The Value of Cross Training

The Value of Cross Training

My colleague Misty took a couple of well-deserved vacation days last week and, due to other scheduling issues, the only person in the place to cover her role in order entry was yours truly.  Misty went over detailed instructions with me on Tuesday, in desperate hopes that I wouldn't completely crash the system, and then left, quietly fearful over what she would find when she returned.   

As she predicted, we got a large, complex order from a major customer on Friday morning.  I pulled out her excellent instructions and got the orders placed, seemingly correct from indications of our error-proofing methods (though I put them in much more slowly than Misty).  But several other useful observations flowed from this small exercise. 

The value of cross training.  It is necessary to have some back up, particularly in a small company.  It is well worth the time.

Appreciating people.  The hour or so I spent with the orders gave me a fuller appreciation of Misty's skills. 

Seeing new things.  I had not interacted with the details of our customer's ordering patterns.  Though I reviewed them from an aggregate point of view, I had not "rolled around in the dust" with them.  And that was useful.

Ways to improve.  Misty is such a pro at what she does, she knows how to make some of the cumbersome elements of our system be more nimble.  As I bumbled through them, I got several ideas on how we might eliminate some of the steps altogether. 

All of these are expected when one goes to gemba, to the work place, and interacts with it directly.  Fresh eyes see new things.  Fresh eyes learn better. 

I hope you can soon go to a part of your workplace you seldom frequent.  Look for a way to cover for someone on vacation this summer.  Write down what you learn.  Propose local improvements.  Eliminate some waste.

I hope this is helpful.

Settling for "good enough"

Settling for "good enough"

 

Relentless improvement is not a natural phenomenon.  Seth Godin writes today on Seth's Blog: The seduction of "good enough" and it is very useful.  One of the best summaries of the topic I've seen. 

 

Go better, lighter, faster, cheaper, helpfuler.  Somehow. 

 

And, it's a good reason to keep reading and learning.  Someone else is always thinking better and you and I had best know about it.

 

I hope this is helpful.

 

 

 

Signals

Signals

 

Sometimes watching Lean Systems can be downright hilarious.  At least to me...

A fundamental concept in Lean is the use of Signals.  The word "kanban" simply means "signal."  And in a Lean System we use signals to trigger action, just in time.  Signals are binary and mean one thing, clearly.  Andon boards, painted lines, kanban, kaizen plans, standard work charts.  All signals.

But I didn't anticipate a signal when my wife and I went to lunch recently.  We got into the popular local restaurant ahead of the usual lunch crowd and the place filled up while we ate.  We were engaged in a substantive and useful conversation, however, and were oblivious of a) the time and b) the fact that Darrin, our waiter, really really wanted us to move on so he could get another group into our booth and get another tip.  Those of you who know me realize I can consume large quantities of iced tea in such a setting and Darrin had been doing a good job of keeping my glass filled.

Then Darrin had an idea for a signal.  He stopped by the table, asked if I'd like some more tea and, as he expected, I said yes.  Rather than just refill my glass from the pitcher, however, he went back to the kitchen, poured iced tea into a Styrofoam cup that said "To Go" on the outside and plunked it on the table. 

A signal.  One that said "You are done eating, dude.  Take your tea and go.  Let me get a tip from someone else."  I laughed, admitted defeat and off we went. 

Nicely done, Darrin. 

Understand your signals. 

I hope this is helpful.

Multi-level Change Efforts, part two

Multi-level Change Efforts, part two

A few days ago I wrote about different levels of change strategy. When I wrote it, I thought about mentioning a fourth, higher level of change efforts, one that really fundamentally alters a way of doing business. But I didn't have a clear handle on how to explain it, so chose not to mention it at that time.

Well, sure enough, here is an example of just that level of effort as we learn Toyota eyes new cost-cut strategy.

Like our friends at Toyota didn't already have a clear cost-cutting strategy??

Yes, they do. And they keep making the strategy better. And they continue to set the standard for waste eradication. And it represents this fourth-level strategy.

Take a look at the article. Two points jump out at me.

First, they are looking at radically rethinking component parts. Instead of making screws more efficiently, why not make parts that don't need screws?

Second, rather than whine about high steel prices, why not increase the yield out of the steel they currently use?

In both cases, they think about optimizing the entire system...not just one sub-part of the system. A crucial understanding Frank Patrick's made clear in his post I pointed to last week.

Also note: this strategy is based on the already-legendary relationship of Toyota with its supply base. They are counting on (depending on?) their suppliers to come through. The promise to these suppliers is increased volume. Any lean initiative has to lead to top-line growth to bring about it's full potential

I hope this is helpful.

Multi-level Change Efforts

Multi-level Change Efforts

 

My blogging buddy Frank Patrick made a profound series of points last week and I'm only now able to find the time and space to comment. 

His comments were profound as they speak to the understanding of how genuine improvement happens.  Frank ruminated, out loud, on the need for big change.  Then, he discussed further the role of smaller change events.  

He is right on both of them. 

Effective Lean systems have change happening, simultaneously, at three levels. 

At the lowest level, individuals are improving and documenting the improvement implementation regularly.  World-class companies see two implemented local improvements per person per month.  Yes...two per person per month.  The really good companies and departments often exceed three per person per month.  Most implemented with no capital.  A simple movement of a tool.  A rotation of a receptacle.  A flip-flop of two sequences. 

The next level up is the improvement event.  An organized, planned 2-5 day push for an improvement in a single area.  Involving 4-8 people and spending less than $1,000, it shoots for a substantial improvement in productivity, safety, yield or all of the above.  Some call these "kaizen events" others call these "blitzes."  The name doesn't matter.  Doing it does.  World-class companies devote 2% of each work team's work time to this each month. 

The next level up is the strategic initiative.  This can last up to six months and ties some large-scale operational goal into a series of improvement events.  It is linked tightly to corporate strategy.  This is also called policy deployment,  hoshin or hoshin kanri.   Only one of these goes on in each plant at a time.  It targets quantum improvements in company performance. 

These three levels happen constantly.  They are not in tension...they are in harmony. 

And it is very tough to develop.  And almost impossible to duplicate.  And those who do have a huge advantage. 

I hope this is helpful