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One of their techniques is the "project blitz." They put a team of engineers together (literally - they move their desks right next to each other), protect them from interruptions (they stretch police riot tape across the engineers' area so that no one can enter), and work exclusively on a single project until it's completed. Work flows from one engineer to another with no waiting and no distractions. They've realized, as I've written about before, that task switching is toxic to productivity.

The more quotes I read from this book, the more I want to read it. We have a lot to learn from Ohno. Then, Taiichi Ohno said this in rebuke: "Why did you do only what I had told you to do?" Taiichi Ohno had a label for this type of worker. He called them "Catalog Engineers" and taught vehemently against being one. He said that these types of engineers or workers do not innovate or create - they simply follow instructions from their bosses and from books.

Wow!  Studying history, everyone is a "process engineer", celebrating improvements, discussing problems, reviewing results This is something to aspire to and emulate.  What could we start with?

This company simply amazes me! I'm going to start with our P&D Innovation team, what about showing these at our next Ops Check-in?

Possibly, I will select one, and put it at the end of the meeting. This is one of the things that I was thinking about for our Tribe of Tweddle Employees Pursuing Excellence. I have to come up with a better name.

If your process isn't simple, it's going to be very expensive, not very usable, and probably not sustainable - put simply, it will fail. Whether evaluating new processes, or determining which ones to re-engineer or discard, make simplicity a key consideration. Remember this - usability drives adoptability, and simplicity is the main determinant of usability.

Sample from Fault Tree Analysis eBook. Developing a Fault Tree in the manner shown in the previous pages is very useful in that everyone is forced to think through logical ways in which events may interact with one another in a complex manner to create an unacceptable incident. However, it can be seen that a tree could quickly become difficult to follow and understand as more events and gates are added. Inspection of Figures 11 and 12 does not give any immediate insights, apart from the hint that AND Gates should be inserted into the Safeguards section. Download the complete book at https://bin95.com/ebooks/fault-tree-analysis.htm

Click on the article entitled "Lean Product Development"

The report-out is the beginning of kaizen, not the end. The next phase is not "follow-up." It is a natural continuation, if less intense, of the kaizen process. The report-out is describing an engineering prototype. Now it is time to test it and discover what we didn't know during the design process.

Frequently missed, but a great point...