Complex transactional processing environments have certainly introduced new challenges for the improvement practitioner. Many Lean initiatives have missed the mark in areas such as global supply chain management, sales and operations planning (S&OP), new product development, order fulfillment, supplier management, and distribution/logistics because of limited thinking on the principles and tools of the Toyota Production System (TPS). This is not a criticism of the TPS but a misinterpretation and attempt to universally apply the visible principles and tools. [Read more…] about Transactional Process Forensics
There is a major difference between a well architected adaptive systematic process of improvement and a typical Lean manufacturing program. Many Lean, Six Sigma, and other improvement initiatives have come and gone as discrete, short-lived programs while Toyota enjoys a unified continuous process of improvement and the spirit and culture to keep it in a living state. Lean and other continuous improvement programs of the past have been more focused on a narrow set of principles and tools to make improvements on production operations and equipment. Continuing on the same path of improvement in light of all the structural and technology-enabled process changes is the main reason why organizations are achieving less with more in their Lean initiatives: [Read more…] about The Lean Business System Reference Model™
It’s often painful for executives to come to the realization that what they have been doing with improvement isn’t working anymore. The entire organization shares this pain. Customers, suppliers, and other stakeholders share this pain. The pain increases the longer executives and their organizations remain in this situation. Staying the same course allows all of the operational detractors and their associated bliss points to multiply and destroy a strategic improvement initiative.
What is a “bliss point?” [Read more…] about Improve How You Improve: Eliminate Bliss Points
Today over 80% of Lean Six Sigma and other continuous improvement (CI) initiatives have achieved a failing grade. This is a repeat of a long trend of fad improvement programs and their respective birth-death cycles. What is the root cause of this long term CI failure? The majority of people will answer “Leadership.” We say “Dead Wrong – Leadership is symptomatic, not the true root cause(s).” The majority of executives in your organizations are attempting to do extraordinary things with CI while 10,001 other distractions are coming at them. Rightly or wrongly, the top level root cause is a loss of commitment and interest for a number of reasons. [Read more…] about Rediscovering Your “Mojo” of Improvement