This video is based on the free decision matrix we offer to our newsletter subscribers, but shows the general principles of turning gut-feel decisions into more quantitative ones.
It does this primarily by breaking bigger decisions into smaller ones and weighting those factors based on importa...
Knowing and using a problem solving methodology is only part of the battle. Another part of the fight, and for some, a HUGE part, is recognizing there is a problem in the first place. Far too often, people become numb to problems and don't try to solve them. This video give you 10 ways to help yo...
In Lean, there should be a focus on investigating the process when there is a problem before looking at people. But sometimes, the process is strong and most people do it well. This video addresses that situation.
When most people think of improvement opportunities, they immediately think of problems. If you are missing a target, that is a good place to start, but sometimes there is more upside opportunity in a strength.
Creating a successful continuous improvement culture is challenging. Eliminate some of the obstacles by developing a Lean infrastructure that supports your CI efforts.
The stronger your Lean infrastructure is, the easier it is to use Lean tools and apply Lean philosophies.
That structure keeps ...
An effective problem statement for your kaizen will keep you focused. It will also help you 'sell' the need for the project to acquire resources.
Selecting the right team will increase you kaizen event's chance for success.
In this short video, I talk about a quote I recently heard on a TV show. It is extremely applicable to many Lean/Continuous Improvement concepts.
This is one of the first videos we developed. While the production quality is low, the visual of how materials move in a lean company vs. a batch company still provides great learning.
There is a link between the number of interceptions a team throws and the likelihood that the team won that playoff game. I dive into that linkage and explain the difference between correlation and causation.
As a leader in a Lean organization, there is a lot of pressure on you to hit your metrics. It can take a lot of moral fortitude to choose the harder right over the easier wrong.
While bosses control the lion's share of their relationships with employees, employees can behave in a way to modify their leader's behavior.
Overproduction and batching tend to create or hide other forms of waste. In this video, I discuss how a mistake was compounded by overproduction.
Lean works in small businesses, but takes some special effort. Learn more in this video.
