Welcome once again to one of my campfire chats about Lean implementation from the front lines. Grab a cup of coffee and rest your bones while this cowboy talks today about flow.
What is flow really? Flow is the seamless transition of work from one station to the next without any interuption. From a flat piece of steel, to a stamping lasering process, to a forming process, to an assembly process, to a painting process, to a final assembly area and packing. We view that as flow correct? Well I'd like to say yes this is flow but there are many more components to it, such as the purchase individual who orders steel, the CSR who inputs the orders, the shop floor guys and gals whom I supervise that can improve the flow, the drivers who deliver the product etc.... This flow bussiness can and is extremely involved.
The aspect of flow I'll address today is on the shop floor. When my turret guys need steel to punch for sequenced shop orders the material handler brings them the steel and stages it on roller flow track. This had worked well for us in the past yet there were and are periods of downtime This puzzled me and posed a problem. What did we do to fix this?
The first thing I did was GO TO GEMBA. Yes, that is right I left my desk and went to GEMBA. You know the place on the shop floor where the work takes place? Where you are able to ask the questions to the guys and gals doing the work who may have a better way. The place where one can observe the bottleneck, safety hazard, improvement opportunity, etc. Yes, GEMBA. I'll fully admit that was a gig at suits who fail to goto the shop floor yet purport they understand Lean and Lean methodology while directing from a desk high in the sky.
When going to Gemba I found a few things. There was an absence of visual management of the shop order. I didn't have a vertical file, nor an andon *flag device denoting status of need with material handler*, guess who came up with the vertical file idea? You've got that right buckaroos, the brilliant minds that work for me. They are the ones who drove the solutions to our problem of proper flow. It wasn't my divine insight or cowboy swagger. It was and is the people who work for you that will more than likely drive improvement if you know how to ask the right questions and afford them time.
Do you see a pattern here in my blog postings, People/Process/Culture. The key elements in securing a foundation for a Lean culture, as my team and I are doing.
After implementing the andon and vertical file, we decided that a better roller track system of flat stock steel that was better able to support the higher volume of through put we were getting. With greater through one has a need to maximize capacity and reduce downtime. That birthed more roller track that helped the material handler pick up processed parts and deliver them to the next operation. Once again, a Lean culture is a learning culture and we are recognizing the benefits of Lean.
In closing this post of flow, I'd like to ask you the audience a few questions. What are you doing to actively engage your workforce as I'm doing? What are you doing with the answers your workforce is giving you, i.e. is there any action being taking on the ideas and improvements you people are giving you? What results are you seeing on your Lean journey and are you recording them with photographs? I hear all sorts of individuals talk from a consultant level about the theory of Lean and this is great, what my team and I are doing is actually IMPLEMENTING LEAN and making manufacturing a more efficient and hospitable place to learn and practice the art and science of continuous improvement.
I'd like to thank you all for stopping by and reading this post. With the holidays quickly approaching I'll have some time off the day job and may be doing some more postings as Yoda and I have house projects that we are going to complete.
Happy Trails...
-Cowboy
Sunday, December 14, 2014
Wednesday, December 10, 2014
Leadership Part #3
Howdy folks and I'm back for the 3rd installment of the Leadership from the front line. I'd like to take the time to address the action component of what leadership entails as for some of us, the action component can be the make a win or alienate our team due to overzealous action.
This week has been filled with actionable and quantifiable win. Just ask the hardy souls I have out there on the front lines with me. I've listened to my guys and gals, I've observed what the problems were with my eyes and ears and most importantly we are working together to accomplish the short range and mid range visions that I have outlined for my fabrication and assembly areas.
I am teaching my people what KPI's are all about, how to know when the trends are moving in the right direction, what to look for from an elevated position on the org chart and what the suits want to see happen. Yeah buckaroos I'm starting to sound like I've left the ranch and become a high dollar engineer but I haven't. What I am doing is pulling my workforce forward. I set an achievable goal with my leaders within the team. I then describe this goal and if we hit the goal or not. Teaching the short and mid range vision tactic. This is how I've been able to pull the team forward.
Here comes the real world component. You knew it was coming right, as I am not an academic preaching from a desk. We are living Lean everyday on the front line running the PDCA to constantly improve. I sometimes forget that not all my people are zealots and dive into Lean as I do. Yes having Yoda as my soul mate helps, but I personally have to interpret the education I'm receiving coupled with the long conversations she and I have on how to implement. For if I just take things right from the texts and lectures, run to the floor with it half-cocked pulling the trigger without a proper vision. Well, let's just say that I've learned the hard way. More than once have I made mistakes taking what I thought was the right information and implementing based on "gut feel" only to realize that I didn't have all the facts. Makes a guy feel sheepish to have to circle back to his cowhands and tell them "Yup, I was wrong again".
What the admission of being wrong does though is this. It demonstrates to your direct reports that you are not all knowing and will promptly admit mistakes. The humble component of being a leader. Look at some humble cowboys, Baxter Black the cowboy poet and Buck Taylor the actor. These guys have always had time for me when I have spoken with them and didn't outwardly demonstrate the "I'm too busy for you" attitude some leaders have been known to do. I'll openly admit to falling short of that from time to time. Though I have gotten better at it with age. Funny thing about age, with age wisdom doesn't always follow. Time to plug Burke Miller and Sam House once again for the Wisdom Discipline Leadership course. I'd suggest taking this course when available as you will learn about yourself as a Leader and as a coach. As being a good Leader, at times requires us to be a coach as well.
Looking at the content of this installment I've rambled somewhat and painted some really broad strokes. Hopefully you folks who are uber merchants out there on the Taylor Protocol CVI will be able to arc these points together. To those of you who are like myself and are uber builders with banker coming in a strong second. Look at this as a plan for direct action leveraging your innovator to lean how to ask the right question.
In closing I'd like to say this. It takes more than barking orders to be a Leader. It takes leading from the front and putting yourself on the line from time to time when doing the right thing isn't doing the right thing. You have to believe in your people and be willing to take risks with them and not use them as pawns. What it boils down to is the people component. As Leaders, we lead people. Without people we are just solitary individuals who roam the range.
Thanks for stopping by the campfire in this installment and I hope that you have taken something positive and useful away from a cowboys overview on his Lean journey right at the front line. Until we meet up again at Gemba. Happy Trails cowpokes...
Cowboy
This week has been filled with actionable and quantifiable win. Just ask the hardy souls I have out there on the front lines with me. I've listened to my guys and gals, I've observed what the problems were with my eyes and ears and most importantly we are working together to accomplish the short range and mid range visions that I have outlined for my fabrication and assembly areas.
I am teaching my people what KPI's are all about, how to know when the trends are moving in the right direction, what to look for from an elevated position on the org chart and what the suits want to see happen. Yeah buckaroos I'm starting to sound like I've left the ranch and become a high dollar engineer but I haven't. What I am doing is pulling my workforce forward. I set an achievable goal with my leaders within the team. I then describe this goal and if we hit the goal or not. Teaching the short and mid range vision tactic. This is how I've been able to pull the team forward.
Here comes the real world component. You knew it was coming right, as I am not an academic preaching from a desk. We are living Lean everyday on the front line running the PDCA to constantly improve. I sometimes forget that not all my people are zealots and dive into Lean as I do. Yes having Yoda as my soul mate helps, but I personally have to interpret the education I'm receiving coupled with the long conversations she and I have on how to implement. For if I just take things right from the texts and lectures, run to the floor with it half-cocked pulling the trigger without a proper vision. Well, let's just say that I've learned the hard way. More than once have I made mistakes taking what I thought was the right information and implementing based on "gut feel" only to realize that I didn't have all the facts. Makes a guy feel sheepish to have to circle back to his cowhands and tell them "Yup, I was wrong again".
