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no matter if you choose to seek certification or not… I encourage you to do something. In the end I really believe that if you constantly seek knowledge with a humble heart while working to help others… you will not go wrong.

The FMEA Tool (Failure, Modes, Effects, Analysis) is a powerful tool available to a Lean Six Sigma practitioner. The tool is extensively used where a safety critical environment exists, such as the aerospace or automotive industry. The tool allows a team the ability to design quality and safety into processes or products on the front end of the environment, eliminating potential problems before they occur.

Too often [kaizen] has come to mean assembling a special team for a project using lean of Six Sigma methods, or perhaps organizing a kaizen "event" for a week to make a burst of changes. We sometimes hear the phrase "doing a kaizen" as if it were a one-off activity. At Toyota, kaizen […] is how the company operates at the most fundamental level.

I'm putting each of these on my Amazon wish list.

Steps to consider when applying "Lean" to services. 1) Define Improvement Targets on the Basis of Voice of the Customer 2) Make the Relevant Processes Visible 3) Determine the Time Traps 4) Analyse the Time Traps to Determine their Causes 5) Apply Appropriate Tools to Improve the Process

Can we use this concept in DC, Pressroom & POD?

A good reminder that during our Gemba walks we need to notice safety issues.

Good article on Toyota Business Practice.

How could we begin to train our Leaders (that means me, you & anybody who is responsible for people) to do this? I will place this on the Employee Development Agenda.

This is a concept that has always intrigued me, but I must confess that It is tough for me to see a clear path from here to implementation. I look forward to the conversation.

A nice addition to 5 why analysis.

A simple technique that we also use here at Tweddle in our Value Stream Maps.

Might be useful for us.

Kaizen as a methodology has the ability to speed up that change process and more importantly finalize the solutions into standardized processes expeditiously. This benefits the organization by not having "floating" processes in place and the end-user by making a seamless process easy to use. Kaizen does this by having a structured approach, with specific deliverables, and ownership of the changes after the Kaizen is completed.

PDCA is a methodology used to control and continuously improve processes and products. The roots of the philosophy can be traced back to the Tokyo Institute of Technology in 1959. The father of modern quality control, W. Edwards Deming, referred to it as the "Shewart Cycle" and commonly referred to it as PDSA. It is known as a system for developing critical thinking.