Operational Excellence Category
Date: 16 Dec, 2010
Posted by: David Adams in: Coaching Stories | Leadership | Lean | Operational Excellence
I woke up today with the notion that I needed to clear up or spread the word about the two daily leadership questions that we promote in our KCOE System for lean leadership | Operational Excllence leadership. I had a couple of clients thinking about this yesterday, so I thought I’d do some quick teaching on it. I posted the video on YouTube here: Leading in Lean | Operational Excellence Systems| The Two Leadership Questions
5S 2 Day Workshop What is 5S? Click here. Below you will find a 5S 2 Day Workshop sample agenda. You can also download a .pdf of Example 5S Workshop 2 Day Agenda. 5S 2 Day Workshop 5S 2 Day Workshop Agenda 5S 2 Day Workshop – Day 1 Agenda Time | Action Item 930 | Welcome 935 | Car Exercise 1030 | Break 1045 | 5S+1 Training 1115 | Break 1120 | Build a Car Exercise using 5S 1200 | Lunch 1230 | Go & See area to be “5S’d” 1245 | Sort - Remove unnecessary items and red tag questionable items 1315 | Straighten & Shine – Team cleans area and agrees on where items...
Date: 14 Dec, 2010
Posted by: Steven Leuschel in: 30 Second Coaching | Lean | Operational Excellence
30 Second Coaching: Purpose of 5S What is 30 Second Coaching? 30 Second Coaching is a fast and fun resource for learning how to apply Operational Excellence ideas at your workplace. This video series is a quick way to engage Operational Excellence, lean, leadership, and problem solving ideas. This week’s 30 Second Coaching topic: Topic: What is the purpose of 5S? More information about this 30 Second Coaching topic: 5S +1: A Cultural Change Tool The Cultural Change phase (engaging people) involves establishing a continuous improvement framework. Cultural change begins with establishing behaviors,...
KCOE 5S Audit for the Office After posting my last blog, 5S in the Office – I had several folks email us and ask about a specific office audit. I’ve uploaded a few different versions of the a 5S audit for the office. Below you’ll see a picture of my office area. This is an example of a visual standard that a team leader can “check” while doing the weekly audit. The more visual – the easier, quicker, and more effective the audit will be! 5S Audit for the Office Visual Example 5S Audit for the Office Examples KCOE 5S Weekly Audit / Checklist #1 5S Weekly...
How to apply 5S in the Office: Though it’s good to learn visual management and 5S by utilizing concepts of 5S in the office (desk, chair, tabletops, etc), wasted time in the office doesn’t come from looking for a pencil or looking for a phone. Remember the purpose of 5S in the cultural change phase: to support the OE system and establish PDCA, visual management, and roles/responsibilities. Once you’ve really grasped the concept of 5S – it’s time to use the tool to solve problems that you are making visible through your audits and checks. One of the greatest wastes in an office...
Note: The following is part of a series written and delivered as a presentation to SMC Business Council’s Manufacturing Group on 05.13.2010. I am sharing it with our blog readers to stimulate a discussion. Feel free to weigh in and give me your comments. I’ll be posting it over the next few weeks to allow time for the discussion to evolve. A special thanks to Tom Henschke, newly appointed President at SMC for the opportunity to share the message. The Premise: Your Lean System Might Stink… In order to produce world-class results, lean or operational excellence must...
lean What lean IS and what it Isn’t In 1996, almost 15 years ago, Jim Womack wrote a book. The book was a follow up to his first book, The Machine That Changed the World. This then new book, Lean Thinking, was really the book that would change the face of manufacturing for a long time. I credit Jim Womack with being the granddaddy of what we in North America call “lean”. Womack coined the phrase as he tried to describe how some really good manufacturers and one really great manufacturer did their business, particularly their production operations. Womack says that in 1987...
Current State: the problem with North American implementation of Lean (This is the fifth post in this series. If you’ve missed any of the previous posts, check them out by clicking on the “May” link at the right. We are thinking that there are some comments out there. Feel free to post your thoughts. We would love to hear from you!) I’ve given you an idea for where our current state problem began, but let’s look at how it is manifested in our own organizations today. The first thing we’ll look at is what a has become known in operational excellence circles as “event-a-holism”. ...
The Ideal Condition for Lean in North America The Ideal Condition for Lean in North America (This is the sixth part of this series on the condition of “lean” in North America. To see the other five parts, check them out in the Archive for this month and last (May). Thanks for the comments you’ve sent and the various tweets and comments on Facebook!) Do you recall the last major emergency your top level team tackled? I’m talking about an emergency that spanned the entire top level team and required each one of them to dig in to help. Let’s think about that and try...
Healthcare Horror Stories Healthcare Horror Stories Background Death accidentally and unnecessarily happens all too often in the places where our lives are supposed to be saved. “It is only after a patient dies or suffers a serious injury that the type of mistake and the factors contributing to it are subject to serious scrutiny.”[1] The previous example typifies that the culture of the majority of healthcare organizations in America today. Simple mistakes are made in organizations that could be resolved by defining roles and responsibilities, by unambiguous labeling of materials, and...
