Campese Consulting’s Post

𝗧𝗢𝗬𝗢𝗧𝗔'𝘀 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘂𝘀𝗲 𝘁𝗵𝗲𝘀𝗲 𝟱 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 𝘀𝗶𝗻𝗰𝗲 𝟭𝟵𝟱𝟬 𝘁𝗼 𝘀𝘁𝗮𝘆 𝗼𝗻 𝘁𝗼𝗽 𝗼𝗳 𝘁𝗵𝗲𝗶𝗿 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆...𝗮𝗻𝗱 𝘁𝗵𝗲𝘆 𝗸𝗲𝗲𝗽 𝗴𝗮𝗶𝗻𝗶𝗻𝗴 𝗺𝗮𝗿𝗸𝗲𝘁 𝘀𝗵𝗮𝗿𝗲 : In a fast changing world, the rule is simple : innovate or die (a modern jungle). Having the investment capital or engineers who graduated from top-notch universities is not enough. Below are 5 strategies that TOYOTA, one of the best manufacturer in the world applies consistently. SIMPLE, BUT NOT EASY 𝟭. 𝗘𝗺𝗯𝗿𝗮𝗰𝗶𝗻𝗴 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 (𝗞𝗮𝗶𝘇𝗲𝗻):  ·       This core principle involves constantly seeking small improvements in every aspect of the organization, fostering a culture of experimentation and learning from mistakes. ·       Toyota encourages employees to identify problems, analyze root causes, and propose solutions through "5 Whys" questioning and Kanban boards. 𝟮. 𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗦𝗲𝗹𝗳-𝗔𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 (𝗛𝗮𝗻𝘀𝗲𝗶): ·       Toyota emphasizes reflection on individual and organizational performance, taking responsibility for errors, and learning from them. ·       This involves regular Hansei events where teams analyze their work, identify areas for improvement, and develop action plans. 𝟯. 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗦𝗵𝗮𝗿𝗶𝗻𝗴 𝗮𝗻𝗱 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗡𝗲𝘁𝘄𝗼𝗿𝗸𝘀: ·       Toyota fosters knowledge sharing through its "Just-in-Time" training system, where senior employees mentor and train junior employees on the job. ·       Communities of practice and cross-functional teams encourage knowledge exchange and collaboration across departments. 𝟰. 𝗛𝗼𝘀𝗵𝗶𝗻 𝗞𝗮𝗻𝗿𝗶 (𝗣𝗼𝗹𝗶𝗰𝘆 𝗗𝗲𝗽𝗹𝗼𝘆𝗺𝗲𝗻𝘁): ·       This process aligns organizational goals from top management to the shop floor, ensuring everyone understands and contributes to the overall vision. ·       It utilizes cascading objectives and regular reviews to track progress and adapt strategies as needed. 𝟱. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: ·       Toyota invests heavily in developing leaders who understand and champion the principles of a learning organization. ·       Leaders set the example by actively participating in Kaizen and Hansei activities, fostering a culture of continuous learning. Implementing all those principles has one aim : 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗮 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻. Toyota faced challenges like resistance to change, siloed thinking, and the need for cultural shifts. However, their commitment to these principles has resulted in: ·       High employee engagement and problem-solving skills. ·       Constant innovation and improvement in processes and products. ·       Strong adaptability to changing market conditions. ·       A culture of continuous learning and growth. Do you think those strategies are relevant for your company ? Let me give you some earlier adopters : Netflix, Google, AirBnb... #L&D #Strategy #Learning #Organization