What the admission of being wrong does though is this. It demonstrates to your direct reports that you are not all knowing and will promptly admit mistakes. The humble component of being a leader. Look at some humble cowboys, Baxter Black the cowboy poet and Buck Taylor the actor. These guys have always had time for me when I have spoken with them and didn't outwardly demonstrate the "I'm too busy for you" attitude some leaders have been known to do. I'll openly admit to falling short of that from time to time. Though I have gotten better at it with age. Funny thing about age, with age wisdom doesn't always follow. Time to plug Burke Miller and Sam House once again for the Wisdom Discipline Leadership course. I'd suggest taking this course when available as you will learn about yourself as a Leader and as a coach. As being a good Leader, at times requires us to be a coach as well.
Looking at the content of this installment I've rambled somewhat and painted some really broad strokes. Hopefully you folks who are uber merchants out there on the Taylor Protocol CVI will be able to arc these points together. To those of you who are like myself and are uber builders with banker coming in a strong second. Look at this as a plan for direct action leveraging your innovator to lean how to ask the right question.
In closing I'd like to say this. It takes more than barking orders to be a Leader. It takes leading from the front and putting yourself on the line from time to time when doing the right thing isn't doing the right thing. You have to believe in your people and be willing to take risks with them and not use them as pawns. What it boils down to is the people component. As Leaders, we lead people. Without people we are just solitary individuals who roam the range.
Thanks for stopping by the campfire in this installment and I hope that you have taken something positive and useful away from a cowboys overview on his Lean journey right at the front line. Until we meet up again at Gemba. Happy Trails cowpokes...
Cowboy
Monday, December 1, 2014
Leadership Part #2
Howdy folks and thanks for stopping by. Continuing on with our leadership series here out on the range. I'd like to really look at what leading and cultivating a Lean culture is. Leaders lead. What is that exactly one may ask? I'm here to tell you what leading is all about. Leading is knowing when to keep your mouth closed and listen to your direct reports. As we have seen in my past blog postings, at times as an uber Alpha, we have a hard time listening to our people. Isn't that where it all starts, the respect for people component. When we have a disconnect with the individuals doing the work, and those giving direction there is a problem. There must be open channels of clear direction and communication both ways from your direct reports. If you are the top performing cowboy on the ranch and your subordinates do not know where you are heading. You are more than likely going to infuse variation within the work, and guess what? Yes induce DOWNTIME.
It may sound elementary to effectively communicate, yet I see this every day as a real disconnect between leaders and their direct reports. Yes, that includes me. Now that we have identified a problem, let's look at some tools we can use to prevent these situations.
Standard work, elementary right.... Well standard work needs to be standard, not a constantly fluid process. Rather a continuously improving process that has set points in which we can check the results. Yes, we are looking at communication in a PDCA format.
Listening to our direct reports helps us as leaders in a few ways. First it gives them a voice, and secondly we as the leader receive a first hand report of what is going on from our front line people. I remind myself every day of how I need to listen. Yes, even this cowboy has a tendency to develop selective hearing. When that happens I am the cause of the breakdown, and we all have been part of that. Most recently I failed to listen to one of my lead individuals, guess what? A shop order that could have been prevented from going late went late due to my own arrogance for lack of a better term. Yet it is during these moments we emerge, or as my ink pen states I-Emerge.
I'd like to thank everyone for stopping by for part 2 and I hope that your Thanksgiving was filled with family and good spirits. I'll be back in a few days with more words from the front line and the lessons I'm learning as a Lean leader. Happy trails......
Cowboy
It may sound elementary to effectively communicate, yet I see this every day as a real disconnect between leaders and their direct reports. Yes, that includes me. Now that we have identified a problem, let's look at some tools we can use to prevent these situations.
Standard work, elementary right.... Well standard work needs to be standard, not a constantly fluid process. Rather a continuously improving process that has set points in which we can check the results. Yes, we are looking at communication in a PDCA format.
Listening to our direct reports helps us as leaders in a few ways. First it gives them a voice, and secondly we as the leader receive a first hand report of what is going on from our front line people. I remind myself every day of how I need to listen. Yes, even this cowboy has a tendency to develop selective hearing. When that happens I am the cause of the breakdown, and we all have been part of that. Most recently I failed to listen to one of my lead individuals, guess what? A shop order that could have been prevented from going late went late due to my own arrogance for lack of a better term. Yet it is during these moments we emerge, or as my ink pen states I-Emerge.
I'd like to thank everyone for stopping by for part 2 and I hope that your Thanksgiving was filled with family and good spirits. I'll be back in a few days with more words from the front line and the lessons I'm learning as a Lean leader. Happy trails......
Cowboy
Sunday, November 23, 2014
Leadership part 1
Here we are once again out riding the range in the world of Lean Manufacturing, from a Cowboy's perspectivve. This week I was not at work per se, but doing work. I was in Broomfield, CO at the Wisdom Disciplines of Leadership workshop. What on earth would I be doing at a coaching seminar? Well pour a cup of your favorite coffee, and light the fire. This is going to be rather interesting.
Looking at what I've been trying to do with culture transformation by building a Lean Culture from the bottom up, Yoda instructed me that going to a coaching seminar, held by Burke Miller and Sam House, would be just the thing to inspire my "inner coach" and hone my soft skills needed to take good to great. How could I refuse? Yoda is not only a Lean guru, she is also a coach among many other things.
The first day of the seminar was an overview of the class material coupled with a great dynamic between the instructors. Not being the extrovert by nature, I at first was wondering what I was going to be taught that would allow me to increase thru-put and productivity. As the seminar progressed on throughout the week, my eyes were opening. I was learning that I too am a coach. Teaching, mentoring, asking the right questions and learning new methods of how to bring others into alignment are what I am finding out. Yes that is right folks, I'm learning how to coach. A vital and necessary skill that we as change agents must use to get our clients or direct reports to see things in an alternative light.
Courage and Integrity are two things I find most lacking in an organization desiring to change and travel the path of a Lean journey. Everyone wants to become Lean, implement Lean, proclaim Lean, yet so many of us and that includes myself fall short. My current rivers that I'm crossing are going to require Courage and Integrity as cornerstones in my Lean journey. The courage to do the right thing when doing the right thing isn't right. Support that with demonstrating that my team and I have the integrity to follow through with our standard work, even when nobody is watching.
I'm going to break this up into 3 parts. The depth of this topic could span from Texas Hill Country all the way to Maricopa County in the great state of Arizona. Being as this is a holiday week of Thanksgiving I'd like to wish all that read this blog a happy Thanksgiving, and to the brilliant minds who participated at the Wisdom Disciplines Leadership Course, a true and heartfelt thank you for helping me open up rivers of flow that I didn't know were accessible to me. Then there is my personal Yoda, and without her this here slice of one cowboy's Lean journey would have never started.
Thanks for sittn' around the campfire for this post, until our wagon trains meet again out on the range of PDCA
Cowboy
Looking at what I've been trying to do with culture transformation by building a Lean Culture from the bottom up, Yoda instructed me that going to a coaching seminar, held by Burke Miller and Sam House, would be just the thing to inspire my "inner coach" and hone my soft skills needed to take good to great. How could I refuse? Yoda is not only a Lean guru, she is also a coach among many other things.
The first day of the seminar was an overview of the class material coupled with a great dynamic between the instructors. Not being the extrovert by nature, I at first was wondering what I was going to be taught that would allow me to increase thru-put and productivity. As the seminar progressed on throughout the week, my eyes were opening. I was learning that I too am a coach. Teaching, mentoring, asking the right questions and learning new methods of how to bring others into alignment are what I am finding out. Yes that is right folks, I'm learning how to coach. A vital and necessary skill that we as change agents must use to get our clients or direct reports to see things in an alternative light.
Courage and Integrity are two things I find most lacking in an organization desiring to change and travel the path of a Lean journey. Everyone wants to become Lean, implement Lean, proclaim Lean, yet so many of us and that includes myself fall short. My current rivers that I'm crossing are going to require Courage and Integrity as cornerstones in my Lean journey. The courage to do the right thing when doing the right thing isn't right. Support that with demonstrating that my team and I have the integrity to follow through with our standard work, even when nobody is watching.
