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Schedule a free 1/2 call with Tom Reed.

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Up to this point, we have covered 12 other Lean topics- Lean History, VA vs. NVA, the 8 wastes, 6S, Current state and future state VSM’s, waste walks, PICK chart, RIE’s, A3’s, setting up an LPO and developing a Master Plan and RIE report-outs.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Flow tools & balance

One of the most important elements of Lean is being able to flow products or processes. Think of a river. You don’t want a bunch of delays in the flow of product or information as items pass through your systems. Delays lead to increased lead time, which affects your customer and impacts cash-flow.

There are many flow tools to use in understanding how you build your product. The first high-level tool is value stream mapping. Then you can use process flow diagrams and product families to understand which parts belong in a family-based upon process commonality.

You can use resource calculations to calculate how many resources you will need to produce a certain volume of product. Once you understand how many resources are required, it’s important to lay out the resources in an efficient manner so your product can flow.

The closer you can come to the product process flow diagram, the better your flow will be, because the process flow diagram shows the most efficient way to build the product.

Spaghetti diagrams- where you follow a part through its current state, visually show the state of your current flow. It’s called a spaghetti diagram because, more than likely, your flow will resemble a bowl of spaghetti.

Now it’s time to develop a future state flow. You can try using cells- self-contained layouts where raw material enters and a complete part leaves the cell. These are great for supporting families of parts.

A key element for setting up a successful cell is balance. It’s important to set up a cell where each step in the operation has about the same amount of work content as the other ones. You want to produce a product from the cells based upon a Takt time- a German word for rhythm or beat. We base it upon customer demand and let you know how often you need to produce a product.

2. Pull Systems (Kanban)

You try to flow your product as much as possible, but when you can’t flow it, you can pull it using a visual signal called Kanban. Kanban is a Japanese word that means signal. It can be a card, it can be an X on the table.

It signals your operators when to do work or when to stop doing work. The purpose is to signal you only when more items are needed. If you don’t have a signal to product items, you don’t build.

This is a powerful tool for controlling inventory and WIP and works well in freeing up inventory dollars.

3. Setup reduction/TPM

You might think that setup reduction is only applicable to a machine shop. It’s applicable anywhere you have a setup. Maybe you need to switch between computer software to do your job. That’s a setup.

Regardless, teach the steps of setup reduction. 1. Identify what setup to focus on. This might be a high-moving part. 2. Video the setup. Use two cameras and video the setup. One closer to the setup where you can see the operator and one farther away so you can see where he/she goes. 3. Review the video and write down the setup elements. Mark them as VA or NVA. 4. Either eliminate the NVA steps or do them externally to the setup. Operators might...]]>Since it is near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks.

Up to this point, we have covered 12 other Lean topics- Lean History, VA vs. NVA, the 8 wastes, 6S, Current state and future state VSM’s, waste walks, PICK chart, RIE’s, A3’s, setting up an LPO and developing a Master Plan and RIE report-outs.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Flow tools & balance

One of the most important elements of Lean is being able to flow products or processes. Think of a river. You don’t want a bunch of delays in the flow of product or information as items pass through your systems. Delays lead to increased lead time, which affects your customer and impacts cash-flow.

There are many flow tools to use in understanding how you build your product. The first high-level tool is value stream mapping. Then you can use process flow diagrams and product families to understand which parts belong in a family-based upon process commonality.

You can use resource calculations to calculate how many resources you will need to produce a certain volume of product. Once you understand how many resources are required, it’s important to lay out the resources in an efficient manner so your product can flow.

The closer you can come to the product process flow diagram, the better your flow will be, because the process flow diagram shows the most efficient way to build the product.

Spaghetti diagrams- where you follow a part through its current state, visually show the state of your current flow. It’s called a spaghetti diagram because, more than likely, your flow will resemble a bowl of spaghetti.

Now it’s time to develop a future state flow. You can try using cells- self-contained layouts where raw material enters and a complete part leaves the cell. These are great for supporting families of parts.

A key element for setting up a successful cell is balance. It’s important to set up a cell where each step in the operation has about the same amount of work content as the other ones. You want to produce a product from the cells based upon a Takt time- a German word for rhythm or beat. We base it upon customer demand and let you know how often you need to produce a product.

2. Pull Systems (Kanban)

You try to flow your product as much as possible, but when you can’t flow it, you can pull it using a visual signal called Kanban. Kanban is a Japanese word that means signal. It can be a card, it can be an X on the table.

It signals your operators when to do work or when to stop doing work. The purpose is to signal you only when more items are needed. If you don’t have a signal to product items, you don’t build.

This is a powerful tool for controlling inventory and WIP and works well in freeing up inventory dollars.

3. Setup reduction/TPM

You might think that setup reduction is only applicable to a machine shop. It’s applicable anywhere you have a setup. Maybe you need to switch between computer software to do your job. That’s a setup.

Regardless, teach the steps of setup reduction. 1. Identify what setup to focus on. This might be a high-moving part. 2. Video the setup. Use two cameras and video the setup. One closer to the setup where you can see the operator and one farther away so you can see where he/she goes. 3. Review the video and write down the setup elements. Mark them as VA or NVA. 4. Either eliminate the NVA steps or do them externally to the setup. Operators might shut the machine down, then go get the paperwork. That is internal to the machine. The machine must be off. Getting paperwork is something that can be done externally. It can be done while the machine is running. Move as much work as possible to do it externally. 5. Write new work steps and trial them to see if you have reduced the setup time.

Usually, you can reduce it by 50% because you see the operator gone 50% of the time getting paperwork, tools, material, clamps, etc. Teaching them to do those elements externally will reduce an extensive amount of the setup time.

TPM- Total Productive Maintenance. Total productive maintenance includes more than just preventive maintenance. Preventive maintenance is an element of TPM, but it also includes how often a machine is down, how long it is down for if it runs to optimum speed and these elements impact a measurement called OEE. Overall equipment effectiveness. Good OEE is greater than 85%.

4. KPI’s/Daily stand-up meetings

Becoming Lean entails a lot of visual management. You want to share information visually. You want employees to know exactly where everything goes and how they are performing without having to hunt someone down and ask questions.

Why do we keep score in ball games? So we know who is winning. The same thing goes for your business. Share KPI information on area performance boards so people know how they are doing.

Have daily stand-up meetings or huddles to review the performance and review your True North. This goes a long way to engage employees and change the culture.

I hope you can take these ideas on what to include in your lean training to make your company better in 2021!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

First, let’s talk about what the end state looks like. Ideally, you have developed a supportive culture that develops over years. You want a support system driven from the bottom up.

Most organizations are top-down driven. That looks like a typical triangle organization structure. The top leader speaks, and everyone works to carry out those directives.

To truly have culture change, you need to adopt a more supporting servant leadership style of managing. Each level provides support to the one above it, and employees are driving the transformation. It is the leader’s job to provide support and remove roadblocks. This servant-leader culture looks like an inverted triangle.

That’s great, you might say. I can see from the graphic how it is supposed to work, but how does my company get there? How do we drive daily problem solving into the organization and change the culture over time? How do we embed Lean thoughts and processes into our company’s DNA so that this isn’t some flavor of the month program?

Here are five opportunities that you can use during your Lean transformation to get employees engaged and excited about culture change.

1. Have a clear vision and present it to the workforce

This means you have developed a True North vision and your company’s Lean Management System. These two items share with employees which is important to the company. After these are in place, you can reinforce company values and goals during daily stand-up meetings with employees.

2. Have daily stand up meetings

If you aren’t having daily 10 minute stand up meetings, begin having them. This is a perfect time to review 1. Safety issues 2. Quality issues and review elements of the Lean Management System. It will take time, but eventually, employees will open up and share opportunities for things to improve in these meetings.

3. Have all employees attend Lean training

It doesn’t have to be super intense but provide training that introduces employees to Lean terminology and a few key concepts like Value Stream Mapping and Rapid Improvement Events. The key is to have everyone in the company take part in the training. This lets everyone know that you are taking the Lean Transformation seriously and it will not become a book of the month program.

4. Ensure the workforce is involved in Lean activities

Invite employees to develop Value Stream Maps, take part in 6S activities, and be in Rapid Improvement Events that occur within your organization. One of the eight wastes is Not Listening to People’s Ideas. You must include employees in these Lean activities. They are the ones on the front line every day. They know where the waste is in their processes. Engage them to make improvements within their areas.

