Lean 911

So many leaders have a gross misunderstanding as to how to get true, sustainable results using Lean principles and methodologies. When times get tough, many revert to headcount reductions, and many times, these reductions are in their Lean organization. Learn how to focus on the right things and avoid the well-deserved, however unfortunate, moniker that L.E.A.N. = Less Employees Are Needed.

Learn why measuring on-time delivery to REQUEST date is essential if a company truly believes in customer excellence. Mark DeLuzio dispels all of the excuses when companies refuse to measure OTD to request date.

Learn why chairs in a cell are detrimental to a good Lean cell design. Mark DeLuzio discusses the negative consequences of chairs from an SQDC perspective. (Safety-Quality-Delivery-Cost)

Learn why problem escalation processes send signals to frontline associates that they are not qualified to solve problems over work that they are best suited to solve. This elitist approach demoralizes and demotivates employees when their engagement opportunities are stripped away by leaders who do not walk the talk, even as they preach that problems need to be solved at the lowest possible level...

Hida Oba discusses the importance of Standard Work and why all other aspects of Lean are connected to this very important, however, neglected component of the Toyota Production System. Hide also discusses how his famed father, Hajime Oba, facilitated the teachings of TPS Basics in his own unique way.

Hajime Oba had a storied career with Toyota, culminating as the CEO of the famed Toyota Supplier Support Center (TSSC) in Georgetown, KY. In this rare interview with his son, Hide Oba talks of the lessons learned from his father’s unique view which he perfected in the implementation of the Toyota Production System.

More and more companies today are on the Lean bandwagon. There are plenty of Gemba Boards, fancy posters, Lean polo shirts, and don’t forget the yellow tape. But when asked about their Kaizen activity, the response is lethargic, at best. Learn how a rigorous and disciplined Kaizen approach is essential to any Lean transformation.

The Production Preparation Process (3P) was invented by Chihiro Nakao, who is known as the Father of Moonshine (FOM). Nakao, one of the original disciples of Taiichi Ohno, (Father of the Toyota Production System) taught us at Danaher and GE how to develop processes that will drive your company to industry-wide competitive advantage. Learn from Jon Boucher, a star pupil and disciple of Nakao, how 3...

All good humor has some truth to it. Please see Mark’s parody on how to get rid of GAN (Japanese for Cancer) from your organization with our new product GAN-AWAY! Just one spray and GAN is removed forever! GAN comes in many forms, including new consulting inventions that pull your attention away from the basics of Lean. Therefore, the title, “Basic” Lean Humor. Enjoy!

Joe Rutz, Managing Director of Lean Horizons Consulting, was instrumental in the development of the Danaher Business System (DBS). Joe brought his experience in information technologies and administration to bring DBS to the next level. Learn from Joe his principles and guidelines as to when to apply information technology to an administrative process and when to not!  Better yet, learn that IT so...

Learn what it takes to be able to call your process a “process.” These 10 Rules of a Process outline the basic framework of a process and, when followed, greatly increase the probability of sustaining and subsequently improving your results. If you focus on the process, the results will follow!

An industry has been created where self-anointed, higher-power “Lean” organizations have convinced companies that their mark of approval is a necessary credential for Lean success. In our opinion, these organizations are shams whose real intent is to generate profits from consulting services, conferences, and publications. Learn why we feel the only mark of approval that matters is from your key s...

How many times have you attempted to solve a problem and were told you “CAN’T” do something because of customer requirements, specifications, government regulations, supplier guidelines, industry standards, etc.? The list goes on and on. In this episode, learn that these so-called regulations need to be challenged and, many times, are no longer in effect. Your problem-solving efforts will be subst...

Problems can be categorized into three main types. It is helpful to understand whether you have a Type 0, Type 1, or Type 2 problem, since different courses of action may be required for each. Learn the three types of problems and why it is useful to understand the nature of the problem you are trying to solve before embarking on your problem-solving journey.

Most businesses today focus on lagging indicators, while important, are not conducive to proper problem-solving. Learn the difference between leading and lagging indicators and why it is essential to identify and improve the leading indicators if true improvement is to occur.

Poor problem-solving usually begins with a poorly defined problem. When this happens, there are usually many solutions looking for a problem. Listen to Mark DeLuzio describe the basics of creating a meaningful problem statement as well as the pitfalls surrounding problem definition.

How many “solutions” proposed by leadership actually work? Do we really engage the front-line associates in solving problems? As a part of a series on Problem Solving, Mark DeLuzio discusses why it is crucial to engage those closest to the problem in developing a problem-solving culture. He also gives examples as to why this approach really works, and is a key ingredient towards enriching the work...

Are you truly “solving” problems in your Lean Transformation, or simply reacting to problems and putting out today’s fire (problem “fixing”)?  Listen to Mark DeLuzio talk about the difference and why it is critical to develop a true problem-solving culture within your organization.

Mark DeLuzio discusses the topic of daily management and Gemba Walks in this episode of the Lean 911 Podcast. He highlights the confusion surrounding daily management and emphasizes the importance of using leading indicators rather than lagging indicators on Gemba boards. Mark also emphasizes the need to tie together the hard tools and soft tools of Lean, such as work standards and problem-solving...

Mark DeLuzio dives into the details of what constitutes a Kaizen and how it can be effectively communicated through a Kaizen report out. With a focus on providing insights into the process, Mark shares a presentation he has put together that outlines the various elements of a successful Kaizen.

In this episode of Lean 9 1 1, Mark DeLuzio discusses the pitfalls of Kaizen, the second part of a three-part series on the subject. He highlights the importance of avoiding these pitfalls, whether you are new to Kaizen or have experience in its implementation. The first pitfall he addresses is the presence of observers in the Kaizen event. Mark firmly believes that there should be no observers an...

Join Mark DeLuzio as he unravels the essence of Kaizen and presents the 10 Rules of Kaizen. Drawing from his extensive experience and learnings from notable figures in the industry, Mark shares practical wisdom that challenges conventional thinking and encourages continuous improvement. From discarding traditional concepts and keeping an open mind to rejecting excuses and embracing imperfection, t...

In this podcast episode, Mark DeLuzio discusses the traditional definition of value-adding and non-value-adding activities in lean manufacturing. He argues that this definition is flawed because it does not consider the importance of all the activities that contribute to the success of a company, even if they are not directly related to the production process. He also points out that even activiti...

This episode discusses the concept of accounting for lean, which is the modification of accounting processes and internal management reporting to better promote lean behaviors. Lean accounting is designed to take waste out of the accounting process, provide more timely and quality information, and help the accounting group become navigators rather than historians. Accounting for lean is important...

Lean accounting is the application of lean concepts and methodologies to drive waste out of the accounting process, just like any other process. Accounting for Lean is modifying the accounting process and internal management reporting to promote lean behaviors and provide more timely, accurate, and customer-focused information. The benefits of lean accounting include eliminating waste, providing m...