Tweddle Continuous Improvement

Apply these to DID, what could we do differently?

This reminds me of the Managing Thought language. Good reminder.

I agree. Let's help each other implement this change in language.

Where do we allow disruptions to rule us? What are we doing about it?

Good post about PDCA

This provides real time feedback to those in the cell where the defects are occurring.  Now the team can work to eliminate the root cause of the defects by starting with the highest impact defects.  The bin with the largest quantity of defects has the highest contribution to poor quality.  This is essentially a visual pareto chart where focusing on the vital few is possible.

A future read?

Leonardo da Vinci that said it best "simplicity is the ultimate sophistication."

I liked when he pointed out that we must look for evidence that things are going right. The 21 questions post also looks at this issue of what to look for.

Lean business operation philosophy not only applies to manufacturing, we've also seen its positive impact on service. Now here's somebody proposing to apply it to municipal operations. And he's right!

A number of these apply to service in interesting ways as well.

I haven't watched any of these yet, but they might be something we learn from.

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

Kanban is creating visual cues within a process/system that are intended to trigger action (e.g., an empty bin or . . . well, a full bin). This article quickly provides two things: 1) Sound advice when attempting to develop a Kanban system: "if you having a difficult time getting started just remove the first and last step [when reviewing your value stream process]. Compress your value stream so that you have better definition and you know exactly what your handoff will be and who you will be giving it to." 2) Eepybird's creative sticky note video

Plus my parenthetical annotation of the 3 hazards in this post . . . #1 - Lack Of A Repeating System (I see a hazard that I suspect is more frequently encountered than the lack of a repeating system: failing to identify the potential for a repeating system where it currently doesn't exist) #2 - Following Human Inputs (i.e., identifying the scope of your VSM. This is can prove difficult in complex development systems) #3 - VS Mapping Without Observation (Can one even think to perform value stream mapping without observation? What would be the point?)

Steps to consider when applying "Lean" to services. 1) Define Improvement Targets on the Basis of Voice of the Customer 2) Make the Relevant Processes Visible 3) Determine the Time Traps 4) Analyse the Time Traps to Determine their Causes 5) Apply Appropriate Tools to Improve the Process