“Know-how” alone isn’t enough! You need “know-why!” Shigeo Shingo
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It's not easy being lean if you can't manage the change project. "I don’t see organizations having a structured way to manage the daily activities of their change process and waste elimination. I don’t see organizations having a way to monitor and measure the influence or impact of their projects," Michael Kuta, in an iterview for Lean Deployment is Coming Into Its Own.
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These ten ideas will dramatically improve your projects. Are these ten rules the top ten? You decide. But don't take too long. Share these rules with your team. Your team members are sure to help you carry them out!
I did an interview with Bas de Baar via Skype video. We discussed how my company is using collaborative tools in support of our clients' projects. Enjoy!
Did you catch the Foreword to In Pursuit of Elegance
The Lean Project Coaches hit the 50 posts mark on Friday. Quite a milestone for just 6 weeks blogging at Coaches Corner. They are writing on all aspects of lean projects. Tap into that for your projects.
Chris Slivon shares a bit of her journey in being a lean coach in the post
Knowing and Not Knowing where she and others write for Lean Project Consulting's Coaches Corner.
Daily improvement to make our jobs safer, easier and more interesting is a corner-stone for Toyota. My colleague Rebecca Bettler describes how Quick 'n'Easy Kaizen is even more powerful when it's team sport. Read A Hidden Beauty...
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Learn about the TWI approach from the only Senior Master Trainer in the US. Patrick Graupp will introduce you to this landmark program: Webinar.
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Adopt this mnemonic for your project environment. Thanks Matt for writing about it.
Raven is consolidating project management hash tags for use on Twitter. Thank you Raven!
Read the latest story of how green meets lean, or should I say kaizen? It's a Wall St Journal article that you don't want to miss.
It irks me when people play games with their writing. It wastes the readers' time, turns them off to what one has to say, and creates idealogical warfares. Write clearly...for the readers. Sorry for this outburst. Let's speak (and write) so we can be understood. Our projects will benefit from that.
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The very fact that they don’t have a “structured way” to handle change is a statement for the need, though. Standard Work is foundational and very few have standard work, even those who pass ISO9001-esqe certifications.
Higher order Standard Work for management is even more elusive.
One thing you have always modeled and taught well, Hal, is the need to learn. Lean allows one to learn as one goes along.
We always overlook that people resist change. People are no different at work than at home. People have habitual ways of doing things, and find it hard to change even when it’s good for them. That’s why it’s so hard to diet your way to weight loss for example. Lean is a different way to work. But those people at work have been doing things a certain way for years. They won’t change just because we trained them.
I love this post. To me it highlights the two facets improvement. On the one hand we need knowledge, expertise. Lean has methods, processes even tools that must be understood and taught. But that is not enough. Lean has to be introduced in a way that removes our natural tendency to resist change. Management cannot mandate Lean, because Management cannot mandate Change. A structured approach would be good. But I think it goes deeper then that.