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Joe Bennett

A Lean Journey: Deploying Lean in a Product Development Process - 0 views

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    A Lean Product Development Process comprises 3 basic elements: (1) driving waste out of the product development process, (2) improving the way projects are executed with stage-gate A3 management process, and (3) visualizing the product development process.
Brian Suszek

Jamie Flinchbaugh: Understanding the impact of developing your people - 1 views

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    How do Lean organizations develop their employees if Lean considers expenditure of resources other than for creation of value to be wasteful? First, a true lean organization isn't obsessed with waste. If anything, they are obsessed with value.  Waste is anything more than the absolutely minimum required to add value to a product or service; waste is not just anything that doesn't create value. I can't imagine much value can be delivered without the right skills and capabilities in the organization. Therefore, I don't think there is any conflict between developing employees and waste elimination. Second, a lean organization thinks about the total system, and thinks long term. There is a constant pursuit of the knowledge between cause and effect. All of that means that there is a strong understanding of the performance impact (effect) of more talented and skilled people (cause). Third, people think too narrowly about how they develop their people that they think it all must cost dollars, because it is all about training. I'm not suggesting that you should stop training; I've rarely seen an organization that is over-trained. What I'm suggesting is that the increase in developing people come from coaching and experimentation. These two sources of development are very powerful when done consistently and for the long-term.
Joe Bennett

A Lean Journey: Lean Quote: Use PDCA to Develop People - 1 views

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    Developing people means challenging people. But just issuing challenges isn't enough. You must also teach a systematic, common means of creating solutions and meeting those challenges.
Joe Bennett

Abnormality Management | A Lean Term From Our Extensive Online Guide - 0 views

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    The basic process of abnormality management goes something like this: 1. Develop a standard. 2. Develop a way to identify when the standard is not being met. (i.e. make the abnormal condition apparent). This is most often done with visual controls or some form of daily management. 3. Take action to remove the abnormal condition.
Joe Bennett

Defining Leadership | The Lean Thinker - 0 views

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    "Challenge" is one of the explicit values in The Toyota Way 2001 but it looks quite different. Yes, there are challenges issued. But behind that challenge is a support structure. The leaders, at all levels are expected to stretch their own personal development, but to do so within the context of kaizen, deep understanding gained by genchi genbutsu, team work and most important of all, respect. The leader's development level is gauged by how the challenge is met even more than whether it is met. Just "get-r-done" doesn't work here.
Joe Bennett

A Lean Journey: The Seven Wastes of Product Development - 0 views

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    Good read for all of us involved in new product development.
Joe Bennett

Shifting Perspective from Getting Results to Developing People | The Lean Thinker - 1 views

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    Great example of how to use a disciplined, "kata-like" approach to developing people.
Joe Bennett

22 Killer Personal Development Resources You're Missing Out On - 3 views

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    Some excellent personal development/learning apps in here. Experiment with one.
Joe Bennett

Content Development Supply Cabinet 5S - 3 views

shared by Joe Bennett on 27 Sep 13 - No Cached
bevharrisaz1 liked it
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    A nice project with our supply cabinets in Content Development.
Brian Suszek

Sustaining a Lean Culture After 10 Years - 0 views

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    I really like these three tips: Complaining trumps self satisfaction. The people in an organization which is 10 years into a lean transformation should not be satisfied with their condition. A happy lean culture is a faltering lean culture. People should be happy, but there should be a distinct sense of dissatisfaction with the status quo. Frequent and brief complaining followed by 5 why root cause analysis and corrective action is a characteristic of a sustaining lean culture. Structured program trumps invisible behaviors. It's tempting to think that a formal, structured lean program is no longer necessary after 10 years of practicing lean because it is now "in the blood" and does not require special promotion or attention. However this is rarely the case. Nature abhors a vacuum, and corporations seem to abhor a vacuum in program-space. Best to keep the lean program and improve it also continuously as a support mechanism. Pedal to the metal trumps cruise control. Thomas Jefferson said, "The price of freedom is eternal vigilance" and coincidentally this is also the price of a sustained lean culture. At no time is it safe to put the program on cruise control. Corners always want to be cut, people naturally want to do what is easy, and without strong leadership to remind people that sometimes the important things are not easy, a lean culture will not sustain. Developing people trumps driving results. After 10 years even people who may have only paid this lip service begin to see the cause and effect connection and begin to believe. It takes time to develop people. When you can point to people that have developed with the organization and are driving results, this is a sign that the elements of a sustainable lean culture are in place.
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    Four
Joe Bennett

