At the dawn of the social media era, Belle Gibson became a pioneering wellness influencer - telling the world how she beat cancer with an alternative diet. Her bestselling cookbook and online app provided her success, respect, and a connection to the cancer-battling influencer she admired the most. But a curious journalist with a sick wife began asking questions that even those closest to Belle began to wonder. Was the online star faking her cancer and fooling the world? Kaitlyn Dever stars in the Netflix hit series Apple Cider Vinegar . Inspired by true events, the dramatized story follows Belle’s journey from self-styled wellness thought leader to disgraced con artist. It also explores themes of hope and acceptance - and how far we’ll go to maintain it. In this episode of You Can't Make This Up, host Rebecca Lavoie interviews executive producer Samantha Strauss. SPOILER ALERT! If you haven't watched Apple Cider Vinegar yet, make sure to add it to your watch-list before listening on. Listen to more from Netflix Podcasts .…
Have a sage and wonderful New Year and thank you for listening! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan
Since it is near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks. Up to this point, we have covered 12 other Lean topics- Lean History, VA vs. NVA, the 8 wastes, 6S, Current state and future state VSM’s, waste walks, PICK chart, RIE’s, A3’s, setting up an LPO and developing a Master Plan and RIE report-outs. If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again! 1. Flow tools & balance One of the most important elements of Lean is being able to flow products or processes. Think of a river. You don’t want a bunch of delays in the flow of product or information as items pass through your systems. Delays lead to increased lead time, which affects your customer and impacts cash-flow. There are many flow tools to use in understanding how you build your product. The first high-level tool is value stream mapping. Then you can use process flow diagrams and product families to understand which parts belong in a family-based upon process commonality. You can use resource calculations to calculate how many resources you will need to produce a certain volume of product. Once you understand how many resources are required, it’s important to lay out the resources in an efficient manner so your product can flow. The closer you can come to the product process flow diagram, the better your flow will be, because the process flow diagram shows the most efficient way to build the product. Spaghetti diagrams- where you follow a part through its current state, visually show the state of your current flow. It’s called a spaghetti diagram because, more than likely, your flow will resemble a bowl of spaghetti. Now it’s time to develop a future state flow. You can try using cells- self-contained layouts where raw material enters and a complete part leaves the cell. These are great for supporting families of parts. A key element for setting up a successful cell is balance. It’s important to set up a cell where each step in the operation has about the same amount of work content as the other ones. You want to produce a product from the cells based upon a Takt time- a German word for rhythm or beat. We base it upon customer demand and let you know how often you need to produce a product. 2. Pull Systems (Kanban) You try to flow your product as much as possible, but when you can’t flow it, you can pull it using a visual signal called Kanban. Kanban is a Japanese word that means signal. It can be a card, it can be an X on the table. It signals your operators when to do work or when to stop doing work. The purpose is to signal you only when more items are needed. If you don’t have a signal to product items, you don’t build. This is a powerful tool for controlling inventory and WIP and works well in freeing up inventory dollars. 3. Setup reduction/TPM You might think that setup reduction is only applicable to a machine shop. It’s applicable anywhere you have a setup. Maybe you need to switch between computer software to do your job. That’s a setup. Regardless, teach the steps of setup reduction. 1. Identify what setup to focus on. This might be a high-moving part. 2. Video the setup. Use two cameras and video the setup. One closer to the setup where you can see the operator and one farther away so you can see where he/she goes. 3. Review the video and write down the setup elements. Mark them as VA or NVA. 4. Either eliminate the NVA steps or do them externally to the setup. Operators might shut the machine down, then go get the paperwork. That is internal to the machine. The machine must be off. Getting paperwork is something that can be done externally. It can be done while the machine is running. Move as much work as possible to do it externally. 5. Write new work steps and trial them to see if you have reduced the setup time. Usually, you can reduce it by 50% because you see the operator gone 50% of the time getting paperwork, tools, material, clamps, etc. Teaching them to do those elements externally will reduce an extensive amount of the setup time. TPM- Total Productive Maintenance. Total productive maintenance includes more than just preventive maintenance. Preventive maintenance is an element of TPM, but it also includes how often a machine is down, how long it is down for if it runs to optimum speed and these elements impact a measurement called OEE. Overall equipment effectiveness. Good OEE is greater than 85%. 4. KPI’s/Daily stand-up meetings Becoming Lean entails a lot of visual management. You want to share information visually. You want employees to know exactly where everything goes and how they are performing without having to hunt someone down and ask questions. Why do we keep score in ball games? So we know who is winning. The same thing goes for your business. Share KPI information on area performance boards so people know how they are doing. Have daily stand-up meetings or huddles to review the performance and review your True North. This goes a long way to engage employees and change the culture. I hope you can take these ideas on what to include in your lean training to make your company better in 2021! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan…
