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Does Lean Mean “Easy and Simple”?

Does Lean Mean “Easy and Simple”?

Mark Hamel’s Gemba Tales blog is one website to which I continually return.  Hamel is an accomplished fellow, and that comes through in his writing.  Without sounding haughty or pompous, Hamel can throw real-world examples into his posts, and the reader will come away with something they didn’t know before. So, when he was writing

An Overview on Six Sigma Technique

An Overview on Six Sigma Technique

Six Sigma is a technique of improving the output and performance of a process by identifying and eliminating causes of defects and ultimately finding the new methods to develop the process. The main hindrances to a quality process are the root causes behind all the defects which lead to wastage and low quality output. Six

Practicing Lean Manufacturing to Optimize Resource Utilization

Practicing Lean Manufacturing to Optimize Resource Utilization

Optimum utilization of the available resource is a key goal in all organizations. The main objective is to ensure each and every available resource is channeled towards adding value to the set processes in order to improve the productivity of the organization. Lean manufacturing is geared towards this and its basic tenets include the need

Lean Manufacturing for the Monkeys?

Lean Manufacturing for the Monkeys?

I had an amusing read this morning.  A young Seth Godin acolyte named Luke Rumley wrote an article titled “Lean vs. growth” on his blog last week, stepping on some thin ice regarding his views on Lean. Almost immediately, Rumley inadvertently provoked the online lean gods, who sent down efficient thunder and waste-free lightning via

Is Lean Too Elitist?

Is Lean Too Elitist?

The Lean Edge, a website which touts itself as a “dialogue between business leaders and lean authors” offers some neat perspectives of lean, and inspired me to write an article about a post by Tracey Richardson.  She talks about the lean term, nemawashi,  which she says means “prepping the soil” or “digging around the roots” in

Continuous Improvement: 3 Tips For Getting Management On-Board

Continuous Improvement: 3 Tips For Getting Management On-Board

Ron Pereira, of LSS Academy wrote a recent post titled “3 Things You Can Do When Your Manager Doesn’t Support Continuous Improvement,” and I like his proactive attitude. Face it, sometimes, your “higher-ups” don’t always back your ideas.  They may have several reason for this: maybe they don’t want you to steal their thunder, or

Respect for People and Continuous Improvement = Lean

Respect for People and Continuous Improvement = Lean

On Joe Dager’s Lean-based website, Business901.com, he and David Veech of The Lean Way produced a podcast in which they conversed about the two “over-arching drivers” that should be inherent in any successful lean implementation: respect for people and continuous improvement. In the podcast, Veech makes the point that the technicality of continuous improvement and

3 Tips to Help Develop a Strong Lean Culture in Your Workplace

3 Tips to Help Develop a Strong Lean Culture in Your Workplace

Attempting to implement and sustain any new plan, including Lean, in a factory or even an office can meet a lot of resistance or bitterness, depending on the climate of your work environment and the attitudes of your employees or coworkers.  Management almost always needs to be involved and educated on both the production processes

Get Lean with Pizza?

Get Lean with Pizza?

Some of the folks over at the Lean Forums were expressing their need for value stream mapping (vsm) simulation games, so lean consultant and author, Bob Petruska, explained the “Pizza Game” which he plays with his Schwan coworkers (he uses this analogy because one of the Schwan plants makes frozen pizzas). According to Petruska, they

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