http://timebackmanagement.com/wp-content/uploads/2014/07/Aug-2014-Making-the-Invisible-... - 6 views

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    Anybody up for an experiment?
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    I am in. What should we go after?
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    Here are some possibilities: 1. Job ticket writing 2. POD Print schedules 3. Pressroom print schedules 4. Project schedules in Content Development (Creative, Authoring, Special projects) 5. Help desk tickets in IT 6. Project development work in IT I vote for either POD print schedules or Job ticket writing. However, I'd also like to see something done in Content Development. Your thoughts?
Joe Bennett

A Lean Journey: 10 More Ways to Show Respect for People - 1 views

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    Demonstrating respect for people goes beyond just being nice to them. Showing respect in the workplace is all about the relationship we develop with other people and how we value them. To explain this more here are another 10 ways to show respect for people in your organization:
Joe Bennett

How can you bring standard work to communication? | - 0 views

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    Pay attention to the critical benefit here: everyone has agreed that email is NOT to be used for urgent or complex issues. This agreement really is significant, because it unshackles people from their BlackBerries during meetings, or product development work, or strategic planning. Or their kids' soccer games. Or dinner. Or sex. Which means that there's now a fighting chance to have some uninterrupted time to, you know, think.
Joe Bennett

Leader's Intent | A Lean Term from the award-winning Continuous Improvement Companion - 0 views

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    While workplaces don't have commanders, they do have leaders. So the same principle of intent holds true in the civilian world. If you are a manager and your team knows how you define success, they will be able to make decisions in your absence. That is a critically important skill for a highly functioning team to develop
Joe Bennett

Plant Engineering, October 01, 2011 - ActiveMagazine by Olive Software - 1 views

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    Click on the article entitled "Lean Product Development"
Joe Bennett

A Lean Journey: Lean Quote: Learning to See - 0 views

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    Lean is not about the destination but rather the direction or path you take toward an idealistic place. The journey towards Lean can be difficult and filled with obstacles. Developing the ability to recognize waste is an essential first step on the right path of the Lean journey.
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

Making Learning Stick: 1 Idea, 3 Facts, 5 Tips - 0 views

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    Instructional design, adult development and neuroscience all play into the best practices for making learning stick. Technology, too, can be part of the equation. Here, we offer some basics about learning transfer and leader development.
Joe Bennett

What Would Happen If...? - 2 views

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    So what should we do? Well to start with, we should work to define the key systems within our organisation and its wider supply chain. Second, we should review how these work from a technical point of view, but more importantly from a behavioural point of view. Third, we should prioritise improvement activity by systems based on the importance of the system and how far your current practices differ from the ideal. Fourth, we should ensure we develop a discipline to maintain and further improve these systems.
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    We ran into this today, where we made a change and forgot to inform accounting. I am eager to employ these principles to ensure that we do not have a repeat.
Joe Bennett

Release the Constraints of Reality | The Lean Thinker - 1 views

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    Just make things flow as smoothly and efficiently as you can envision. Develop the flow as though a single person were performing the entire process from start to finish. Make it as smooth as possible for this person. No back tracking, no awkward motions. Everything is where it needs to be, when it needs to be there.
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    This would be a great approach for the integration of creative / content management / DID exercise that you have been working on.
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