tag:blogger.com,1999:blog-12778601089231641072024-02-06T22:05:53.979-08:00TIMWOODContinuous Improvement Makes the World a Better Place One Day at a Time
domitomate@gmail.com (661) 717-4036Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.comBlogger61125tag:blogger.com,1999:blog-1277860108923164107.post-87134351569125547892020-01-29T13:46:00.003-08:002020-01-31T11:20:56.488-08:00Free Yellow Belt Lean Six Sigma Course<div class="separator" style="clear: both; text-align: center;">
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-30984927417119965922020-01-09T22:57:00.001-08:002020-01-09T22:57:07.806-08:00<a href="http://www.tkqlhce.com/click-9234727-12710022" target="_top">
<img src="https://www.ftjcfx.com/image-9234727-12710022" width="500" height="125" alt="ExpertRating" border="0"></a>Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-70475068094742914682019-01-20T20:21:00.005-08:002019-02-16T19:19:27.498-08:00Top 10 Reasons Organizations Hire ConsultantsREPRINT ARTICLE: Published on September 18, 2014 Jeffry Graham (reprint from Linkedin.com / original url link: https://www.linkedin.com/pulse/20140918173243-71658667-top-10-reasons-organizations-hire-consultants/)<br />
<br />
1. A consultant has the right expertise. This is where it pays not only to be really good in your chosen field, but also to have a track record that speaks for itself. For example, Riddle says he knows that every client who hired him did so partly on the basis of his track record.<br />
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2. A consultant may be hired to identify problems. Sometimes employees are too close to a problem inside an organization to identify it.That's when a consultant rides in on his or her white horse to save the day.<br />
<br />
3. A consultant can supplement the staff. Sometimes a business discovers it can save thousands of dollars a week by hiring consultants when they are needed rather than hiring full-time employees. They also can save additional money because they don't have to pay benefits to the consultants they hire. Even though a consultant's fees are generally higher than an employee's salary, over the long haul it makes good economic sense to hire a consultant.<br />
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4. A consultant can act as a catalyst for change. No one likes change, especially corporate America. But sometimes change is needed, and a consultant may be brought in to implement the changes. A benefit to the company is that the consultant can do things without worrying about the corporate culture, employee morale, or other issues that get in the way when an organization is trying to institute change.<br />
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5. A consultant provides much-needed objectivity. Who else is more qualified to identify a problem than a consultant? A good consultant provides an objective, fresh viewpoint without worrying about what people in the organization might think about the results and how they were achieved.<br />
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6. A consultant may be hired to teach. Consultants are called on to teach many skills. Of course, it's the consultant's task to keep up with developments in their field of expertise so they're always ready to teach new clients what they need to stay competitive.<br />
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7. A consultant by be hired to do the "dirty work." Let's face it: No one wants to be the person who has to make cuts in the staff or to eliminate an entire division. An impartial outside consultant is the perfect person to handle such unpleasant tasks.<br />
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8. A consultant can bring new life to an organization. If you're good at coming up with ideas that work, then you won't have any trouble finding clients. At one time or another, most businesses need someone to administer "first aid" to get things rolling again.<br />
<br />
9. A consultant may be hired to create a new business. There are consultants who are experts in this discipline. But it does require special skill, so make sure you have it before you market yourself as a business development consultant.<br />
<br />
10. A consultant may be hired to influence other people. Do you like to hang out with the rich and famous in your town? If so, you may be hired to do a consulting job based on whom you know.<br />
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Entrepreneur Media Inc.<br />
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Jere L. CalmesBaby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-11643151538456276682018-12-16T08:40:00.000-08:002018-12-16T09:12:52.653-08:00How to Implement Business Process Improvement<div class="m_-7682501390158572732original-url" style="line-height: 19.99px; overflow: visible;">
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<span style="font-family: inherit;">by <a data-saferedirecturl="https://www.google.com/url?q=https://www.projectmanager.com/author/peterlandau&source=gmail&ust=1545064380055000&usg=AFQjCNESsXqmDjzs95LNLB7vp7ulUqwKBA" href="https://www.projectmanager.com/author/peterlandau" rel="nofollow" style="color: #416ed2; display: inline; margin: 0px; max-width: 100%;" target="_blank"><span style="margin: 0px; max-width: 100%;">Peter Landau</span></a><span style="margin: 0px; max-width: 100%;"> | </span></span><span style="font-family: inherit;">Apr 5, 2018 </span><br />
<span style="font-family: inherit;"><span style="font-size: x-small; margin: 0px; max-width: 100%;">Blog Reprint from www.projectmanager.com </span></span><span style="font-family: inherit; font-size: x-small;">Direct Link: </span><br />
<span style="font-family: inherit; font-size: x-small;"><a data-saferedirecturl="https://www.google.com/url?q=https://www.projectmanager.com/blog/improve-business-process&source=gmail&ust=1545064380055000&usg=AFQjCNEx2BqdhHtwiTi9NqlR-NXnAJujuA" href="https://www.projectmanager.com/blog/improve-business-process" style="color: #1155cc;" target="_blank">https://www.projectmanager.<wbr style="display: inline-block;"></wbr>com/blog/improve-business-<wbr style="display: inline-block;"></wbr>process</a></span></div>
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<span style="font-family: "verdana" , sans-serif;">Technology, labor,
distribution and consumer demographics have all massively changed just in the
last few years. As such, business processes need to be constantly evolving to
adapt and bring satisfaction to the customer as efficiently as possible. Organizations
are continually looking for leadership that can control the mechanics of a
redesign project as well as align them with an overall business strategy.</span><br />
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<span style="font-family: "verdana" , sans-serif;">It can seem like a tall order to disrupt the status quo at your company, but
with the implementation of smart business process improvement strategies,
you’ll be able to make these changes as fluidly as possible. Let’s look at
business process improvement (BPI), define it, explore strategies and then note
the business and <a href="https://www.projectmanager.com/software" target="_blank"><span style="color: #03adee;">project management tools</span></a> that
can help implement and analyze progress in your company.</span></div>
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<b><span style="font-size: 18pt; line-height: 110%;"><span style="color: #222222; font-family: "verdana" , sans-serif;">What Is Business
Process?</span><br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Before we can improve business process, we
must first understand it. Business process is simply a series of tasks that you
and your team perform repeatedly to create a product or service for your
stakeholder, sponsor or customer. Business process can be modeled as a <a href="https://www.projectmanager.com/blog/sample-project-management-flow-chart" target="_blank"><span style="color: #03adee;">flowchart</span></a>, which details
the tasks necessary to serve that business goal.<br />
<br />
A business process starts with an objective and ends with the achievement of
that goal, which provides value for the customer. A business process can often
be broken down into smaller processes, allowing for divisions of labor.<br />
<br />
In general, business process is broken down into three types.<br />
<br />
<b>Operational:</b> This includes the core business and creates a value
stream, such as orders from customers, opening accounts, manufacturing, etc.<br />
<br />
<b>Management:</b> This includes such processes as corporate governance,
budget and employee oversight.<br />
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<b>Supporting:</b> This includes those processes that support other
processes such as accounting, recruitment, technical support, etc.<br />
<br />
Business process as a concept has been around for a long time. As early as
1776, economist Adam Smith described it in a <a href="http://www.econlib.org/library/Smith/smWN1.html" target="_blank"><span style="color: #03adee;">famous example of a pin factory</span></a>, which
explained the productive power of business process and labor division.<br />
<br />
In the early 20th century, American engineer Frederick Winslow Taylor offered
methods to improve business processes in industry. He focused on
standardization of processes, systemic training and clearly defined roles for
management and employees in his <a href="https://www.amazon.com/Principles-Scientific-Management-Frederick-Winslow/dp/1596058897" target="_blank"><span style="color: #03adee;">Principles of Scientific Management</span></a>.<br />
<br />
Peter Drucker, the management expert, focused on simplifying and decentralizing
processes. This lead to outsourcing. He is also known for founding the idea of
“knowledge worker,” which is a term to differentiate those from manual workers
and applied knowledge management to process.<br />
<br />
As the concept grew and was further defined, we can now list six
characteristics of a business process:<br />
<br />
It has definite boundaries, inputs and outputs<br />
<br />
It has an ordered list of activities in sequence<br />
<br />
It asks: “Who is the customer?”<br />
<br />
It must add value for the customer<br />
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It is embedded in an organizational process<br />
<br />
It usually spans several functions<br />
<br />
Lastly, when working on a business process it helps to have an owner, someone
who is responsible for overseeing and improving this process.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7r0fv9pmvAQhQ44sUkMUktwddzOyhHIknmlMbgq9lvXzTBPeOCafIYu7CPLVfbmz3YtHdIlwydZK9wiU1Bt_kRcPclBusE8DQKD5zXK26fZhRX7dWUPUJeIDFso4WcA1wRc_uMHo80KiL/s1600/7+steps+2.PNG" imageanchor="1" style="font-family: "Times New Roman"; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="593" data-original-width="496" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7r0fv9pmvAQhQ44sUkMUktwddzOyhHIknmlMbgq9lvXzTBPeOCafIYu7CPLVfbmz3YtHdIlwydZK9wiU1Bt_kRcPclBusE8DQKD5zXK26fZhRX7dWUPUJeIDFso4WcA1wRc_uMHo80KiL/s400/7+steps+2.PNG" width="333" /></a><br />
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<b><span style="font-size: 18.0pt; line-height: 110%;"><span style="font-family: "verdana" , sans-serif;">How to Improve
Business Process</span><br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">By streamlining your business process you’ll
have less errors and delays, and customer satisfaction will improve. Sounds
great right? Well, here are some steps you can take to cut waste, boost
efficiency and improve your business process.<br />
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</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">What Needs to Change?<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Analyze your business process at a high level
and identify what needs changing. You can uncover areas ripe for improvement by
conducting a process audit to discover where issues and risks lurk.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Analyze Your Pain Points<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">After you’ve figured out which parts of your
process need improvement, it’s time to analyze them fully to understand what’s
happening and how to realistically make improvements. Ask yourself the tough
questions, for example:<br />
<br />
What steps are creating roadblocks?<br />
<br />
What aspects are most time consuming?<br />
<br />
Is there an undue increase in cost and resources?<br />
<br />
Is quality impacted?<br />
<br />
You can find your answers by mapping out everything with a flowchart or a swim
lane diagram. These tools visualize all steps in your business process. You
want to dive deep into each phase of the process to make sure you’re not
leaving out any steps, regardless of how minor they might appear.<br />
<br />
This will help to discover the source of the problems occurring in your
process. To further your understanding of where the process is breaking down,
you’ll want to talk to those people who are directly involved in it. Get their
perspective on what’s wrong and what they think can be done to improve the
process.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Get Buy-In<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Once you’ve identified and analyzed the
issues, you’re going to need to get support from senior management to okay your
plans for improvement. These improvements can take time and use resources, so
without commitment from senior management you won’t have the power to proceed.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Design the Improvement Process<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Now you’re going to redesign the inadequate
part of your process and apply the improvements you deem necessary to add
efficiency. The best way to do this is by working with those people involved in
the part you’re focusing on. Include what you learned when mapping the process
but continue getting input from them as part of the redesign.<br />
<br />
Be clear about what you want to change, then <a href="https://www.projectmanager.com/blog/key-to-better-brainstorming" target="_blank"><span style="color: #03adee;">work on brainstorming</span></a> or
other group activities to collect ideas. At this point don’t stifle any
suggestions, regardless of cost or resources involved. You want to explore
first.<br />
<br />
After the exploratory step, you narrow the solutions by considering the ideas
within a realistic context. Apply impact and risk analysis. Work to uncover
risks and potential failure points to further help you understand the full
consequences of the proposal you’re building. Once you and the group have
come to a realistic approach that has been agreed upon, then you’ll want to
create a new diagram to document the steps involved.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">What Do You Need to Get It Done?<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Now that you have a plan, you need to
determine what resources are needed to implement it. List everything required.