I'm going to break this up into 3 parts. The depth of this topic could span from Texas Hill Country all the way to Maricopa County in the great state of Arizona. Being as this is a holiday week of Thanksgiving I'd like to wish all that read this blog a happy Thanksgiving, and to the brilliant minds who participated at the Wisdom Disciplines Leadership Course, a true and heartfelt thank you for helping me open up rivers of flow that I didn't know were accessible to me. Then there is my personal Yoda, and without her this here slice of one cowboy's Lean journey would have never started.
Thanks for sittn' around the campfire for this post, until our wagon trains meet again out on the range of PDCA
Cowboy
Sunday, November 9, 2014
Lean Life Lessons
Here is something that has been yanking at me today. How many of us are actually Lean practioners? Let's be honest with ourselves. We may preach from the mountain top at work, teach the kata, bring down the rules on stone tablets from the book Lean for Dummies, yet do we as individuals actually implement a lifestyle kata of Lean?
Here is a story that is a testemant of how Lean thinking actually transforms our minds into a thought pattern of logical progression. Picture this, you go out for you daily 6.2 mile run where you are thinking about the best John Wayne quotes to use and just how do you implement that into a morning meeting, you arrive home and BOOM!!! an ant invasion. Where on earth did these rascals come from? Why did they decide to come into our home? Why are they doing a line dance into the kitchen that reminds me of ealy 90's country music videos? Why are they moving is such an orderly fashion? Where did they come from?
Yes folks these ants invaded the homestead and I wasn't going to stand idly by. Unknowingly I did an Ohno circle taking mental notes and asking questions. No by no means did I pull out an A3 and get out my purple pen of truth writing down 5 why's etc.... Yet this was a perfect chance to implement containment, activate countermeasures, GO TO GEMBA.
My significant other was right on time with proper containment measures, furiously searching what to throw down to prevent those onry varmits from coming in, *cinnamon*, eliminate the phermone trail, etc. We were working as a Team, a driven cohesive unit implementing a standard work protocol that each of us has used in the past for house chores. Yes standard work, works. Yoda is a bright and beautiful person, I believe that is the reason the ants decided to descend upon our homestead.
When all was said and done, we eliminated the problem, found the source, implemented corrective actions, and restored a current state continuing towards our desired state. What I'm getting at here cowpokes is this, Lean thinking and proper execution afforded us the chance to actually reduce the time of the "invasion" and prevent a return to a non-desired state. So the next time life throws you a curveball, STOP!!!! Yes, we must sometimes slow down to speed up. Put forth some mindful thought and action before you take to the knee jerk reaction route.
That's about it for now buckaroos, I thought a true story from the front line of life was fitting for this week demonstrating to others that Lean just isn't for work. Lean is a lifestyle that can be fufilling and rewarding.
Until next time Happy Trails and remember "slow is smooth and smooth is fast". Thanks for stopping by and spending some time,
Cowboy
Here is a story that is a testemant of how Lean thinking actually transforms our minds into a thought pattern of logical progression. Picture this, you go out for you daily 6.2 mile run where you are thinking about the best John Wayne quotes to use and just how do you implement that into a morning meeting, you arrive home and BOOM!!! an ant invasion. Where on earth did these rascals come from? Why did they decide to come into our home? Why are they doing a line dance into the kitchen that reminds me of ealy 90's country music videos? Why are they moving is such an orderly fashion? Where did they come from?
Yes folks these ants invaded the homestead and I wasn't going to stand idly by. Unknowingly I did an Ohno circle taking mental notes and asking questions. No by no means did I pull out an A3 and get out my purple pen of truth writing down 5 why's etc.... Yet this was a perfect chance to implement containment, activate countermeasures, GO TO GEMBA.
My significant other was right on time with proper containment measures, furiously searching what to throw down to prevent those onry varmits from coming in, *cinnamon*, eliminate the phermone trail, etc. We were working as a Team, a driven cohesive unit implementing a standard work protocol that each of us has used in the past for house chores. Yes standard work, works. Yoda is a bright and beautiful person, I believe that is the reason the ants decided to descend upon our homestead.
When all was said and done, we eliminated the problem, found the source, implemented corrective actions, and restored a current state continuing towards our desired state. What I'm getting at here cowpokes is this, Lean thinking and proper execution afforded us the chance to actually reduce the time of the "invasion" and prevent a return to a non-desired state. So the next time life throws you a curveball, STOP!!!! Yes, we must sometimes slow down to speed up. Put forth some mindful thought and action before you take to the knee jerk reaction route.
That's about it for now buckaroos, I thought a true story from the front line of life was fitting for this week demonstrating to others that Lean just isn't for work. Lean is a lifestyle that can be fufilling and rewarding.
Until next time Happy Trails and remember "slow is smooth and smooth is fast". Thanks for stopping by and spending some time,
Cowboy
Tuesday, November 4, 2014
Mura Part #2
So yes ladies and gents it has been another spell since my last post. My time has been spent with 60 hour work weeks, academic pursuits, professional development with Yoda and the leaders of the Lean world, coupled with extensive travel in my every other weekend off modicum of a work cycle that has been prevelant the past 6 months or so.
Let's get to the meaty part of Part #2. Since my last post my team has effectively reigned in the late orders within a certain area of my operation. Yes, the heijunka table worked. Though it may not have been a heijunka in the true sense of the word, it suited the purpose of "manufacturing triage". I took the triage scenario from prior careers and implemented it in manufacturing. Do the best, for the greatest good. Aligning steel to be cut/lasered/formed by standard blank sizes, minimized movement, maximized thru-put, reducing late shop orders, etc. worked with the modified heijunka.
Yoda will always ask me, "So... what did you learn? What will you do different next time? What results were repeatable? What didn't work? Why didn't it work? Were you driving out waste? Why did you get in the state you were in to begin with?" I believe I have answers to those questions. Where do those answers lay you may ask. In the results. Life is a PDCA cycle, heck I'm learning life is an engineering problem that can be navigated with Lean thinking. If what you are doing works, record your results and try to repeat with better results. This is where engaging your team really comes into focus. That is exactly how we drove down our late shop orders, I engaged my team and challenged them and myself to do things better using Lean principals. Yes, educating your team does go a LONG way. Some of you manager "senior team" types need to take note. Listening to the guys and gals on the floor will save you a ton of headaches.
I'd also like to credit my Ohno circles for allowing myself to ask the multitude of questions needed to goto the right people to actually have a starting point. Without questions, we as leaders are left with nothing but giving orders and direction to individuals who may already have the answers, yet haven't been tapped. This can be an issue with those of us who are Alpha's and our CVI is Builder/Banker using the Taylor protocol.
I'll leave you buckaroos with something I stated on twitter, I used to have all the answers to lifes problems, now I have questions and mindful action.
Thanks for stopping by and I'll be back to a weekly post as Yoda has tasked me to MAKE TIME
Happy Trails,
Cowboy
Let's get to the meaty part of Part #2. Since my last post my team has effectively reigned in the late orders within a certain area of my operation. Yes, the heijunka table worked. Though it may not have been a heijunka in the true sense of the word, it suited the purpose of "manufacturing triage". I took the triage scenario from prior careers and implemented it in manufacturing. Do the best, for the greatest good. Aligning steel to be cut/lasered/formed by standard blank sizes, minimized movement, maximized thru-put, reducing late shop orders, etc. worked with the modified heijunka.