𝐎𝐧𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐞𝐫𝐞𝐧𝐧𝐢𝐚𝐥 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐢𝐧 𝐋𝐞𝐚𝐧 𝐢𝐬, 𝐰𝐡𝐚𝐭 𝐝𝐨 𝐰𝐞 𝐝𝐨 𝐰𝐢𝐭𝐡 𝐨𝐮𝐫 𝐟𝐮𝐭𝐮𝐫𝐞 𝐬𝐭𝐚𝐭𝐞 𝐯𝐚𝐥𝐮𝐞 𝐬𝐭𝐫𝐞𝐚𝐦 𝐦𝐚𝐩? In the 𝘛𝘰𝘺𝘰𝘵𝘢 𝘒𝘢𝘵𝘢 𝘊𝘶𝘭𝘵𝘶𝘳𝘦 (TKC) book, a main purpose of value stream mapping (VSM) is to support an ongoing process of improvement, adaptation and innovation by providing a sense of direction. There’s a difference between Lean's 'problem solving', and 'improvement' at Toyota. TKC is about improving the system over time, not fixing one problem or issue and done for now. Toyota is always working to make it a better place by improving, experimenting, and developing people. VSM by itself is not enough to make ongoing improvement happen. That takes having both a sense of direction 𝘢𝘯𝘥 an effective way to keep moving forward as a team. For us, one of the most effective ways to strive toward what a future state map depicts is to practice Toyota Kata. The first step in the Improvement Kata model is to have an overarching challenge, so individual target conditions connect to something the organization wants to achieve and are seen as meaningful. VSM helps with that, making it a good fit with Toyota Kata.   “𝘞𝘩𝘦𝘯 𝘱𝘦𝘰𝘱𝘭𝘦 𝘴𝘦𝘦 𝘵𝘩𝘦𝘮𝘴𝘦𝘭𝘷𝘦𝘴 𝘢𝘴 𝘤𝘰𝘮𝘱𝘰𝘯𝘦𝘯𝘵𝘴 𝘪𝘯 𝘢 𝘴𝘺𝘴𝘵𝘦𝘮 [𝘢𝘯𝘥] 𝘸𝘰𝘳𝘬 𝘪𝘯 𝘤𝘰𝘰𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯 𝘵𝘰 𝘢𝘤𝘩𝘪𝘦𝘷𝘦 𝘢 𝘴𝘩𝘢𝘳𝘦𝘥 𝘢𝘪𝘮, 𝘵𝘩𝘦𝘺 𝘧𝘦𝘦𝘭 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦𝘪𝘳 𝘦𝘧𝘧𝘰𝘳𝘵𝘴 𝘩𝘰𝘭𝘥 𝘮𝘦𝘢𝘯𝘪𝘯𝘨. 𝘛𝘩𝘦𝘺 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦 𝘪𝘯𝘵𝘦𝘳𝘦𝘴𝘵 𝘢𝘯𝘥 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦 𝘢𝘯𝘥 𝘫𝘰𝘺 𝘪𝘯 𝘵𝘩𝘦 𝘸𝘰𝘳𝘬.”  - 𝘞. 𝘌𝘥𝘸𝘢𝘳𝘥𝘴 𝘋𝘦𝘮𝘪𝘯𝘨, 𝘛𝘩𝘦 𝘕𝘦𝘸 𝘌𝘤𝘰𝘯𝘰𝘮𝘪𝘤𝘴   Practicing Toyota Kata provides a framework for achieving challenging goals by engaging all levels of the organization. It's a two-for-one special... You can move toward your future state value stream design by practicing Toyota Kata as a way of working/thinking/learning/leading/communicating while *simultaneously* developing people as adaptive improvers and problem solvers. The detailed scenario in 𝘛𝘰𝘺𝘰𝘵𝘢 𝘒𝘢𝘵𝘢 𝘊𝘶𝘭𝘵𝘶𝘳𝘦 illustrates how one might integrate VSM with practice of Toyota Kata in an organization. Please share what you are learning, so we can learn together with you! The TKC book is at 👉 https://lnkd.in/gzXDede5 Gerd Aulinger Tilo Schwarz Bernd Mittelhuber Jeffrey Liker Tracy Defoe Sylvain Landry Gemma Jones Katie Anderson Kelly Mallery Mike Lombard Ron Pereira Steven Kane Ann Hill Skip Steward, MBA Beth Carrington Debra Levantrosser Joi M. Robert Pease Toni Racco Benner Amy Mervak Mark Rosenthal Dennis Gawlik John Willis Dr. Jack Feng

