Tag Archives: Business

Culture is Everything

We tried all this five-years ago but it didn’t last long….We don’t have any problems.  I don’t see how it could get any better….I know how to solve that, we fixed that problem twenty-years ago.  Does this sound like Lean cultures to … Continue reading


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Team Involvement: Just Half of This Equation

The level of involvement in the change process for the operator on the floor has been an ongoing issue for years.  The operators are less likely to take ownership or even accept the new idea as a solution.  On the … Continue reading

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Defining a Lean Culture is a Matter of Character (Part 2)

Yesterday, we took a stab at defining a Lean enterprise as a company that spreads Lean thinking across its entire organization. Those who find success embody a set of distinct characteristics that can help us understand what it means to … Continue reading

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Quality Assurance depends upon operations and strategy, not the other way around (part 2)

In part 1 of this article, I indicated that Quality Assurance is, by definition, a function that ought to be at the forefront of an organization’s operations (click here to see part 1).  Unfortunately, Quality Assurance tends to become less … Continue reading

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Quality Assurance depends upon operations and strategy, not the other way around.

A trip over to dictionary.com reveals the definition of “Assurance” promise or pledge; guaranty; surety full confidence; freedom from doubt; certainty: to act in the assurance of success That would seem to place any function related to “Assuring” an outcome … Continue reading

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The Best or Nothing

Today’s post is written by guest blogger Mark Hamel.  Mark is the author of the Shingo Award winning Kaizen Event Field Book.  Mark full bio follows his article below. Recently, Mercedes Benz introduced a new brand claim. You may have … Continue reading

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Leadership is practiced….

Leadership is practiced not so much in words as in attitude and in actions. ~Harold S. Geneen

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Eli Goldratt (1948-2011)

Eli Goldratt was the manufacturing guru who created the Theory of Constraints (TOC), the Optimized Production Technology, the Thinking Processes, Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and other TOC derived tools. His book, The Goal, was a real milestone and my first exposure to Lean thinking.  It’s a … Continue reading

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Great managers….

Great managers focus on each person’s strengths and manage around his weaknesses. ~~First Break All the Rules

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