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Joe Bennett

Visual Management | Buddy Wheel | Mood Wheel | Interaction Design - 1 views

shared by Joe Bennett on 01 Jun 12 - No Cached
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    The Buddy Wheel is an easy way, that takes advantage of Visual Management Principles, to manage resources and responsibilities: People and Time. Another aspect in managing people and time is the aspect of who and when - because here we're talking about essentially a round robin of people.
Joe Bennett

Cultural Principles in Organizations - 0 views

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    When I asked the president at Anvex how he trained his managers, he answered, "Every manager must work inside the manufacturing process for a period of time. It is important for them to understand how their decisions within their department will affect the rest of the organization, otherwise it is impossible for them to make assertive decisions. Every single manager knows perfectly well what happens in each process because their desks are in the middle of the operation. This way they know when something happens as it is happening and not hours afterward. We do not have offices, they are not considered necessary. Private issues or problems are handled in conference or training rooms."
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    How could we take a step toward this ideal? It seems so logical, and, yet, so far from where we are.
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    This is completely true. You need to know and understand for 100% all the processes in your manufacturing process.
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    As part of our onboarding process every person needs to spend time in the Mfg areas. I think we could widen this and say they need to spend time in each operation area. When I worked at L&L this was a requirement before you could actually begin the job you were hired for.
Joe Bennett

A Lean Journey: No Time for Improvement Means No Improvement - 0 views

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    Improvement doesn't just happen.  It takes time, and in the pressure pot of our day to day activities, there is never enough time to improve our situation. The structure of Lean permits and requires time be set aside for improvement. If managers do not definitively provide time for the task of improvement, then people will know that they are not serious about making improvement a formal part of the work.
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    Excellent point!
Joe Bennett

A Lean Journey: Making Time for Improvement - 1 views

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    "Improvement doesn't just happen.  It takes time, and in the pressure pot of our day to day activities, there is never enough time to improve our situation. The structure of Lean permits and requires time be set aside for improvement. If managers do not definitively provide time for the task of improvement, then people will know that they are not serious about making improvement a formal part of the work."
Joe Bennett

Change management? Stop wasting your time. | - 1 views

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    In my talk, I argue that we should forget about "change management." Instead, we should involve people in solving business problems. Human beings are problem solving machines. We love solving problems. Someone invented the bow & arrow when she realized that the fastest human carrying a knife wasn't going to outrun the slowest gazelle. The brilliance of Angry Birds is that each level requires a new round of problem solving - which birds to use and where to aim them.
Joe Bennett

A Lean Journey: Lean Quote: Taking Action Means Getting Things Done - 0 views

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    Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.
Joe Bennett

5S - More than just Organization - My Flexible Pencil - 0 views

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    True visual management goes far beyond having a clean and well-organized factory. Visual management provides real-time information and feedback regarding the status of the plant. It is a company-wide "nervous system" that allows all employees to understand how they affect the factory's overall performance.
Kristine Kehrig

7 Secrets to Doing Less Work (But Getting More Done) - 1 views

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    Time management is not always all it's cracked up to be. Most people who follow time management programs find that they actually decrease their productivity and effectiveness. If you want to get things done, focus less on managing time and more on yourself and the things you're working to accomplish.
Joe Bennett

"We need more staff" - 0 views

shared by Joe Bennett on 17 Oct 10 - No Cached
  • Lean management forces us to think more critically about staffing needs, required levels, and even roles. Every manager should understand not only maximum and minimum staffing requirements to meet demand, but also the ideal balance of right staff at the right time to balance and level workflows. However, all too often, there is evidence that individuals are overburdened (muri) without managers ever recognizing and thus taking action. This is a clear sign of a knowledge gap.
  • Can you show me data that shows average demand in the form of takt time? What is the daily production standard or expectation for staff? Have you timed how long core activities take in your daily processes in the form of cycle time? Have you used lean methods to reduce or eliminate waste in these key processes to the fullest extent possible?
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    I struggle with how to do this in the more "administrative" type departments.
Joe Bennett

Why Visual Management Boards Fail - 2 views

shared by Joe Bennett on 27 Jun 18 - No Cached
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    Effective visual management boards should allow anyone to know in real time exactly how the process is performing and where the issues are. To get there, organizations must clearly define what processes and improvements they want to measure. The key questions then become what exactly do you want to know about a process, then what are the critical metrics.
Joe Bennett