Adapting Lean for a changing world. Words: Jim Womack The world is clearly changing, and lean thinkers are sensibly asking how Lean will need to adapt. The good news – which I will explain in my presentation to start this year’s Lean Global Connection – is that we don’t need any fundamental invention. Our key ideas and methods are adequate to the situation. We do need to change our orientation, from a stable world where we showed organizations how to continuously improve to a chaotic world where kaikaku (dramatic change through hoshin deployment), kaizen (through A3 analysis), and, yes, daily management (to prevent deterioration of processes that still meet the needs of the moment) are all deployed in order for lean organizations to survive and flourish. Let me unpack this. Lean organizations have always focused on change because improvement (which requires change) is always necessary and possible. These organizations are inherently adaptive. The issue now is adapting to what. We are in an environment where the rules of economic competition are changing as the geopolitical system is changing as fundamental technologies are changing as the climate is changing. Wow. That requires a lot of adaptation. We are used to thinking of hoshin kanri as a leisurely process on an annual cycle aiming for a North Star three or even five years ahead. But in a time of dramatic change, we can and must speed up the clock. Similarly, problem solving for existing processes is well suited to A3 analyses extending for a considerable period. But in a time when new problems can emerge suddenly and dramatically, we again must speed up the clock. What’s needed is a balance between immediate response and the need to truly understand the problem. And this needs to be struck by a chief engineer responsible for each opportunity and/or problem, who knows that heroic leaps to solutions – no matter how satisfying in a crisis – are inferior to pursuing a portfolio of countermeasures through rapid prototyping and experimentation. Toyota’s recent experience in developing no/low-carbon vehicles is instructive. While the entire global auto industry was leaping wheels first to pure battery electric vehicles, Toyota continued to focus on developing many alternatives – BEVs, plug-in hybrids, hybrids, hydrogen fueled internal combustion vehicles, and hydrogen fuel cell vehicles. And now the whole industry is in retreat, without much experience with alternatives to draw on, as pure EVs with proven battery technologies prove too expensive to sell in mass markets. So, the world still needs us. And we have the ideas and methods organizations will need to survive and even flourish in rapidly changing conditions. But we must, as always, make our case to the world with compelling examples of success. Let’s get going, using the Lean Global Network and the Lean Global Connection as our megaphones!

Implementing a lean methodology often begins with mapping a Value Stream Map (VSM). A critical point to understand before starting VSM is the importance of focusing on a single product family. The concept of a product family, as detailed in the book Learning to See, refers to a group of products that pass through similar processing steps and utilize common equipment in downstream processes. By grouping products with similar production processes, materials, or resources, you can streamline operations, reduce waste, and improve efficiency. Product segmentation simplifies routing in complex manufacturing environments, helps level production loads, and minimizes demand variation. Creating product families is an effective approach to establishing flow in a brownfield, optimizing the use of existing resources. It is important to note that each product family should have a single Takt time, as it is not feasible to create one flow based on multiple Takt times. The Takt time should be weighted by volume and cycle times. Once product families are defined, a single VSM should be created for each family, focusing on production leveling by EPEI (Every Part Every Interval), improving changeovers, and designing cells and line balancing. Learning to See suggests using a matrix with assembly steps and equipment on one axis and products on the other to manage complicated product mixes. However, real-world scenarios are often more complex. Here, I propose adopting a 2x2 matrix to create mixed model product families, particularly for simplifying routings. This approach consists of three phases: creating a matrix, sorting and grouping, and streamlining and defining families. Phase 1: Create a 2x2 SKU vs. Processes Matrix Gather all SKUs of interest and their corresponding process routing information. List all distinct SKUs of interest on the Y-axis. Be mindful of sub-assembly SKU part numbers and non-Level A part routings. List all process steps along the X-axis. Place a “1” where an SKU intersects with a process step. If a part touches a particular process multiple times, list it only once. Avoid excessive granularity to prevent noise in the matrix, which may obscure detectable product families. Conversely, an overly broad process level may lead to incorrect product families. Phase 2: Separate Shared Resources Identify and isolate shared resources from unique processes. Phase 3: Sort and Group Use an algorithm to identify patterns across the SKUs based on shared resources. Phase 4: Identify Families Once acceptable groupings are identified, add cycle time and volume for each family. Phase 5: Simplify Routings Iterate processes, simplify routings, and eliminate critical loopbacks until a clear pattern emerges. Phase 6: Create Value Streams Establish value streams and remove all other parts from families. Specific steps with examples will be provided in our next discussion.

