Comments on: The Truth Will Set You Free!

By: markrhamel

markrhamel — Thu, 28 Jan 2010 01:33:13 +0000

Dale,

Thanks for the comment. The equation can be applied literally, but I think it is more powerful from a conceptual perspective. I remember my sensei running through this “math” at the end of a kaizen event to differentiate the effectiveness between several kaizen teams. This happened 15 years ago and I can remember it like it happened yesterday!

Best regards,
Mark

By: Dale S.

Dale S. — Wed, 27 Jan 2010 19:30:15 +0000

Mark,

Interesting equation. I think this could be helpful in quantifying improvement activity.

By: markrhamel

markrhamel — Mon, 25 Jan 2010 13:03:17 +0000

Kris,

Thanks for your comment! My sensei taught me that often the “equation” that matters when talking about waste is waste identified X waste acknowledged X waste eliminated = waste elimination effectiveness (let’s NOT call that “WEE”). So, once we throw some percentages in there, we can see the leverage (or lack thereof). For example, if we identify 50% of the waste in a given process, then acknowledge 60% and finally eliminate 40% of that which we acknowledged, we have only eliminated 12%!

Thanks,
Mark

By: Kris N

Kris N — Mon, 25 Jan 2010 12:44:00 +0000

Hallelujah! Acknowledge waste! I could not agree more with this post. So often do we tackle the waste and make improvements, that, without taking a moment to reflect and acknowledge the waste, we tend to slip back to old practices (or at least practices that are somewhere between the new and old state). In our fix it fast world, the ability to reflect, and acknowledge, are sorely challenged.

By: Michael OConnor

Michael OConnor — Mon, 18 Jan 2010 15:37:45 +0000

In addition to going to the gemba. I think great organizations have a keen sense of who their customers are, and they constantly are trying to meet their needs. i think it is a another example of your apt phrase: “right ladder, right wall.”

By: markrhamel

markrhamel — Sun, 17 Jan 2010 17:28:56 +0000

Jamie,

Thanks for sharing your insight. I totally agree. It’s a bit more complicated than just taking your place in an “Ohno” circle. Observation should encompass, like Lean, the holistic system(s) that are in place/should be in place. This sensitivity and awareness takes time and experience to develop.

Thanks,
Mark

By: Jamie Flinchbaugh

Jamie Flinchbaugh — Sun, 17 Jan 2010 14:02:39 +0000

Observation, despite all the talk of gemba, is still a limited skill and practice in lean. I’m not sure why, except to say that learning the skill isn’t easy.

Observation, and lean for that matter, are about more than identifying waste. Observation can be used to understand value, explore how systems are operating, and even evaluate and help build the skills of individuals.

Jamie Flinchbaugh
http://www.jamieflinchbaugh.com

By: markrhamel

markrhamel — Sun, 17 Jan 2010 04:56:20 +0000

Jerry,

How right you are. In fact, I think the Lean principle of “humility” is so very important. Humble people will allow the data to lead them and are ready to apply that overused, but telling phrase, “It is what it is.” Once one knows what it “is,” they can then effectively work on the “to be.” Another important thing to remember is that, especially during the initial part of Lean transformation, employees are watching to see if their leaders are credible. If the leaders can’t abide by the truth, then how can the workers trust and ultimately take the risks so necessary for transformation?

Best regards,
Mark

By: Jerry Foster

Jerry Foster — Sun, 17 Jan 2010 04:35:50 +0000

Mark, as always, the pursuit of truth leads to understanding. How many times have we all been challenged by people bearing data, when we were in pursuit of “Facts”.

How often we work with organizations that are blinded by data.