Employee engagement is going to make or break you on your Lean transformation. For those that are interested in a successful Lean Transformation, I have a secret for you. Lean is about changing the culture of your organization. Ask yourself, how do I turn my employees into daily problem solvers? One success indicator of employee engagement is having them drive the transformation effort within your company, but how do you get there? Here are five ways to engage employees during your Lean transformation. First, let’s talk about what the end state looks like. Ideally, you have developed a supportive culture that develops over years. You want a support system driven from the bottom up. Most organizations are top-down driven. That looks like a typical triangle organization structure. The top leader speaks, and everyone works to carry out those directives. To truly have culture change, you need to adopt a more supporting servant leadership style of managing. Each level provides support to the one above it, and employees are driving the transformation. It is the leader’s job to provide support and remove roadblocks. This servant-leader culture looks like an inverted triangle. That’s great, you might say. I can see from the graphic how it is supposed to work, but how does my company get there? How do we drive daily problem solving into the organization and change the culture over time? How do we embed Lean thoughts and processes into our company’s DNA so that this isn’t some flavor of the month program? Here are five opportunities that you can use during your Lean transformation to get employees engaged and excited about culture change. 1. Have a clear vision and present it to the workforce This means you have developed a True North vision and your company’s Lean Management System. These two items share with employees which is important to the company. After these are in place, you can reinforce company values and goals during daily stand-up meetings with employees. 2. Have daily stand up meetings If you aren’t having daily 10 minute stand up meetings, begin having them. This is a perfect time to review 1. Safety issues 2. Quality issues and review elements of the Lean Management System. It will take time, but eventually, employees will open up and share opportunities for things to improve in these meetings. 3. Have all employees attend Lean training It doesn’t have to be super intense but provide training that introduces employees to Lean terminology and a few key concepts like Value Stream Mapping and Rapid Improvement Events. The key is to have everyone in the company take part in the training. This lets everyone know that you are taking the Lean Transformation seriously and it will not become a book of the month program. 4. Ensure the workforce is involved in Lean activities Invite employees to develop Value Stream Maps, take part in 6S activities, and be in Rapid Improvement Events that occur within your organization. One of the eight wastes is Not Listening to People’s Ideas. You must include employees in these Lean activities. They are the ones on the front line every day. They know where the waste is in their processes. Engage them to make improvements within their areas. 5. Celebrate! Make sure that at the end of every 6S event, Rapid Improvement Event, or Value Stream Mapping event you have them report out to the leadership team. As leaders, make sure you support and celebrate their efforts. Thank them for participating. Recognize that they are nervous during the report out. Celebrate the fact that you have gotten 5-8 more people engaged in the process! If you follow these simple steps, you will engage employees during your Lean transformation! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan…
What is the purpose of your business? Is it to make money as many people believe? I took finance during my MBA program and finance says your goal is to generate shareholder value. That doesn’t sound like a great rallying cry for employees. “We have to focus on increasing our shareholder value in 2021.” Yeah, no. How about you find better ways to focus on the customer in 2021? Can you use that to engage and energize employees? I bet so, and if you make improvements in that area, I bet your revenue will increase. 1. Review your True North Hopefully, your True North focuses upon the customer. If not, give it a review. Here is LinkedIn’s- “to connect the world’s professionals to make them more productive and successful”. Nike’s is to “Bring inspiration and innovation to every athlete in the world*”. The asterisk says if you have a body you are an athlete. Take the time with your leadership team to review your True North and make sure it makes sense. 