W. Edwards Deming

Five Whys – Not One Who

Unlocking the value in an operation requires people. They are the only resource in an organization that can solve problems. There are two specific reasons that it’s necessary to focus problem solving on why a problem occurred rather then who had the problem. Engagement begins with why, and your problem is not a who. Engagement […]

Anonymous

Do You Believe in Zero Injuries?

Lean operating systems recognize the value of people and believe everyone should leave work the same way they arrived – injury free.  Two powerful benefits arise from truly believing in zero injuries-the awareness to see hazards and a clear message about the value of people. The Awareness to See Hazards It is all too easy […]

A Well-Thought Out Plan

Successful operations unlock value through a continuous cycle of plan – do – check – act. That critical cycle starts with a plan. The learning for the organization comes from executing the plan and checking the results. The value is unlocked through actions and adjustments learned from the problems identified with executing the plan. A […]

Dr. Carmen Putorti

Follow-up is Fuel for Accountability

World class organizations hold themselves accountable as part of a daily process.  Each member of the team makes commitments and then delivers on those commitments as a responsibility to the whole team and the overall strategy, BUT it probably wasn’t always like that. A leader had to teach the team how to be accountable and […]

Albert Einstein

Standardized Work – A Choreographed Dance Between Man and Machine

Observing well executed and well-designed standardized work is like watching a choreographed dance between man and machine. All of the same key elements apply: Content, Sequence, Timing, and Outcome. Both dance and standardized work are designed to synchronize steps in a pre-specified way which creates the impression of two entities operating as one. The music […]

Albert Einstein