Go through the proper channels to approve of these resources and communicate
clearly why they are necessary to refine and improve the process. A <a href="https://www.projectmanager.com/blog/project-management/how-to-write-a-business-case" target="_blank"><span style="color: #03adee;">business case</span></a> might
be a good way to justify your request.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Make the Change<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Implement your redesign. This might mean <a href="https://www.projectmanager.com/blog/manage-resistance-change"><span style="color: #03adee;">changing existing systems</span></a>, teams and
processes. Sounds like a project in and of itself? That’s because it is, and
you should organize it as one. Plan, allocated time and resources, consider
risk and assemble a team to get the work done.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Review, Review, Review<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Just as you reviewed the existing processes to
discover where improvements could be made, you’ll want to review your
improvements. Monitor their progress and make sure they’re meeting the
milestones you’ve set up. Be ready to adjust your plan accordingly as issues
arise.<br />
<br />
Stay in communication with your team throughout. Get input from them on how the
new process is working. Ask if they’re finding it frustrating on any level.
Take this information and tweak your plan to make sure that the process is in
fact making improvements and not meaningless change.<br />
<br />
</span><b><span style="font-size: 18.0pt; line-height: 110%;"><span style="font-family: Verdana, sans-serif;">Tools to Help with
Business Process Improvement</span><br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">There can be a lot of preparation,
administration and management involved when implementing BPI. So, here are some
tools to help you along the way.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Kanban<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Kanban is a visual tool to help you see your
current process. It’s very flexible and allows you to visualize your work and
divide your Kanban board as you see fit. You can break the Kanban board down as
far as you want.<br />
<br />
This visibility creates clarity, so you can evolve your process as needed to
add efficiencies. It helps everyone on the team see the process at a glance,
which allows for a more collaborative effort at improving those processes.<br />
<br />
By visualizing the process, you can quickly see where there are bottlenecks in
your process and resolve them. Kanban is collaborative and improves both
process and productivity.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">Mind Mapping<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;">Mind mapping was developed in the 1960s and is
a graphic technique that helps improve learning and offers clear thinking to
enhance performance. Therefore, it’s a great way to start collecting
information that is relevant to your process.<br />
<br />
You can connect important pieces of information, manage interconnections, link
to documents and add summaries for each piece of data. You can use this process
to create a work breakdown structure.<br />
<br />
It also helps to facilitate brainstorming as mind mapping is a natural
organizational structure. It radiates out from the center, with lines, symbols,
colors and images, which displays information in a way that engages the participants.<br />
<br />
Using a mind map will also help capture and organize whatever findings you make
about the new process. It makes summarizing the information clear and organizes
the work in a logical fashion. Then you can preview your findings with
stakeholders or the team in a way that is easy to grasp.<br />
<br />
</span><b><span style="font-family: "verdana" , sans-serif; font-size: 15.5pt; line-height: 110%;">ProjectManager.com<br />
<br />
</span></b><span style="font-family: "verdana" , sans-serif; line-height: 110%;"><a href="https://www.projectmanager.com/" target="_blank"><span style="color: #03adee;">Project management software</span></a> has
features that can help with business process improvement, such as online Gantt
charts, workload management software, real-time dashboards and more.<br />
<br />
As you work to redesign you process, you’ll want to have a timeline on which to
place tasks and deadlines, to make sure you’re scheduling the project as
efficiently as you can. That’s where an <a href="https://www.projectmanager.com/software/gantt-chart" target="_blank"><span style="color: #03adee;">online Gantt chart</span></a> comes in. All you need
to do is take your task list and import it into ProjectManager.com and the
timeline is populated with those tasks, which can be linked and progress can be
tracked.<br />
<br />
Adjust your resource allocation as necessary to make sure everyone has the
right amount of work to move the project forward during your BPI execution.
ProjectManager.com gives you the ability to see how those resources are
allocated. You can run reports off the software and see how your workload is
distributed across your team, discover where those balances are not equally
divided, and do something about it.<br />
<br />
Because ProjectManager.com is a cloud-based project management software it
captures the progress of your work in real time. The <a href="https://www.projectmanager.com/software/dashboard" target="_blank"><span style="color: #03adee;">real-time dashboard</span></a>, therefore, gives you one
screen in which you can see all the data you collect on the progress, cost,
workload, etc., related to the process. From this overview, the issues that are
preventing you from improving productivity often come quickly into focus.<br />
<br />
<i>Business process improvement is key to keeping your project productive and
aligned with the overall organizational strategy of your business.
Fortunately, <a href="https://www.projectmanager.com/" target="_blank"><span style="color: #03adee;">ProjectManager.com</span></a> has the tools you’ll need
to plan, implement, monitor and share those improvements. Try it yourself with
this free 30-day trial.</i><br />
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com1tag:blogger.com,1999:blog-1277860108923164107.post-74792304112989786912018-12-04T08:15:00.000-08:002019-08-30T20:24:53.732-07:00StatStuff - Free Learning Source for Lean Six Sigma<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY8d4IOS63b01Ibj9A_1auZlulW0GLOJW-uCp-mOtokC7QZjrvAtN_S_-PsZrJ4151aNsAyXu_NNIilWNPNL3-9AcSTxIQrtCn1bDO4wVR0fSwb3hxvQQwJaN5zMTYIwQFvrzIr7iRbdOM/s1600/LSS+Pic.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1600" data-original-width="1507" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgY8d4IOS63b01Ibj9A_1auZlulW0GLOJW-uCp-mOtokC7QZjrvAtN_S_-PsZrJ4151aNsAyXu_NNIilWNPNL3-9AcSTxIQrtCn1bDO4wVR0fSwb3hxvQQwJaN5zMTYIwQFvrzIr7iRbdOM/s320/LSS+Pic.jpg" width="301" /></a></div>
For those of you who are new to Lean Six Sigma, this is a great site to get you started. I've been a student of the methodology for years and will be the first to admit that the concepts aren't easy.<br />
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With that said, the following site provides you with some relief. <br />
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You'll like the videos and reading material as they simplify the learning process. But be warned, you'll still need to invest the time or you'll learn a lot of terminology but not the wisdom.<br />
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Good luck!!!<br />
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<a href="https://statstuff.com/" target="_blank">StatStuff - Free Learning Source for Lean Six Sigma</a>Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-65586754061330703092017-11-11T18:04:00.001-08:002018-11-02T12:54:12.565-07:00Lean Six Sigma Explained<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/ZtJMCbyE6pc" width="560"></iframe><br />
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif; line-height: 18.48px;">As a trainer, I've been asked to provide a simple explanation of what Lean Six Sigma is. When I tell people it's a science based statistical backed behavior and processed management system, I get blank looks.</span><br />
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif; line-height: 18.48px;">It's neither difficult nor simple and the following provides insight for those who have not studied this powerful management system. Lean Six Sigma combines two business management strategies: Toyota’s Lean manufacturing and Motorola's Six Sigma system. While Lean focuses on creating more value with less work, Six Sigma system defines, identifies and eliminates defects in product design and development; a method that accelerates the decision-making processes, reducing inefficiencies and increasing quality.</span><br />
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Lean Enterprise was developed by James Womack, John Krafcik and Daniel Jones, brain trust engineering professors at MIT that aims at optimizing the production process by reducing cycle time; identifying the value of a product from a customer's perspective and costs of development.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Based on principles derived Ed Deming and his Total Quality Management Theories, Japanese manufacturing industry incorporated these concepts and adopted into the Toyota Motor Corporation. Lean is oftentimes referred to as TPS or Toyota Production Services.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Three types of waste have been identified by Toyota:muda “waste”; mura “uneven”; and muri “over processing". Lean manufacturing places greater emphasis on activity than on design or implementation. TPS has further identified seven deadly wastes popularly known in the industry as TIMWOOD, an acronym: Transportation; Inventory; Motion; Waiting; Over Processing; Over Production; Defects (and/or rework). Costs attached to each of these types of waste have been measured to be significant and are either passed to customer or recorded as a loss.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Bill Smith and Motorola created the Six Sigma business management system. This practice relies on statistical analysis to optimize an organization's production process. Those that undergo a stringent training process, like many martial arts, identifies and certifies knowledge levels with a color belt systems, the Master Black Belt being the highest level. What’s confusing is that Lean is a Japanese process and does not require this form of certification. With that said Six Sigma is validated in many Quality Manuals measuring the number of defects during a process with a goal to score no more than 3.4 defects per million.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Six Sigma seeks to eliminate defects through a process called DMAIC: Define; Measure; Analyze; Improve; Control which is different from Lean.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">By combining the ideas, Lean Six Sigma creates a dynamic but yet scientific management process that increases production speed while decreasing variations. Lean is preferred by an organization to fine-tune its daily operations, while Six Sigma is used on the production process. So Lean decreases production waste, Six Sigma implements procedures that increase product quality.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Together Lean Six Sigma gives companies an effective method to address issues of speed, quality, and cost and eliminate steps that are wasteful while opening up opportunities for innovative options.</span></span></div>
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<span style="color: #222222; font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="line-height: 18.48px;">Final Note: Lean adds value by reducing cycle time; Six Sigma adds value by eliminating defects.</span></span></div>
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<br />Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-78819592772768063222017-11-10T12:33:00.000-08:002020-03-04T22:58:55.532-08:00Why Lean Sigma? Because It Works!!!<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
Lean Sigma has proven to be an effective way in saving companies a lot of money. <br />
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If someone told me that he has ideas that could streamline my business, save money, increase profitability and that my customers implemented these ideas in their policies, I'd be interested.<br />
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Unfortunately, some don't share my enthusiastic curiosity.<br />
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<a name='more'></a>Old management practices still hold onto the phrase "if it ain't broken don't fix it." On the other end of this spectrum, a more progressive Lean Sigma manager believes that if it isn't broken, he should find ways of making it better. This fundamental concept is the heart and soul of continuous improvement. It feeds fresh and progressive ideas and creates a path of business enlightenment not otherwise realized through non-heuristic methodology. Furthermore, without it, it is my strong opinion that a non-Lean Sigma company is destined to mediocrity and slow death. Don’t get me wrong. I appreciate “old school” thinking every now and then, enjoy "Deadhead tie-dyed” tee shirts and lyrics to “Bye Bye Miss American Pie,” but both belonged to a time when manual typewriters and phone booths large enough for
Clark Kent to change into his Superman outfit roamed the earth. Unfortunately, kids these days, with their two-in-one notebooks, tablets, mobile phones and watches and other new gizmos ready to hit the marketplace, have no idea who George Reeves is (Google it).</div>
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As business improvement philosophies start taking hold, more companies adopted these methodologies and gained tremendously because of an open-minded approach to replace stubborn un-substantiated rule-of-thumb mentality
with tried and true data supported strategies.