5. Celebrate!

Make sure that at the end of every 6S event, Rapid Improvement Event, or Value Stream Mapping event you have them report out to the leadership team. As leaders, make sure you support and celebrate their efforts. Thank them for participating. Recognize that they are nervous during the report out. Celebrate the fact that you have gotten 5-8 more people engaged in the process!

If you follow these simple steps, you will engage employees during your Lean transformation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Employee engagement is going to make or break you on your Lean transformation. For those that are interested in a successful Lean Transformation, I have a secret for you. Lean is about changing the culture of your organization. Ask yourself, how do I turn my employees into daily problem solvers? One success indicator of employee engagement is having them drive the transformation effort within your company, but how do you get there? Here are five ways to engage employees during your Lean transformation.

First, let’s talk about what the end state looks like. Ideally, you have developed a supportive culture that develops over years. You want a support system driven from the bottom up.

Most organizations are top-down driven. That looks like a typical triangle organization structure. The top leader speaks, and everyone works to carry out those directives.

To truly have culture change, you need to adopt a more supporting servant leadership style of managing. Each level provides support to the one above it, and employees are driving the transformation. It is the leader’s job to provide support and remove roadblocks. This servant-leader culture looks like an inverted triangle.

That’s great, you might say. I can see from the graphic how it is supposed to work, but how does my company get there? How do we drive daily problem solving into the organization and change the culture over time? How do we embed Lean thoughts and processes into our company’s DNA so that this isn’t some flavor of the month program?

Here are five opportunities that you can use during your Lean transformation to get employees engaged and excited about culture change.

1. Have a clear vision and present it to the workforce

This means you have developed a True North vision and your company’s Lean Management System. These two items share with employees which is important to the company. After these are in place, you can reinforce company values and goals during daily stand-up meetings with employees.

2. Have daily stand up meetings

If you aren’t having daily 10 minute stand up meetings, begin having them. This is a perfect time to review 1. Safety issues 2. Quality issues and review elements of the Lean Management System. It will take time, but eventually, employees will open up and share opportunities for things to improve in these meetings.

3. Have all employees attend Lean training

It doesn’t have to be super intense but provide training that introduces employees to Lean terminology and a few key concepts like Value Stream Mapping and Rapid Improvement Events. The key is to have everyone in the company take part in the training. This lets everyone know that you are taking the Lean Transformation seriously and it will not become a book of the month program.

4. Ensure the workforce is involved in Lean activities

Invite employees to develop Value Stream Maps, take part in 6S activities, and be in Rapid Improvement Events that occur within your organization. One of the eight wastes is Not Listening to People’s Ideas. You must include employees in these Lean activities. They are the ones on the front line every day. They know where the waste is in their processes. Engage them to make improvements within their areas.

5. Celebrate!

Make sure that at the end of every 6S event, Rapid Improvement Event, or Value Stream Mapping event you have them report out to the leadership team. As leaders, make sure you support and celebrate their efforts. Thank them for participating. Recognize that they are nervous during the report out. Celebrate the fact that you have gotten 5-8 more people engaged in the process!

If you follow these simple steps, you will engage employees during your Lean transformation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>dddad01e-35c2-4130-a5fb-325dda2a30a4Tue, 29 Dec 2020 04:00:00 -070005:02nofull223Tom Reed: Lean Enthusiast & President of American LeanFocus on the Customer in 2021What is the purpose of your business? Is it to make money as many people believe? I took finance during my MBA program and finance says your goal is to generate shareholder value. That doesn’t sound like a great rallying cry for employees. “We have to focus on increasing our shareholder value in 2021.” Yeah, no. How about you find better ways to focus on the customer in 2021?

Can you use that to engage and energize employees? I bet so, and if you make improvements in that area, I bet your revenue will increase.

1. Review your True North

Hopefully, your True North focuses upon the customer. If not, give it a review. Here is LinkedIn’s- “to connect the world’s professionals to make them more productive and successful”. Nike’s is to “Bring inspiration and innovation to every athlete in the world*”. The asterisk says if you have a body you are an athlete.

Take the time with your leadership team to review your True North and make sure it makes sense.

2. Instill it in the company culture

Now that you have a relevant customer supporting True North, how do you ensure your company walks the walk? Maybe you had outside help in developing your True North and hired a firm to make a nice graphic, posters, etc.

Now the heavy lifting begins. Instilling your True North into the company culture. Every employee has to understand their role in supporting the customer. Supporting the customer has to show up in their employee review language and employee plans.

Begin every meeting reviewing the True North until everyone has heard it 2,000 times and then you have a good start. Ensure your actions and the actions of those you lead to support the True North and the customer.

3. Map the Customer Journey

Now that your enterprise culture change is beginning, map the customer journey from the time they click on the website or pick up the phone until the product or service is delivered to their door. Where are there multiple points of contact required of the customer? What are your response times in your call center? What are your first call resolution statistics?

Use items like value stream mapping and customer journey mapping to “see” where you can make improvements. Make sure these events are cross-functional and have input from employees in every area of the business. Ensure that your IT group is part of the mapping as well, so they can understand there is a difference between pretty and functional. Or high-tech and meeting the needs of the customer.

4. Develop your 2021 improvement plan

As a leadership team, develop your improvement plan. Where do you need to focus on improving the customer experience first? Second, etc.? Deploy the resources required to make the improvements.

Establish the correct metrics to measure your performance. Survey your customers. Then survey them again. Consider using the Net Promoter Score to compare yourself to others in your industry.

Ensure the improvement plan is moving forward as planned. Discuss it in leadership meetings. Make sure leaders involve employees across the business. This helps you cement your True North and drive employee engagement.

If you follow these steps and focus on the customer in 2021, you will have an incredible year!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

What is the purpose of your business? Is it to make money as many people believe? I took finance during my MBA program and finance says your goal is to generate shareholder value. That doesn’t sound like a great rallying cry for employees. “We have to focus on increasing our shareholder value in 2021.” Yeah, no. How about you find better ways to focus on the customer in 2021?

Can you use that to engage and energize employees? I bet so, and if you make improvements in that area, I bet your revenue will increase.

1. Review your True North

Hopefully, your True North focuses upon the customer. If not, give it a review. Here is LinkedIn’s- “to connect the world’s professionals to make them more productive and successful”. Nike’s is to “Bring inspiration and innovation to every athlete in the world*”. The asterisk says if you have a body you are an athlete.

Take the time with your leadership team to review your True North and make sure it makes sense.

2. Instill it in the company culture

Now that you have a relevant customer supporting True North, how do you ensure your company walks the walk? Maybe you had outside help in developing your True North and hired a firm to make a nice graphic, posters, etc.

Now the heavy lifting begins. Instilling your True North into the company culture. Every employee has to understand their role in supporting the customer. Supporting the customer has to show up in their employee review language and employee plans.

Begin every meeting reviewing the True North until everyone has heard it 2,000 times and then you have a good start. Ensure your actions and the actions of those you lead to support the True North and the customer.

3. Map the Customer Journey

Now that your enterprise culture change is beginning, map the customer journey from the time they click on the website or pick up the phone until the product or service is delivered to their door. Where are there multiple points of contact required of the customer? What are your response times in your call center? What are your first call resolution statistics?

Use items like value stream mapping and customer journey mapping to “see” where you can make improvements. Make sure these events are cross-functional and have input from employees in every area of the business. Ensure that your IT group is part of the mapping as well, so they can understand there is a difference between pretty and functional. Or high-tech and meeting the needs of the customer.

4. Develop your 2021 improvement plan

As a leadership team, develop your improvement plan. Where do you need to focus on improving the customer experience first? Second, etc.? Deploy the resources required to make the improvements.

Establish the correct metrics to measure your performance. Survey your customers. Then survey them again. Consider using the Net Promoter Score to compare yourself to others in your industry.

Ensure the improvement plan is moving forward as planned. Discuss it in leadership meetings. Make sure leaders involve employees across the business. This helps you cement your True North and drive employee engagement.

If you follow these steps and focus on the customer in 2021, you will have an incredible year!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>7b9be289-906e-4698-a264-21ddf2be6691Mon, 28 Dec 2020 04:00:00 -070004:52nofull222Tom Reed: Lean Enthusiast & President of American LeanMerry ChristmasMerry Christmas to all of our listeners, clients, companies, family and Friends!

]]>Merry Christmas to all of our listeners, clients, companies, family and Friends!

