LEI Webinars - Available Online

The Lean Enterprise Institute (LEI) has posted on their website several of their past webinars on Lean / Toyota Production System.   

http://bit.ly/sV4Ix6

This library is a good resource to learn about the basic tenets of Lean, ranging from Value Stream Mapping (VSM) to Standarized Work.

The Dumbest Idea In The World: Maximizing Shareholder Value

Steve Denning writes an insightful article about the conflict that CEOs of publicly traded companies usually face:   focus on customers vs focus on shareholders.   Focusing on customers is probably the adequate choice for ensuring the company stays in business in the long run, but focusing on shareholders increases the odds that the CEO maintains his job, as the usual performance measurement is based on stock price.

http://onforb.es/ufU1FG

A usual  conflict between the long run vs short run, and one which probably doesn't have a satisfactory solution, as long as your stock trades on Wall Street.

Incredible Things That Happen Every 60 Seconds On The Internet

Business Insider has posted a great collection of images summarizing significant events that happen each 60 seconds.

http://read.bi/w1usgJ

Defining Value

Russ Aikman wrote a couple of great blog posts about defining value (in terms of what the customer is willing to pay for) and the distinction between value added and non value added activities, that is proposed in the TPS / Lean methodology.

His definition is very clear to guide efforts on eliminating "waste" or non value added activities.

Part 1

http://bit.ly/tN9yBP

Part 2

http://bit.ly/vdGVia

Kaizen and Fabrics

John Miller explains a great analogy of the TPS / Lean mindset, using a "towel" analogy.

Could be a good alternative for the famous "chain analogy" used in TOC circles.

http://bit.ly/vAhsNv

The Death of the Spec

MG Siegler, of TechCrunch writes an excellent article about specifications, and how they have become irrelevant in the IT world.   In place of the spec, consumers now focus on simpler and more tangible things, such as "how fast the computer is", "how fast can I access the web", "what other services can I access with it".  

http://tcrn.ch/sWEZRp

Although the article is based on the IT world, there are many lesson to learn.  In summary, the marketing approach for certain products and services, in this new "flat" world, has changed forever.

Beyond Budgeting

For those of us who are looking for alternative to traditional budgeting, Henrik Matterson gives some suggestions.

http://bit.ly/vFWLns

As you know, even if traditional budgeting seems to give a "sense of control" to management, it also has some negative implications.   

A Dose of Common Sense Goes a Long Way

Bill Waddell shares a great story about a problem a toothpaste company was facing, related to shipping empty boxes (without tooth paste in it).   It shows how by just using the minds of people in the work floor, you can find cost effective solutions that yield high returns, instead of paying consulting companies millions of dollars to solve your problems.   In some Lean circles, this is sometimes referred to as the "Eighth Waste", or "not using your people's talents".   

http://bit.ly/uYOjk5

This story reminds me of the easy and practical solutions that Shigeo Shingo came up with, when working with Toyota as a consultant.

Do you know what is holding your company back?

An article in the Economic Times talks about different Theory of Constraints (TOC) implementation in India, in different companies and industries.

http://bit.ly/vhwLqa

Five New Management Metrics You Need To Know

Bruce Urbin writes about five "invisible" things that you should check for, when being in management roles.   As Lloyd Nelson said:  "the most important figures that one needs for management are unknown or unknowable"

http://onforb.es/rrKt1Y

Pasta with Real Value

Henrik shares a great story about understanding value, and how concrete examples can help selling, specially when selling intangibles such as consulting services.

http://bit.ly/vJPhYT

Who would've known that crooked pasta is actually better for you!

Gemba Glossary - Value Stream Mapping

As part of his effort to spread Lean, Ron Pereira is offering the "Gemba Glossary", consisting of short videos where Lean concepts are defined and explained.  He does a very good job of explaining Lean concepts in a simple way.

As an example, here is the post for Value Stream Mapping and associated video.

 http://bit.ly/uWyTHA

Theory and Experience

As Dr. Deming said "experience without theory isn't learning", this article illustrates the importance of having a sound theory behind your actions, so you can correct your course and continuously improve.   

http://bit.ly/t5iC5w

Sarah Kay - Poet

Sarah Key delivers a TED speech, including two of her spoken word poems.   Her style is definitely unique.

http://bit.ly/uPt6Sa

 

Cynefin and Continuous Improvement

As you may know, Cynefin is a "sense making" approach to understanding complexity in systems and managing them, created by Dave Snowden and some of his colleagues.  Cynefin categorizes systems and the environments they operate in into five kinds:   simple, complicated, complex, chaotic, disorderly.