Companies continue to log positive results while those that fight change find themselves sliding down a slope of pedestrian disappointments. There is something behind the term, "Those who live in the past, limit their future."</div>
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My blog website has posts and articles that support these
principles. I suppose I could write
about the downsides, but it’ll only focus on people who are hell-bent in
doing what they can to see that it fails. Imagine a team with players whose whole purpose in life is to prove things don't and won't work. I wonder what the win and loss record will be for that team at the end of the season. Hmmmmmm.<br />
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A word of the wise: Forget the Nay Sayers. Take a bold step forward, implement
Lean Sigma and Continuous Improvement and progress into a higher level of sophistication and management. <br />
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While the weaker links, by their own choice, languor listlessly in their murky pond of obscurity, the rest of us can evolve into a higher realm of endless possibilities.</div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-3203888469163265222017-11-09T09:30:00.000-08:002017-11-11T17:52:51.989-08:00Kaizen in a Lean Dojo<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "georgia" , "times new roman" , serif;">As a martial artist for many years, I was taught dojo kun. “<i><span style="background: white;">Hitotsu, jinkaku kansei ni tsutomuru koto” </span></i><span style="background-attachment: initial; background-clip: initial; background-color: white; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial;">the first of five guiding rules in Shotokan Karate, one of the major martial arts systems originating in Japan, practiced worldwide, and founded by Gichin Funakoshi. Translated it means: Each person must strive for the completion of one's character. When recited in the dojo after each class, it was shortened to “Seek perfection of character.”</span></span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br />Question is: Can this same principle apply in a Lean Enterprise environment?</span><br />
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<span style="font-family: "georgia" , "times new roman" , serif;"> <span style="background: white;">People train martial arts for various reasons: Self defense, health, competition in a ring or cage, and self-confidence. Martial arts teaches movements that can maim and kill; techniques economical and executed with the least amount of effort.</span><o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />I bring up the subject of dojo kun, the responsibility of this rule “Seek perfection of character” so that I can introduce a martial arts culture that extends to business management. As we practice and imagine being attacked, we respond with defensive techniques. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br />Winning in martial arts has been thought of in several ways. First it encourages ego and pride that border arrogance. Second, it begins a journey of self-development and need for continuous improvement.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />Kaizen means “change” “see” or witness change. It's a term used in scientific management called “Lean.” Lean Enterprise incorporates a series of tools that include Value Stream Mapping, Waste identification, 5S, Quality Function Deployment and Kaizen or continuous improvement. Other management techniques used in conjunction include Theory of Constraints, eMyth, Management By Objectives, Total Quality Management, Toyota Production Systems and Six Sigma, each creating methods of efficient and profitable workplaces. Kaizen, a popular business management tool, helps people personally as well. For more information refer to Dr. Robert Maurer's book, <u>One Small Step Can Change Your Life: The Kaizen Way</u> .<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />As a martial artist, I’ve spent many years in a dojo; considered myself a strong fighter, excellent technician and in tune with the spirit of the art. Several months ago, a friend and sensei I met in college now in his sixties emailed me and said that he still trains with fellow martial artists that are well in their sixties and seventies. My martial arts training of late transitioned towards the internal and esoteric qigong and taijiquan systems. Physically, I am less stretched, limber and powerful; but, still able to strive for a goal not giving in to old age and ready to contribute, and accept all challenges. </span><br />
<span style="font-family: "georgia" , "times new roman" , serif;"><br />As a culture and way of life, through Lean Enterprise, I chose my destiny, my own purpose through continuous improvement.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />“<i><span style="background: white;">Hitotsu, jinkaku kansei ni tsutomuru koto” </span></i><o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><i><br />
</i>Seek perfection of character.<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />“If it isn’t broken, don’t fix it” a well-known phrase that encourages complacency. As a Lean and kazen practitioner, the term should be, “If it isn’t broken, what can I do to make it better?”<o:p></o:p></span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;"><br />There is a saying that there is no such thing as perfection; however, what is there to prevent any of us from seeking perfection, making it a way of life? By the very act of seeking continuous improvement and perfection, we open our minds to some of the "muda" or waste hoarded in our own personal warehouse, excesses that holds us down, preventing us from self-actualization. Even the simple concept of compassion, which is the core of all of religions, hides behind the mass of waste called negativity, ignorance, intolerance and misguided opinions fostered by money, greed and/or the lack of it. An Asian monk asked a politician, "If the concept of money did not exist, what then would be the basis of your arguments? Would then there be room for you to consider compassion in any of your policies?" </span></div>
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<span style="font-family: "georgia" , "times new roman" , serif;">With these challenges and the millions of variations placed before us, our journey for perfection should be our daily objective, opening up opportunities to moreKaizens and continuous improvement. By going forward, life through a natural process will allow us to pursue greatness: externally, internally, introspectively; in our workplace, our communities, our home, within our hearts.</span></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com1tag:blogger.com,1999:blog-1277860108923164107.post-73688494304487322712017-11-08T22:19:00.000-08:002017-11-11T17:56:08.753-08:005S<iframe allowfullscreen="" frameborder="0" height="325" src="https://www.youtube.com/embed/dvY3uPZ4jJw" width="450"></iframe>Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-23837708586900531682017-11-08T08:48:00.000-08:002018-11-09T06:59:05.295-08:00How to Determine If You Need Lean Sigma<div class="MsoNormal" style="margin-bottom: 0.0001pt;">
Why do you need Lean Six Sigma when you feel your company is efficient and streamlined enough?<o:p></o:p></div>
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I would ask the question: Are you sure?”<o:p></o:p></div>
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<a name='more'></a>What have you done to determine the efficiency and flow of your
operations. How do you know your customers are happy and satisfied with your
product or service?<br />
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Have you asked the right questions. Have you asked at all?<br />
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What is it that you have, in your hands, that shows your passing score and how it compares or benchmarks with competition? </div>
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I’ve been in situations where this question comes up and was summarily dismissed because cycle times and defects were hidden behind a veil of transparency. <br />
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The “I don’t see a problem” gets in the way
of the truth which disservices both company and client.<o:p></o:p></div>
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So what steps can a company take to measure its efficacy
or the lack thereof? <o:p></o:p></div>
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My suggestion is to go out and “visually” inspect what’s happening with
the company. The Lean term for this is “genchi
genbetsu.” In your mind, prior this
personal examination or audit, do you see a well-run operation or something
that could stand improvement?<o:p></o:p></div>
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Another step is to talk to everyone in operations, sales
orders, deliveries and customer service.