]]>02d64cad-0a87-4f9e-b873-0eed7564277cFri, 25 Dec 2020 04:00:00 -070000:22nofull221Tom Reed: Lean Enthusiast & President of American LeanTop Roles for a Successful Digital TransformationOrganizations have dramatically sped up their digital transformation activities. The pandemic has made companies consider a digital transformation much sooner than before. Companies of all sizes realize they need to transform. To help guide you, here are the top roles for a successful digital transformation.

1. Solution Architect

Just like it sounds, a solution architect develops the overall strategy for the digital transformation. Think of the solution architect as the techie that can explain software solutions to the leaders in the organization.

They explain how software and digital solutions solve business problems.

2. Data Architect

Now that you have a system-wide view of your digital transformation, you will need a data architect. Their role is to develop the data management plan. How will your company collect, analyze, protect, and maintain data? These are questions that a data architect answers.

3. Chief Digital Officer

It’s great that you want to undertake a digital transformation, but why? Because everyone else is doing it? The Chief Digital officer understands the revenue streams, Omni channels, new business opportunities, and customer services that will benefit from the digital transformation.

4. Database Administrator

Database administrators do what their title sounds like. They work closely with data architects and ensure data is stored and organized properly. Their primary goal is to ensure data is available when needed. This includes making sure you complete backups, data is seamlessly available from cloud providers, etc.

5. Cloud Specialists

Because you keep more and more data off-premise these days, i.e. in the cloud, cloud specialists are extremely important. They manage edge computing opportunities and manage business solution software that is kept in the cloud.

6. Data Analysts

These are your go-to employees that can retrieve, gather, and access data. We are in a data-driven world, and these employees help us make sense of the massive amounts of data your company collects. 

They help provide a data-driven approach to decision making. If you want to know the top color of your product that is sold in Aurora, Colorado data analysts can provide that answer.

7. User Interface (UX) designers

Remember Blackberry? Everyone had a Blackberry phone. The slang name for them was crackberry because everyone used them all the time. Where are they now? The iPhone came out in June 2007 and it killed Blackberry phones. Why? Because the iPhone had a much better user interface.

You didn’t have to scroll using a little button in the middle of the phone. UX designers focus on developing a positive interface between the customer and the business. They are customer advocates and communicate customer needs to the team building the website, product, etc.

8. Systems Integrators

There is no out-of-the-box solution that will meet the needs of your digital transformation. You have many legacy systems that have to stay in place. Systems integrators ensure these systems communicate with each other. 

If you embark on a digital transformation in 2021, these are the top roles for a successful digital transformation. 

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Organizations have dramatically sped up their digital transformation activities. The pandemic has made companies consider a digital transformation much sooner than before. Companies of all sizes realize they need to transform. To help guide you, here are the top roles for a successful digital transformation.

1. Solution Architect

Just like it sounds, a solution architect develops the overall strategy for the digital transformation. Think of the solution architect as the techie that can explain software solutions to the leaders in the organization.

They explain how software and digital solutions solve business problems.

2. Data Architect

Now that you have a system-wide view of your digital transformation, you will need a data architect. Their role is to develop the data management plan. How will your company collect, analyze, protect, and maintain data? These are questions that a data architect answers.

3. Chief Digital Officer

It’s great that you want to undertake a digital transformation, but why? Because everyone else is doing it? The Chief Digital officer understands the revenue streams, Omni channels, new business opportunities, and customer services that will benefit from the digital transformation.

4. Database Administrator

Database administrators do what their title sounds like. They work closely with data architects and ensure data is stored and organized properly. Their primary goal is to ensure data is available when needed. This includes making sure you complete backups, data is seamlessly available from cloud providers, etc.

5. Cloud Specialists

Because you keep more and more data off-premise these days, i.e. in the cloud, cloud specialists are extremely important. They manage edge computing opportunities and manage business solution software that is kept in the cloud.

6. Data Analysts

These are your go-to employees that can retrieve, gather, and access data. We are in a data-driven world, and these employees help us make sense of the massive amounts of data your company collects. 

They help provide a data-driven approach to decision making. If you want to know the top color of your product that is sold in Aurora, Colorado data analysts can provide that answer.

7. User Interface (UX) designers

Remember Blackberry? Everyone had a Blackberry phone. The slang name for them was crackberry because everyone used them all the time. Where are they now? The iPhone came out in June 2007 and it killed Blackberry phones. Why? Because the iPhone had a much better user interface.

You didn’t have to scroll using a little button in the middle of the phone. UX designers focus on developing a positive interface between the customer and the business. They are customer advocates and communicate customer needs to the team building the website, product, etc.

8. Systems Integrators

There is no out-of-the-box solution that will meet the needs of your digital transformation. You have many legacy systems that have to stay in place. Systems integrators ensure these systems communicate with each other. 

If you embark on a digital transformation in 2021, these are the top roles for a successful digital transformation. 

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>39320cb0-0b0f-4db9-a547-d952eee45fe6Thu, 24 Dec 2020 04:00:00 -070005:06nofull220Tom Reed: Lean Enthusiast & President of American LeanTopics to Include in Your Lean Training- Part 3Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover topics to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Rapid Improvement Events (Kaizen)

Last week I mentioned the eight wastes and PICK charts. Pick charts are impact/effort matrices and the letters stand for Plan, Implement, Challenge, and Kill. As you develop countermeasures for the waste you identify on your Enterprise Value Stream Map (EVSM) run those ideas through a PICK chart to select the best ones to implement.

Focusing on the ideas in your Implement quadrant (low effort/high impact) it’s time to schedule Rapid Improvement Events to eliminate the waste. What’s an RIE? An RIE is the implementation method used by thousands of companies to make the change.

RIE’s are focused efforts 2-5 days long focused on a specific area of the business. The goal is to complete 90% of the work or change within the event. Having led over 400 RIE’s, I can tell you they can be company changing.

It’s also important that the RIE’s will make improvements to the overall business KPI’s. Don’t hold RIE’s just to have activity. You are working to make the company better and impact the bottom line. But, before you have an RIE you first need to develop a…

2. Project Charter/A3

Every RIE should have a project charter, sometimes called an A3 developed for the event. If you don’t do this, you can suffer from scope creep and you won’t get everything completed in your timeframe.

The project charter makes sure you think about what we can accomplish in a 2-5 day timeframe and not try to boil the ocean.

3. Master Plan and LPO

Now that you have your RIE’s identified, it’s important to develop a three-month master plan of events. This provides your company with an implementation roadmap. If you can, give some thought about who to include in the RIE’s so they can get the event on their calendar.

Establish an LPO or Lean Promotion Office where you can display the three-month schedule among other items like the A3’s, and RIE report outs, value stream maps, etc.

4. Rapid Improvement Event Report Outs

Finally, after each RIE, it is important to have the team members make a small presentation to leadership that tells the story of the event. Make sure as the event is happening you take pictures since you will want to include them in the report out.

It’s a chance for the team to share their hard work and for leadership to show their support. These are four more great topics to include in your lean training!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover topics to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Rapid Improvement Events (Kaizen)

Last week I mentioned the eight wastes and PICK charts. Pick charts are impact/effort matrices and the letters stand for Plan, Implement, Challenge, and Kill. As you develop countermeasures for the waste you identify on your Enterprise Value Stream Map (EVSM) run those ideas through a PICK chart to select the best ones to implement.

Focusing on the ideas in your Implement quadrant (low effort/high impact) it’s time to schedule Rapid Improvement Events to eliminate the waste. What’s an RIE? An RIE is the implementation method used by thousands of companies to make the change.

RIE’s are focused efforts 2-5 days long focused on a specific area of the business. The goal is to complete 90% of the work or change within the event. Having led over 400 RIE’s, I can tell you they can be company changing.

It’s also important that the RIE’s will make improvements to the overall business KPI’s. Don’t hold RIE’s just to have activity. You are working to make the company better and impact the bottom line. But, before you have an RIE you first need to develop a…

2. Project Charter/A3

Every RIE should have a project charter, sometimes called an A3 developed for the event. If you don’t do this, you can suffer from scope creep and you won’t get everything completed in your timeframe.

The project charter makes sure you think about what we can accomplish in a 2-5 day timeframe and not try to boil the ocean.

3. Master Plan and LPO

Now that you have your RIE’s identified, it’s important to develop a three-month master plan of events. This provides your company with an implementation roadmap. If you can, give some thought about who to include in the RIE’s so they can get the event on their calendar.

