Tweddle Continuous Improvement

This is an intriguing thought. 5 one day kaizen events vice 1 5 day event. Goes along with out quest to "Do Kaizen first".

Interesting...

What failed today? Now - go fix it!

Good thoughts on TPM. It will be one of the 1st Kaizen exercises we do next year.

We could learn so much from this company.  Do kaizen first, then work.  So simple, extremely powerful.  Why didn't I think of it?  How could we start?

Do Kaizen 1st. Are we ready to do this? It is on the agenda to figure it out!

I am ready. Let's go!

I believe this speaks to many of the issues we face: Imagine, however, an environment where each person was, somehow, physically connected to every other person in the organization. If a cable was constructed, reaching from each person outward in a web to the next person, until all were somehow connected, how would we behave? In such an environment, a hurried, frantic procurement team would be in the way of the assembly team, who would be thrown off pace by the inconsistency of the accounts payable group, who would need to be wary of the movements of the marketing group, who would be tripped up by the haphazard movements of the stock room. Everyone would suffer some physical impediment, as well as constant interruptions and irritations, straining the mental and emotional ties as well. Over time, our imaginary cable connecting everyone in the workplace would wear out, but probably not before the people in the "network" did.

This is a powerful point for us to all keep in mind. It is sooo easy to forget to go to see for yourself.

"Keeping learning new things" - How true!

Some good discussion for our innovation team.

Great collection of thoughts!

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

Do you agree with this priority?

It is a challenging thought, I will have to reflect on it.

It isn't easy. But everything is not important. Only a few things truly are.

This pen-stroke solution is a great example of the smallest of steps we can take towards improving quality. The next steps may include making the using white-on-black or yellow-on-black marks to visually stand out, creating and posting one-point lessons around the machines, and starting an autonomous maintenance routine to prevent the marks fading or drift out of the target zone. These are just a few examples of the thousands of chalk marks that we can all make once we realize that the these smallest steps towards quality improvement are the most important ones in the long-term.

Is there anywhere that we could benefit from a board like this?

Can anybody see a place where we could experiment with this approach?

I struggle with how to do this in the more "administrative" type departments.

Does kaizen require volunteerism to reach the highest level of success? Or does it require management mandated 100% participation? What if you are just starting an effort to have people in your organization formally improve their work? Do you recruit volunteers, or mandate improvement by each and every person? Does this evolve into an act of coercion, where people are not fully engaged with the act of continuous improvement - but only doing so to keep the boss off their backs?