Ask what concerns and complaints have popped up, minor as well as
major, and what has been done to rectify these problems and mitigate future occurrences.<o:p></o:p></div>
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After performing these simple steps, you will experience a “gut feel” to what’s
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What that said, this is where Lean Sigma can provide you with the
tools. You can learn these methods on
your own, which is not that difficult if you put your mind into it, or you can
hire a consultant. <o:p></o:p></div>
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Remember, companies like Motorola, GE, and Toyota have saved not millions
but billions of dollars by implementing these principles. As a small entity, you may not experience
these types of savings, but you will certainly be happy with savings that will
occur once these processes are employed.<br />
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<o:p></o:p></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-2803546416660715242017-11-07T07:36:00.000-08:002017-11-11T17:56:50.887-08:00TIMWOOD Video<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/Txt_l5dKgtk" width="560"></iframe>Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-88864051162930680312017-11-06T21:16:00.000-08:002017-11-11T17:51:20.978-08:00The Value of Processes<div dir="ltr" id="docs-internal-guid-6f375de8-d611-cda6-06e6-cb5d6d07760b" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">Years ago, I worked with the Director of QA/QC and was tasked a Root Cause Failure Analysis (RCFA). When I heard about this particular issue, I cringed thinking about how we were going to identify the cause and then fix it. Together, along with a group of others, we spent about an hour on a white board, drawing charts and implementing the Ishikawa Fish Bone Diagram and asked the 5 Whys, affinity diagram, and multi-voting ideas -- basic Lean Six Sigma stuff.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">It was something we’ve done many times before.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">Then he sat in front of the whiteboard, silent, staring and thinking.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">After five minutes, he got up and looked at all of us and said, “process.”</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">I asked him what he meant.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">He explained that when people don’t follow processes, problems occur.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">Stands to reason that outcomes are predictable when a person follows steps that in the past created positive results. Negative results occurs when processes aren’t followed. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">I have heard many times from people in successful positions who say that they aren’t the smartest nor intelligent, but their successes were based upon their abilities to follow instructions and processes </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">It makes sense, but yet due to our need to work outside the box, we decide for what underlying causes (which many cases is ambivalence or just being plain lazy) to do something else. Then when the outcome is less than acceptable, blame is placed, feelings get hurt and nothing gets accomplished.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">My basic definition of “process” are sequentially taken steps from start to finish that results to an outcome. It usually contains a beginning, middle and end where steps are controlled in the form of a work instruction or Standard Operating Procedure. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">One basic tool in Lean Management is aptly named “standardized work”. Here work falls into categories that is routine and organized for efficiency, a method that if done the same way each and every time, results are probable. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">The goal of reducing cycle time and defects are based upon reducing or eliminating constraints, waste and variables or variations. A Lean method that’s used consistently is something called standardized work. This means doing the job the same way day-in, day-out, with no variations. It’s a process that has proven successful not only with the present company but with all others in the world. As decided above after the RCFA, the Director determined the culprit as an individual conducting steps outside processes. Many factors play into the dynamics of a failed event, some slight, others major; or, it could be a series of events. One thing for sure is that had the variation not occurred, it would not have created the costly failure.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">This does not mean that people should not continuously improve upon a processes. It is, however, best to strategize the improvement change through an isolated pilot program or beta test. This neutral methodology allows for a segregated assessment while limiting the liability should the results fall below expectations.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">As simple as this is, it requires discipline. The preferred method of enforcement is to train and mentor the staff to make this part of their culture. Too many times management instructs or mandates (force-feeds) change. When this occurs we interpret this as an “add on” to our list of many things to do and remember; and, as a result, we are less encouraged and more to just say, “the heck with it.’</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">Best prevention is to continue what has proven effective and then encourage a culture of operational excellence by enforcing standard processes as a fundamental habit for all employees.</span></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-78628469200360699782017-11-05T08:41:00.000-08:002017-11-11T17:54:30.227-08:00Process Improvement: Stop Bad Processes Killing Your Business<div style="text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTAanQ8mFnv7qVK_ZphgUSbeA6SOAA7ZDIwK2PU_aVt1mocwTPIMfR-TnxgbsziQDlvI0Bh0GXR_sORB9d8XCJ5YYKSu9hDCgCvHrw_S1oY-EH3Mj6qxNclXT9cgVcw_4Zrcj-d3mTDRiU/s1600/Process+Improvement.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="450" data-original-width="900" height="160" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTAanQ8mFnv7qVK_ZphgUSbeA6SOAA7ZDIwK2PU_aVt1mocwTPIMfR-TnxgbsziQDlvI0Bh0GXR_sORB9d8XCJ5YYKSu9hDCgCvHrw_S1oY-EH3Mj6qxNclXT9cgVcw_4Zrcj-d3mTDRiU/s320/Process+Improvement.png" width="320" /></a></div>
<br />
Here's a great article, you've got to read. I think it pretty much sums up the saying...process...process...process...<br />
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See link below:<br />
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<a href="http://www.business2community.com/business-innovation/process-improvement-stop-bad-processes-killing-business-01847982#VErB8LQl7b1jAGrM.97" target="_blank">Process Improvement: Stop Bad Processes Killing Your Business</a>Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com3tag:blogger.com,1999:blog-1277860108923164107.post-74757420934378540562017-09-08T11:21:00.000-07:002019-02-16T19:20:14.195-08:00Note to Self<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgGFLaTfV-qNrc0WhfyYy-4Xg4wvx5TrAQx73FdHZrFtLP4XypIr9_3lBGnOv753nplqKH-v9VDzxKsL0BNB4RhE39rOst3Kiq-_jYbnJ78_TUMrVJ0C5izEqCTqORjjiQHlhWWP54X8UPk/s1600/To+Do.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="640" data-original-width="596" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgGFLaTfV-qNrc0WhfyYy-4Xg4wvx5TrAQx73FdHZrFtLP4XypIr9_3lBGnOv753nplqKH-v9VDzxKsL0BNB4RhE39rOst3Kiq-_jYbnJ78_TUMrVJ0C5izEqCTqORjjiQHlhWWP54X8UPk/s320/To+Do.jpg" width="298" /></a></div>
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At my age, I find myself forgetting things, especially when It comes to my “To Do” list.</div>
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A lot of us have ways “to do” this. Typical these days is to use your android or iPhone, tablet, or notebook. It’s convenient and it keeps records and history for as long as you want. </div>
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I’ve even seen people talking into a handheld recorder.</div>
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For me, I found what works best is handwriting these all too important tasks on a piece of paper and carrying it with me where ever I go. It did the job when I went to college (pre-computer), discovering now, that this old way takes care of business as well as any other means.</div>
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It’s not that I’m adverse nor have I not tried these wonderful apps that crowd my cell phone. For example, I rely upon the calendar app instead of flipping pages in an A5 organizer. <br />
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But there’s something to say about that sheet of paper with a note written from you in your own cryptic handwriting.</div>
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Benefits?</div>
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<ul>
<li>It get’s the job done.</li>
<li>It’s convenient.</li>
<li>It’s not bulky.</li>
<li>You see accomplishments as you check off the task.</li>
<li>Each time you open up the sheet, it gives you a snap shot of what you’ve done and still need to do.</li>
<li>It helps time manage your tasks.</li>
<li>It helps prioritize your tasks.</li>
<li>It makes you feel good when you check off everything on your list and justifies that “Miller Time” moment.</li>
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This is a simple process that anyone can sink his/her teeth into, a physical act that requires both mind and body to coordinate and integrate as one; kind of like a ‘tai chi” moment. And there’s nothing wrong with Tai Chi.</div>
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I surfed the web and found posts and articles about the benefits of physically handwriting on journals, school notes, meetings and so forth as they prove a stronger method of recollection. </div>
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Check it out. It’s somewhat revealing.</div>
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If you’re like me, handwriting or scribbling that’s marginally legible, you may think it’s counter-productive because of the readability factor, but when you step back and think about it, what matters is that whoever writes the note, can read it and make sense of it. </div>
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From a business perspective, this is one way to relieve yourself from the dreaded multi-tasking monkey mind your find yourself caught into.</div>
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Write your list, and stick it in your pocket, referring to it every chance you get. <br />
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Try it. You'll like it!</div>
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So if you don’t mind, my “To Do List” says I’ve got to throw the whites into the wash.</div>
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-50765187115286986792017-08-26T09:14:00.002-07:002017-12-13T15:24:33.850-08:00Dissatisfied!<div dir="ltr" id="docs-internal-guid-1de32534-1f51-6fe8-1fd6-5d051d3039ca" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVSOtdZbHp3bYQ5nIu0iGqJ9VFP3oFrWJbXHfg83I9kLp8o0jdwcq97BUfURNCGpC_cPGDH3j4HsohW-CL9ebFq4PaPKlHBWEpCfEHovp47tFKAMTYxVLIw0Lr7r3HzrlscjvGWjBI7gAJ/s1600/0disatisfied.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="203" data-original-width="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVSOtdZbHp3bYQ5nIu0iGqJ9VFP3oFrWJbXHfg83I9kLp8o0jdwcq97BUfURNCGpC_cPGDH3j4HsohW-CL9ebFq4PaPKlHBWEpCfEHovp47tFKAMTYxVLIw0Lr7r3HzrlscjvGWjBI7gAJ/s1600/0disatisfied.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Picture courtesy of dreamstime.com</td></tr>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">I’ve never created a blog on my cell phone, but I was compelled. More like pissed. It happened when I did not get an order I placed online. At the time, it was in stock and I paid with my credit card.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">I asked for a tracking number, and was then told that I’d have to wait several weeks for the manufacture to restock the distributor’s shelves. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Wow. Not good.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Why is it's easy to understand that stuffing eight pounds of cheese cannot fit in a four pound bag, but yet companies continue to over sell or overbook?</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">How many customers face dissatisfaction when service or products aren't delivered on a timely manner?</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Lean Six Sigma 101 identifies value as any product or service a customer wants delivered </span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: large; vertical-align: baseline;"><b><i><u>on time</u></i></b></span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;"> hassle and defects free.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">So what value can a customer expect when eight pounds of cheese is delivered in a four pound bag? I know. You're wondering, what a strange metaphor. Remember, I'm writing this on my cellphone.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">I realize that the primary objective is to increase revenue, and what better way than it is than to increase sales; however, the promise of satisfaction with delays and hassle make for poor business.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Labor, materials, equipment, processes and environment are used to determine a company's capacity. This paradigm is used all the time and relied upon to ensure balance. Data collected and quantified validates a pattern that undeniably provides a pattern of expectation. Here is what management uses to determine capacity and plan to meet customer’s demands.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">But it's ignored.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">I have a client, a small business owner, who is also in the habit of making SWAGs or super wild ass guesses when determining monthly inventory estimates. Of course, like watching someone fold a road map incorrectly, it drives me nuts because he sells without knowing if he has enough to meet the demand.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">I asked if he kept an accounting of his inventory and he’d shrug it off telling me that all he needed to do was just glance at his shelves and take it from there.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Consequently, he'd oversell, find himself in deep water as he was in the habit of pre-collecting payments.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">When capacity planning is ignored or excluded from the process, a company, not surprisingly, faces a series of challenges that undermines its primary objective.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">This is not symptomatic to small business as, due to high expectations and the continual push for more and the “siloed” differences between division promote an ambivalence, suppressed communications, and diminished control. As the team concept disintegrates, the company suffers.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Ideas like shoring up an accounting system to provide true inventory numbers is a good start. For service industries, another idea is to develop or purchase a reliable scheduling program that’s user friendly, app driven and updated in real time. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">As a process manager, I cannot tolerate lip service to justify customer satisfaction. Clients, as far as I’m concerned, should only pay for products and services delivered, on time, hassle and defects free. </span><br />
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;"><br /></span>
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">What better way to control the flow than to follow a process without variation?</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 11pt; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline;">Obviously, this solution cannot see a modicum of success without policy, management, and employee buy-in execution and compliance.</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="font-family: "arial"; font-size: 11pt;">So I cancelled my order.</span></div>
<br />Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-42440207700628116012017-06-03T21:49:00.002-07:002017-06-03T23:49:41.618-07:00Rule of Thumbs: Write a Business Plan<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh3C046Eq0jUChg6YAFW_DZCrl3Han6RjuJBmRLMcVltt2h2mwijxJ059UWudAdP0pUCUXJZ_k2tu0SlAyx_9RMUu8dI_hmISIJFlYs77ft2xIq3S6ipLTVSKBZBmzHdrSVAL3cV3qj1Rg8/s1600/Bus+Plan.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="400" data-original-width="698" height="183" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh3C046Eq0jUChg6YAFW_DZCrl3Han6RjuJBmRLMcVltt2h2mwijxJ059UWudAdP0pUCUXJZ_k2tu0SlAyx_9RMUu8dI_hmISIJFlYs77ft2xIq3S6ipLTVSKBZBmzHdrSVAL3cV3qj1Rg8/s320/Bus+Plan.png" width="320" /></a></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";"><br /></span></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">On occasion, I’ve been approached by small and medium sized companies. Some are start-ups. Many are established. Others are handed down from generation-to-generation,
modifying practices to accommodate trends, customer satisfaction, and
up-to-date processes for profitability. </span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">So when I asked for copies of their business plans, their standard answer is
“it’s all in my head.” </span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">Then I follow up with “is this where you want your company to be? In your head?</span><span style="font-family: "calibri";"> "</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<a name='more'></a><span style="font-family: "calibri";">In an interview process, I ask questions like: </span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">"How'd you get started?"</span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">"Where are you at now, financially?"</span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">"Where do you want to be five years from now?" </span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">And, as predicted, I hear stories from not having enough capital, </span><span style="margin: 0px;"><span style="font-family: "calibri";">taking in too many orders, equipment is outdated, grew too fast, not enough sales, lost one huge account that represented 50% of their revenue, not being certified, losing good employees...this list goes on and on. </span></span><br />
<span style="margin: 0px;"><span style="font-family: "calibri";"><br /></span></span>
<span style="margin: 0px;"><span style="font-family: "calibri";">After the dust settles, I cut to the chase and tell them that their companies are doomed; and, to stop the bleeding, they need to get their ideas on paper, not tomorrow but today.</span></span><br />
<span style="font-family: "calibri";"></span><br />
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">A business plan is the most powerful tool a company can and
should have. Without it, it's a rudderless boat in a vast sea
of uncertainty, desperately seeking land before supplies run out. It’s
not to say, rudderless boats never find land. Travel would be so much
easy with a map, navigational capabilities, a steady hand, and boat with all
functional parts.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">One person asked me about using a software program. I told him, contrary to popular beliefs, that he didn't need a software program to write a good plan. It's nice to have but not necessary, and sometimes not really effective. I read a plan conceived through a software program, and it was "no bueno", very bad, hard to understand and did nothing to help the business owner. </span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">O</span><span style="font-family: "calibri";">n the other hand, I’ve
seen strong and effective documents handwritten (on one example, diagrammed on the back of a brown paper bag as a mind map). I truly believe, as long as whatever is written down on paper contains carefully thought out processes and, that the business
owner recognizes the strength and value of it, then it serves as a valuable
tool. The next best route, should a person not have the time nor energy nor writing talents to pen his own personal paradigm, is to hire a writer but using as much of his words as possible. This personal touch
results to a stronger sense of pride and accomplishment.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">In addition to and very important is that you will need to know where you are at financially.