Establish an LPO or Lean Promotion Office where you can display the three-month schedule among other items like the A3’s, and RIE report outs, value stream maps, etc.

4. Rapid Improvement Event Report Outs

Finally, after each RIE, it is important to have the team members make a small presentation to leadership that tells the story of the event. Make sure as the event is happening you take pictures since you will want to include them in the report out.

It’s a chance for the team to share their hard work and for leadership to show their support. These are four more great topics to include in your lean training!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f916f94d-7875-4e28-9ab8-946f6004f4c6Wed, 23 Dec 2020 04:00:00 -070004:33nofull219Tom Reed: Lean Enthusiast & President of American LeanFive Steps for Supporting your Digital IntraprapreneursDigital transformations are important in today’s world. Even if you are an “old-school” manufacturer- you make stuff- you still have to find customers. It could be there are ways to increase the digital aspects of your products. Regardless, this will require change, and the best way to approach it is to unleash your intrapreneurs. Here are five steps for supporting your digital intrapreneurs.

Step 1- Find a customer

Companies are spending millions on digital transformations. They believe if they install the latest software, they’ll have a digital company. It doesn’t work that way. The latest software might make you more efficient, but it won’t allow you to develop new products. Your internal entrepreneurs- intrapreneurs need to be in charge of that.

One of their first tasks should be to understand what the customer wants and needs. Do your customers want product extensions or increased digitalization of your current products? You digital intrapreneurs should find out from some of your best customers who are also different from each other. This way you hear from customers with different needs and use cases.

Step 2 – Find company sponsors

If you don’t have an intrapreneurial culture today, leadership representatives will have to remove roadblocks so the digital intrapreneurs have a chance at seeing their offerings all the way through. Choose managers who will go out of their way to ensure the intrapreneurs get the support they require.

Step 3 – Knowledge of company digital technologies

Many employees today are digital natives. They have grown up with technology and use it daily- sometimes minute by minute. It’s not an issue of understanding how to use technology- it’s about learning and understanding what to do about digital opportunities.

The opposite is also true. It’s important the intrapreneurs you select understand how to identify digital threats. Make sure your digital intrapreneurs can work with the sponsors to develop entirely new digital use cases if required.

Step 4 – Let them follow-through

Motivating intrapreneurs isn’t hard. They have an entrepreneurial attitude. The worst thing you can do as an organization is to de-motivate your intrapreneurs by bringing in “professionals” at the end of a project to implement the digital solution.

Allowing them the chance to implement the digital transformation required to transform your products and services or they will bolt your organization. There is no shortage of companies willing to hire them.

Step 5–Develop an intrapreneurial culture

It will take time, which you may not have. Work with business leaders to develop an open and creative culture so you can attract and maintain intrapreneurs. Have your middle managers keep an eye out for talent that asks a lot of “why” questions.

Like, why do we do it this way? Have you thought about this? Customer X is doing… These are potential intrapreneurs. Put these five steps for supporting your digital intrapreneurs in place so they become engaged and have a place where they can feel safe and be successful!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Digital transformations are important in today’s world. Even if you are an “old-school” manufacturer- you make stuff- you still have to find customers. It could be there are ways to increase the digital aspects of your products. Regardless, this will require change, and the best way to approach it is to unleash your intrapreneurs. Here are five steps for supporting your digital intrapreneurs.

Step 1- Find a customer

Companies are spending millions on digital transformations. They believe if they install the latest software, they’ll have a digital company. It doesn’t work that way. The latest software might make you more efficient, but it won’t allow you to develop new products. Your internal entrepreneurs- intrapreneurs need to be in charge of that.

One of their first tasks should be to understand what the customer wants and needs. Do your customers want product extensions or increased digitalization of your current products? You digital intrapreneurs should find out from some of your best customers who are also different from each other. This way you hear from customers with different needs and use cases.

Step 2 – Find company sponsors

If you don’t have an intrapreneurial culture today, leadership representatives will have to remove roadblocks so the digital intrapreneurs have a chance at seeing their offerings all the way through. Choose managers who will go out of their way to ensure the intrapreneurs get the support they require.

Step 3 – Knowledge of company digital technologies

Many employees today are digital natives. They have grown up with technology and use it daily- sometimes minute by minute. It’s not an issue of understanding how to use technology- it’s about learning and understanding what to do about digital opportunities.

The opposite is also true. It’s important the intrapreneurs you select understand how to identify digital threats. Make sure your digital intrapreneurs can work with the sponsors to develop entirely new digital use cases if required.

Step 4 – Let them follow-through

Motivating intrapreneurs isn’t hard. They have an entrepreneurial attitude. The worst thing you can do as an organization is to de-motivate your intrapreneurs by bringing in “professionals” at the end of a project to implement the digital solution.

Allowing them the chance to implement the digital transformation required to transform your products and services or they will bolt your organization. There is no shortage of companies willing to hire them.

Step 5–Develop an intrapreneurial culture

It will take time, which you may not have. Work with business leaders to develop an open and creative culture so you can attract and maintain intrapreneurs. Have your middle managers keep an eye out for talent that asks a lot of “why” questions.

Like, why do we do it this way? Have you thought about this? Customer X is doing… These are potential intrapreneurs. Put these five steps for supporting your digital intrapreneurs in place so they become engaged and have a place where they can feel safe and be successful!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>4da4a554-4030-423e-89cc-0aff2a2120d6Tue, 22 Dec 2020 04:00:00 -070004:40nofull218Tom Reed: Lean Enthusiast & President of American LeanWhat 2020 Taught LeadersLet’s talk about what 2020 taught leaders and the rest of us, but first a story.

The Voyager spacecraft was leaving our solar system in 1990 and NASA had it take one last picture since it was leaving our solar system. Voyager was 3.7 billion miles from the sun. What it captured has become known as the pale blue dot picture.

Its impact is more than a picture. It shows Earth from the perspective of the edge of our solar system and how insignificant Earth looked. You can barely see it in the picture below. If 2020 has taught us anything, it has taught us to:

Keep Perspective

If you are reading this or hearing my voice on the podcast, congratulations. You made it through 2020. Maybe you have had family or team members lose someone in their lives. I’m sure you’ve read about the many job losses and changes to people’s livelihood.

Hopefully, you have been spared that kind of impact on your life. It’s easy to complain about the changes you’ve endured as a leader this year. Keep perspective for great things you have had this year and…

Have a role model mindset

It’s more important than ever to act as a role model for those you lead. Given the tremendous strain your employees have been under, it’s important you show them how to act and react when situations arise.

We can’t predict the future, but you can as a leader…

Remain Confident

It’s important to believe you will figure things out. Have the belief you make the absolute best decisions given the information you can gather. Have the confidence your team will follow your direction and do their best to carry out the company vision.

Has your company had to pivot? There are those that have done extremely well during the pandemic because they…

Don’t wait

Did you grow or create when things changed? I hope we are all aware that fortune goes to those companies that take action. Don’t wait till the right time to take action because that time will never come.

Leaders show up

You show up because you want to be a servant leader. You understand it’s important to lead the employees who are lost or have questions. You may not become famous as the pilot Sullenberger when he showed up as a leader in a short time of crisis.

Do it because you want to make a difference in being a leader. Great leaders also aren’t afraid to…

Ask for help

As we transition into 2021 don’t feel like you have to go it alone. Find mentors and others from whom you can learn. Go back and listen to the leadership episodes on my podcast. Hopefully, they have added value to your leadership journey and you can reflect upon what 2020 taught leaders.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Let’s talk about what 2020 taught leaders and the rest of us, but first a story.

The Voyager spacecraft was leaving our solar system in 1990 and NASA had it take one last picture since it was leaving our solar system. Voyager was 3.7 billion miles from the sun. What it captured has become known as the pale blue dot picture.

Its impact is more than a picture. It shows Earth from the perspective of the edge of our solar system and how insignificant Earth looked. You can barely see it in the picture below. If 2020 has taught us anything, it has taught us to:

Keep Perspective

If you are reading this or hearing my voice on the podcast, congratulations. You made it through 2020. Maybe you have had family or team members lose someone in their lives. I’m sure you’ve read about the many job losses and changes to people’s livelihood.

