Tweddle Continuous Improvement

I think that strategy number 3 gives us guidance on one piece flow.

There are many valid reasons why someone may not follow standard work.

So, while I strongly caution you against plugging any sort of electrical device through your map (as depicted in the picture - can you believe it?!), recognize that mapping brings power well beyond just the obvious. Yes, the maps and related improvement plans are absolutely critical, but the mapping team dynamics and learned lean thinking are, in may ways, equally powerful.

Some good advice even if we haven't been at it for years.

An interesting article on how Toyota uses inspections to build-in quality.

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.

Interesting perspective on maps.

It is inspirational!  We should add the FastCap videos to our book club viewing, and act on each one as we watch it.  Would there be a better way?  "Leave everything better than you found it"  I love that!

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!