With the new year upon us posts regarding health are widespread. Resolutions have begun, talk of parking further away and staying in the green aisles of the grocery store seem to whisper to our ears on every social media channel known to humans. Well this post will do the same. If you're looking to grab a few extra steps during your day, strap on the fitbit and let's head on out for a "waste walk."
What is a waste walk?
The waste walk is one of the best ways to train employees, reveal waste and discover opportunities to improve. Simply put it is a time where teams or individual's head to the gemba and look for waste. The waste walk can be a standard activity, planned event or a now and then practice. The only thing that is required for people to have during a waste walk is a basic understanding of the 8 forms of waste.
How to Perform a Waste Walk:
Before you can begin your waste walk you need to make sure that everyone is aware and understands the 8 forms of waste. A few ways that you can help people understand waste might be:
2. Once everyone has a good understanding of the 8 forms of waste you may want to consider establishing a standard time for activities such as waste walks to be performed. Setting a standard time will allow teams and individuals to plan for their waste walk. It will also help people to understand the importance of going to the gemba regularly. Along with establishing a standard time it can be very helpful to develop a spaghetti graph or a roadmap that charts the waste walk out. This will help you focus and can also be used on specific value streams or areas.
3. While you walk the area/value stream look for as many forms of waste as you can. Take a moment to write down every form of waste that you find. Be sure to be very specific, every form of waste is an opportunity for improvement.
4. Prioritize your list and select forms of waste that can be removed right away. If there are other forms of waste that need analysis place them on a suggestion form or a kaizen paper.
Waste walks are a very easy way to discover waste and develop lean thinking minds. As you begin to walk value streams or areas daily you will learn to see and act on even the most intricate forms of waste. This type of approach drives kaizen (small, incremental) improvements. Whether it's a lean journey or a new year's resolution taking a regular waste walk will certainly add to your lean vision.
Jesse Allred - firstname.lastname@example.org
Lean manufacturing offers a number of tools and strategies to complete projects, streamline processes, identify wastes, and improve efficiency. One tool that’s often overlooked is the project management concept known as the Obeya room.
Obeya, sometimes spelled Oobeya, is a Japanese term translating to the "big room." These physical rooms utilize visual management and collaboration to ensure projects are seen through completion and in a timely manner. Using posters, charts, and graphs allows everyone who enters the room to quickly understand thought processes, plans, and offers a space for people to review the relevant information easily. An Obeya room is a great area for managers, workers, and planners to get in the zone when working on projects. Obeya rooms foster an environment that will help keep the project on track.
Memorial Day is a special holiday that is celebrated every year. Though many of us may think of those we have lost every single day for one day an entire country stops to celebrate the lives of fallen soldiers.
Did you know?
Memorial day was not always referred to as Memorial Day. Originally the holiday was in fact known as Decoration Day. The day was referred to as Decoration Day because it was not a specific day of any battle.
What do people do on Memorial Day?
When Memorial Day comes many families plan trips, bbq or go and visit those they have lost at cemeteries or gravesites. Often times those that we celebrate on this special day may be people we never knew. You may choose to celebrate continuous improvement masters like those on our Masters of Lean and Six Sigma page or you may have someone close to you that served in a military capacity at some point in their life. Whichever category you fall into please know that many of the improvements today are a result of those brave individuals. Though some veterans may never have heard the words:
lean, six sigma or continuous improvement let it be known on this day the most appropriate word for you to share is: Thank You.
In the comments section below please leave a comment with someone you wish to remember. Share their legacy, their story or just their name, but please share. We would love nothing more than to support you in honoring those close to your heart this memorial day!
Almost every project will include brainstorming of some kind at some point in the project lifecycle. Brainstorming sessions can be a powerful gateway to unlock solutions, make issues visible, prioritize actions and bring experienced minds together. When individuals come together as a team, innovative ideas can be born. One of the struggles of being a part of a powerful and productive brainstorming session is that they generate many great ideas and often reveal a large amount of issues. This can leave a group feeling overwhelmed. Often times, the wide array of ideas can be hard to organize, understand, validate and act on. Worse yet, many members of a team might leave feeling invalidated, unheard or completely shut down.
