Hansei April 30, 2007
Posted by Lawrence Loucka in : Consulting, Definitions, Lean , add a comment
Hansei is a concept that Toyota uses as a practical improvement tool. Toyota actually conducts Hansei events, like Kaizen events, to improve products and processes. The hansei improvements are fed back into the organization and disseminated. Hansei means to reflect on one’s failings or misdeeds, with the idea that this self-reflection will cleanse the individual and result in self rehabilitation. The individual absolves himself or herself of responsibility for any misbehavior. Taiichi Ohno said "Check is hansei" when referring to the third step of PDCA. In fact, Toyota does hansei even when things do go as planned (things go too well); even then they are asking "why?" as if there was something wrong. In fact, there is. At Toyota they say "no problem is a problem".
Nemawashi April 15, 2007
Posted by Lawrence Loucka in : Consulting, Definitions, Lean , add a comment
In Japanese culture Nemawashi is an informal process of quietly laying the foundation for some proposed change or project, by talking to the people concerned, gathering support and feedback, and so forth. It is considered an important element in any major change, before any formal steps are taken, and successful nemawashi enables changes to be carried out with the consent of all sides. The word means preparing the soil for transplanting a tree from one area to another, so that it will live. Nemawashi in business is preparing people’s minds to accept an idea. It is consensus building.The Japanese have very different ways of conducting business meeting. Before a formal meeting starts, participants have already drawn conclusions regarding information to be presented at the meeting. This system was developed to avoid discrepancies, and gain agreement from everyone in advance, when making a decision in formal meeting. It is also to keep the relationship harmonious. Nemawashi is best used to let people of differing opinions have time to adjust their opinions. When the principles of nemawashi are put into effect first, people have the time to adjust opinions beforehand without wasting time. The main fear people have of nemawashi is its use in politics. People are worried that decisions are sometimes made behind the scenes, instead of out in the open. It is therefore seen as an undemocratic process.
Personal Plimsoll Line March 25, 2007
Posted by Lawrence Loucka in : Consulting, Definitions , add a comment
Plimsoll Line (nautical) properly the International Load Line, a mark on the hull of a merchant ship to show the waterline under specified conditions. The line shows the maximum capacity load the ship may carry. The depth to which a boat can be safely loaded.
Samuel Plimsoll, a British MP in the mid 1800’s was outraged by the number of sailors deaths caused by overloaded and unseaworthy vessels. In 1873 he published "Our Seamen" which cataloged disaster after disaster and showed that nearly 1000 sailors a year were drowned in British waters. This document led to the eventual passing of the Unseaworthy Vessels Bill in 1875 and a year later the amendment of the 1871 Merchant Shipping Act to include provision for a marking on the sides of ships which would disappear below the water line when the ship was overloaded.
Is there a personal level of overload or unseaworthiness?
My good friend Ken Branco talks about personal capacity - Like it or not, our capacity is limited. What can I predictably accomplish? Where are resource constraints? Am I a constraint? Efficiency – Do things right. Effectiveness – Do right things. Workloads for black belts, change agents, progressive leaders have the undesirable tendency toward overload, and with overload comes mistakes, failure, burnout. What to do to keep from sinking?
"Whatever you are, be a good one."
– Abraham Lincoln
"Perseverance is a great element of success. If you only knock long enough at the gate, you are sure to wake up somebody."
– Longfellow
"No matter what the level of your ability, you have more potential than you can ever develop in a lifetime."
– James T. McKay
"In order to do more, I’ve got to be more. People frequently ask me, ‘How can I do more?’ The answer isn’t complicated: You have to develop personal capacity before you can have personal accomplishments. So many times we want to do more before we become more, but that’s backwards."
– John C. Maxwell
Pearls before swine March 15, 2007
Posted by Lawrence Loucka in : Consulting , add a comment
Got notice today that a project I’ve been working diligently has been canceled, without cause and effective immediately. As a self-employed free-agent consultant there are few things worse than a stretch of white space in the calendar or a cliff event like this one. Luckily new clients are queued up and ready to go. So no financial disaster, but what a waste. “Give not that which is holy unto the dogs, neither cast ye your pearls before swine, lest they trample them under their feet, and turn again and rend you.” and a few other choice phrases come to mind when good work goes down the flusher. Brevior saltare cum deformibus mulieribus est vita. Life is too short to dance with ugly women.
Lee Hales March 9, 2007
Posted by Lawrence Loucka in : Consulting, Lean Sigma , add a comment
Today I had the good fortune to reacquaint myself with Lee Hales, president of High Performance Concepts and Richard Muther & Associates. Seems Lee had stumbled on Lean Sigma Supply Chain from a link in earlier post here on their simplified systematic layout planning. Many years ago I attended a facility layout workshop he and another gentleman ran. Ever since I’ve been a fan of Richard Muther’s logical approach to organizing the physical workplace. Need help with configuring you office, lab, factory then give Lee and his team a call.