Yoda will always ask me, "So... what did you learn? What will you do different next time? What results were repeatable? What didn't work? Why didn't it work? Were you driving out waste? Why did you get in the state you were in to begin with?" I believe I have answers to those questions. Where do those answers lay you may ask. In the results. Life is a PDCA cycle, heck I'm learning life is an engineering problem that can be navigated with Lean thinking. If what you are doing works, record your results and try to repeat with better results. This is where engaging your team really comes into focus. That is exactly how we drove down our late shop orders, I engaged my team and challenged them and myself to do things better using Lean principals. Yes, educating your team does go a LONG way. Some of you manager "senior team" types need to take note. Listening to the guys and gals on the floor will save you a ton of headaches.
I'd also like to credit my Ohno circles for allowing myself to ask the multitude of questions needed to goto the right people to actually have a starting point. Without questions, we as leaders are left with nothing but giving orders and direction to individuals who may already have the answers, yet haven't been tapped. This can be an issue with those of us who are Alpha's and our CVI is Builder/Banker using the Taylor protocol.
I'll leave you buckaroos with something I stated on twitter, I used to have all the answers to lifes problems, now I have questions and mindful action.
Thanks for stopping by and I'll be back to a weekly post as Yoda has tasked me to MAKE TIME
Happy Trails,
Cowboy
Thursday, October 9, 2014
Part #1 Mura
So yes it has been a couple weeks since I have picked up the proverbial scribe. Yes Yoda has hounded me and asked the right questions to achieve the desired result. That being pound out another entry on the lean journey my team and I are on.
The past week has been hectic and eventful. The standard quotes of "We need it all now", "We want it yesterday", and my personal favorite "This is hot". It started me thinking about standardization. If parts are punched/stamped/laser cut from standard blank sizes wouldn't that facilitate less handling, increased thru-put, etc... The trick to this is the quick change over. As we all know the devil resides in those pesky details where we pick up time and turn downtime, yes some of you know that acronym, into direct labor which is value added. The win we had the past couple of weeks came with an experiment I am running with a table. Could it be considered a Heijunka table, well that all depends on who you ask and how it is presented. The jist of what we are trying to accomplish is run more product thru equipment on standard blank sizes while the scrap is increased, the time saved in extra labor and material handling well pays for itself. Is it working, well buckaroos, it is still in the works and the Mura, there I go using Japanese words to sound wise, has decreased in amplitude. I am going to make this a 2 part blog. As I don't see the current workload slowing down anytime soon my team and I will continue to work this problem PDCA style. I will report the results in the next posting.
Happy Trails, thanks for stopping by
Cowboy
The past week has been hectic and eventful. The standard quotes of "We need it all now", "We want it yesterday", and my personal favorite "This is hot". It started me thinking about standardization. If parts are punched/stamped/laser cut from standard blank sizes wouldn't that facilitate less handling, increased thru-put, etc... The trick to this is the quick change over. As we all know the devil resides in those pesky details where we pick up time and turn downtime, yes some of you know that acronym, into direct labor which is value added. The win we had the past couple of weeks came with an experiment I am running with a table. Could it be considered a Heijunka table, well that all depends on who you ask and how it is presented. The jist of what we are trying to accomplish is run more product thru equipment on standard blank sizes while the scrap is increased, the time saved in extra labor and material handling well pays for itself. Is it working, well buckaroos, it is still in the works and the Mura, there I go using Japanese words to sound wise, has decreased in amplitude. I am going to make this a 2 part blog. As I don't see the current workload slowing down anytime soon my team and I will continue to work this problem PDCA style. I will report the results in the next posting.
Happy Trails, thanks for stopping by
Cowboy
Sunday, September 28, 2014
Small improvements once again
Todays post is about wasted movement and just how much wasted movement we as individuals infuse into our processes. While at work this week I have been observing this precept of a Lean lifestyle, which is to eliminate wasted movement and infuse every movement with value added motion to the end product. Wow, my eyes were opened again.
I've always considered myself a keen observer, with hobbies and such that require fine attention to detail, this cowboy thought he knew it all. Well folks I'm here to tell you once again I don't, and will promptly admit fault to it. My personal Yoda has challenged me quite a bit this week in the process aspect of my operations, and in true form I was enlightened when I observed.
My team and I have been doing 60 hour weeks now for about 4 months due to customer demand outstripping supplty provided by a 40 hour work week. All "senior team" hypothetical managment questions aside, it is our job to produce a quality product while driving out all waste possible. This is difficult when faced with potential burnout and fatigue. So what does the Lean Cowboy due to combat this. He observes each and every process, looking to drive out the small bits of waste first. The small bits of waste add up in seconds, seconds add up to minutes and minutes add up to hours.
When we decided to use screw aprons to hold our screws instead of bending over each and every time to get a hand full of screws, shoot them with an pneumatic screw gun, drop some on the floor, pick them back up with a magnet, etc. We drove out quite a bit of waste. No we didn't totally elimante dropping screws on the floor, but we significantly reduced it. We also eliminated the constant need to reach into a box of screws below waist level. Hence we reduced fatigue somewhat and eliminated movement. Is this a huge win, not in the big scheme of things; yet it is a win none the less which drives out waste and increases our productivity.
On our journey I'm learning something quite important, it isn't the homeruns you hit in the ninth inning that win the game. It is the singles you hit during the game, it is the practice you put into the game during off time, it is the future vision you have of your workspace. These are the things I'm learning that truly help one win the game. The bonus to this is change and shift in culture. My team is becoming engaged to look for these base hits and recognizing the value they are adding to the process of being a team of continious improvement zealots. The small ideas we implemet and the results we are seeing improve morale, and that is what needs to maintained during 60 hour weeks.
Well folks that is what I bring to the table this week from my time on the front line. The small improvements we continue to make today, add up to improved overall processes in the future. I'm not a Lean Jedi like Yoda, but my team and I are learning.
Thanks for stopping by
I've always considered myself a keen observer, with hobbies and such that require fine attention to detail, this cowboy thought he knew it all. Well folks I'm here to tell you once again I don't, and will promptly admit fault to it. My personal Yoda has challenged me quite a bit this week in the process aspect of my operations, and in true form I was enlightened when I observed.
My team and I have been doing 60 hour weeks now for about 4 months due to customer demand outstripping supplty provided by a 40 hour work week. All "senior team" hypothetical managment questions aside, it is our job to produce a quality product while driving out all waste possible. This is difficult when faced with potential burnout and fatigue. So what does the Lean Cowboy due to combat this. He observes each and every process, looking to drive out the small bits of waste first. The small bits of waste add up in seconds, seconds add up to minutes and minutes add up to hours.
When we decided to use screw aprons to hold our screws instead of bending over each and every time to get a hand full of screws, shoot them with an pneumatic screw gun, drop some on the floor, pick them back up with a magnet, etc. We drove out quite a bit of waste. No we didn't totally elimante dropping screws on the floor, but we significantly reduced it. We also eliminated the constant need to reach into a box of screws below waist level. Hence we reduced fatigue somewhat and eliminated movement. Is this a huge win, not in the big scheme of things; yet it is a win none the less which drives out waste and increases our productivity.
On our journey I'm learning something quite important, it isn't the homeruns you hit in the ninth inning that win the game. It is the singles you hit during the game, it is the practice you put into the game during off time, it is the future vision you have of your workspace. These are the things I'm learning that truly help one win the game. The bonus to this is change and shift in culture. My team is becoming engaged to look for these base hits and recognizing the value they are adding to the process of being a team of continious improvement zealots. The small ideas we implemet and the results we are seeing improve morale, and that is what needs to maintained during 60 hour weeks.
Well folks that is what I bring to the table this week from my time on the front line. The small improvements we continue to make today, add up to improved overall processes in the future. I'm not a Lean Jedi like Yoda, but my team and I are learning.
Thanks for stopping by
Sunday, September 21, 2014
The Senior Team
Out here on the front line of Lean implementation is an exciting place to reside. The objectives are clear cut. The results are grand. The people so willingly embrace each and every idea we have as gospel truth. Senior management worships the ground we walk on. Yeah, if it were only that easy and we as implementers lived in utopia. Alas, we live in the real world and our results are sometimes not so obvious. They take time to germinate, grow, flower, and then bear fruit.