Hopefully, you have been spared that kind of impact on your life. It’s easy to complain about the changes you’ve endured as a leader this year. Keep perspective for great things you have had this year and…

Have a role model mindset

It’s more important than ever to act as a role model for those you lead. Given the tremendous strain your employees have been under, it’s important you show them how to act and react when situations arise.

We can’t predict the future, but you can as a leader…

Remain Confident

It’s important to believe you will figure things out. Have the belief you make the absolute best decisions given the information you can gather. Have the confidence your team will follow your direction and do their best to carry out the company vision.

Has your company had to pivot? There are those that have done extremely well during the pandemic because they…

Don’t wait

Did you grow or create when things changed? I hope we are all aware that fortune goes to those companies that take action. Don’t wait till the right time to take action because that time will never come.

Leaders show up

You show up because you want to be a servant leader. You understand it’s important to lead the employees who are lost or have questions. You may not become famous as the pilot Sullenberger when he showed up as a leader in a short time of crisis.

Do it because you want to make a difference in being a leader. Great leaders also aren’t afraid to…

Ask for help

As we transition into 2021 don’t feel like you have to go it alone. Find mentors and others from whom you can learn. Go back and listen to the leadership episodes on my podcast. Hopefully, they have added value to your leadership journey and you can reflect upon what 2020 taught leaders.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>b6c2ebc7-31fd-4a2b-82f5-d126ed5a5354Mon, 21 Dec 2020 04:00:00 -070004:12nofull217Tom Reed: Lean Enthusiast & President of American LeanInside Secrets of working with a Prime companyOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week is a little different, I share the mic with James, a buyer at a Multi-National Fortune 100 company. He shares inside secrets on supplying a Fortune 100 company.

James is unique in that he worked with both a supplier to Fortune 100 companies and is now a buyer from the same supplier base. He has been on both sides of the equation. Some key points:

1.  As a supplier, they grew from 3M to 16M and used their Lean journey as a sales tool.  Their customers included Boeing, Northrup Grumman, Woodward, and other large Primes.
2. These Primes were looking for systems and processes that would improve OTD, quality, and price. They were expecting improvements in operations as well as office processes like accounting.
3. Primes are looking for suppliers that can handle terms of 60-120 days.
4. They want suppliers that are flexible and can handle re-schedules in today's environment.
5. They want suppliers that can communicate in a concise manner.
6. Suppliers that can take on a large amount of work and separate themselves from others are key.

Key Tips:

1. Have a website that is brief and includes your equipment, approvals, is current and correct! Supplying a Fortune 100 company means you need to constantly update your website.

2. Share your Lean journey. Include before and after pictures. Be vocal about the improvements that you have made!

3. As a company, your ROI will be greater if you bring in outside consultants to guide you on your journey. They will reduce your learning curve!

As always it is an honor to serve you and I hope you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week is a little different, I share the mic with James, a buyer at a Multi-National Fortune 100 company. He shares inside secrets on supplying a Fortune 100 company.

James is unique in that he worked with both a supplier to Fortune 100 companies and is now a buyer from the same supplier base. He has been on both sides of the equation. Some key points:

1.  As a supplier, they grew from 3M to 16M and used their Lean journey as a sales tool.  Their customers included Boeing, Northrup Grumman, Woodward, and other large Primes.
2. These Primes were looking for systems and processes that would improve OTD, quality, and price. They were expecting improvements in operations as well as office processes like accounting.
3. Primes are looking for suppliers that can handle terms of 60-120 days.
4. They want suppliers that are flexible and can handle re-schedules in today's environment.
5. They want suppliers that can communicate in a concise manner.
6. Suppliers that can take on a large amount of work and separate themselves from others are key.

Key Tips:

1. Have a website that is brief and includes your equipment, approvals, is current and correct! Supplying a Fortune 100 company means you need to constantly update your website.

2. Share your Lean journey. Include before and after pictures. Be vocal about the improvements that you have made!

3. As a company, your ROI will be greater if you bring in outside consultants to guide you on your journey. They will reduce your learning curve!

As always it is an honor to serve you and I hope you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>3e130c5e-8545-449e-bc8b-b182fb99cf38Fri, 18 Dec 2020 04:00:00 -070012:22nofull216Tom Reed: Lean Enthusiast & President of American LeanReplay- Did You Know there is an Industry 5.0?It seems like we are just learning about Industry 4.0 and the enablers that will impact that digital transformation. Now companies are discussing what Industry 5.0 looks like.

Earlier in the year, I talked about the use of cobots to support Industry 4.0. Industry 5.0 is based on humans and robots working together in close proximity. Given the advances in sensors, cobots no longer need to be kept in a cage away from humans.

Smart sensors deployed on a cobot allow the cobot to work directly on an assembly line alongside human counterparts. Some of the smaller cobots only weigh 30 pounds and can handle about 6 pounds of material. These cobots can complete tasks such as screwing screws or tightening bolts into place. Tasks typically completed by humans today.

Larger cobots can handle activities like machine tending, packaging, material handling and driving larger screws and tightening bolts. Given a large variety of grippers, they can handle many tasks.

How will this drive Industry 5.0?

1. They will be deployed to improve the customization of mass-produced products

Imagine if Sony 3D printed the outer case of a PS5. Yes, the new Playstation due at any time from Sony. What if you were giving this as a Holiday gift and wanted to engrave a personal note on the outer case. A Cobot could handle engraving unit after unit with each note being unique.

No setup required. Customer units could be kicked off the production line and a cobot could add the customization and the unit could be added back to the production line to continue its journey into a box.

2. Product Inspection

Cobots can be used as the primary inspection tool for products and suspect units can be routed to an employee for further verification. They could be deployed alongside employees in a line and using vision sensors ensure that the employee completed the work required at their operation.

Product assembly errors are dramatically reduced when a cobot is part of a check, do, check scenario.

3. Deburring and CNC machine tending

What would happen in your machine shop if a cobot could unload machined parts from a CNC machine, deburr the parts and then neatly stack them for movement to the next machining operation?

Advances in deburring flat and rough surfaces are happening at a rapid pace. Having a cobot arm next to the machinist would allow the machinist to monitor and manage additional machines.

Reducing deburr operations means there is less “blending” of a surface that a talented deburr operator needs to accomplish. They can focus on completing more complicated deburr work that the cobot can’t complete.

In Industry 5.0 your co-worker might not want to go out after work for beers, but it will help you get more done and make your work a whole lot easier!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on It seems like we are just learning about Industry 4.0 and the enablers that will impact that digital transformation. Now companies are discussing what Industry 5.0 looks like.

Earlier in the year, I talked about the use of cobots to support Industry 4.0. Industry 5.0 is based on humans and robots working together in close proximity. Given the advances in sensors, cobots no longer need to be kept in a cage away from humans.

Smart sensors deployed on a cobot allow the cobot to work directly on an assembly line alongside human counterparts. Some of the smaller cobots only weigh 30 pounds and can handle about 6 pounds of material. These cobots can complete tasks such as screwing screws or tightening bolts into place. Tasks typically completed by humans today.

Larger cobots can handle activities like machine tending, packaging, material handling and driving larger screws and tightening bolts. Given a large variety of grippers, they can handle many tasks.

How will this drive Industry 5.0?

1. They will be deployed to improve the customization of mass-produced products

Imagine if Sony 3D printed the outer case of a PS5. Yes, the new Playstation due at any time from Sony. What if you were giving this as a Holiday gift and wanted to engrave a personal note on the outer case. A Cobot could handle engraving unit after unit with each note being unique.

No setup required. Customer units could be kicked off the production line and a cobot could add the customization and the unit could be added back to the production line to continue its journey into a box.

2. Product Inspection

Cobots can be used as the primary inspection tool for products and suspect units can be routed to an employee for further verification. They could be deployed alongside employees in a line and using vision sensors ensure that the employee completed the work required at their operation.

Product assembly errors are dramatically reduced when a cobot is part of a check, do, check scenario.

3. Deburring and CNC machine tending

What would happen in your machine shop if a cobot could unload machined parts from a CNC machine, deburr the parts and then neatly stack them for movement to the next machining operation?

Advances in deburring flat and rough surfaces are happening at a rapid pace. Having a cobot arm next to the machinist would allow the machinist to monitor and manage additional machines.

Reducing deburr operations means there is less “blending” of a surface that a talented deburr operator needs to accomplish. They can focus on completing more complicated deburr work that the cobot can’t complete.