2. Instill it in the company culture Now that you have a relevant customer supporting True North, how do you ensure your company walks the walk? Maybe you had outside help in developing your True North and hired a firm to make a nice graphic, posters, etc. Now the heavy lifting begins. Instilling your True North into the company culture. Every employee has to understand their role in supporting the customer. Supporting the customer has to show up in their employee review language and employee plans. Begin every meeting reviewing the True North until everyone has heard it 2,000 times and then you have a good start. Ensure your actions and the actions of those you lead to support the True North and the customer. 3. Map the Customer Journey Now that your enterprise culture change is beginning, map the customer journey from the time they click on the website or pick up the phone until the product or service is delivered to their door. Where are there multiple points of contact required of the customer? What are your response times in your call center? What are your first call resolution statistics? Use items like value stream mapping and customer journey mapping to “see” where you can make improvements. Make sure these events are cross-functional and have input from employees in every area of the business. Ensure that your IT group is part of the mapping as well, so they can understand there is a difference between pretty and functional. Or high-tech and meeting the needs of the customer. 4. Develop your 2021 improvement plan As a leadership team, develop your improvement plan. Where do you need to focus on improving the customer experience first? Second, etc.? Deploy the resources required to make the improvements. Establish the correct metrics to measure your performance. Survey your customers. Then survey them again. Consider using the Net Promoter Score to compare yourself to others in your industry. Ensure the improvement plan is moving forward as planned. Discuss it in leadership meetings. Make sure leaders involve employees across the business. This helps you cement your True North and drive employee engagement. If you follow these steps and focus on the customer in 2021, you will have an incredible year! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan…
Organizations have dramatically sped up their digital transformation activities. The pandemic has made companies consider a digital transformation much sooner than before. Companies of all sizes realize they need to transform. To help guide you, here are the top roles for a successful digital transformation. 1. Solution Architect Just like it sounds, a solution architect develops the overall strategy for the digital transformation. Think of the solution architect as the techie that can explain software solutions to the leaders in the organization. They explain how software and digital solutions solve business problems. 2. Data Architect Now that you have a system-wide view of your digital transformation, you will need a data architect. Their role is to develop the data management plan. How will your company collect, analyze, protect, and maintain data? These are questions that a data architect answers. 3. Chief Digital Officer It’s great that you want to undertake a digital transformation, but why? Because everyone else is doing it? The Chief Digital officer understands the revenue streams, Omni channels, new business opportunities, and customer services that will benefit from the digital transformation. 4. Database Administrator Database administrators do what their title sounds like. They work closely with data architects and ensure data is stored and organized properly. Their primary goal is to ensure data is available when needed. This includes making sure you complete backups, data is seamlessly available from cloud providers, etc. 5. Cloud Specialists Because you keep more and more data off-premise these days, i.e. in the cloud, cloud specialists are extremely important. They manage edge computing opportunities and manage business solution software that is kept in the cloud. 6. Data Analysts These are your go-to employees that can retrieve, gather, and access data. We are in a data-driven world, and these employees help us make sense of the massive amounts of data your company collects. They help provide a data-driven approach to decision making. If you want to know the top color of your product that is sold in Aurora, Colorado data analysts can provide that answer. 7. User Interface (UX) designers Remember Blackberry? Everyone had a Blackberry phone. The slang name for them was crackberry because everyone used them all the time. Where are they now? The iPhone came out in June 2007 and it killed Blackberry phones. Why? Because the iPhone had a much better user interface. You didn’t have to scroll using a little button in the middle of the phone. UX designers focus on developing a positive interface between the customer and the business. They are customer advocates and communicate customer needs to the team building the website, product, etc. 8. Systems Integrators There is no out-of-the-box solution that will meet the needs of your digital transformation. You have many legacy systems that have to stay in place. Systems integrators ensure these systems communicate with each other. If you embark on a digital transformation in 2021, these are the top roles for a successful digital transformation. As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today. Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan…
Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover topics to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks. If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again! 1. Rapid Improvement Events (Kaizen) Last week I mentioned the eight wastes and PICK charts. Pick charts are impact/effort matrices and the letters stand for Plan, Implement, Challenge, and Kill. As you develop countermeasures for the waste you identify on your Enterprise Value Stream Map (EVSM) run those ideas through a PICK chart to select the best ones to implement. Focusing on the ideas in your Implement quadrant (low effort/high impact) it’s time to schedule Rapid Improvement Events to eliminate the waste. What’s an RIE? An RIE is the implementation method used by thousands of companies to make the change. RIE’s are focused efforts 2-5 days long focused on a specific area of the business. The goal is to complete 90% of the work or change within the event. Having led over 400 RIE’s, I can tell you they can be company changing. It’s also important that the RIE’s will make improvements to the overall business KPI’s. Don’t hold RIE’s just to have activity. You are working to make the company better and impact the bottom line. But, before you have an RIE you first need to develop a… 2. Project Charter/A3 Every RIE should have a project charter, sometimes called an A3 developed for the event. If you don’t do this, you can suffer from scope creep and you won’t get everything completed in your timeframe. The project charter makes sure you think about what we can accomplish in a 2-5 day timeframe and not try to boil the ocean. 3. Master Plan and LPO Now that you have your RIE’s identified, it’s important to develop a three-month master plan of events. This provides your company with an implementation roadmap. If you can, give some thought about who to include in the RIE’s so they can get the event on their calendar. Establish an LPO or Lean Promotion Office where you can display the three-month schedule among other items like the A3’s, and RIE report outs, value stream maps, etc. 4. Rapid Improvement Event Report Outs Finally, after each RIE, it is important to have the team members make a small presentation to leadership that tells the story of the event. Make sure as the event is happening you take pictures since you will want to include them in the report out. It’s a chance for the team to share their hard work and for leadership to show their support. These are four more great topics to include in your lean training! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
Digital transformations are important in today’s world. Even if you are an “old-school” manufacturer- you make stuff- you still have to find customers. It could be there are ways to increase the digital aspects of your products. Regardless, this will require change, and the best way to approach it is to unleash your intrapreneurs. Here are five steps for supporting your digital intrapreneurs. Step 1- Find a customer Companies are spending millions on digital transformations. They believe if they install the latest software, they’ll have a digital company. It doesn’t work that way. The latest software might make you more efficient, but it won’t allow you to develop new products. Your internal entrepreneurs- intrapreneurs need to be in charge of that. One of their first tasks should be to understand what the customer wants and needs. Do your customers want product extensions or increased digitalization of your current products? You digital intrapreneurs should find out from some of your best customers who are also different from each other. This way you hear from customers with different needs and use cases. Step 2 – Find company sponsors If you don’t have an intrapreneurial culture today, leadership representatives will have to remove roadblocks so the digital intrapreneurs have a chance at seeing their offerings all the way through. Choose managers who will go out of their way to ensure the intrapreneurs get the support they require. Step 3 – Knowledge of company digital technologies Many employees today are digital natives. They have grown up with technology and use it daily- sometimes minute by minute. It’s not an issue of understanding how to use technology- it’s about learning and understanding what to do about digital opportunities. The opposite is also true. It’s important the intrapreneurs you select understand how to identify digital threats. Make sure your digital intrapreneurs can work with the sponsors to develop entirely new digital use cases if required. Step 4 – Let them follow-through Motivating intrapreneurs isn’t hard. They have an entrepreneurial attitude. The worst thing you can do as an organization is to de-motivate your intrapreneurs by bringing in “professionals” at the end of a project to implement the digital solution. Allowing them the chance to implement the digital transformation required to transform your products and services or they will bolt your organization. There is no shortage of companies willing to hire them. Step 5–Develop an intrapreneurial culture It will take time, which you may not have. Work with business leaders to develop an open and creative culture so you can attract and maintain intrapreneurs. Have your middle managers keep an eye out for talent that asks a lot of “why” questions. Like, why do we do it this way? Have you thought about this? Customer X is doing… These are potential intrapreneurs. Put these five steps for supporting your digital intrapreneurs in place so they become engaged and have a place where they can feel safe and be successful! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