Today's post will be the art of upward mentoring and coaching. Some of you who are reading this may look at me in utter confusion when I speak of upward mentoring. Well buckaroo's I'm here to tell you that sometimes we as individuals on the front line, need to help those who are in roles above us see the bigger picture. My team and I are just infants in our Lean journey and we do not claim to be experts, jedi knights, masters of waste removal, etc. Yet, we are making forward and demonstrable progress that has been noticed by senior leadership of my current organization.
One of the biggest obstacles we are finding is that senior leadership wants instant results. I believe we all want instant results, but that is not always possible. What we have to do as Lean leaders, in my humble opinion, is bring the Senior leadership to gemba. Ohhh... there I go once again using words that make me appear as if I'm some expert. It is our responsibility, meaning myself and my team, to demonstrate to the senior team we are seeing results. The icing on the cake is that these results we are seeing due to change, they are sustainable. This is what makes me smile. My team demonstrating their improvements that they have implemented to upper management. Walking the senior leadership over to our pick board, showing them how we on the floor generate ideas, how I as a leader discuss these ideas with them. Then we decide on a plan and implement. Followed by the recording of our results to demonstrate this adjustment in standard work etc. is valid.
These are the lessons my team and I learned this week out on the shop floor. We are learning that when individuals can't see instant results we are obligated to show them our processes and help them learn to see. The added benefit to this interpersonal communication would be that my team has face time with senior leadership and in doing so, bonds are formed. Once again it goes back to People, Processes and Culture.
Our journey this week was one of upwardly "mentoring" and "coaching" those above us to see how our processes work, how our people respect not only each other but the standard work, and how building a Lean culture is an evolutionary process that just doesn't happen overnight.
Thanks for stopping by,
Cowboy
Today's post will be the art of upward mentoring and coaching. Some of you who are reading this may look at me in utter confusion when I speak of upward mentoring. Well buckaroo's I'm here to tell you that sometimes we as individuals on the front line, need to help those who are in roles above us see the bigger picture. My team and I are just infants in our Lean journey and we do not claim to be experts, jedi knights, masters of waste removal, etc. Yet, we are making forward and demonstrable progress that has been noticed by senior leadership of my current organization.
One of the biggest obstacles we are finding is that senior leadership wants instant results. I believe we all want instant results, but that is not always possible. What we have to do as Lean leaders, in my humble opinion, is bring the Senior leadership to gemba. Ohhh... there I go once again using words that make me appear as if I'm some expert. It is our responsibility, meaning myself and my team, to demonstrate to the senior team we are seeing results. The icing on the cake is that these results we are seeing due to change, they are sustainable. This is what makes me smile. My team demonstrating their improvements that they have implemented to upper management. Walking the senior leadership over to our pick board, showing them how we on the floor generate ideas, how I as a leader discuss these ideas with them. Then we decide on a plan and implement. Followed by the recording of our results to demonstrate this adjustment in standard work etc. is valid.
These are the lessons my team and I learned this week out on the shop floor. We are learning that when individuals can't see instant results we are obligated to show them our processes and help them learn to see. The added benefit to this interpersonal communication would be that my team has face time with senior leadership and in doing so, bonds are formed. Once again it goes back to People, Processes and Culture.
Our journey this week was one of upwardly "mentoring" and "coaching" those above us to see how our processes work, how our people respect not only each other but the standard work, and how building a Lean culture is an evolutionary process that just doesn't happen overnight.
Thanks for stopping by,
Cowboy
Sunday, September 14, 2014
Pictures, Pictures, Pictures.....
Here we are again folks, the Lean Cowboy speaking from the frontline of Lean implementation and blogging his journey for the world to see. This topic I will be discussing today is of significant importance to not only my team, but to myself as well.
It all started with my personal yoda asking me, "Are you taking pictures to document your progress?" At first I shook my head and wondered, "Why on earth do I need to take pictures and document our progress? Our results will be the monuments we shall stand upon and shout, WE WIN". Wow, I was wrong once again.
What was my aversion to taking pictures? Well for one it took time, time I didn't want to invest. I just wanted results. Then I really started to think about the reasoning I was questioned to take the pictures. Being a results based fast and hard charger, wouldn't it benefit my team and I to show where we came from and where we are going? Yes another aha moment in this Lean journey that my team and I are taking together.
I have now seen the light. To demonstrate progress and continuous improvement, we need to show the before, the work, and the after. This is what it is all about... People, Processes and Culture. We engage our people to improve our process and effectively change our culture.
I'd like to thank you for stopping by for this installment of The Lean Cowboy and the documentation of our journey. Until next time, Happy Trails.
It all started with my personal yoda asking me, "Are you taking pictures to document your progress?" At first I shook my head and wondered, "Why on earth do I need to take pictures and document our progress? Our results will be the monuments we shall stand upon and shout, WE WIN". Wow, I was wrong once again.
What was my aversion to taking pictures? Well for one it took time, time I didn't want to invest. I just wanted results. Then I really started to think about the reasoning I was questioned to take the pictures. Being a results based fast and hard charger, wouldn't it benefit my team and I to show where we came from and where we are going? Yes another aha moment in this Lean journey that my team and I are taking together.
I have now seen the light. To demonstrate progress and continuous improvement, we need to show the before, the work, and the after. This is what it is all about... People, Processes and Culture. We engage our people to improve our process and effectively change our culture.
I'd like to thank you for stopping by for this installment of The Lean Cowboy and the documentation of our journey. Until next time, Happy Trails.
Thursday, September 4, 2014
The kerfuffle
Howdy folks, yes it has been a few days since my last entry due to the holidays and travel. So let's get to the not so stellar moments in this Lean journey my team and I are on. Thus far all I have written about are the wins, yes wins are great and we all would love to think every decision we make will lead our team to victory. Unfortunately this is not the case and I'm going to tell of a story on Tuesday that tested my patience to the limits. Granted I've never been considered the most patient guy in the universe, but I have gotten better. What I'm about to write is how I failed on multiple fronts and how I came to realize just possibly, I was the problem. Yes, I was the problem. So without further adieu let's look at what I did wrong and what I've learned coupled with what I'll do different next time.
Let me set the scenario here, We have a table that is a one person assembly station, this station is composed of 5 components that are assembled into one complete part. What I noticed were multiple parts strewn about in various states of assembly. Yes, the old envelope lesson all of you wise and learned Lean sages have told me about multiple times. I thought to myself, "Wow, I've talked about this same scenario countless times in my Wed morning talks and here this individual is going against the grain doing his own thing." I figured this was a prime time to put the Lean thinking cap on and address this situation promptly. Mistake one, I walked over to the area without the proper mindset. A mindset of "how dare you break the laws given to us from the Gods of Lean". I didn't ask any lead in questions, I asked "How do you plan on assembling all of this?" Yeah I didn't lead in with a "W" question it went directly to the "How do/did" and it set the tone for this individual to be on the defensive vs looking at this as a problem we can both solve together. The lack of listening skills displayed by myself was sad. It was downright pitiful. I didn't listen as I had all the answers to this problem and I was going to wield them like the staff of justice, because I am the boss and I know best and I know because I read all these books and watched the videos and talked to my personal Master Jedi and I and I and I and I. See the pattern here I have an "I" infection. It is all about me and not about the people what work for me. doing the work. This bickering went on for approximately 15 min between my direct report and myself. I even opened Paul Akers 2 second Lean book and read to him aloud this very problem he had with the Laser Jamb product Fascap manufactures. Yes I started to sense things were going south and I needed to step back and reign myself in.
This is what I call a self-introspective moment in time where I was looking at how I had turned Lean into a weapon to browbeat someone. Talk about a major mistake. Me, the champion of Lean, a student of a recognized Master Jedi and I was making these huge errors. How did I turn it around?