In Industry 5.0 your co-worker might not want to go out after work for beers, but it will help you get more done and make your work a whole lot easier!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c34801ed-166c-426e-a0af-0b1165d28f18Thu, 17 Dec 2020 04:00:00 -070004:59nofull215Tom Reed: Lean Enthusiast & President of American LeanWhat to Include in Your Lean Training- Part 2Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Current State Value Stream Mapping

From an implementation perspective, value stream mapping should be one of the first activities you conduct. The purpose of a value stream map is to visually show where the waste is within your processes.

Value stream maps are icon-based and introducing students to the icons should be covered. There are different icons for the current state and future state maps. Cover process boxes, collecting information for the process boxes, putting process boxes in the correct order, and then adding more detail by adding additional icons.

Share what triangles mean in a value stream map- inventory or time and how to collect that information. Talk about taking the value stream map and walking it backward to catch any steps you might have missed.

Finally, share how to draw a timeline across the bottom of the value stream map to show the relationship between value-added and non-value-added work and the % of value-added work.

2. Future State Value Stream Mapping

Once you identify where the waste is within your processes in your current state value stream map, it’s important to develop a future state value stream map. A future state value stream map uses different icons- icons that represent pull systems, FIFO lanes, supermarkets, and level loading.

The purpose of a future state map is to provide a road map for your improvement activities. Depending upon your organization, it may take several years to approach the future state that your map depicts.

Place the map in your Project Management Office (PMO) and continually work toward it.

3. Conducting a Waste Walk

Conducting a waste walk happens after you develop your current state value stream map. As you walk your map backward, take notes on the waste you see in the different processes. Have the team members take notepads with them and have them identify wastes that fall into the eight waste categories.

After walking your vsm backward and taking notes, teach the team to put the wastes they identified on your DOWNTIME chart. Remember, the eight wastes can form the word DOWNTIME. Have them take their best guess which category the waste falls under.

4. PICK Chart (Impact/Effort Matrix)

Now it’s time to educate your team on brainstorming ideas to eliminate waste. It’s great to identify and classify the waste, it’s more important to eliminate it. Have the team brainstorm ideas for eliminating the wastes on the DOWNTIME chart.

Take those ideas and place them on an impact/effort matrix. Teach the team to focus on the ideas that end up in the Implement quadrant. The easy to do/large impact quadrant. The ideas from this quadrant, based upon the identified wastes within your value stream map, form the basis of kaizen events moving forward.

Schedule the kaizen events one quarter at a time and conduct them. This will help you head toward your future state design.

Next week I will cover more on what to include in your Lean training.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

Since it’s near the end of the year and your company might consider Lean training, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list- I’m breaking the topics up over several weeks.

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Current State Value Stream Mapping

From an implementation perspective, value stream mapping should be one of the first activities you conduct. The purpose of a value stream map is to visually show where the waste is within your processes.

Value stream maps are icon-based and introducing students to the icons should be covered. There are different icons for the current state and future state maps. Cover process boxes, collecting information for the process boxes, putting process boxes in the correct order, and then adding more detail by adding additional icons.

Share what triangles mean in a value stream map- inventory or time and how to collect that information. Talk about taking the value stream map and walking it backward to catch any steps you might have missed.

Finally, share how to draw a timeline across the bottom of the value stream map to show the relationship between value-added and non-value-added work and the % of value-added work.

2. Future State Value Stream Mapping

Once you identify where the waste is within your processes in your current state value stream map, it’s important to develop a future state value stream map. A future state value stream map uses different icons- icons that represent pull systems, FIFO lanes, supermarkets, and level loading.

The purpose of a future state map is to provide a road map for your improvement activities. Depending upon your organization, it may take several years to approach the future state that your map depicts.

Place the map in your Project Management Office (PMO) and continually work toward it.

3. Conducting a Waste Walk

Conducting a waste walk happens after you develop your current state value stream map. As you walk your map backward, take notes on the waste you see in the different processes. Have the team members take notepads with them and have them identify wastes that fall into the eight waste categories.

After walking your vsm backward and taking notes, teach the team to put the wastes they identified on your DOWNTIME chart. Remember, the eight wastes can form the word DOWNTIME. Have them take their best guess which category the waste falls under.

4. PICK Chart (Impact/Effort Matrix)

Now it’s time to educate your team on brainstorming ideas to eliminate waste. It’s great to identify and classify the waste, it’s more important to eliminate it. Have the team brainstorm ideas for eliminating the wastes on the DOWNTIME chart.

Take those ideas and place them on an impact/effort matrix. Teach the team to focus on the ideas that end up in the Implement quadrant. The easy to do/large impact quadrant. The ideas from this quadrant, based upon the identified wastes within your value stream map, form the basis of kaizen events moving forward.

Schedule the kaizen events one quarter at a time and conduct them. This will help you head toward your future state design.

Next week I will cover more on what to include in your Lean training.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>7de0c770-b8ae-46f1-a15b-e5e1b8dcdeefWed, 16 Dec 2020 04:00:00 -070004:48nofull214Tom Reed: Lean Enthusiast & President of American LeanRely on your Core Team to Support Company CultureFor companies that are developing their Lean transformation, a key element for supporting the transformation is sharing information within the company, and engaging employees. Establishing a Core Team of representatives from different functional areas helps with that information sharing. You should also rely on your core team to support company culture.

There are several steps to establishing this infrastructure properly. Believe me, selecting the right employees to be representatives on the core team will help your business transformation immensely.

If you choose well, your transformation will excel and you can utilize these resources to have a positive impact on your company culture!

1. Establish your Governance Team

Regardless if you have been on your Lean journey for years or if you are just beginning, establishing a governance team is key to success. The Governance Team consists of leaders who affect the direction of the Lean transformation.

The Governance Team’s purpose is to establish the Lean Management System, develop the business KPI’s that will be tracked, support enterprise Value Stream Map development, and supply resources and support for the Lean and culture transformation.

2. Establish a Core Team

The Core Team consists of representatives from the functional areas of the organization. All the areas need to be represented. A true Lean transformation affects every area of the business.

Core Team members share information with their functional areas. They generate excitement about the transformation. They represent their functional areas in joint meetings with the Governance Team. They drive any Lean training required. They act as subject matter experts for their areas in Value Stream Mapping events.

They work with their departments to identify and capture improvement opportunities. They mature processes by developing standard work and training. These important team members are your conduit to supporting your company culture.

3. Use the core team to support the culture

Because the Core Team members have a huge influence on the success of the business transformation, they are the perfect resources to keep your company culture intact during these trying times.

Ask them to “take the temperature” of the group during monthly Core Team meetings. They can capture where employees are struggling. Since they already have established meeting times with their functional team members, ask them to be a communication conduit about what is happening inside the company.

During their Core Team meetings, establish a time to talk about company culture and capture improvement opportunities. Let them share small wins with their areas and capture small wins as well.

If you take these steps you can rely on your core team to support company culture!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>280d811d-c2e4-43b6-8d1a-6f6d1beb20ceTue, 15 Dec 2020 04:00:00 -070004:33nofull213Tom Reed: Lean Enthusiast & President of American LeanSix Leadership Traits for TodayLeading employees is never easy. It is more complicated given the current restrictions as we all know. Regardless, here are six leadership traits for today you can rate yourself against. If you are looking for future leaders, these are prominent traits to consider.

Trait 1 – Approachable

Since you probably aren’t in a face-to-face situation, your employees must know they can approach you with problems/concerns as they arise. This doesn’t mean you have to be available 24-7 but are there “office hours” you can set up so employees know when they can approach you?

It’s important to let everyone know they you are available and approachable to help answer their concerns.

Trait 2 – Calm

When employees approach you with problems, it’s important to remain calm. It’s okay if you don’t know the immediate answer to a problem, but approach situations with a sense of calm. So much is different for your employees right now, they need a calm presence in their lives.

Trait 3 - Have an open mind

Business environments are constantly changing, especially now. There are always going to be new processes and ways of doing things. Make sure you keep an open mind to solutions your employees bring to the table.

I wish I had a dime every time I heard someone say that’s the way we have always done it here when I ask why they do what they do. Don’t have your employees park their brains at the door when they come to work. Continually ask them for better ways to do things and keep an open mind to their suggestions.

Trait 4 – Adaptable

Along with having an open mind, it’s important to be adaptable. Your first reaction to suggestions for change can’t be that will never work here. Think about how the suggestion could work and succeed. Work with your employees using a kaizen mindset to make change successful.