Balance sheets, P&L, and cash flow statements are fundamental in keeping a pulse on your company's health; and, if used properly, can be used to steer you in the right direction when you veer off course. When I owned an operated a Durable Medical Equipment company, I reviewed these reports daily. My books were kept in a standard accounting (software) program that produced these reports within minutes, and I was ready to turn my wheel at a moment's notice due to any indicators or potentials for concerns.</span><br />
<span style="font-family: "calibri";"><br /></span>
<span style="font-family: "calibri";">On another note (and disappointing but important) is that a good plan sometimes prevents bad companies from starting. For example</span><span style="font-family: "calibri";">, I conducted a SWOT ("Strength, Weakness, Opportunity
and Threat") analysis with a series of “what if” worst case scenarios with one client who felt 100% he had a good idea. He saved money, had family ready to invest, and was thinking about quitting his full time job. On a recommendation, he asked me to write his plan and produce a three month, six month, one year and three years forecast with Pro Forma and cash flow analysis. Upon completion, I sat with the client and gave my findings. I told him based upon the SWOT analysis and corresponding financials and if he was lucky enough to sell all his products based upon maximum production, he wouldn't make enough money to pay his bills. Furthermore, he would crash and burn by the end of the year. </span><span style="font-family: "calibri";">He not only thanked me but paid me handsomely for this assessment.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Moral: Reading failures in writing is way better than feeling it in real life. Just saying...</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">A business plan is a structured way in running a business (on
paper)and reading results.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">When you finally make that decision to sit down and start writing the plan, you will find yourself
concentrating and focusing on four basic topics or categories: Management,
Operations, Marketing/Sales, and Finance.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Management: Who will manage the company? Are they capable? Are they trained? Do I need to hire? How much will this cost?</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Operations: What is the product or service? What
operational process will be implemented to deliver the product/service on time
hassle and defects free? What special equipment, tools, and skills will be
needed to run operations? What software system will be used to control
and manage operational, customer service, and accounting data? What special training will my staff have to undergo? Do we need to be certified?</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Marketing: Who and what is a typical customer? What
campaign will be used to get the word out? Is the price competitive?
What sets the company's products and services apart from competition?</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Finance: What is the initial cost/capital to start the business?
How much monthly revenue is needed to cover payroll, cost of goods,
expenses, taxes and notes payable? How much revenue is needed to pay back
loans and investors? What is a reasonable profit margin?</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">By utilizing these business process management tools, potential hazards can be identified, and you can modify your strategy. Should
contingencies that you pre-identified occur, you've already plans
implemented to “nip it in the bud."</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Rule of thumbs:</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">If you are thinking about starting a business, write a business plan.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">If you are operating an established business, and don’t have one, write
a business plan.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">If you are an established business with a business plan, have it
re-evaluated.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">Take the time to include management methodology such as Total Quality
Management, Management by Objectives, Statistical Process Controls, Theory of
Constraints, Toyota Production Systems, Lean Enterprise, Six Sigma and other
business process management tools that have statistically year-after-year
demonstrated financial successes for fortune 500 companies.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">In business there’s a strong rule: Sink or swim. There’s no
such thing as swim badly. </span><br />
<span style="font-family: "calibri";"><br /></span></div>
<div style="line-height: normal; margin: 0px;">
</div>
<div style="line-height: normal; margin: 0px;">
<span style="font-family: "calibri";">A well written plan will keep you swimming
and ahead of others.</span></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
<div style="line-height: normal; margin: 0px;">
<br /></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-33205466026632628762017-02-01T09:15:00.000-08:002017-02-28T10:36:32.545-08:00The Scientific Method<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLBJcLnpRpaLeypN3OqlhagOzvOLW6K4TVsLAM4WbFEHsoXxu04QZ3SkkqUWhqHUEYX3NL0EdLijOcBS1Am8oFvf82HE4JNW4UbbmyT-vPulELZQol-meOo5LVl0PXkss92PSdqCDkoNbV/s1600/Sci+Method.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em; text-align: center; text-indent: -24px;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLBJcLnpRpaLeypN3OqlhagOzvOLW6K4TVsLAM4WbFEHsoXxu04QZ3SkkqUWhqHUEYX3NL0EdLijOcBS1Am8oFvf82HE4JNW4UbbmyT-vPulELZQol-meOo5LVl0PXkss92PSdqCDkoNbV/s320/Sci+Method.jpg" width="320" /></a>Lean is a science
based discipline that uses facts, data, processes, measures and analysis to
manage company operations, , reduce cycle times, and
eliminate defects. Projects, which include corrective action
preventive action (CAPA), design and development (DND), and continuous
improvement, follow a process or, specifically, the Scientific Method.<br />
<o:p></o:p></div>
<div class="MsoNormal">
<br />
<a name='more'></a><br />
<br />
Years ago, when I
struggled through difficult science courses like chemistry and physics, I was
taught this simple paradigm, repeated and ingrained. <br />
<br />
It
wasn’t until I became a Lean Sigma practitioner that I started using this
method again, albeit, tacitly. This meant working on projects that
weren’t strategically thought through and properly measured and analyzed during
implementation. For example, a cable
technician needed to fix a communication node on top of a telephone pole. He
needed to bring with him about eight to ten small tools with him. He had
a huge tool box in his truck. One option was to haul the tool box to the
bottom of the pole and climb up and down, as needed, to pull the right tool.
Another option was to stuff his pockets as much as he could.
Unfortunately, he could not stuff his pockets adequately. He
requisitioned a tool belt that did the job but found it bulky and
uncomfortable. Then on Christmas, his father, gave him a tool vest.<br />
<br />
<br />
When
he tried it on, he noticed that the vest not only had enough pockets and slots
for tools, but it was comfortable and easy to use.<o:p></o:p></div>
<div class="MsoNormal">
<br />
In this example,
a problem statement, scope, hypothesis, experiment, analysis, evaluation and
conclusion occurred, but not formally. As this example provided an
adequate solution, strategy was not part of this process, and the solution
(tool vest for Christmas) occurred as a stroke of luck.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
Each day, I faced
challenges, a lot of them small. They resolved themselves. Most of what
happened described a pattern I picked up through the course of my life and fixed
or dealt with without thinking. </div>
<div class="MsoNormal">
It’s part of
life. It’s what I do daily.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
The Scientific
Method has many forms. It follows a
basic sequential premise.<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Problem Statement<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Scope<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Hypothesis<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Experiment<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Conclusion<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
Since working
with Lean Sigma, I’ve expanded this outline to look like this:<o:p></o:p><br />
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Problems Statement</div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Scope: Ishikawa Diagram /
Capacity analysis / VSM / Waste, constraint, variations and variable analysis /
Cycle time and defects assessment<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Hypothesis (If this…then that…)<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Experiment (Who does what with what equipment, technology and
material at a specific controlled location, following predesigned written
steps, limited to a timeline, milestones and deadline).<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Data is collected, measured and analyzed<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Conclusion that includes outcomes, discoveries. SWOT is factored in.<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 1in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: "symbol";">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]-->Plan Do Check Act (PDCA)<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal" style="text-indent: 0.5in;">
The <span style="text-indent: 0.5in;">PROBLEM STATEMENT
represents an issue that needs to be solved.
For example, a doll company receives a list of defective product complaints.
The potential of lost revenue is imminent.
A problem statement could look like this: In the month of January, 45 Kung Fu Kick
dolls were return due to the signature kicking feature not working. The leg locks at the hip and does not return.</span><br />
<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
The next step is
to draft up the SCOPE. XYZ Doll Company
in Anywhere, California, has been in business for over 50 years, manufacturing specialty
dolls. Its signature dolls take on
mechanical characteristics. Their
products are well known for its life-like mechanical movements. Each present dynamic roles unique to the
model. Due to the craftsmanship, these
dolls are in high demand, sold throughout the word in retail outlets and
online. Manufacturing face challenges in
meeting high order demands.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
Since its
beginnings, the doll company had not received complaints in this
magnitude. The Kung Full Kick doll is
the exception. A quick examination
indicated that defects weren’t segregated to specific lot or serial numbers. (Ishikawa
Diagram / Capacity analysis / VSM / Waste, constraint, variations and variable
analysis / Cycle time and defects assessment). Further analytics indicated a spread of dates
and production runs that spanned the past two years. Quality control and assurance records were
within standards. The root cause, which
was assumed from the start, pointed towards design.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
A HYPOTHESIS was
formed. “IF the design was bad, THEN engineering could locate and fix the problem.’<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
The EXPERIMENT
was then implemented (Remember…Who does what with what equipment, technology
and material at a specific controlled location, following predesigned written
steps, limited to a timeline, milestones and deadline.)<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
Data was then COLLECTED,
MEASURED and ANALYZED.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
The CONCLUSION verified
the assumption that there was indeed a design issue. Small adjustments were made, and the
defective doll problem was solved.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
Because of this
engineering developed steps to mitigate future problems. A CAPA was initiated and resultant processes
provided a continuous improvement mindset in the design and development department.<o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
This is just one
example how this useful tool was used.