This is where it gets good. I had to humble myself, yes kids I had to HUMBLE myself and apologize for acting this way. I felt about 3 inches tall. For a guy who is 6'4" and 225lbs with a minimum body fat composition due to my uhhh hobbies, yeah I was feeling like a total and utter jerk. This is good, as I learned once again the hard way that Lean is a lifestyle and within this lifestyle the katas that we practice need continuous improvement.
After my apology and another stab at the initial problem, my direct report informed me the Why of what he was doing and What he needed to accomplish the task in a more timely fashion. The end result of a now 30min session yielded a redesigned table. Yes a redesign from direct operator solicited input in which he even drew up the sketch so I could take it to our SWAG, (Special Work Assignment Group). Later that very day, the table came and he was a happy camper.
I really failed my team this week due to my own stubbornness and residual push vs pull mindset. I know better, yes but at least I recognized what I did wrong. See all the "I's", note to self make that Optometrist appointment and get the "I" infection looked at.
Thanks for stopping by,
Happy Trails
Let me set the scenario here, We have a table that is a one person assembly station, this station is composed of 5 components that are assembled into one complete part. What I noticed were multiple parts strewn about in various states of assembly. Yes, the old envelope lesson all of you wise and learned Lean sages have told me about multiple times. I thought to myself, "Wow, I've talked about this same scenario countless times in my Wed morning talks and here this individual is going against the grain doing his own thing." I figured this was a prime time to put the Lean thinking cap on and address this situation promptly. Mistake one, I walked over to the area without the proper mindset. A mindset of "how dare you break the laws given to us from the Gods of Lean". I didn't ask any lead in questions, I asked "How do you plan on assembling all of this?" Yeah I didn't lead in with a "W" question it went directly to the "How do/did" and it set the tone for this individual to be on the defensive vs looking at this as a problem we can both solve together. The lack of listening skills displayed by myself was sad. It was downright pitiful. I didn't listen as I had all the answers to this problem and I was going to wield them like the staff of justice, because I am the boss and I know best and I know because I read all these books and watched the videos and talked to my personal Master Jedi and I and I and I and I. See the pattern here I have an "I" infection. It is all about me and not about the people what work for me. doing the work. This bickering went on for approximately 15 min between my direct report and myself. I even opened Paul Akers 2 second Lean book and read to him aloud this very problem he had with the Laser Jamb product Fascap manufactures. Yes I started to sense things were going south and I needed to step back and reign myself in.
This is what I call a self-introspective moment in time where I was looking at how I had turned Lean into a weapon to browbeat someone. Talk about a major mistake. Me, the champion of Lean, a student of a recognized Master Jedi and I was making these huge errors. How did I turn it around?
This is where it gets good. I had to humble myself, yes kids I had to HUMBLE myself and apologize for acting this way. I felt about 3 inches tall. For a guy who is 6'4" and 225lbs with a minimum body fat composition due to my uhhh hobbies, yeah I was feeling like a total and utter jerk. This is good, as I learned once again the hard way that Lean is a lifestyle and within this lifestyle the katas that we practice need continuous improvement.
After my apology and another stab at the initial problem, my direct report informed me the Why of what he was doing and What he needed to accomplish the task in a more timely fashion. The end result of a now 30min session yielded a redesigned table. Yes a redesign from direct operator solicited input in which he even drew up the sketch so I could take it to our SWAG, (Special Work Assignment Group). Later that very day, the table came and he was a happy camper.
I really failed my team this week due to my own stubbornness and residual push vs pull mindset. I know better, yes but at least I recognized what I did wrong. See all the "I's", note to self make that Optometrist appointment and get the "I" infection looked at.
Thanks for stopping by,
Happy Trails
Monday, August 25, 2014
Clean and Dirty
Here we are again ladies and gents, I just got home from the gym after a day that put the temperature around 115 with the heat index. With that being said, today brought its own set of challenges that required compassion and creativity. Well I was passing out popsicles and gatorade. To all of you who are in management at any level, $50 worth of popsicles and gatorade will yield dividends beyond belief. Yes it has to come out of your own pocket, and yes you have to do your own work passing it out. Though the report that is built and bridges constructed with this is beyond your wildest dreams. For it is times like this that you get to take a few minutes with each of your direct reports and ask questions. Oh here we go again, the people and questions route. Going to Gemba, asking the right questions from the individuals who do the work to collectively come up with improvements. Folks, I can't stress this enough. You must engage your people on a personal level, otherwise you are looked at as an authority figure vs an advocate for them and more so an advocate for Lean.
I know you all are thinking, yeah you harped on this topic in your last post. I will admit I did, but I'm going to hit it once more that Lean is a people based system.
So let's get to the prime cuts of steak that were on the table today. My team and I decided to 5S a tool laden table. Not just any table but a table without order, without rhyme or reason, total chaos. How it got this way is neglect, plain and simple. The important thing is the 5S process we went thru and the sustainment measures my team and I put in place to prevent this from happening again. Anyone can clean up, anyone can move some dirt around, it takes some common sense to understand that we need to prevent it from happening again. What also must be considered is the saftey aspect of having an unkept work area. For instance how many times are we going to leave these heavy tools lay around that can roll off the table and break our foot. We all know there is an assigned place for them yet it is just faster and easier to leave them out right? Consider the pain and suffering that a broken foot will cause, workmans comp, possible lawsuit, etc. See where I'm going with this. Yes, wearing my risk mitigator hat I want to reduce risk.
Look what happens when we save time not looking for stuff and utilize that time doing things that are value added. Productivity ensues. Ok I have to admit, I totally didn't come up with that comment. My personal Yoda added that as we were discussing the 5S process and what my wins were today.
I also must pay tribute to Paul Akers and his Kaizen foam. That stuff is better than sliced bread and is highly versatile when using it to secure all sorts of objects in drawers. Don't forget the label maker as well.
To close todays post I'd like to tell everyone to remember that a filthy and unorganized workspace is unproductive and unsafe. Rudimentary observations... yeah I know but next time you are out and about in your laboratory aka *job, look around and just see what is going on. Are flat surfaces catching all sorts of junk, are areas in need of order? Be honest with yourself when making these observations and remember this is a growing experience. Growth starts from within.
I know you all are thinking, yeah you harped on this topic in your last post. I will admit I did, but I'm going to hit it once more that Lean is a people based system.
So let's get to the prime cuts of steak that were on the table today. My team and I decided to 5S a tool laden table. Not just any table but a table without order, without rhyme or reason, total chaos. How it got this way is neglect, plain and simple. The important thing is the 5S process we went thru and the sustainment measures my team and I put in place to prevent this from happening again. Anyone can clean up, anyone can move some dirt around, it takes some common sense to understand that we need to prevent it from happening again. What also must be considered is the saftey aspect of having an unkept work area. For instance how many times are we going to leave these heavy tools lay around that can roll off the table and break our foot. We all know there is an assigned place for them yet it is just faster and easier to leave them out right? Consider the pain and suffering that a broken foot will cause, workmans comp, possible lawsuit, etc. See where I'm going with this. Yes, wearing my risk mitigator hat I want to reduce risk.
Look what happens when we save time not looking for stuff and utilize that time doing things that are value added. Productivity ensues. Ok I have to admit, I totally didn't come up with that comment. My personal Yoda added that as we were discussing the 5S process and what my wins were today.
I also must pay tribute to Paul Akers and his Kaizen foam. That stuff is better than sliced bread and is highly versatile when using it to secure all sorts of objects in drawers. Don't forget the label maker as well.
To close todays post I'd like to tell everyone to remember that a filthy and unorganized workspace is unproductive and unsafe. Rudimentary observations... yeah I know but next time you are out and about in your laboratory aka *job, look around and just see what is going on. Are flat surfaces catching all sorts of junk, are areas in need of order? Be honest with yourself when making these observations and remember this is a growing experience. Growth starts from within.
