http://www.dwightbowen.com Lean Manufacturing Consultant Tue, 07 Oct 2008 15:55:54 +0000 http://backend.userland.com/rss092 en A Hot, Sustainable Success One team, one kaizen at a time.“If you cannot sustain gains, your efforts are muda” Continuous improvement is one of the fundamental characteristics of the Toyota Production System or a Lean Enterprise. Building a culture that supports continuous improvement is no small task. In fact, it often ... http://www.dwightbowen.com/2007/05/04/gemba-kaizen-at-clean-burns-burner-line-a-hot-sustainable-success/ The latest, focused and to the point, "COMPETING" podcast focuses on time tested suggestions for an effective lean startup. From leadership commitment, to presentation of the value stream map based implementation plan, listen to what has and hasn't worked for my client. Enjoy and write back with your thoughts, opinions ... http://www.dwightbowen.com/2006/08/16/suggestions-for-your-lean-start-up/ Lack of Trust The Ninth Waste? Developing effective teamwork is extremely difficult. What would it take to improve your teamwork? Does trust affect teamwork? Company leaders; do your reports trust you, does ownership or your board of directors trust you? Do you trust them? Managers/Supervisors; do you trust your boss? Do your reports ... http://www.dwightbowen.com/2006/07/10/competing-july-2006/ Hear 12.5 tested concepts in less than two and a half minutes. http://www.dwightbowen.com/2006/05/01/kaizen-bill-of-rights/ Paying Attention Whatever you pay most attention to, most likely, will improve. Let's talk about what you can control, each minute, hour, day, week. I am referring to those outcomes you and your team can effect. Perhaps outcomes such as: shipments billable projects completed or billable milestones on-time delivery/fulfillment rates balanced, paced work flow balanced and controlled ... http://www.dwightbowen.com/2006/04/27/paying-attention/ The Stages of Lean and the Art of Kaizen The Stages of Lean (according to Dwight) Beginner – implemented one Value Stream Map “future state” and are experiencing the “honeymoon effect” Improvement is daily, and progress is fast. Stalling – dealing with the post-honeymoon condition. Lean isn’t as much fun and is no ... http://www.dwightbowen.com/2006/03/07/competing-march-2006/ Changing and Building Culture Perhaps your company’s “Continuous Improvement” process is disappointing. Culture is in the way rather than moving forward. Why? Maybe your inability to effectively drive “lean initiative” down throughout the organization is a reason or, company leadership is inconsistently supporting the Continuous Improvement process. We could all add many ... http://www.dwightbowen.com/2006/01/15/competing-january-2006/ Lean Operations Workshop Identifying and Eliminating Waste Do you every think your “system” is letting you, your customer’s and stakeholders down? Perhaps some of these thoughts hit home: * “I am tired of apologizing to customers for missing promised ship dates” * "Over 90% of the time our material and or people are waiting ... http://www.dwightbowen.com/2005/12/27/apics-baltimore-april-2006/ Examining "Phase II" of your lean transition Perhaps your company has had some initial success with lean. Possibly, you have successfully addressed the first four Lean Principles (1 Specify Value, 2. Identify the Value Stream(s), 3. Create Flow, 4. Pull to Customer Demand) and are making progress with the fifth Lean ... http://www.dwightbowen.com/2005/11/01/competing-november-2005-edition/ “We are good enough.” (or are we?) What do you think your competition is focusing on right now? Do you believe they are thinking “ABC Inc (your company) has been working on lean for a while now and we will never catch them”... or “ABC Inc delivers in half the time ... http://www.dwightbowen.com/2005/10/01/competing-october-2005-edition/