Trait 5 – Responsible

You own the success of your area of the business. Take full responsibility for the success or failure of your area. This means when things don’t go to plan, you don’t play the blame game. You look for course corrections and work with your team to implement the changes.

Your employees will model your behavior. When they see you taking responsibility for your actions, they will do the same. This increased accountability among everyone will develop a high-performance team.

Trait 6 – Assertive and respectful

This doesn’t mean you are a yeller or treat people poorly. You won’t have a team if you don’t treat everyone with the utmost respect. It means that you can assert yourself in Zoom meetings that have gotten off track.

It means you assert yourself with your boss to support your team members. It means you assert yourself if you see situations that don’t support your culture. You can be assertive and respectful at the same time.

So, reflect and consider how you stack up against these six leadership traits for today!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Leading employees is never easy. It is more complicated given the current restrictions as we all know. Regardless, here are six leadership traits for today you can rate yourself against. If you are looking for future leaders, these are prominent traits to consider.

Trait 1 – Approachable

Since you probably aren’t in a face-to-face situation, your employees must know they can approach you with problems/concerns as they arise. This doesn’t mean you have to be available 24-7 but are there “office hours” you can set up so employees know when they can approach you?

It’s important to let everyone know they you are available and approachable to help answer their concerns.

Trait 2 – Calm

When employees approach you with problems, it’s important to remain calm. It’s okay if you don’t know the immediate answer to a problem, but approach situations with a sense of calm. So much is different for your employees right now, they need a calm presence in their lives.

Trait 3 - Have an open mind

Business environments are constantly changing, especially now. There are always going to be new processes and ways of doing things. Make sure you keep an open mind to solutions your employees bring to the table.

I wish I had a dime every time I heard someone say that’s the way we have always done it here when I ask why they do what they do. Don’t have your employees park their brains at the door when they come to work. Continually ask them for better ways to do things and keep an open mind to their suggestions.

Trait 4 – Adaptable

Along with having an open mind, it’s important to be adaptable. Your first reaction to suggestions for change can’t be that will never work here. Think about how the suggestion could work and succeed. Work with your employees using a kaizen mindset to make change successful.

Trait 5 – Responsible

You own the success of your area of the business. Take full responsibility for the success or failure of your area. This means when things don’t go to plan, you don’t play the blame game. You look for course corrections and work with your team to implement the changes.

Your employees will model your behavior. When they see you taking responsibility for your actions, they will do the same. This increased accountability among everyone will develop a high-performance team.

Trait 6 – Assertive and respectful

This doesn’t mean you are a yeller or treat people poorly. You won’t have a team if you don’t treat everyone with the utmost respect. It means that you can assert yourself in Zoom meetings that have gotten off track.

It means you assert yourself with your boss to support your team members. It means you assert yourself if you see situations that don’t support your culture. You can be assertive and respectful at the same time.

So, reflect and consider how you stack up against these six leadership traits for today!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>fc381fb7-18f9-4f46-8626-d865bb27f3c0Mon, 14 Dec 2020 04:00:00 -070004:12nofull212Leadership is never easy, and with demands are continually changing. Here are six leadership traits for today to measure yourself against!Tom Reed: Lean Enthusiast & President of American LeanReplay- Upskill Your Industry 4.0 Skills with MSSCIndustry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what MSSC has to offer! Upskill for industry 4.0.

CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today’s employers need for over 6 million frontline production jobs.

CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges,

secondary schools, and other convenient locations.

Well-Established Technologies already included in MSSC Production Standards:

Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots,

Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD).

Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial

Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials.

MSSC’s full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety &

Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness,

and Green Production.

The CPT Plus certification complements the full CPT credential by providing employees with

proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified

production technicians. Help your employees upskill for industry 4.0!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Industry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what MSSC has to offer! Upskill for industry 4.0.

CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today’s employers need for over 6 million frontline production jobs.

CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges,

secondary schools, and other convenient locations.

Well-Established Technologies already included in MSSC Production Standards:

Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots,

Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD).

Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial

Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials.

MSSC’s full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety &

Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness,

and Green Production.

The CPT Plus certification complements the full CPT credential by providing employees with

proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified

production technicians. Help your employees upskill for industry 4.0!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>cc22a246-0b28-4055-8103-1697c97f1d34Fri, 11 Dec 2020 04:00:00 -070012:10nofull211Tom Reed: Lean Enthusiast & President of American LeanIs your Company Adopting Industry 4.0 Quickly Enough?As the COVID-19 pandemic has shown us, companies can pivot quickly and produce entirely different products in a short period of time. The need for ventilators, n95 face masks, and other personal protective gear has made companies pivot quickly. Are you adopting Industry 4.0 quickly enough?

Even organizations as large as General Motors (GM) have pivoted. They won a $489MM award to build 30,000 ventilators for the US Government to stockpile. They will deliver all 30,000 by the end of August 2020 which is only five months since they began the process.

What does this prove? Manufacturers typically think in a linear fashion. We do x, then y, then z. Supply chains take years to develop, except when they don’t. Many companies have pivoted quickly to produce products to fight COVID-19.

Now with social distancing requirements that will probably be here for a while, companies of all sizes are facing pressure to increase the speed of Industry 4.0 adoption. Cobots, 5G networks, big data, additive manufacturing are all elements that need to be deployed quickly for increased worker safety.

Here are some suggestions that can help you adopt elements of Industry 4.0 quickly.

1. Develop a Smart Value Stream™

We use a Smart Value Stream™ to develop what your Industry 4.0 opportunities look like quickly. This information provides you with a plan and time frame for adoption. It shouldn’t take months to develop what your future state can look like. It should take days.

2. Start small and inexpensively

As you can see above, there are many elements for a full Industry 4.0 digital transformation. Does that mean you have to implement all of these enablers at once? Of course not.

Start with a smart plug. Smart plugs can be attached to a sensor and provide them with more control functions. It can be programmed to act as a timer, counter, or a frequency monitor.

Regardless, there are inexpensive ways to learn how Industry 4.0 works in your business.

3. Get professional guidance

This isn’t a DIY project. There are communication protocols, cyber-security, data storage and retrieval issues, hardware and software concerns. Too many moving parts to manage yourself.

Get referred to someone that you can trust that has done digital implementations before. Make sure they are partnered with a firm that understands manufacturing. There is nothing worse than setting tech people loose in your factory without a firm grasp of manufacturing.

I know that you can use these guidelines for adopting Industry 4.0 quickly.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on As the COVID-19 pandemic has shown us, companies can pivot quickly and produce entirely different products in a short period of time. The need for ventilators, n95 face masks, and other personal protective gear has made companies pivot quickly. Are you adopting Industry 4.0 quickly enough?

Even organizations as large as General Motors (GM) have pivoted. They won a $489MM award to build 30,000 ventilators for the US Government to stockpile. They will deliver all 30,000 by the end of August 2020 which is only five months since they began the process.

What does this prove? Manufacturers typically think in a linear fashion. We do x, then y, then z. Supply chains take years to develop, except when they don’t. Many companies have pivoted quickly to produce products to fight COVID-19.

Now with social distancing requirements that will probably be here for a while, companies of all sizes are facing pressure to increase the speed of Industry 4.0 adoption. Cobots, 5G networks, big data, additive manufacturing are all elements that need to be deployed quickly for increased worker safety.

Here are some suggestions that can help you adopt elements of Industry 4.0 quickly.

1. Develop a Smart Value Stream™

We use a Smart Value Stream™ to develop what your Industry 4.0 opportunities look like quickly. This information provides you with a plan and time frame for adoption. It shouldn’t take months to develop what your future state can look like. It should take days.

2. Start small and inexpensively

As you can see above, there are many elements for a full Industry 4.0 digital transformation. Does that mean you have to implement all of these enablers at once? Of course not.

Start with a smart plug. Smart plugs can be attached to a sensor and provide them with more control functions. It can be programmed to act as a timer, counter, or a frequency monitor.

Regardless, there are inexpensive ways to learn how Industry 4.0 works in your business.

3. Get professional guidance

This isn’t a DIY project. There are communication protocols, cyber-security, data storage and retrieval issues, hardware and software concerns. Too many moving parts to manage yourself.

Get referred to someone that you can trust that has done digital implementations before. Make sure they are partnered with a firm that understands manufacturing. There is nothing worse than setting tech people loose in your factory without a firm grasp of manufacturing.