And Now Here Is the Lean... As I promised I continued to refresh my knowledge on Lean, which incorporates 5S, Kanban, Kaizen, and some other principles and has its roots in the Toyota Production System (interestingly the name „Lean” is not of Japanese origin, it was coined by John F. Krafcik in 1988: https://lnkd.in/dtknWyUM). The Lean philosophy stays very close to that I followed in the past decades: the CSM. This is my very own acronym for Common Sense Method, which is about what Lean says: do, what is need to be done and nothing else, do it well without waste, create value („wealth”) for the „user” of your work and do it continuously. A side-note: I am not against formal methodologies, what I say is that they do not solve the problems of a company auto-magically. Let’s decide which 3-4 letters acronym we will use, read the books and do everything strictly what is written there. This is a recipe for a failure. In the defense of the serious methodologies, everyone of them starts with the warning: don’t do blindly every single step, you have to customize it to your own circumstances (company, products, people, technology, etc.). As Krafcik observed: „Corporate parentage and culture do appear to be correlated with plant performance; the level of technology does not. Plants operating with a „lean” production policy are able to manufacture a wide range of models, yet maintain high levels of quality and productivity.”. The five principles of Lean briefly - identify value, - map the value stream, - create flow, - establish a pull system, - and strive for continuous improvement. „Lean” production policy simply means to use less - human effort, - material, - investment, - work area, - time, - stock, - miss and error (!). and gives more quality and productivity. Lean is a combination of approach, behavior, and tools. One secret of Lean is the standardized way of work, which is based on a tact of the work, and the order of the work items, The work items are highly practiced so the process is repeatable. It seems that the less the thinking is, the better is the production. However, to develop a lean production system requires a lot of observation, measurement, thinking and planning, the results must be applied to the work processes, their change and the changes in the surroundings then should be observed, measured, etc. again, and this continuous improvement should run in circles for a very long time… As we see, Lean is not very far form Agile – and not very far from CSM, either.

Your post offers a keen perspective on the importance of innovation in today's business environment. Highlighting that operational efficiency alone is no longer enough is a very relevant point. However, you could delve deeper into how exactly Lean methodologies facilitate this creativity and problem solving. carlosj.perez69@hotmail.com

#Innovating with Lean: Unlocking #Creative #ProblemSolving for #ContinuousImprovement In today's rapidly evolving business landscape, staying competitive requires more than just operational efficiency—it demands continuous innovation. Lean methodologies, renowned for eliminating waste, also empower creativity and problem-solving. Here's how to elevate your Lean practices to drive ongoing improvement and innovation: 1. Master the 5 Whys, 6GEN, and Ishikawa Fishbone Diagram Move beyond superficial fixes. The 5 Whys technique delves into root causes, igniting innovative solutions. Enhance this with the 6GEN (Go and See) approach to gather real-world insights. Visualize the cause-and-effect chain with the Fishbone diagram to structure problem-solving efforts effectively. 2. Unleash Innovation with Value Stream Mapping (VSM) VSM isn't just about spotting inefficiencies; it’s a springboard for innovative ideas. Engage your team in VSM sessions to tap into diverse perspectives, encouraging collaboration that leads to groundbreaking solutions. 3. Accelerate Solutions with Kaizen Blitzes Kaizen Blitzes are your rapid-response tool for problem-solving. These intensive, short-term projects energize your Lean initiatives, delivering quick wins and sustaining the drive for continuous improvement. 4. Harness the Power of Cross-Functional Teams Diversity fuels innovation. Cross-functional teams bring varied expertise and viewpoints, enabling creative solutions that address challenges from multiple angles, making your processes more robust and adaptive. 5. Build a Culture of Continuous Improvement Innovation isn't just a goal; it’s a culture. Nurture an environment where every step forward is celebrated, and failures are seen as learning opportunities. This mindset fosters a perpetual cycle of creativity and improvement. 6. Leverage Digital Tools for Precision in Lean Boost your Lean strategies with digital tools like Kanban boards and real-time analytics. These technologies offer actionable insights, optimize workflows, and keep your innovation efforts on target. 7. Share Your Successes, Inspire Action Success stories are powerful motivators. Share case studies that highlight the impact of Lean-driven innovation. These stories not only energize your team but also inspire your network to embrace continuous improvement. By blending these advanced Lean techniques with creative problem-solving, you establish yourself as a leader in innovation. Start with small changes, think big, and watch as your organization transforms into a hub of continuous improvement. If these insights strike a chord, let’s connect! Share your experiences with Lean innovation in the comments below. Together, we can drive meaningful change and achieve lasting success. #Lean #Innovation #ContinuousImprovement #ProblemSolving #Kaizen #ValueStreamMapping #5Whys #LeanCulture