It can be used in almost any problem related issues, small or large,
business or personal. You can take
formalized steps, like the example above, which is highly recommended, or you
can go through this process in your head. <o:p></o:p><br />
<br /></div>
<div class="MsoNormal">
In your Lean
toolbox, be sure to keep this handy at all times and at a moment’s notice! You won't be sorry.<o:p></o:p></div>
<br />
<div class="MsoNormal">
<br /></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-73349733592126978112017-01-28T10:25:00.000-08:002017-02-01T07:39:33.824-08:00More on TIMWOOD<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdZeO2y-hWmlFqMDb5rFv9g-KsyxLHO19eyNuoIiRokNusvNE3Ne_LJOIu6_KhdrEyjS-hKSjzv1iwDbSiB17pQqk_dslLKm2TZygToZOcz2c3CwiBUmf7rsiGhbG9UtX4hU89E_GINM4H/s1600/TimWood.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="182" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdZeO2y-hWmlFqMDb5rFv9g-KsyxLHO19eyNuoIiRokNusvNE3Ne_LJOIu6_KhdrEyjS-hKSjzv1iwDbSiB17pQqk_dslLKm2TZygToZOcz2c3CwiBUmf7rsiGhbG9UtX4hU89E_GINM4H/s400/TimWood.jpg" width="276" /></a></div>
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First of all, this blog is devoted to the promotion and development of scientific process management, more specifically: Lean and Six Sigma. Tim Wood happens to be one of the nuances of the concept that is used by many companies to remind their staff of ways to curtail waste. Of course, there is so much more to discuss, learn and develop both internally and externally. I've learned that once you've learned something in this field, and thought you almonst know it all, you've discovered how much you need to explore. <br />
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As a start, let's look into who and what is Tim Wood.<br />
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Lean processing requires several keys processes; one is to identify which steps add value and which do not. By classifying these process activities into several categories it is then possible to start actions for improvement. This tough definition is important to its effectiveness. Once the work of value adding has been separated from waste then waste can be subdivided into 'needs to be done but non-value adding' waste and pure waste. The clear identification of 'non-value adding work', as distinct from waste or work, is critical to identifying the assumptions and beliefs behind the current work process and to challenging them in due course.<br />
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The following "seven wastes" identify resources which are commonly wasted. They were originally founded by Toyota's Chief Engineer, Taiichi Ohno as part of the Toyota Production System.<br />
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<b>Transportation</b> - <span style="font-size: small; font-style: normal; font-weight: normal;">When a product is moved it stands the risk of being damaged, lost, delayed, etc. as well as being a cost for no added value. Transportation does not make any transformation to the product that the consumer is willing to pay for.</span><br />
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<b>Inventory</b><span style="font-weight: normal;"> - <span style="font-size: small;">Inventory, be it in the form of raw materials, work-in-progress (WIP), or finished goods, is a capital outlay that has not yet produced an income either by the producer or for the consumer. Any of these three items not being actively processed to add value is waste.</span></span><br />
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<b>Motion</b><span style="font-weight: normal;"> - <span style="font-size: small;">Motion refers to the damage that the production process inflicts on the entity that creates the product, either over time (wear and tear for equipment and repetitive stress injuries for workers) or during discrete events (accidents that damage equipment and/or injure workers). This definition is in contrast to transportation, which refers to damage to products and transaction costs associated with moving them.</span></span><br />
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<b>Waiting</b><span style="font-weight: normal;"> - <span style="font-size: small;">A large part of an individual product's life is spent waiting to be worked on. This is a cost that can be averted through proper planning.</span></span><br />
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<b>Over-processing</b><span style="font-weight: normal;"> - <span style="font-size: small;">An time more work is done on a piece than what is required by the customer, this is considered “overprocessing” that also includes using tools that are more precise, complex, or expensive than absolutely required.</span></span><br />
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<b>Over-production</b><span style="font-weight: normal;"> - <span style="font-size: small;">Overproduction, considered the worst muda because it hides and/or generates all the others, leads to excess inventory, which then requires the expenditure of resources on storage space and preservation, activities that do not benefit the customer and occurs when more product is produced than is required at that time by your customers. To avoid this waste, avoid the production of large batches, as often consumer needs change over the long times large batches require.</span></span><br />
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<b>Defects</b><span style="font-weight: normal;"> - <span style="font-size: small;">Defects occur as extra costs and incurred during reworking the part, rescheduling production, etc.</span></span></div>
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<span style="font-weight: normal;">An easy way to remember the 7 wastes is </span><b>TIMWOOD (Aha!!!)</b>.<br />
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T: Transportation</div>
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I: Inventory</div>
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M: Motion</div>
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W: Wait</div>
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O: Over-processing</div>
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O: Over-production</div>
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D: Defect</div>
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So the goal here is to remember Tim Wood, a fictional character who if repeated in your mind and consequently used at work, can lead to high dividends. Tim Wood...Tim Wood...Tim Wood....Find Tim Wood.<br />
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Obviously, Lean Six Sigma has more to offer in the area of process management. By opening up your mind to Tim Wood, the process and journey begins for a continuous improvement mind set needed to change a culture for excellence. Start now and small incremental changes will pay off greatly in the future. Be part of this movement.<br />
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The goal of this blog is to open up other Lean Six Sigma ideas and how they can be used in the workplace and in life in general. Hope you enjoy the ride!</div>
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-77621791285001276782016-12-01T11:00:00.000-08:002017-11-11T18:08:21.682-08:00What is Lean Six Sigma?<div class="separator" style="clear: both; text-align: center;">
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(I’ve been asked to provide a down and dirty explanation of what Lean Six Sigma is; so hope this helps. If you have any suggestions, feel free to let me know, thanks!)<br />
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<a name='more'></a>Lean Six Sigma combines two business management strategies: Toyota’s Lean manufacturing and Motorola's Six Sigma system. While Lean focuses on creating more value with less work, Six Sigma system defines, identifies and eliminates defects in product design and development; a method that accelerates the decision-making processes, reducing inefficiencies and increasing quality.<br />
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Lean Enterprise was developed by James Womack, John Krafcik and Daniel Jones, brain trust engineering professors at MIT that aims at optimizing the production process by reducing cycle time; identifying the value of a product from a customer's perspective and costs of development. Based on principles derived Ed Deming and his Total Quality Management Theories, Japanese manufacturing industry incorporated these concepts and adopted into the Toyota Motor Corporation. Lean is oftentimes referred to as TPS or Toyota Production Services.<br />
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Three types of waste have been identified by Toyota: muda “waste”; mura “uneven”; and muri “over processing". Lean manufacturing places greater emphasis on activity than on design or implementation. TPS has further identified seven deadly wastes popularly known in the industry as TIMWOOD, an acronym: Transportation; Inventory; Motion; Waiting; Over Processing; Over Production; Defects (and/or rework). Costs attached to each of these types of waste have been measured to be significant and are either passed to customer or recorded as a loss.<br />
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Bill Smith and Motorola created the Six Sigma business management system. This practice relies on statistical analysis to optimize an organization's production process. Those that undergo a stringent training process, like many martial arts forms, identifies and certifies knowledge levels with a color belt systems, the black belt being the highest level. What’s confusing is that Lean is a Japanese process and does not require this form of certification. With that said Six Sigma is validated in many Quality Manuals measuring the number of defects during a process with a goal to score no more than 3.4 defects per million.<br />
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Six Sigma seeks to eliminate defects through a process called DMAIC: Define; Measure; Analyze; Improve; Control which is different from Lean.<br />
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By combining the ideas, Lean Six Sigma creates a dynamic but yet scientific management process that increases production speed while decreasing variations. Lean is preferred by an organization to fine-tune its daily operations, while Six Sigma is used on the production process. So Lean decreases production waste, Six Sigma implements procedures that increase product quality.<br />
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Together Lean Six Sigma gives companies an effective method to address issues of speed, quality, and cost and eliminate steps that are wasteful while opening up opportunities for innovative options.<br />
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Final Note: Lean adds value by reducing cycle time; Six Sigma adds value by eliminating defects.<br />
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com1tag:blogger.com,1999:blog-1277860108923164107.post-77070043654375140222016-11-23T12:52:00.000-08:002017-12-13T15:26:06.259-08:00Logical Thing To Do<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "arial" , sans-serif;">When I was in college, I took a philosophy class, a requirement that was boring. </span></div>
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<span style="font-family: "arial" , sans-serif;">One topic of discussion was “logic”.</span></div>
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<span style="font-family: "arial" , sans-serif;">The professor stood up in front of the class and said, “A cat has four legs and a tail. A dog has four legs and a tail, therefore a cat is a dog.”</span></div>
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<span style="font-family: "arial" , sans-serif;">Afterwards, he said nothing else. </span><br />
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<span style="font-family: "arial" , sans-serif;">Silence. Crickets. Chirp. Chirp.</span></div>
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<span style="font-family: "arial" , sans-serif;">I couldn’t wait, so I raised my hand and challenged his statement, “I don’t think so.”</span></div>
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<span style="font-family: "arial" , sans-serif;">He asked me why?</span></div>
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<span style="font-family: "arial" , sans-serif;">I told him, "Cats aren’t dogs." </span></div>
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<span style="font-family: "arial" , sans-serif;">He slapped his hands and screamed. “EXACTLY!”</span></div>
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<span style="font-family: "arial" , sans-serif;">This professor then got on top of a soap box and, in so many words, said, the world was full of people, with power, who affected our lives; and, there was nothing we could do about it because we, as a human race, were inherently ignorant and stupid.</span></div>
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<span style="font-family: "arial" , sans-serif;">He stopped talking and scanned the room again.</span></div>
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<span style="font-family: "arial" , sans-serif;">I raised my hand.</span><br />
