little to replace your customers. More importantly, the safety and well-being of your employees as they cope with disaster is a hefty task in itself to take on. In light of recent events, many organizations are left wondering, are they ready and prepared when disaster strikes? So just what does it mean to be ready? Investing in a preparedness program can make all the difference in the world when disaster strikes and promote an internal belief that your company is ready for disaster when it strikes. This policy should reflect the mission and values of your organization that can be implemented seamlessly throughout the company. Focal points of your preparedness program should detail specific goals including: The overall safety and protection of your employees, visitors, and any other persons that may be at your facility when a disaster occurs. Don't forget to account for persons with disabilities and special needs. Keeping customer service operations functional Protection of assets, both in the physical and electronic form Environmental protection and contamination prevention Companies image and reputation Having a team to help continue the improvement and implementation of your program is vital to its success when needed. Your team should meet regularly to continue the development and focus of the program. Each individual will have their own role and responsibilities when disaster strikes, a proper preparedness program will identify these, insuring an accountable team to help in the recovery process. How do you know what to plan for? It's impossible to predict what the next disaster will be, but accounting f

Transforming into a tech company has become top of mind for executives in all major industries. It is clear that modern technology will fundamentally alter what and how business is done in every domain, sector, and industry. This has led to a call to arms in every enterprise to understand how they can transform into a tech company. The Tech Company Magic Tech companies have fine-tuned the art of bring new digital products and services to the market, quickly, efficiently and effectively and understanding customer feedback to iterate and improve. This capability makes them incredibly agile and leads to faster experimentation that is cheaper and involves less risk. In turn, this enables them to bring new capabilities to the market and even if all do not succeed or get traction, a few do and that drives innovation, customer satisfaction, and growth. From the outside, tech companies appear to be massive juggernauts that are unstoppable and able to crush everything in their path. The 'Non-Tech' Technology has been leveraged in every sector and industry, however, it has almost always been treated as a means to an end, something that is required but never the real value driver for the customer. This has led to the typical organizational structure in enterprises into "Business", "Operations" and "Information Technology". The "Business" arm generates value for customers, the "Operations" team carries out the requirements of the Business team and the "Information Technology" team provides the systems (databases, network and compute) required to "keep the lights on" for the Operations and Business Teams" This structure served enterprises well in the last decades as customers did not have an alternative to directly working with the enterprise and this fortified the value supply chain and also established a hierarchy of sorts within the enterprise where the business looked down upon operations who looked down upon technology. The purpose of

A pitfall in the path to innovation and disruption is the lop sided focus on "creation" and not enough focus on "consumption". Creation is the process of creating platforms, products, and solutions where as consumption focusses on ensuring that the created artifacts deliver the intended value. Too often enterprises get caught up in "creation" or enabling "creation" and lose sight of the fact that without consumption, anything they create is bound to be a failure. Creation & Consumption can not be Sequenced A misconception that often exists is that "if we build it, they will come" i.e creating the product and solution is enough and its existence will automatically lead to consumption and value generation for the customer. However, creation and consumption cannot be sequenced i.e. made a focus sequentially. Creation and consumption only succeed when they go hand in hand where tight, iterative loops ensure that the creation is informed by consumption trends and feedback and that consumption is also leveraging the latest creations. What Does A Lop-Sided Focus Look Like The top 3 signs of this lop-sided focus are as follows Focus on Building Platforms When the focus of the enterprise is building platforms and when customer value is only created when a developer leverages the platform to build a customer facing application, it often means that the effort invested in the platform has no ROI. When the focus is on platforms, application investment suffers and the platform builders get sidetracked with platform KPIs as opposed to business value KPIs. The platform builders might only focus on "Developer" satisfaction when ultimately, customer satisfaction matters for the business. Focus on Tools, Not on Solutions Another sign of lop-sided investment is a focus on tooling at the expense of solutions. Enterprise teams can often go overboard with building large libraries of tools and using the adoption of the tool as a metric of success. However, simil

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This week's webinar features Guest Speaker Rich Stocks Rich Stocks Youngevity business trainingwho has been with Youngevity for 21 years. Rich helped the company to launch in Australia and New Zealand about 20 years ago. He has an impressive history in Network Marketing and as a business entrepeneur. Some of the highlights of Rich's career are: 4 Star Executive with Youngevity Author / International Speaker and Trainer Successful Entrepreneur Youngevity Circle of Excellence Inductee Member of Youngevity Circle of Honor A member of the Multi Million Dollar Earner's Club Featured in The Greatest Networkers in the World by John Milton Fog

