Gemba Tales

Lean stories, lessons and reflections

Archive for category Lean Principles

Guest Post: Beyond Toast Kaizen – Lean Breakfast Concepts, Circa 1937

Jun 21

Posted by markrhamel in Lean Principles | 2 Comments

I was in Boston this weekend with my wife and we were told the best place for breakfast was Paramount’s. As we waited in line to order food, I noticed their sign told us to “Please Order and Pay before being seated”.  They claimed not saving a table “ensures all customers will have a table when needed” and although “it may seem hard to believe, it’s been working well since 1937”. Like much in lean this seemed counterintuitive. I decided to do a few time observations while we waited in line. Fortunately, my wife puts up with my curiosity.

Customers came out of the breakfast line and cashier every 90 seconds. So, customers needed a table every 90 seconds (Takt Time). I watched several tables that were filled before we sat down and the time to eat was about 18 minutes. (This is not the type of place where you bring the paper and the server keeps filling your coffee. )

If customers were sitting down at a table every 90 seconds and it takes 18 minutes to eat, the restaurant would need 12 tables to balance the seating capacity with customer requirements (Cycle Time/Takt Time). The restaurant has 14 tables. So, the overall system Cycle Time (think “drop off rate”) was less than Takt Time. I convinced myself, and my wife, why their seating policy worked.

I am confident that Paramount’s system works and that now…and in the future, we will not have to save a table. One should always be available (assuming no substantial change in Takt Time). I wonder if when they started in 1937 they fully understood why it worked. Oh well, perhaps all that really matters is that their breakfast is outstanding and customers keep returning.

John Rizzo authored this blog post. He is a fellow Lean Six Sigma implementation consultant and friend of Mark Hamel. John also enjoys a good breakfast!

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Standard Work Is a Verb

Apr 24

Posted by markrhamel in Kaizen, Lean Principles | No Comments

Standard work is not a once and done proposition. That would be lean anathema. In fact, the Shingo Prize Model reflects a lean principle (one of ten) called “integration of improvement with work.” We don’t stop working, why would we stop improving?

This dynamic is consistent with the evolution from system-driven kaizen to principle-driven kaizen. System-driven kaizen is represented mostly by kaizen events as pulled by value stream improvement plans. Really good stuff, but it can and should get better.

Principle-driven kaizen is system-driven PLUS the integration of daily kaizen. Daily kaizen, as defined in my Kaizen Event Fieldbook is, “small, process- or point-focused, continuous improvement that is conducted by engaged and enabled employees in their everyday work… Daily kaizen opportunities (problems) are readily identified by workers using simple robust lean management systems and by a pragmatic comparison of the current state with the envisioned ideal state. By applying common sense and learning developed in kaizen events, training classes and direct application, employees, as individuals and within teams, engage in PDCA through the use/execution of actionable, low bureaucracy suggestion systems, mini-kaizen events, kaizen circle activities, ‘just-do-its’ and the like.” OK, it’s a really long-winded definition!

While standard work is often initially developed within the context of a kaizen event, it can’t stop there. As employees adopt PDCA thinking and learn to become experimentalists, they will/should continuously improve the standard work. Truly, when the culture becomes principle-driven, people feel happily compelled to improve their processes and thus the standard work.

So, think of standard work more as a verb and less as a noun. Next time when you’re at the gemba, take note of the revision date of the standard work sheets and standard work combination sheets. If they haven’t been updated and improved over the last quarter or two, then you might have an issue. There’s a good chance that you’ve never left the land of system-driven kaizen.

Related post: There Is No Kaizen Bus Stop!

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Humility, or What Does Dirt Have to Do with Lean?

Apr 16

Posted by markrhamel in Lean Principles | 8 Comments

dirt picThe word humility is derived from the Latin word for ground, humus. The notion of ground, earth or dirt makes sense in that humility is a virtue that keeps a person from reaching beyond himself or herself.

This virtue is a good thing and is especially appropriate in lean. In fact, humility is considered a lean principle. Within the Shingo Prize Transformation Model’s “cultural enabler” dimension, it is paired with “respect for the individual.” No surprise there because humility helps people recognize their creaturely equality with others.

Now, before someone says that humility isn’t becoming of a lean leader, humility does not mean that someone cannot be strong, resolute and demanding. Humility does not mean self-abasement or timidity. No, not at all. No doormats here.

Humility is a necessary foundation for continuous improvement, because it is founded upon a recognition of the truth  about the self and, by extension, the organization. Here’s a few humble observations of my own:

  • People who are not humble don’t want to hear anything about their personal or their empire’s  failures or “flat sides.” Humble people see problems or shortcomings as opportunities and use them as feedstock for personal or organizational PDCA.
  • The proud often personalize issues,  “Hey, that idiot so and so, didn’t…” Humble people tend to focus on the 5 why’s rather than the 5 who’s. They attack the process, not the person.
  • Those who are not humble often feel (or at least seek to appear) that they have nothing to learn. Humble folk embrace learning opportunities through experience and that which is shared by others. They return the favor by formally and informally mentoring others.
  • Proud leaders “know” what the problems are and the root causes and they prescribe the countermeasures. Humble people go the gemba and directly observe the situation, often with co-workers and, using appropriate rigor, let the data lead them. They practice kaizen in a participative manner and encourage people to experiment in order to learn and to elevate the improvements.
  • Proud leaders dictate breakthrough objectives, strategic initiatives and the means to achieve the objectives. Humble leaders do not abrogate their responsibility for the outputs, but they use catchball to build consensus and ownership within the team and they use it to identify better, more pragmatic approaches.