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<span style="font-family: "arial" , sans-serif;">Again.</span></div>
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<span style="font-family: "arial" , sans-serif;">He waved me off and challenged everyone to provide him with a 40-page, typed, term report with references to prove him wrong.</span></div>
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<span style="font-family: "arial" , sans-serif;">Remember, at the time, we didn't have the Internet nor word processors. It was then blood and guts, research. Little did I know; I could use my martial arts training to provide a strong reference. </span></div>
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<span style="font-family: "arial" , sans-serif;">At the time (1973), I trained in SF Chinatown and had the pleasure and honor of learning from Richard Kim, founder of the Zen Bei Butokokai ttp://www.richardkimmartialartist.com/affiliates.html, Master (Hanshi) Kim told us this story about kata. </span></div>
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<span style="font-family: "arial" , sans-serif;">I remembered it well, driving the long distance from Cal Poly San Luis Obispo to San Francisco. Okay, I accepted being “inherently ignorant and stupid,” but I was, also, enamored in learning; and, I wanted to understand about so many things: Why we were in Viet Nam? Why Kent State students got shot? Why ethnics minorities were ethnic minorities. Why S.I. Hayakawa was such a butt. Why I liked listening to Jimmy Hendricks? Why I wanted to be the next Bruce Lee?</span></div>
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<span style="font-family: "arial" , sans-serif;">About 200 of us sempais and gohais stood in attention between the long and arduous training to hear Hanchi Kim's words of wisdom. Some carried small pad and pencils. I wished I did, but my memory served me well, because in this lesson, he opened our minds to the responsibility of kata. (For those of you who don’t know, “kata” was a set of pre-arranged techniques: blocks, strikes, kicks and punches that emulated combat, the karate way to develop skill and endurance. Breaking it down to brass tacks, it meant putting an opponent out with force but not kill.)</span></div>
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<span style="font-family: "arial" , sans-serif;">In kata, because we fought imaginary opponents, we could insert, should we wish, a “killing” mindset; but by doing so, must accept the responsibility and intellect behind this practice. Training to take another person’s life should not be taken lightly because, he instructed, not only the techniques become second nature but the thoughts and intents. To train to be inadvertent killers or murderers is not the way of martial arts and a person should know the difference. The key word is "know."</span></div>
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<span style="font-family: "arial" , sans-serif;">In my report to the philosophy professor, I referenced this “kata” analogy, and he, surprisingly, agreed with my argument about how an individual without knowing was influenced to accept faulty logic. We talked about how mainstream media, seclusion, and exclusion perpetuated a “if said enough times must be true” culture that, if not checked, affected others.</span></div>
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<span style="font-family: "arial" , sans-serif;">Could it be true that political pundits and talk show hosts were convincing unsuspecting souls that "cats were dogs" and not caring how this toxic repetition of faulty logic created irreparable harm? </span><br />
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<span style="font-family: "arial" , sans-serif;">How is it possible to change direction in this culture? I suppose I'll have to pull an old Lean Six Sigma term "Kaizen" to help me out..."good change, one small step at at time."</span></div>
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<span style="font-family: "arial" , sans-serif;">Through intellect, rational thought, research and logic, I chose not to be "inherently ignorant and stupid,” and with</span><span style="font-family: "arial" , sans-serif;"> "one small step at a time," I am convinced, good change is the logical thing to do.</span></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-1937569945670454442016-11-14T08:10:00.002-08:002017-12-13T15:27:08.152-08:00Boots on the Ground<div dir="ltr" id="docs-internal-guid-b182c153-6399-a963-16bd-5c66b5d32b20" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
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<tr><td class="tr-caption" style="text-align: center;">Courtesy of chicagonow.com</td></tr>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">“Boots on the ground” was a phrase I used in the oil fields borrowed from the military exercise, when soldiers, with heavy packs and guns loaded, marched in combat cadence. One of my jobs was to maximize value to the customer by reducing waste, cycle time and defects. </span><span style="font-family: "arial"; font-size: 14.6667px;">As Lean Six Sigma and the concept of Continuous Improvement were relatively new at the workplace; along came with it, a distinct vocabulary and hard to grasp concept. To reach common ground, I had to modify terminology and substitute metaphors so that I can work with management and rank-and-file. Without common ground, it was next to impossible to have a conversation. The phrase “boots on the ground” was synonymous to “value added.”</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">A major task to determine efficiency required the implementation of the Value stream Map or VSM. Takt and time and motion studies were conducted to isolate value added, non-value-added, non-value-added but necessary, and waste associated with jobs at the workplace. Since time and motion studies were not conducted prior to my assignment, I relegated hours with a stopwatch in my hands. Time-consuming, yes, but necessary.<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
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<tr><td class="tr-caption" style="text-align: center;">Courtesy of pmcorp.com</td></tr>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">Discussions without data provided inconclusive but anecdotal evidence that reflected upon inconclusive methodology. Once the information was gathered measured and analyzed, I offered a worksheet, chart and report for review. Since I was the only one qualified to perform this function, I dedicated time to come up with the appropriate conclusions, thereby establishing the, all too important, baseline. Cost was determined by segregating and itemizing per hour cost on labor, equipment and material. By separating and itemizing, I was able to provide a basis for analysis.</span><br />
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">With data and baseline accomplished, benchmarking was based upon International Standards Organization (ISO) 9001 and customer demands. </span></div>
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; font-family: arial; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEik0GHmrfJfmieKV5dMQGJ42Dpyoavpa94hs2nqGKFOVvzboQMG2xUEUFKo6avsIU4WS-NISbHuNvr_R1fGSV4ZE8dzx4QyQzI0-8kUGSapBn9XmxCZOkrvh9QPlCoA6ZZIy0jVCqb9-Ov4/s1600/Boots+on+the+ground.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEik0GHmrfJfmieKV5dMQGJ42Dpyoavpa94hs2nqGKFOVvzboQMG2xUEUFKo6avsIU4WS-NISbHuNvr_R1fGSV4ZE8dzx4QyQzI0-8kUGSapBn9XmxCZOkrvh9QPlCoA6ZZIy0jVCqb9-Ov4/s320/Boots+on+the+ground.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="font-size: 12.8px; text-align: center;">Courtesy of cartoonstock.com</td></tr>
</tbody></table>
</div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;">What I just explained appeared complex and almost hard to follow with thoughts of fancy algorithms, complicated routines, equipment, or technology. </span><br />
<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline;"><br /></span><span style="font-family: "arial"; font-size: 14.6667px;">But what it boils down to in a nutshell is how much time is actually spent with boots on the ground against time doing nothing?</span><br />
<span style="font-family: "arial"; font-size: 14.6667px;"><br /></span>
<span style="font-family: "arial"; font-size: 14.6667px;">Is it that difficult to manage and engage employees to focus on doing and providing the best job, products, service and transaction possible by simply asking them to keep their "boots on the ground?" </span></div>
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-68560217079862218292016-11-09T13:07:00.003-08:002017-12-13T15:27:29.036-08:00The Fat Wallet<div class="MsoNormal">
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNekl3-1DcbVW-miWY8dMo0JPWkLOm4TiH_G3vGNMGUhbtMelHgQWIIe_cm8t3pejbtDsoQKjA3_OfMgPvvSCSXbC-687iKg-X5zll8jq6mMjI4pcs0G5IDOrgETKWYhu65DwkRoDQoC5h/s1600/walletcefmacargodotcom.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNekl3-1DcbVW-miWY8dMo0JPWkLOm4TiH_G3vGNMGUhbtMelHgQWIIe_cm8t3pejbtDsoQKjA3_OfMgPvvSCSXbC-687iKg-X5zll8jq6mMjI4pcs0G5IDOrgETKWYhu65DwkRoDQoC5h/s1600/walletcefmacargodotcom.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Courtesy of cetmacargo.com</td></tr>
</tbody></table>
<span style="font-size: 11pt;">A very close friend carried a wallet
that contained his life's history. Not only did it hold his driver's license,
Social Security, bank and credit cards, pictures of his family, birth
certificate, past payroll stubs, receipts, business cards, phone numbers
written on errant pieces of paper, a rubber band, and a razor blade. Least to
say, his wallet was a fat ball that could not fit in the back of his pants pocket
and carried it in his hands, like a small weapon, an extension of his mind,
body and spirit.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">I would never expect him to part with
it. There's way too much history in it.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">So, companies attempting to introduce
change to people with set ways, it's difficult to find methods to convince
those like my old friend to abandon his old wallet for a new, different albeit
lean and efficient system.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<a name='more'></a><br /></div>
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<span style="font-size: 11pt;">To us old folks, there's a culture and
history of respect. It cannot be ignored nor denied and those who think they
can will find themselves fighting a long and losing battle.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">What can be done?</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">First pick your battles. Resources are
already limited. It serves no purpose to effect change on something or a task
that's listed on the bottom of a tall totem pole to do list.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Not to be ignored copious notes should
be stored and referred to when the time comes.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">With that said, a strategy should
target the best bang for the buck. Wins will certainly get the ball over the
hill and create a momentum that picks up more support as gravity since it down
the hill. This impetus will allow hardliners to acquiesce since as strong as
they set on their principles. They are long-standing and loyal employees. In
the past, they weren't going to impede progress if the consensus supports the
overall cost.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Hidden factories not only drains
efforts to meet customer demands it affect bottom line and company profits.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Kaizen translated means good change.
UCLA professor of psychology, dr. Richard Mayer, Ph.D, indicated the most
effective and lasting changes are those that come from taking small and incremental
steps. This is the basis of continuous Improvement that some are too impatient
to wait for him, as a result, implement unreasonable demands on the company's
long-standing culture and infrastructure.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">The solution?</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Have two systems.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Allow the old to continue and then
implement, for example, Lean Six Sigma changes. Have both work together
and concurrently with the new helping the old to assimilate. It was around 1979
when I was first introduced to an 80088 computer get replaced adding machines,
letters and journals, yellow notebooks, slide rules, pants, pencils, erasers,
protractors, drafting tables, compasses, and that all too important pocket
protector. I think I still have that pocket protector somewhere in my desk.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">In college, I read the <u>Medium is the
Message</u> by Marshall Mcluhan. I never envisioned, in such a short time, a
world filled with so much technology and China being one of the strongest
economic powers in the world; however, both were predicted.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Continuous Improvement is a way of life
that morphs changes by its nature. Change was predictable based upon people not
happy with status quo and young fresh minds said that impossible was
impossible.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">Progress has a mind of its own and
there’s no purpose to get in its way.