Many years ago, newspapers lined the streets of almost every city in the world. People would gather at the "newspaper stands" and browse each page while sharing a story or two. Word of mouth and the rugged ink stained paper were the main drivers of news, suggestions and ideas.
Today we still have ideas and suggestions, but things aren't quite as simple as the good ole days. Today making a suggestion often involves filling out a tedious small slip with more information than you can even read, shoving it in a bin that nobody collects and then hoping it gets "approved." Here's the idea! Workers see it all, touch it all and often have the closest connection with a process. Why is this significant? That connection can act as the perfect vehicle when looking to identify issues, collect improvement suggestions and or come up with innovative new ideas. The best part is, you don't have to walk to a newspaper stand to do it.
The Kaizen template or improvement newspaper is a powerful tool that can be used with employees. They can suggest improvements, possible solutions and even create opportunities for improvements without necessarily having any idea of a solution. Sounds a bit crazy doesn't it? Well it is! We’ve all been there before, a problem you see all the time and no ideas on how to solve it. The Kaizen template enables employees to support improvements whether they have a fix or not. So how will this tool help employees? To start, the suggestion or person filling out the kaizen template will need to capture a few pieces of information and document the information on the kaizen sheet.
Here's the important thing to understand, no matter how much information you capture, it will do no good if it's shoved in a box waiting for review or hidden on a desktop only to become trapped in cyberspace.
Like any other lean tool, the kaizen template works best when it is made visible. Here are a few important things to keep in mind when using improvement newspapers for a suggestion system.
1. Make it Visible
Like we mentioned earlier improvement newspapers should not be contained within a network or hard drive, they need to be visible. Think for a second to a problem you’ve had before but couldn’t solve. Eventually you share with a friend and they share a possible solution. Immediately you think, “why didn’t I think of that?” When opportunities are visible everyone can see, understand and help each other. One advantage when using a computer to fill out the suggestion is that there will be no sorting through legible and illegible papers. You can fill the paper out and print it out, placing it in an area where everyone can see the idea and before you know it someone is there to support you in finding a possible solution.
2. Keep them Alive
About the era when tv was in full swing and computers began to emerge newspaper stands were laid to rest. Now we get quarter machines by selected restaurants and no more standing with our friends talking and sharing the latest news on the front page. Fortunately, Kaizen templates are far from dead. They are in fact one very effective way to obtain opportunities for improvement but they must be kept alive. Monitoring the suggestions during a huddle is one way to keep status up to date and ensure that each suggestion is moving forward. In a huddle you can address the needs of the suggestion and help ensure ideas continue moving forward. Possibly the most valuable aspect of this constant and continuous activity is that the people who make the suggestions will begin to understand that they are part of a team and their ideas mean something to others. When people get a sense of belonging, support, action and appreciation your possible improvements will increase sufficiently.
If you have ever used a new tv changer there is a bit of a learning curve to it. Directions in hand and a thousand different settings to program it will never be as simple as walking to the newspaper stand to get some information. The same principle should apply to our kaizen templates or improvement papers. Not everyone knows how to use excel and not everyone will understand the process right from the start. That makes it the perfect opportunity to train employees and go for a Gemba walk. The bottom line, make it easy for the people filling the papers out. The only thing that employees should be responsible for is filling out the template and doing their best to discover the root cause.
Although we may never see newspaper stands lining the streets again, kaizen templates or improvement newspapers could line the huddle boards of your organization. They could fill white boards, line the walls and flow from the mouths of team huddles. All while capturing innovative ideas from talented employees and driving improvement initiatives day in and day out. The best part about this great tool is that it won't even cost you a quarter.
If you would like a template for a Kaizen/Improvement newspaper to get started click on the button below and begin experimenting with different tools that will help transfer improvements from idea to action.
March is almost here and that means the ©GEMBA methodology is almost ready. Watch this update on the course progress.
Going to the Gemba is one of the most powerful principles of a lean journey. If you have not yet engaged in an initiative for daily Gemba walks we suggest you begin as soon as possible. At the Gemba we discover things that we simply can not discover at our desk (unless that is where the work is being done). The Gemba as you know is "where the work is done" it is "where value is created" and it is where "problems can be solved."
It is a powerful Skill to be able to treat the "Gemba" or a "Gemba Walk" as a Methodology in itself. Methodologies allow us to reveal issues and give us the possibility of solutions through teamwork and various methods. Here is one example of a methodology for "Gemba Walks."