Let’s talk about what 2020 taught leaders and the rest of us, but first a story. The Voyager spacecraft was leaving our solar system in 1990 and NASA had it take one last picture since it was leaving our solar system. Voyager was 3.7 billion miles from the sun. What it captured has become known as the pale blue dot picture. Its impact is more than a picture. It shows Earth from the perspective of the edge of our solar system and how insignificant Earth looked. You can barely see it in the picture below. If 2020 has taught us anything, it has taught us to: Keep Perspective If you are reading this or hearing my voice on the podcast, congratulations. You made it through 2020. Maybe you have had family or team members lose someone in their lives. I’m sure you’ve read about the many job losses and changes to people’s livelihood. Hopefully, you have been spared that kind of impact on your life. It’s easy to complain about the changes you’ve endured as a leader this year. Keep perspective for great things you have had this year and… Have a role model mindset It’s more important than ever to act as a role model for those you lead. Given the tremendous strain your employees have been under, it’s important you show them how to act and react when situations arise. We can’t predict the future, but you can as a leader… Remain Confident It’s important to believe you will figure things out. Have the belief you make the absolute best decisions given the information you can gather. Have the confidence your team will follow your direction and do their best to carry out the company vision. Has your company had to pivot? There are those that have done extremely well during the pandemic because they… Don’t wait Did you grow or create when things changed? I hope we are all aware that fortune goes to those companies that take action. Don’t wait till the right time to take action because that time will never come. Leaders show up You show up because you want to be a servant leader. You understand it’s important to lead the employees who are lost or have questions. You may not become famous as the pilot Sullenberger when he showed up as a leader in a short time of crisis. Do it because you want to make a difference in being a leader. Great leaders also aren’t afraid to… Ask for help As we transition into 2021 don’t feel like you have to go it alone. Find mentors and others from whom you can learn. Go back and listen to the leadership episodes on my podcast. Hopefully, they have added value to your leadership journey and you can reflect upon what 2020 taught leaders. As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week is a little different, I share the mic with James, a buyer at a Multi-National Fortune 100 company. He shares inside secrets on supplying a Fortune 100 company. James is unique in that he worked with both a supplier to Fortune 100 companies and is now a buyer from the same supplier base. He has been on both sides of the equation. Some key points: As a supplier, they grew from 3M to 16M and used their Lean journey as a sales tool. Their customers included Boeing, Northrup Grumman, Woodward, and other large Primes. These Primes were looking for systems and processes that would improve OTD, quality, and price . They were expecting improvements in operations as well as office processes like accounting. Primes are looking for suppliers that can handle terms of 60-120 days. They want suppliers that are flexible and can handle re-schedules in today's environment. They want suppliers that can communicate in a concise manner. Suppliers that can take on a large amount of work and separate themselves from others are key. Key Tips: 1. Have a website that is brief and includes your equipment, approvals, is current and correct! Supplying a Fortune 100 company means you need to constantly update your website. 2. Share your Lean journey . Include before and after pictures. Be vocal about the improvements that you have made! 3. As a company, your ROI will be greater if you bring in outside consultants to guide you on your journey. They will reduce your learning curve! As always it is an honor to serve you and I hope you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
It seems like we are just learning about Industry 4.0 and the enablers that will impact that digital transformation. Now companies are discussing what Industry 5.0 looks like. Earlier in the year, I talked about the use of cobots to support Industry 4.0. Industry 5.0 is based on humans and robots working together in close proximity. Given the advances in sensors, cobots no longer need to be kept in a cage away from humans. Smart sensors deployed on a cobot allow the cobot to work directly on an assembly line alongside human counterparts. Some of the smaller cobots only weigh 30 pounds and can handle about 6 pounds of material. These cobots can complete tasks such as screwing screws or tightening bolts into place. Tasks typically completed by humans today. Larger cobots can handle activities like machine tending, packaging, material handling and driving larger screws and tightening bolts. Given a large variety of grippers, they can handle many tasks. How will this drive Industry 5.0? 1. They will be deployed to improve the customization of mass-produced products Imagine if Sony 3D printed the outer case of a PS5. Yes, the new Playstation due at any time from Sony. What if you were giving this as a Holiday gift and wanted to engrave a personal note on the outer case. A Cobot could handle engraving unit after unit with each note being unique. No setup required. Customer units could be kicked off the production line and a cobot could add the customization and the unit could be added back to the production line to continue its journey into a box. 2. Product Inspection Cobots can be used as the primary inspection tool for products and suspect units can be routed to an employee for further verification. They could be deployed alongside employees in a line and using vision sensors ensure that the employee completed the work required at their operation. Product assembly errors are dramatically reduced when a cobot is part of a check, do, check scenario. 