I know that I’ve only scratched the surface. Nevertheless, the point here is that humility is critical to lean transformation success. Any organization that lacks this key principle lacks, whether purposefully or accidentally, truth…and that’s a tough place to start when you’re looking for improvement.

So, what are your thoughts?

Related post: Everyone Is Special, But Lean Principles Are Universal!

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WWSD: What Would the Sensei Do?

Mar 5

Posted by markrhamel in Lean Principles, Lean Transformation Leadership | 2 Comments

WWSD pic

Several days ago a colleague was sharing how he bumped into Bob, his initial sensei (and mine) at the airport. My colleague told Bob that he thinks of him every day when he coaches his clients – “What would Bob do?” Not that we need to be handing out WWSD bracelets, but we should all think, “What would the sensei do?”

Of course, it depends on your sensei. Bob is lean Hall of Fame good. He started his lean journey as VP of Ops at Danaher’s Jake Brake in 1987, the veritable U.S. lean beachhead. Now, if you have any questions relative to the quality of your sensei, then perhaps ask, “What would Ohno do?” Not a bad choice.

So, when should you apply WWSD and on what should it make you reflect? I think WWSD is really a situational thing and has less to do with lean tools and more to do with lean principles and systems and lean transformation leadership. That’s where we usually get into trouble.

For example, when we encounter concrete heads and waffle about things like flow, pull, scientific thinking,  integrating improvement with work, respect for the worker and bias for action, we can really screw up a lean transformation. We can end up directly or indirectly teaching people that lean principles are subjective. Not a good thing!

So, think about your sensei and the lessons that he or she has imparted to you. How and when do you  (should you) apply WWSD?

Related posts: Everyone Is Special, But Lean Principles Are Universal!, Sensei Facilitation Style – Scary or human?

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Everyone Is Special, But Lean Principles Are Universal!

Feb 13

Posted by markrhamel in Lean Principles, Lean Transformation Leadership | 5 Comments

barney picMy three children are well beyond the Barney years. It’s been about 10 years since I was subjected to that song, but unfortunately it is burned into my brain, “Everyone is special, special. Everyone is special…” Of course, I don’t disagree with that sentiment, just the inane song. However, when it comes to lean implementation, people seem to sing that very song, just with different words.

We’ve seen lean adoption successfully expand across a number of different industries, resistance slowly receding as new frontiers were explored and barriers breached. First (in very broad terms) lean was a Toyota thing, then it was perceived as something for the automotive industry (who hasn’t heard the plaintive cry from someone resisting lean that goes something like, “we aren’t making cars here!”), then a manufacturing thing, then lean started making inroads within transactional businesses, now health care, etc., etc.  Just the other day, I was reviewing a lean health care case study for a company that does a lot in the lab and manufacturing operations (long story). At the conclusion of the review a manufacturing engineer noted that lean seems to work in health care, but was skeptical as to whether it worked in manufacturing. Doh!!

There are mounds of empirical evidence that lean works and can work in virtually any value stream. The expectation is not that everyone has to be a carbon copy of Toyota or anyone else for that matter. It’s pretty much impossible and probably is not the most effective path. Companies are different (special) from the perspective of culture, strategic imperatives, value streams, etc. BUT lean principles are lean principles. They apply to everyone.

The Shingo Prize’s Transformation Model for Operational Excellence identifies, among other things, 10 basic principles. These principles transcend the lean tools and systems (the “know how”) and represent the “know why” of lean transformation. A deeper understanding of the principles, according the Shingo Prize model, “…empower[s] the organization to develop and deploy specific methodologies and practices unique to the organization.” Unique means “special” in Barney language.

Here are the 10 Shingo Prize model principles within four “dimensions.” I encourage you to go to the Shingo Prize website and read through the model. If you can’t agree that the principles apply to your business, well…you’re not going to successfully implement lean in a meaningful way.

  • Cultural Enablers – 1. respect for the individual, 2. humility
  • Continuous Process Improvement – 3. flow/pull, 4. process focus, 5. scientific thinking, 6. integration of improvement with work, 7. seek perfection
  • Consistent Lean Enterprise Culture – 8. systemic thinking, 9. constancy of purpose
  • Business Results – 10. create value

So, the question shouldn’t be whether lean will work in your corner of the world. It can. The question should be more about how are you going to best apply lean tools and systems within the context of (satisfying) the principles.

What do you think?

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