Hansei: The Pillar of Continuous Improvement in Lean Manufacturing In the journey of Lean Manufacturing, the concept of Hansei stands as a fundamental pillar that drives continuous improvement. Rooted in Japanese culture, Hansei translates to "self-reflection," but its application goes much deeper than mere introspection. It is a structured process of reflection, aimed at identifying mistakes, acknowledging shortcomings, and setting the stage for improvement. Understanding Hansei in Lean Manufacturing In a Lean environment, Hansei plays a critical role in ensuring that teams and individuals continually strive for excellence. After completing a project, whether successful or not, a Hansei meeting is conducted to reflect on what went right and what could have been better. This is not about assigning blame but about understanding and learning from the experience. The power of Hansei lies in its ability to uncover blind spots that might otherwise be overlooked. By embracing Hansei, organizations foster a culture where employees feel safe to admit mistakes and are encouraged to grow from them. It is this humility and openness that drive innovation and efficiency in Lean Manufacturing. The Hansei Process: Steps to Self-Reflection Acknowledgment: Recognize the gap between the current state and the ideal state. Accept responsibility for the shortfall. Analysis: Dive deep into understanding the root cause of the shortfall. Ask the "5 Whys" to peel back the layers of the issue. Action: Develop a plan to address the gaps identified. What changes are needed to prevent the issue from recurring? Commitment: Hansei is not a one-time activity. It requires a commitment to continuous improvement. Implement the actions identified and monitor progress. Share Learnings: Encourage team members to share their Hansei experiences. This not only promotes a learning culture but also helps others avoid similar pitfalls. The Benefits of Hansei in Lean Manufacturing Promotes a Culture of Learning: Hansei instills a mindset of learning from every experience, whether it ends in success or failure. Encourages Humility: Recognizing and accepting mistakes is key to personal and organizational growth. Drives Continuous Improvement: By consistently reflecting on performance, organizations can fine-tune their processes, leading to greater efficiency and innovation. Empowers Employees: Hansei gives employees a voice and the opportunity to contribute to the improvement process, leading to higher engagement and ownership. Incorporating Hansei into Lean Manufacturing is not just about refining processes—it's about cultivating a culture of continuous improvement, where every individual is committed to learning, growing, and driving the organization towards excellence. Video Courtesy : @LeanVlog #LeanManufacturing #ContinuousImprovement #Hansei #Kaizen #SelfReflection #LeanCulture #OperationalExcellence #ManufacturingExcellence #LearningCulture #QualityImprovement

It seems you have offered yet another definition of Lean. To Allen Scott's point, how do you link your behavior with the situation using what you call Lean tools? I recommend starting with business fundamentals instead of any effort with a fad label. One way is to understand how leadership sets expectations, removes barriers, and provides resources. Also, why introduce a concept outside the norm for the healthcare industry? Doctors and nurses are very good at following and analyzing protocols. Developing new protocols is their way of innovation. Did you help them turn this capability towards patient access? I helped a large hospital staff improve patient access. To begin we mapped the patient journey. Second, I asked all the administrators to list their improvement efforts next to each process they were working on. What we revealed was a few processes with no initiatives. The processes needing the most improvement. Each day saved in any of those few led to a day shorter lead-time for patients. By focusing on those with the biggest impact gave time back to the staff. No Lean, just improvement based on the current way they created, delivered, and captured value. #lean #processimprovement #productizedsolutions

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