Others may want to embrace it if they get to keep their old methods with
them. To affect changes for those fat wallet owners, the first step is to have strong
policies that employees are thoroughly educated; meaning, support it in
writing. These documents provide the methodologies and processes that help all employees
work predictably and consistently. Next is to conduct in-service training and
offer mentoring to those technically challenged to ease in efficiency and
productivity.<o:p></o:p></span></div>
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<span style="font-size: 11pt;">The old and new can both work and learn
from each other. Don’t make the mistake
of implementing this resource incorrectly.</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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<span style="font-size: 11pt;">That way those who want can keep their
life's history in their wallets as well as feel comfortable in accepting and
participating in changes that will make work exciting, worthwhile and fulfilling.</span><br />
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<o:p></o:p></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-20909165366984142016-10-24T18:53:00.001-07:002019-02-16T19:22:19.277-08:00Lean Sigma and Transportation<div id="m_-1314910460379249560yui_3_16_0_ym19_1_1477150597906_9469" style="font-family: HelveticaNeue, "Helvetica Neue", Helvetica, Arial, "Lucida Grande", sans-serif; font-size: 12px;">
<i>The following is from Alan Kandel, writer and retired engineer who now focuses his attention to air quality in California and the impact transportation contributes to it. Though short, his ideas provide insight for further studies and research. </i></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Read your latest post on process. Streamlining processes to make operations more efficient regardless of application should be pursued. I am reminded of transportation.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">You would be amazed as to the amount of waste there is in the transportation realm. If you want to know just how much there is in the United States when it comes to driving then you'll want to check out the Texas A&M Transportation Institute's 2015 <i id="m_-1314910460379249560yui_3_16_0_ym19_1_1477150597906_9401">Urban Mobility Scorecard</i> <a data-saferedirecturl="https://www.google.com/url?hl=en&q=https://mobility.tamu.edu/ums/report/&source=gmail&ust=1477446329157000&usg=AFQjCNFVUudBrBoaFCgPk2Y_Ha_NFYfvPg" href="https://mobility.tamu.edu/ums/report/" id="m_-1314910460379249560yui_3_16_0_ym19_1_1477150597906_9863" style="color: #1155cc;" target="_blank">https://mobility.tamu.edu/ums/<wbr></wbr>report/</a>; you would be astonished to learn how much fuel, money and time is wasted as a result of American drivers stuck in traffic. Building one's way out of the congestion mess (crisis?) isn't a solution. In my The Departure Track book I pointed out that according to the American Society of Civil Engineers, America's highways have a 42 percent congestion rate (in 2013). That's a 58 percent non-congestion rate which, by any measure, is failure. In industry, that would be unacceptable. So, why do we find it to be okay when it comes to driving? I am convinced that applying the continuous improvement, Lean Six Sigma principles to land use and transportation planning (the two areas go hand in hand) could really make a significant difference.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">At any rate there is an interesting article about artificial intelligence in the Fall 2016 issue of Cal Poly Magazine (<a data-saferedirecturl="https://www.google.com/url?hl=en&q=http://magazine.calpoly.edu&source=gmail&ust=1477446329157000&usg=AFQjCNFDB3vHcGAQ3_IsJFG0OuBkotXKdw" href="http://magazine.calpoly.edu/" style="color: #1155cc;" target="_blank">magazine.calpoly.edu</a>). The article of most interest to me is called "The Shape of Cities" - the focus is self-driving cars. If ever implemented, this has the potential to cause even more congestion than what there is already as people who would not otherwise be behind the wheel would all of a sudden be in vehicles being shuttled about autonomously, not to mention cars operating sans drivers waiting for their next assignments. It is a really interesting topic of discussion to say the least. - Alan Kandel</span></div>
Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-3450848487419133072016-10-21T08:58:00.007-07:002016-10-21T09:40:15.004-07:00Story About ProcessMy past posts covered subjects like the Hidden Factory, Standard Operating Procedures and the "what, hows and the whys." Most recently, I read a book by Clayton Christensen, who introduced the concept of Jobs To Be Done or JBTB. If you have time, pick it up; I highly recommend it. It's titled <u>Competing Against Luck: The Story of Innovation and Customer Choice</u>.<br />
<br />
In one YouTube video where he spoke in front of an audience in Oxford, the person who introduced him indicated that his book was one of the top six management books of all time. After reading it I couldn't agree more.<br />
<br />
<a name='more'></a>This post will be devoted to one small piece of the book that lit a light bulb. Funny is that this concept is nothing new; something I preach about daily.<br />
<br />
And that is the concept of process.<br />
<br />
There was a section in the book that explained how Toyota, after tremendous success, invited major competitors to visit its operations. The company went so far as to teach classes about how their Toyota Production Systems (precursor to Lean Management) launched them to a high level of efficiency and operational excellence. What Toyota or the Japanese knew was that it wasn't their concepts or ideas that made them successful but the core of processes, influenced by W. Ed Deming and his 14 Point Total Quality Systems principles, The Japanese culture of obedience and abeyance practiced for thousands of years in history was inbred, an evolutionary process that the world did not, could not understand nor accept at the time.<br />
<br />
Many of you who take traditional martial arts may understand what I am talking about. It has to do with a commitment used in combat.<br />
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Business is much like war. Some of us have read and studied Sun Tzu's <u>Art of War</u> and use its concepts, the practice of this commitment.<br />
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Each morning when I wake up, I go through a martial arts routine, have done so for the past 40 plus years, not thoroughly realizing I was strengthening a unique culture, a process of commitment and perfection, used to kick start my day.<br />
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The late Steve Jobs said the Americans spent a great deal of resources and money marketing and promoting quality. The Japanese in their Toyota Production Systems methodologies instead focused on ensuring quality within their system through processes. The need to advertise quality in their products was not a consideration since quality and operational excellence were inherently built in through history and culture.<br />
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If we concentrate more in perfecting our processes internally and externally we, in my opinion, will achieve our goals with less obstacles and challenges and, as a result, reach levels of perfection, excellence and satisfaction that stand high above competition and create better opportunities.<br />
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0tag:blogger.com,1999:blog-1277860108923164107.post-87717963325176406092016-10-16T12:28:00.002-07:002016-10-16T23:22:51.316-07:00What Happens When You Swallow an Ishikawa Fishbone?<div class="MsoNormal">
<span style="font-size: 11pt;">Answer: You spit out a solution.</span><br />
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<span style="font-size: 11pt;">In my last blog, I wrote about the Lean Six Sigma tool: “Poka Yoke”
In it, I introduced the Ishikawa's Fishbone Diagram, a unique but important Lean Six Sigma tool used in determining the "root cause" of a problem.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZ4sV4DgdMHNaOvZWkkuN7pFvAM4IaDmL7A38YATtPrkuCqhI1gE30SIgJUU0gmJqQMns7uov43bL12XaIEiqz6RgrZxKsFB33Az_x6tK7jC_8v9tCjyE55LFoMyciprx3fQZyALZIZF5N/s1600/LSS+Ishikawa+2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZ4sV4DgdMHNaOvZWkkuN7pFvAM4IaDmL7A38YATtPrkuCqhI1gE30SIgJUU0gmJqQMns7uov43bL12XaIEiqz6RgrZxKsFB33Az_x6tK7jC_8v9tCjyE55LFoMyciprx3fQZyALZIZF5N/s1600/LSS+Ishikawa+2.png" /></a></div>
<span style="font-size: x-small;">(Picture courtesy of marketergizmo.com)</span><br />
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<span style="font-size: 11pt;">To summarize, the diagram is actually a
picture of a fish skeleton. It is divided into two parts: the left, body, represents the CAUSE; and, the right, which is the head represents the EFFECT (or outcome) that is either positive, neutral or negative.<o:p></o:p></span></div>
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<span style="font-size: 11pt;">If you look at the picture, the body
which has spines on ribs is divided into four parts: labor, equipment, material, and methods. The tail represents environment which I believe is the most
important component. (If you read the rest of this post, you'll see why.) </span><br />
<span style="font-size: 11pt;"><br /></span>
<span style="font-size: 11pt;">All problems can be identified through this simple diagram, a
systematic way of asking questions and resolving problems.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhTZ68hwi1OoGOp2pEaPC2gcN81K72LE0O_SVA1kLDThW7cJ9hiZG2OcpWF0L2g2esk7nxcvSrfmR-Smjky5vYdle7hyphenhyphenD309MpHiZ87Ulf7n4LL-EejV7nx-tb6dcaRxXtw4Qnl644RHV5J/s1600/LSS+Ishikawa.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="186" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhTZ68hwi1OoGOp2pEaPC2gcN81K72LE0O_SVA1kLDThW7cJ9hiZG2OcpWF0L2g2esk7nxcvSrfmR-Smjky5vYdle7hyphenhyphenD309MpHiZ87Ulf7n4LL-EejV7nx-tb6dcaRxXtw4Qnl644RHV5J/s320/LSS+Ishikawa.PNG" width="320" /></a></div>
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<span style="font-size: 11pt;">To illustrate, a near serious problem occurred
in the oil fields where I once worked. An
employee nearly cut into a live gas line. Had this happened, his “chop saw” would’ve breached the pipe, sparked, and exploded. Highly pressurized with natural
gas, the explosion would have cost millions of dollars and lives lost.<o:p></o:p></span></div>
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<span style="font-size: 11pt;">This incident was averted when an alert
employee, not a supervisor nor foreman, issued a “stop work”. </span><br />
<span style="font-size: 11pt;"><br /></span>
<span style="font-size: 11pt;">When
the crew was set aside and interviewed, the investigator asked questions regarding who was involved, equipment, material and processes. He collected and reviewed all SOPs (Standard Operating Procedures), Job Safety Analysis;
Control of Work; and Hazard and Work Instruction Documents and asked if each individual followed the steps outlined in the documents.</span><br />
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<span style="font-size: 11pt;">The interview process took several days
before a root cause was determined: the supervisor who was assigned
first watch was called out. The foreman who
was assigned “second watch” picked up his cell phone and, consequently, distracted from his duties. First (or second) watch is a term that assigns a person to observe from a vantage point and verbally issue instructions and warnings. </span><br />
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<span style="font-size: 11pt;">The crew member with the saw did not know the foreman’s attention was averted. <o:p></o:p></span></div>
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<span style="font-size: 11pt;">When the incident occurred, the crew member
was harshly reprimanded; however, after it was investigated and report
submitted, a combination of factors contributed to the root cause. As I
explained, the Ishikawa Fishbone tail, or "environment" represents anything and everything outside of the four components that affect outcome, in this case being called out and answering a cell phone at a critical time.<o:p></o:p></span></div>
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<span style="font-size: 11pt;">SOPs were modified to include a section
where supervisors are not to leave the site or foremen not to respond to cell calls during critical phases. </span><br />
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<span style="font-size: 11pt;">So again, what happens when you swallow an Ishikawa Fishbone?</span><span style="font-family: "times new roman" , serif; mso-bidi-font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
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Baby Boomer Senseihttp://www.blogger.com/profile/13430634888692039875noreply@blogger.com0