Sunday, August 24, 2014
People your most unused resource
So here we are once again attempting to walk the talk of a Lean culture. Saturday I had the chance to work another 60 hour week and get into my lab to practice. Why do I like Saturday's so much? Let me inform you. Saturday nobody is around. Yes it is a day filled with manufacturing product, yet there is a different vibe in the air. Most of the time I have an "A" team who are the cream of the crop and enjoy what they do. Not only do I have the cream of the crop, there isn't any "senior team" individuals around to poke their noses into our skunkworks of an operation. Yeah, I know we shouldn't be a skunkworks, yet when my team and I are allowed the true latitude to search out the best decisions for the problems we face the creative juices start flowing.
As a front line supervisor it is so easy to just implement a solution to a glaring problem and be done with it. Though we have to think, is this truly the best way to go about solving issues? Pushing vs Pulling comes to mind. Oh no, here I go again sounding as if I know more than I do. I'm learning that to develop a Lean problem solving culture it is all about asking the right questions when observing a problem.
Saturday I noticed a rather large bottleneck in an assembly area. This disturbed me and I knew the answers to these problems because, well.... I just know. Then reality sets in, do I really know the best answer and would acting as an authority figure be the best course of action. My personal Yoda has people skills coupled with an understanding of Lean implementation that has led her to prominence within the Lean world. I being just a lowly padawan, well I've got a metric ton to learn before I can even begin to play at her level. Though a voice meanders thru my head, "Now, Cowboy... what problem are you trying to solve?" Ahh... yes it is all coming to the forefront. It is a flow problem and who better to ask than those having the problem, yes goto Gemba.
With this master jedi inspired insight, I walk to the line with the issues and start my line of open ended questioning using the What vs How. Yes, the what vs. how line of questions prevents your workforce from feeling as if they are being attacked rather than you coming to help them solve OUR problem. I gather up the individuals working on that line and begin my questioning. Using humor and also my listening skills. What WE decided was the line was unbalanced for the work being done. Yes... you heard that right. We the front line troops proved those pesky engineers wrong. WE redistributed workload, I even time studied assembly at certain stations that were causing the bottleneck and compared them against the SOE's those demonized engineers claimed was right and true.
The end result of this was a successful and productive day which could have turned into a disaster. Why was it a success, I listened to the individuals doing the work, I engaged the people, We decided on a solution, We did our own PDCA, ran the proposed model and BOOM!!!! To quote Borat "Great Success!!!!!" Now all grandstanding aside I have a very valid point I'd like to make here. We may be the "boss" We may even be the engineer in charge of the project/line/design. What we must always remember to do is keep the individuals doing the work actively engaged in the entire process, for it is they who are the technical gurus when it comes to assembly. They can show you how to shoot screws and tell us whether this layout is conducive to repeatable results. Yes, you may guffaw at me for being somewhat naive in not pulling out the manager hat vs the coach hat, but hey I'm just a cowboy on a Lean journey trying to get it right. Yes there will be hiccups in my methods, there may be some great stories of success. What we all need to remember is that Lean is a People based system and if we become self-righteous and indignant shutting out that side of things, blaming the people vs. the process we as leaders have achieved nothing, and possibly built animosity between ourselves and our workforce.
There you have it, a win for Saturday. More like a total win for Lean on Saturday, as bringing Lean to a culture devoid of Lean methods requires me to be an ambassador. Wow... an ambassador who doesn't know much yet is trying to teach at the same time. Gee... maybe there is a role for me in Washington as I don't think those individuals know muda from shineola.
Thanks for stopping by to read this post, as I learn with each new day what it really means to be a Lean practioner.
As a front line supervisor it is so easy to just implement a solution to a glaring problem and be done with it. Though we have to think, is this truly the best way to go about solving issues? Pushing vs Pulling comes to mind. Oh no, here I go again sounding as if I know more than I do. I'm learning that to develop a Lean problem solving culture it is all about asking the right questions when observing a problem.
Saturday I noticed a rather large bottleneck in an assembly area. This disturbed me and I knew the answers to these problems because, well.... I just know. Then reality sets in, do I really know the best answer and would acting as an authority figure be the best course of action. My personal Yoda has people skills coupled with an understanding of Lean implementation that has led her to prominence within the Lean world. I being just a lowly padawan, well I've got a metric ton to learn before I can even begin to play at her level. Though a voice meanders thru my head, "Now, Cowboy... what problem are you trying to solve?" Ahh... yes it is all coming to the forefront. It is a flow problem and who better to ask than those having the problem, yes goto Gemba.
With this master jedi inspired insight, I walk to the line with the issues and start my line of open ended questioning using the What vs How. Yes, the what vs. how line of questions prevents your workforce from feeling as if they are being attacked rather than you coming to help them solve OUR problem. I gather up the individuals working on that line and begin my questioning. Using humor and also my listening skills. What WE decided was the line was unbalanced for the work being done. Yes... you heard that right. We the front line troops proved those pesky engineers wrong. WE redistributed workload, I even time studied assembly at certain stations that were causing the bottleneck and compared them against the SOE's those demonized engineers claimed was right and true.
The end result of this was a successful and productive day which could have turned into a disaster. Why was it a success, I listened to the individuals doing the work, I engaged the people, We decided on a solution, We did our own PDCA, ran the proposed model and BOOM!!!! To quote Borat "Great Success!!!!!" Now all grandstanding aside I have a very valid point I'd like to make here. We may be the "boss" We may even be the engineer in charge of the project/line/design. What we must always remember to do is keep the individuals doing the work actively engaged in the entire process, for it is they who are the technical gurus when it comes to assembly. They can show you how to shoot screws and tell us whether this layout is conducive to repeatable results. Yes, you may guffaw at me for being somewhat naive in not pulling out the manager hat vs the coach hat, but hey I'm just a cowboy on a Lean journey trying to get it right. Yes there will be hiccups in my methods, there may be some great stories of success. What we all need to remember is that Lean is a People based system and if we become self-righteous and indignant shutting out that side of things, blaming the people vs. the process we as leaders have achieved nothing, and possibly built animosity between ourselves and our workforce.
There you have it, a win for Saturday. More like a total win for Lean on Saturday, as bringing Lean to a culture devoid of Lean methods requires me to be an ambassador. Wow... an ambassador who doesn't know much yet is trying to teach at the same time. Gee... maybe there is a role for me in Washington as I don't think those individuals know muda from shineola.
Thanks for stopping by to read this post, as I learn with each new day what it really means to be a Lean practioner.
Wednesday, August 20, 2014
The Base Hits
So as I started my routine as I do everyday, I was thinking to myself. What have I done in the past week? It is Wednesday, I usually give a "state of the dept." address every Wed. morning yet, I wanted to do something different. I'll toss all the efficiency, productivity, utilization, etc... numbers aside and engage my staff. What pray tell did I do. Well I have a "Lean Concepts" whiteboard that sits right behind my desk out in the middle of the manufacturing floor. I pick basic principals of Lean, and put them on the board for a month. Within this month we track and engage the principal that we are doing. Recording data, running the PDCA cycle etc. Is it working? I would say yes. How so? My staff are starting to engage and come up with their own ideas and bring them to me. Why are they seeking answers to their problems? I'll tell you why... I've learned a thing or two in life. Most of the lessons I've learned are the hard fought lessons we all learn from failure. Listening to peoples problems and giving them an answer has always been easy. What I failed to do was teach them to identify their problems, and bring me a solution. Really simple stuff right? Wrong... I was failing to listen to what was being said, I heard their problems and would default to working the problem in my own mind thereby acting as an enabler.