Bill Dettmer published a paper recently talking about Cynefin and Continuous Improvement, which you download here:  (through Jack Vinson's blog)

http://bit.ly/tyf3Mn

The big insight of Cynefin for systems thinkers and continuous improvement specialists, is that a certain approach or action taken in one kind of system, may not work fo another kind of system.  In other words:  the tools under your tool set may only work on certain kinds of systems.   Additionally, a system and its environment are continuously under change, so a simple system may become a complex system, a complicated system may become chaotic, and so forth.

In Theory of Constraints (TOC) circles, Cynefin has been considered by many as a major insight into how to improve systems using the TOC solutions, where the Logical Thinking Tools can work, and when, definitely, they won't work and a different approach is needed.   The concepts were introduced in a recent TOC ICO conference, by Steve Holt of Boeing.

I personally had the privilege to ask Dr. Eli Goldratt directly about the relationship between Cynefin and TOC, and he responded that it was an interesting proposition, but he didn't expand further on the value of it.   

What is true is that the Cynefin framework will continue under development, and gives important insights on how to manage and improve systems.

The Shoes Story

You will perhaps have heard this very old story illustrating the difference between positive thinking and negative thinking:

Many years ago two salesmen were sent by a British shoe manufacturer to Africa to investigate and report back on market potential.

The first salesman reported back, "There is no potential here - nobody wears shoes."

The second salesman reported back, "There is massive potential here - nobody wears shoes."

The Zappos Experience - ChangeThis Manifesto

Dr. Joseph Michelli writes about the basic principles behind the great customer service that is common place at Zappo's, and how to move your company in that direction.

http://bit.ly/uhnpfv

Customer Service and Root Cause at Amazon

Jeff Bezos talks about the importance of having perfect customer service, and his definition of  "defects" in this environment.   His ideas resonate to what many continuous improvement methodologies propose.

http://bit.ly/uhEZx6

Curbside Haiku - NYC

A very nice example of using "haiku" to promote public and road safety.   This was recently implemented in New York.

http://bit.ly/vw4AJY

Kanban and TOC - Yuval Yeret

Yuval Yeret comments about the "synergies" between Kanban, Agile and CCPM.   Interesting read.

http://bit.ly/tzXyxY

SAP Implementation at Daiwa - CCPM focus

Bob Lewis from InfoWorld talks about a SAP implementation at Daiwa, using the CCPM methodology, and the 6 main lessons learned.   

http://bit.ly/rYLmJP

Also, from the same author, the "13 tips for turbocharging projects", which also includes many of the CCPM and good project management principles.

http://bit.ly/vSG1Sl

Enjoy.

Principles First, Tools Last - Mike Micklewright

Mike Micklewright, the "Deming Impersonator", has a nice story about the crucial difference between principles and tools, and how it is absolutely necessary to define a goal and necessary conditions before starting a journey into continuous improvement.

http://bit.ly/uZS0sU

Evolving Excellence - Economies of Scale

I found these two articles that were written by Bill Waddell some years ago, about the "phallacy" of economies of scale, and how Toyota defied the basic assumption of "more production means lower costs" by creat.  Still incredibly relevant and on to point.

Part 1

http://bit.ly/sgALHG

Part 2

http://bit.ly/vuvdWU

The Conflicted Toyota

Toyota, the continuous improvement world leader, is still struggling from it's quality problems found in the last couple of years.   I hope it comes out victorious and keeps setting the example of what leader in improvement means.

http://bit.ly/vJXk8g

Great by Choice - Jim Collins

Jim Collins new book, focuses on trying to answer the question:  why do some companies thrive in chaos and uncertainty.

Matt May does a summary of the books main points.   Many of them seem closely related to continuous improvement methodologies such as Theory of Constraints (TOC).

http://bit.ly/twllRJ

RSA - Paradigms in Education

Following up on the link sent of the "divided mind", I found the excellent TED Talk by Sir Ken Robinson on "Paradigms in Education", also in an animated format by RSA.

http://www.youtube.com/watch?v=zDZFcDGpL4U&feature=relmfu

Not especifically TOC related, but very interesting indeed.

The Heart Surgeon and The Mechanic

A heart surgeon took his car to his local garage for a regular service, where he usually exchanged a little friendly banter with the owner, a skilled but not especially wealthy mechanic.

"So tell me," says the mechanic, "I've been wondering about what we both do for a living, and how much more you get paid than me.."

"Yes?.." says the surgeon.

"Well look at this," says the mechanic, as he worked on a big complicated engine, "I check how it's running, open it up, fix the valves, and put it all back together so it works good as new.. We basically do the same job don't we? And yet you are paid ten times what I am - how do you explain that?"

The surgeon thought for a moment, and smiling gently, replied,"Try it with the engine running.."