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Lean systems are meant for producing the best products and services with little or no wastage of various kinds of resources. Lean supply chain management purports to create a well designed supply chain management system where all the resources are effectively utilized. The people, processes, technologies and suppliers will be optimized at the beginning of the implementation and it will be an ongoing process. The best of the best features will be implemented and there will be no room for waste. Lean supply chain helps companies deliver high quality products quickly and efficiently. What is expected from lean supply chain management? In fact, lean supply chain management is a new way of thinking to understand the supplier networks. It is required to have cooperation with various suppliers and should be able to balance it with the competition present in the market. There is a great deviation between lean supply chain management and traditional methods. There will be less number of structures in lean model whereas they are more in traditional systems. Most of the lean supply chain management principles are derived from the basic lean principles. How companies will be benefited by the lean implementation? By implementing lean methods in a systematic way, companies will be benefited to the greatest possible extent. The winning business strategy realizes the importance of the relation between the supply chain management and the overall financial status of the company. By streamlining the supply chain management with all the other core aspects of the company, the business will emerge into a profitable enterprise and will be able to deliver cutting edge solutions. Strategy for lean supply chain management In order to implement the lean supply chain management in an effective manner, it is required to build the core infrastructure and should be collaborated internally and should be executed externally as well. The next step would be the selection of the right kind of

Lean has been helping companies streamline their production, eliminate waste, and generally improve the way things are done for many years. Initially, the concepts behind lean were primarily used only in companies and facilities that were directly involved with physical product creation, such as manufacturing plants, factory floors and things of this nature. However, over time the lean methodologies have been adapted and implemented in almost every other type of business, ranging from health care to information technology, and many more. When done properly, lean can help improve virtually any work environment to help eliminate waste, improve communication, and to help ensure that the products or services being developed are indeed something customers will be interested in. For instance, when working in an information technology environment, it is important to be able to understand how lean strategies can be implemented, and why they are so important. The following are some of the most significant reasons why lean IT strategies should be taken seriously by any company that uses technology in their business (which is almost all of them!). Lean Promotes Ownership One of the things about lean strategies in an IT environment is that virtually every task completed is owned by an individual. Even if a person does not do all the work for a particular project, he or she will be directly responsible for overseeing it. This creates a sense of ownership, which can help in a variety of ways. It will give other teams a single point of contact for obtaining updates, providing feedback, or requesting changes. This will also allow the owner of a specific project to drive the progress directly, rather than having to rely on large committees or other types of groups to receive pertinent information. It is important to note that just because one person owns a process or project does not mean that he or she can simply dictate things to other groups. Instead, that person is there to

This year, Creative Safety Supply is hosting a scholarship competition for college students. Students currently enrolled in a college, university, or technical school who have a minimum 3.0 GPA and are United States citizens are eligible to apply. Those interested can find full eligibility details, as well as two essay questions, here: https://www.creativesafetysupply.com/scholarship/ Creative Safety Supply developed this scholarship program to support students pursuing higher education. On a daily basis, we work to help businesses achieve their goals and we wanted to help students achieve their goals, too. The winner of the competition will receive $1,000 to be applied toward educational expenses in 2017. As part of the application process, we're interested in hearing from students about their career goals and about ways they have used creative thinking to achieve academic or personal success. Finding creative solutions to common safety, compliance, and productivity problems is what we do, and we believe this kind of thinking plays an important role in any endeavor, whether that endeavor is in the workplace, education, or personal life. Since we launched our scholarship program this summer, we've seen a positive response from students across the country. If you are or know an interested student, there's still time to apply: the deadline for the scholarship is next Thursday, December 15th. A winner will be selected in January. Contact scholarships@creativesafetysupply.com with any questions.

On the A Lean Journey blog, Tim McMahon offered up the reins to Lean Six Sigma writer, Kathryn Thompson, about a case study in lean manufacturing and six sigma. Inappropriately titled "The Successes of Lean Manufacturing and Six Sigma: A Case Study," Thompson's post is sparse on details and any data backing up the claim that Midlake Products is a decent model for lean and six sigma. No disrespect intended toward Ms. Thomson, but this article is NOT a case study. It reads more like a press release for Midlake Products. Thompson's post gives a summary of this company's lean six sigma background and links to their website which, for all intents and purposes, is devoid of any significant examples of how they implemented lean or six sigma and what the pros/cons included. A case study is something that gives a reader some indication of a need for improvements, the processes implemented, and results. They are important documents for anyone who is contemplating starting a program and looking for basic firsthand perspectives from professionals in their industry or comparable production models. If one were to desire a real case study on the matter, I'd recommend this one from Lean Enterprise Institute for starters. It lays out the information in a more traditional way.