3. Deburring and CNC machine tending What would happen in your machine shop if a cobot could unload machined parts from a CNC machine, deburr the parts and then neatly stack them for movement to the next machining operation? Advances in deburring flat and rough surfaces are happening at a rapid pace. Having a cobot arm next to the machinist would allow the machinist to monitor and manage additional machines. Reducing deburr operations means there is less “blending” of a surface that a talented deburr operator needs to accomplish. They can focus on completing more complicated deburr work that the cobot can’t complete. In Industry 5.0 your co-worker might not want to go out after work for beers, but it will help you get more done and make your work a whole lot easier! As always it is an honor to serve you and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks. If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again! 1. Current State Value Stream Mapping From an implementation perspective, value stream mapping should be one of the first activities you conduct. The purpose of a value stream map is to visually show where the waste is within your processes. Value stream maps are icon-based and introducing students to the icons should be covered. There are different icons for the current state and future state maps. Cover process boxes, collecting information for the process boxes, putting process boxes in the correct order, and then adding more detail by adding additional icons. Share what triangles mean in a value stream map- inventory or time and how to collect that information. Talk about taking the value stream map and walking it backward to catch any steps you might have missed. Finally, share how to draw a timeline across the bottom of the value stream map to show the relationship between value-added and non-value-added work and the % of value-added work. 2. Future State Value Stream Mapping Once you identify where the waste is within your processes in your current state value stream map, it’s important to develop a future state value stream map. A future state value stream map uses different icons- icons that represent pull systems, FIFO lanes, supermarkets, and level loading. The purpose of a future state map is to provide a road map for your improvement activities. Depending upon your organization, it may take several years to approach the future state that your map depicts. Place the map in your Project Management Office (PMO) and continually work toward it. 3. Conducting a Waste Walk Conducting a waste walk happens after you develop your current state value stream map. As you walk your map backward, take notes on the waste you see in the different processes. Have the team members take notepads with them and have them identify wastes that fall into the eight waste categories. After walking your vsm backward and taking notes, teach the team to put the wastes they identified on your DOWNTIME chart. Remember, the eight wastes can form the word DOWNTIME. Have them take their best guess which category the waste falls under. 4. PICK Chart (Impact/Effort Matrix) Now it’s time to educate your team on brainstorming ideas to eliminate waste. It’s great to identify and classify the waste, it’s more important to eliminate it. Have the team brainstorm ideas for eliminating the wastes on the DOWNTIME chart. Take those ideas and place them on an impact/effort matrix. Teach the team to focus on the ideas that end up in the Implement quadrant. The easy to do/large impact quadrant. The ideas from this quadrant, based upon the identified wastes within your value stream map, form the basis of kaizen events moving forward. Schedule the kaizen events one quarter at a time and conduct them. This will help you head toward your future state design. Next week I will cover more on what to include in your Lean training. As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
For companies that are developing their Lean transformation, a key element for supporting the transformation is sharing information within the company, and engaging employees. Establishing a Core Team of representatives from different functional areas helps with that information sharing. You should also rely on your core team to support company culture. There are several steps to establishing this infrastructure properly. Believe me, selecting the right employees to be representatives on the core team will help your business transformation immensely. If you choose well, your transformation will excel and you can utilize these resources to have a positive impact on your company culture! 1. Establish your Governance Team Regardless if you have been on your Lean journey for years or if you are just beginning, establishing a governance team is key to success. The Governance Team consists of leaders who affect the direction of the Lean transformation. The Governance Team’s purpose is to establish the Lean Management System, develop the business KPI’s that will be tracked, support enterprise Value Stream Map development, and supply resources and support for the Lean and culture transformation. 