I will credit all of the prior paragraph to my uber builder/banker tendencies. If any of you have ever taken the Taylor Protocol CVI, you will be familiar with this. I am an uber builder/banker with a nice dose of innovator. But to quote Yoda, "Merchant exists not in this one". Yeah that means I need the extra special coaching session on smiling at things and do not frown when things do not go your way. So knowing Lean at its core is a people based system, I have to continue to run my own PDCA on the way I address things, as sometimes just the wrong frown or wording of a question can shut down an individual and destroy the bridge you were building. Jeez.... nobody informed me that I actually have to continue to improve myself. I thought all I had to do was manage process, increase thru-put, you know put stuff in boxes and make money. How wrong I was and sometimes still am.
When we shut down our lines of communication with our staff, how in the world are we supposed to get the input needed from this people based system? We don't and that in turn imparts its own set of failure points to the equation.
What has been working for me this week though is mindfullness. Yeah I'm gonna go all eastern religion on you folks but just listen to me. When things are going south and we as leaders are not getting the desired result, we must center ourselves before we goto Gemba. Oh there I go sounding like I know what I'm talking about again. Believe me it is much easier said than done. When you see Joe and John screwing around and not making quota due to their excessive habit of jaw jacking A3 the problem. My goodness more Lean jargon I may or may not understand. Fishbone diagram the issue out and add in Mother Nature. Is the environment not conducive to work, would rotation schedules every 2 hours break the monotony and keep the staff engaged and productive?
Yeah I've rambled a bit in this post and rightfully so. I think I've made a few base hits this week thus far. Nothing major, nothing earth shattering, yet I made solid and sustainable change. The biggest being realizing that my staff needs me, but I need my staff. They are the subject matter experts and by ASKING THE RIGHT QUESTIONS, we as leaders can better make the right decisions for our respective organizations.
I will credit all of the prior paragraph to my uber builder/banker tendencies. If any of you have ever taken the Taylor Protocol CVI, you will be familiar with this. I am an uber builder/banker with a nice dose of innovator. But to quote Yoda, "Merchant exists not in this one". Yeah that means I need the extra special coaching session on smiling at things and do not frown when things do not go your way. So knowing Lean at its core is a people based system, I have to continue to run my own PDCA on the way I address things, as sometimes just the wrong frown or wording of a question can shut down an individual and destroy the bridge you were building. Jeez.... nobody informed me that I actually have to continue to improve myself. I thought all I had to do was manage process, increase thru-put, you know put stuff in boxes and make money. How wrong I was and sometimes still am.
When we shut down our lines of communication with our staff, how in the world are we supposed to get the input needed from this people based system? We don't and that in turn imparts its own set of failure points to the equation.
What has been working for me this week though is mindfullness. Yeah I'm gonna go all eastern religion on you folks but just listen to me. When things are going south and we as leaders are not getting the desired result, we must center ourselves before we goto Gemba. Oh there I go sounding like I know what I'm talking about again. Believe me it is much easier said than done. When you see Joe and John screwing around and not making quota due to their excessive habit of jaw jacking A3 the problem. My goodness more Lean jargon I may or may not understand. Fishbone diagram the issue out and add in Mother Nature. Is the environment not conducive to work, would rotation schedules every 2 hours break the monotony and keep the staff engaged and productive?
Yeah I've rambled a bit in this post and rightfully so. I think I've made a few base hits this week thus far. Nothing major, nothing earth shattering, yet I made solid and sustainable change. The biggest being realizing that my staff needs me, but I need my staff. They are the subject matter experts and by ASKING THE RIGHT QUESTIONS, we as leaders can better make the right decisions for our respective organizations.
Sunday, August 17, 2014
Who am I?????
Howdy folks, as this is my new blog to document my Lean journey let me tell you a bit about myself. I'm a front line manufacturing supervisor. Yup a real bona fide front line guy trying to change culture, mindset, and operations all by himself and this is my way of documenting my journey of bringing Lean to the world.
Now yes this is my 3rd career in life, and I come from a medical background where life and death are real obstacles to overcome and sense of urgency takes on an entirely new meaning when SOP's should be followed. I have enough formal education behind me that one could even call me an academic. Guess what??? I'm in school once again working on an engineering degree. More paper to add to the collection I suppose. Yet to be taken serious in manufacturing one must be an engineer? No? You don't believe me? Surely you jest... Believe me I have a few letters behind my name, yet all my worldly experience can't cure the blindness of some. So to kick open a few doors, I'm picking up an engineering degree to get accepted into the club of, "He is an engineer, he has to know what he is talking about."
Enough with the formal education and lets talk hobbies. I shoot, I hunt, I fish, and I put people half my age to shame in the gym. So yeah you could say I'm a high speed low drag type that just can't seem to get enough of pushing the envelope. Oh did I mention I don't sleep? Yeah another curse of being a Type A. Reading blog after blog and book after book, trying to simmer it all down into a palatable stock that the masses will buy into and implement. Yes kids, the pull vs push methodology of Lean concepts. Learn it, Live it, and by all means preach it to the world.
Speaking of preaching to the world, my people skills have come a long way. I've been referenced as many things, being a salesman for things has never been one of them. This is my current quest, the people aspect of Lean and how listening coupled with effective questioning will serve a much better purpose than yelling and screaming at Joe six pack who is making tons of scrap due to a lack of training.
I have a personal Yoda in this journey so my progress may be quicker than I expected or you expected. Possibly I may crash and burn, but.... I seriously doubt that as I "Lead The Way". Some of you will get that comment some won't. I must also warn I am well read and make very situational specific references from time to time, that is the nerd in me. If you don't get it or question my sanity in my methods by all means ask me what on earth I'm doing. As this is not only my journey, but the journey of my team and the wins and losses we have together. My teams may change, but The Goal is the same, hint hint to you nerdy types that have read that book. FYI that was the first book ever given to me by this wild eyed mechanical engineer who told me, "You need to read this, it will help you understand the stupidity of the suits".
In closing of this first initial post, I'd like to thank my soulmate for challenging me to do this.
Now yes this is my 3rd career in life, and I come from a medical background where life and death are real obstacles to overcome and sense of urgency takes on an entirely new meaning when SOP's should be followed. I have enough formal education behind me that one could even call me an academic. Guess what??? I'm in school once again working on an engineering degree. More paper to add to the collection I suppose. Yet to be taken serious in manufacturing one must be an engineer? No? You don't believe me? Surely you jest... Believe me I have a few letters behind my name, yet all my worldly experience can't cure the blindness of some. So to kick open a few doors, I'm picking up an engineering degree to get accepted into the club of, "He is an engineer, he has to know what he is talking about."
Enough with the formal education and lets talk hobbies. I shoot, I hunt, I fish, and I put people half my age to shame in the gym. So yeah you could say I'm a high speed low drag type that just can't seem to get enough of pushing the envelope. Oh did I mention I don't sleep? Yeah another curse of being a Type A. Reading blog after blog and book after book, trying to simmer it all down into a palatable stock that the masses will buy into and implement. Yes kids, the pull vs push methodology of Lean concepts. Learn it, Live it, and by all means preach it to the world.
Speaking of preaching to the world, my people skills have come a long way. I've been referenced as many things, being a salesman for things has never been one of them. This is my current quest, the people aspect of Lean and how listening coupled with effective questioning will serve a much better purpose than yelling and screaming at Joe six pack who is making tons of scrap due to a lack of training.
I have a personal Yoda in this journey so my progress may be quicker than I expected or you expected. Possibly I may crash and burn, but.... I seriously doubt that as I "Lead The Way". Some of you will get that comment some won't. I must also warn I am well read and make very situational specific references from time to time, that is the nerd in me. If you don't get it or question my sanity in my methods by all means ask me what on earth I'm doing. As this is not only my journey, but the journey of my team and the wins and losses we have together. My teams may change, but The Goal is the same, hint hint to you nerdy types that have read that book. FYI that was the first book ever given to me by this wild eyed mechanical engineer who told me, "You need to read this, it will help you understand the stupidity of the suits".
In closing of this first initial post, I'd like to thank my soulmate for challenging me to do this.
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