Just Remember GEMBA
G- The G reminds us of the Overall concept that we all know, Genchi Genbutsu. Genchi Genbutsu means Go and See, we do this so that we can understand what is happening at the Gemba. This is a key principle and technique of any lean strategy. When we go and see what is actually happening we are better able to base our decisions on real facts, instead of hunches, opinions, guesses or assumptions.
E- "Engage" Engagement at the Gemba is very important. When we engage people at the Gemba it should be question based. The idea is to help the gemba stretch their minds and empower them to develop problem solving skills of their own. We are trying to understand what is happening in the current condition and not jump to conclusions. The 5 Why technique is a great way to understand why certain things are happening. Like any other problem though try to discover the "What" "Why" "How" and "Where". One last thing, take notes while engaging; some of the best solutions you will hear come from the people at the Gemba.
M- Muda, Mura and Muri, simply put being at the Gemba is a great time to observe what is going on there. You will have great opportunities to discover many forms of Muda, so introduce yourself to TIMWOODS while you're there. While at the Gemba you will get a sense of where people may feel overburdened and you will see processes that are not level. Take notes. Then you can attack all origins of waste later on.
B- Be respectful at the Gemba. This is a time to exercise humility and to serve others. We promise if you are respectful, humble, sincere and willing to serve, people will tell you where the pain is.
A- Finally analyze what you have collected. Be sure at this stage of the Gemba walk to include everyone at the Gemba. The individuals from the Gemba will be able to help analyze findings and often may add details to your initial discoveries. Including everyone will also foster a culture of teamwork and help develop a true lean culture.
The Gemba Methodology is a great format to follow when performing daily Gemba walks and it is rather easy for anyone to understand. One last thing to note after you have performed your Gemba Walk be ready and willing to support The Spirit of Kaizen. One way that you can do this is to offer yourself in service of finding solutions to the issues that are discovered. A Gemba Walk can be quick, easy and very effective in pinpointing opportunities for improvements, so start today and in time you will discover great and powerful ways to "transform" activities in each of your many Gemba's.
Don't forget if you need more information on the ©GEMBA Methodology or how to go to the Gemba,
Register for our course coming out in March of 2018, The ©GEMBA Methodology.
After a holiday break it can sometimes be hard to get the body up and moving again the first morning of work. Extra caffeine, long conversations and a fuzzy memory are some of the signs you may experience. For others though getting started again is simple; they just jump back in the groove like they never even knew there was a break. Here are three simple things you can do to jump back in the improvement groove after an "extra" day off.
How did they leave?
Most individuals and teams will start their holiday break off by making sure there desk area is in 5S condition and neater than they left it before. Many studies have shown that if you take the time to clean things up, organize and set things in order the morning you come back in will be much smoother. Think of it like planning for the day you come back. Just like Admiral William McRaven shares in the video below: "If you wanna change the world, start off by making your bed." If you leave your work area in a neat, tidy and in a sanitary condition you will return to an organized, more energized, calm and ready environment. Along with these benefits comes one other notable effect. By displaying a behavior of always maintaining a standard condition in your area, you in turn promote a culture that does the same.
Spend some time at the Gemba.
You may be tempted to hang out by the coffee dispenser and chug down one cup after another. While the caffeine will certainly give you a boost of energy, to much caffeine may leave you feeling anxious, frantic and disorientated. Don't get me wrong a little energy is good for everyone, but try taking one cup to the gemba. At the gemba you can review the process and refresh your mind while interacting and strengthening relationships with others. Take a piece of paper with you as you visit the gemba and jot down notes pertaining to: the energy of the value stream, the load of demand placed on the team and of course any changes in the process that may have occurred in the interim.
Last but not least, bring the team together. Take some time for icebreakers, sharing and quality time. Though from a production efficiency standpoint this might not make any sense at all, ponder for a minute the tactical approach. Meeting together in a morning huddle and taking 5 minutes to share one thing or begin with an icebreaker can be a nice transition that helps others feel as though they are cared for.
There you have it; three very simple things to get continuous improvement started again when you return from a holiday break.
***How do you reach out and re-energize teams when they return from a holiday break?***