2. Establish a Core Team The Core Team consists of representatives from the functional areas of the organization. All the areas need to be represented. A true Lean transformation affects every area of the business. Core Team members share information with their functional areas. They generate excitement about the transformation. They represent their functional areas in joint meetings with the Governance Team. They drive any Lean training required. They act as subject matter experts for their areas in Value Stream Mapping events. They work with their departments to identify and capture improvement opportunities. They mature processes by developing standard work and training. These important team members are your conduit to supporting your company culture. 3. Use the core team to support the culture Because the Core Team members have a huge influence on the success of the business transformation, they are the perfect resources to keep your company culture intact during these trying times. Ask them to “take the temperature” of the group during monthly Core Team meetings. They can capture where employees are struggling. Since they already have established meeting times with their functional team members, ask them to be a communication conduit about what is happening inside the company. During their Core Team meetings, establish a time to talk about company culture and capture improvement opportunities. Let them share small wins with their areas and capture small wins as well. If you take these steps you can rely on your core team to support company culture! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
Leading employees is never easy. It is more complicated given the current restrictions as we all know. Regardless, here are six leadership traits for today you can rate yourself against. If you are looking for future leaders, these are prominent traits to consider. Trait 1 – Approachable Since you probably aren’t in a face-to-face situation, your employees must know they can approach you with problems/concerns as they arise. This doesn’t mean you have to be available 24-7 but are there “office hours” you can set up so employees know when they can approach you? It’s important to let everyone know they you are available and approachable to help answer their concerns. Trait 2 – Calm When employees approach you with problems, it’s important to remain calm. It’s okay if you don’t know the immediate answer to a problem, but approach situations with a sense of calm. So much is different for your employees right now, they need a calm presence in their lives. Trait 3 - Have an open mind Business environments are constantly changing, especially now. There are always going to be new processes and ways of doing things. Make sure you keep an open mind to solutions your employees bring to the table. I wish I had a dime every time I heard someone say that’s the way we have always done it here when I ask why they do what they do. Don’t have your employees park their brains at the door when they come to work. Continually ask them for better ways to do things and keep an open mind to their suggestions. Trait 4 – Adaptable Along with having an open mind, it’s important to be adaptable. Your first reaction to suggestions for change can’t be that will never work here. Think about how the suggestion could work and succeed. Work with your employees using a kaizen mindset to make change successful. Trait 5 – Responsible You own the success of your area of the business. Take full responsibility for the success or failure of your area. This means when things don’t go to plan, you don’t play the blame game. You look for course corrections and work with your team to implement the changes. Your employees will model your behavior. When they see you taking responsibility for your actions, they will do the same. This increased accountability among everyone will develop a high-performance team. Trait 6 – Assertive and respectful This doesn’t mean you are a yeller or treat people poorly. You won’t have a team if you don’t treat everyone with the utmost respect. It means that you can assert yourself in Zoom meetings that have gotten off track. It means you assert yourself with your boss to support your team members. It means you assert yourself if you see situations that don’t support your culture. You can be assertive and respectful at the same time. So, reflect and consider how you stack up against these six leadership traits for today! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
Industry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what MSSC has to offer! Upskill for industry 4.0. CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today’s employers need for over 6 million frontline production jobs. CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges, secondary schools, and other convenient locations. Well-Established Technologies already included in MSSC Production Standards: Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots, Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD). Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials. MSSC’s full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety & Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness, and Green Production. The CPT Plus certification complements the full CPT credential by providing employees with proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified production technicians. Help your employees upskill for industry 4.0! Rate and Review Here More show notes are here Schedule a free 1/2 call with Tom Reed. Buy the Lean Game Plan Follow me on Twitter@dailyleancoach Join me on Linked In…
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