Enabling Employees to Assure Quality - 1 views

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    Putting people and tools on the line to catch defects created by another process is a sign of not showing respect in the inherent capability of the people to do good work. Instead, management has to spend time and energy in creating processes that are capable and can catch errors and mistakes by themselves leading to continuous improvement. Dr. Shigeo Shingo preached these concepts when he talked about zero quality control. According to Dr. Shingo, we cannot achieve the aim of zero defects until we make each element of the process capable to produce perfect quality by ensuring the errors and mistakes are quickly identified and corrected before they lead to defects. His idea of poka-yoke and source checking are exactly in line with this principle.
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    The accountability of good quality slowly moved away from the operators to these quality inspectors. The operators stopped taking ownership of their defects and blamed the quality gates for any issues. The ownership vanished and defects started to increase. Within a year this practice was abandoned, but it took a lot more time to re-establish the operators' lost pride and ownership.
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    How could we avoid this from happening with our cross check process?
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    Let's set it as a vision and then design in 6-8 month improvement targets. The vision can be a year or two out and we can steadily march toward the vision with incremental targets.
Joe Bennett

A Lean Journey: Lean Quote: Reduce Fire Fighting By Not Participating - 0 views

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    "I spent so much time putting out fires until I realized I was the oxygen." - John Toussaint, MD Unfortunately, a far too common management style in many companies is the reactionary style commonly referred to as fire fighting. But fire fighting consumes an organization's resources and damages productivity. Fire fighting derives from what seems like a reasonable set of rules--investigate all problems, for example, or assign the most difficult problems to your best troubleshooter. Ultimately, however, fire-fighting organizations fail to solve problems adequately. Fire fighting prevents us from getting to the root cause. And if we don't get to the root of problem we will be right back to fire fighting soon.
Joe Bennett

A Lean Journey: Daily Lean Tips Edition #61 (901-915) - 0 views

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    Lean Tip #901 - Turn Employees into Problem Solvers and Improvement Specialists. The most important aspect of lean is to involve employees in developing lean processes. Many times companies create a culture in which the employees don't make the decisions, management does. Then when problems occur, employees are unable to diagnose or solve problems without involving a supervisor. Lean reverses that by revolving around employees and looking to them as the improvement specialists.
Joe Bennett

A Lean Journey: Lean Quote: Fail Again, Fail Better - 0 views

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    But to have success, management must create an environment where it is safe to fail. Failure is an expected part of the process of finding solutions. If workers feel that they have to "hit one out of the park" every time they come up with an improvement idea, they will be reluctant to provide their ideas. In a Lean environment, failure and success should be met with the same level of enthusiasm and support.
Joe Bennett

Connecting to the "Why" | Daily Kaizen - 0 views

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    One team described to me how the use of a checklist had reduced defects by 50%.  When I asked why it was important they showed me how many patients were still alive as a result.  The manager had taken the time to bring everyone into the plan.  Powerful!
Joe Bennett

The uncluttered mind | My Flexible Pencil - 2 views

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    Unclutterer.com is a fascinating, intensive site dedicated to improving personal productivity and quality of life by the elimination of unnecessary stuff.  The site's dozens of topics range from bedroom and kitchen, to college dorm, office, and general productivity and time management.
Joe Bennett

What every CEO needs to know about 5S and signal to noise ratio - 1 views

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    Factory workers manipulate and process titanium alloys or scratch-resistant iPhone glass faces. Knowledge workers manipulate and process information. Regardless of what kind of worker you are, you need 5S to provide you with quick access to what you're working on, and to allow you to spot abnormalities.

    So, when the signal-to-noise-ratio approaches zero - when there's just a little bit of information coming through the static, as at the consumer products company described above - you know it's time for information 5S. It's time to identify what information is necessary to serve the customer, make decisions, and manage the business, and eliminate the rest. Anything else may be interesting, but is ultimately irrelevant - and even worse, it sucks valuable resources into the giant maw of waste
Joe Bennett

The Importance of Managing WIP in Business | - 1 views

shared by Joe Bennett on 10 Aug 18 - No Cached
Brian Suszek liked it
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    Placing a limit on the work that can be handled by one worker or team at a time will prevent workers from starting new tasks when they still have unfinished tasks. Instead of having people start work on a new task if their current task is blocked or too difficult, the WIP limit will force them to examine why the current task is not moving forward. By establishing the reasons, they can then focus on finding a solution and finishing the task to allow more work to come in and resume the flow of work.
Joe Bennett

Little's Law, redux | - 2 views

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    A push system, where work is foisted upon a department from the outside, by its very nature will lead to overloading a system and exploding lead times. A pull system, where work is taken from a pile of projects by the people doing the work when they're ready for it, ensures that the department matches inputs and outputs for maximum efficiency. Interestingly, this approach is rare. There's a tendency in the office environment to treat "production" capacity as infinite. Partly this tendency is due to people's willingness to work late into the night or on weekends. Partly this tendency is due to the difficulty of calculating how much time a particular project will take. Inherent in knowledge work is the inability to take a project to completion in a smooth, uninterrupted flow.
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    Pick a process to start and "pull"
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    How about JT production. JTs are currently pushed into the Planning Dept from Program Mgt. Let's see how we would install a pull system.
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