I know that you can use these guidelines for adopting Industry 4.0 quickly.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>3e01eff1-7bbe-49db-94bb-507fd51be805Thu, 10 Dec 2020 04:00:00 -070004:38nofull210Tom Reed: Lean Enthusiast & President of American LeanTopics to Include in Your Lean Training- Part 1Since it’s near the end of the year and your company might consider Lean training for next year, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list and I’m going to break this up over several weeks. I'll cover more topics through the end of the year. So stay tuned!

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Lean History

People need to know Lean isn’t something new. It wasn’t invented by Toyota. You can trace the roots of Lean to Frederick Taylor, who understood if you divide work evenly among multiple people, you can produce a product quicker than one person building the item can. This was in the late 1800s.

Henry Ford used that concept to build millions of cars and it revolutionized the auto industry. Today Lean is used in many industries, from hospitals and financial services to manufacturing. Don’t spend too much time on this, just provide some background.

2. Value-added and Non-value-added work

Something the customer will pay for is value-added work. Just about everything else is waste. The entire goal of Lean is to identify and eliminate waste from processes. Not eliminate people.

When companies say they don’t have time to work on eliminating waste, it’s because they spend too much time conducting nonvalue-added activities. Rework, building scrap, dispositioning scrap, looking for things, traveling, etc. When you eliminate the waste, you do less firefighting.

3. The Eight Wastes

Now that you’ve mentioned waste within processes, it’s time to introduce the eight wastes. Put these in this order so they spell the mnemonic DOWNTIME. Defects, Overproduction, Waiting, Not Listening to People’s Ideas (N), Transportation, Inventory, Motion, Excess Processing.

Have employees identify wastes in their areas that fall into these categories. This gets them thinking. Write them down on a flip chart.

4. 6S

6S is a cleaning and organizing method. Each step begins with the letter S. Sort, Shine, Set-in-place, Standardize, and Sustain. This is a key Lean method and where many companies begin their Lean journey.

The key to drive this home is to show pictures of areas that have gone through the 6S process. Share before and after pictures. Show pictures of what a mess the area was before and what it looks like after everything is in its place.

You can discuss if your company will conduct 6S audits or use a better method, which I will share in a later blog.

Next week I will cover more on what to include in your Lean training.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Since it’s near the end of the year and your company might consider Lean training for next year, I thought I’d give you an early present and cover what to include in your Lean training. This is not an exhaustive list and I’m going to break this up over several weeks. I'll cover more topics through the end of the year. So stay tuned!

If you cover these topics, I know you will have a very solid start in educating employees on Lean topics that will benefit your company immensely! It’s helpful to add workshops for many of these topics to keep people excited and engaged when we can all get into a training room again!

1. Lean History

People need to know Lean isn’t something new. It wasn’t invented by Toyota. You can trace the roots of Lean to Frederick Taylor, who understood if you divide work evenly among multiple people, you can produce a product quicker than one person building the item can. This was in the late 1800s.

Henry Ford used that concept to build millions of cars and it revolutionized the auto industry. Today Lean is used in many industries, from hospitals and financial services to manufacturing. Don’t spend too much time on this, just provide some background.

2. Value-added and Non-value-added work

Something the customer will pay for is value-added work. Just about everything else is waste. The entire goal of Lean is to identify and eliminate waste from processes. Not eliminate people.

When companies say they don’t have time to work on eliminating waste, it’s because they spend too much time conducting nonvalue-added activities. Rework, building scrap, dispositioning scrap, looking for things, traveling, etc. When you eliminate the waste, you do less firefighting.

3. The Eight Wastes

Now that you’ve mentioned waste within processes, it’s time to introduce the eight wastes. Put these in this order so they spell the mnemonic DOWNTIME. Defects, Overproduction, Waiting, Not Listening to People’s Ideas (N), Transportation, Inventory, Motion, Excess Processing.

Have employees identify wastes in their areas that fall into these categories. This gets them thinking. Write them down on a flip chart.

4. 6S

6S is a cleaning and organizing method. Each step begins with the letter S. Sort, Shine, Set-in-place, Standardize, and Sustain. This is a key Lean method and where many companies begin their Lean journey.

The key to drive this home is to show pictures of areas that have gone through the 6S process. Share before and after pictures. Show pictures of what a mess the area was before and what it looks like after everything is in its place.

You can discuss if your company will conduct 6S audits or use a better method, which I will share in a later blog.

Next week I will cover more on what to include in your Lean training.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>956a841d-55fd-4d1b-a88f-e8edc5c0e2acWed, 09 Dec 2020 04:00:00 -070004:40nofull209Tom Reed: Lean Enthusiast & President of American LeanThree Positive Ways the Pandemic is Impacting your Company CultureI’m sure preparing for 2021 is on the minds of many organizations this time of year. Given the strange year it has been, I’m sure we all want to move on from 2020. To prepare these weekly blogs and podcasts, I do a lot of research. Like many things, the impact of working from home depends upon the company culture you already had in place. Here are three ways the pandemic is impacting your company culture.

A study by Qualtrics shared that 37% of 2100 employees who took part in the study felt that company culture had improved. 52% of those asked felt more purposeful in their work since the pandemic started. Another interesting stat is that 68% of the employees want to work remotely some or all of the time after the pandemic.

Some key company abilities affected by the pandemic include:

 1. Agility

I’ve mentioned this before. The pandemic has pushed initiatives that were coming in a few years into this current time frame. Digital transformations, the ability for large numbers of the workforce to work from home, different business models. These are all being explored and implemented as quickly as possible.

Take the airline industry. They have seen demand for their services drop by as much as 70%. I just read that United Airlines is beginning the first transportation of the COVID-19 vaccine. They are taking advantage of a built-out delivery structure to deliver the vaccine to locations far and wide.

2. Innovation

Along with agility comes innovation. Can you think of new products that have come about because of the pandemic? A visit to Etsy will show you thousands of mask makers. What about masks being integrated into clothes? Athleta, Patagonia, and LL Bean are a few brands I’ve seen with these options. I’m sure eight months ago, they wouldn’t have been in that position.

3. Focus on the Customer

If the demand for some goods and services is shrinking, you better focus on the customer. I think this is one positive that has come out of the pandemic. In the great times of the last 10 years, when you could ship anything you made to willing customers, companies have had it too easy.

Lean is a very customer-centric method and considers the voice of the customer. Hopefully, this small reset makes companies re-evaluate their customer journey and make adjustments where necessary.

I believe the companies that support the customer the best will come out on top as we move through these trying times. Customers will remember the companies that performed for them.

I hope you’ve enjoyed learning three ways the pandemic is impacting your company culture.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on I’m sure preparing for 2021 is on the minds of many organizations this time of year. Given the strange year it has been, I’m sure we all want to move on from 2020. To prepare these weekly blogs and podcasts, I do a lot of research. Like many things, the impact of working from home depends upon the company culture you already had in place. Here are three ways the pandemic is impacting your company culture.

A study by Qualtrics shared that 37% of 2100 employees who took part in the study felt that company culture had improved. 52% of those asked felt more purposeful in their work since the pandemic started. Another interesting stat is that 68% of the employees want to work remotely some or all of the time after the pandemic.

Some key company abilities affected by the pandemic include:

 1. Agility

I’ve mentioned this before. The pandemic has pushed initiatives that were coming in a few years into this current time frame. Digital transformations, the ability for large numbers of the workforce to work from home, different business models. These are all being explored and implemented as quickly as possible.

Take the airline industry. They have seen demand for their services drop by as much as 70%. I just read that United Airlines is beginning the first transportation of the COVID-19 vaccine. They are taking advantage of a built-out delivery structure to deliver the vaccine to locations far and wide.

2. Innovation

Along with agility comes innovation. Can you think of new products that have come about because of the pandemic? A visit to Etsy will show you thousands of mask makers. What about masks being integrated into clothes? Athleta, Patagonia, and LL Bean are a few brands I’ve seen with these options. I’m sure eight months ago, they wouldn’t have been in that position.

3. Focus on the Customer

If the demand for some goods and services is shrinking, you better focus on the customer. I think this is one positive that has come out of the pandemic. In the great times of the last 10 years, when you could ship anything you made to willing customers, companies have had it too easy.

Lean is a very customer-centric method and considers the voice of the customer. Hopefully, this small reset makes companies re-evaluate their customer journey and make adjustments where necessary.

I believe the companies that support the customer the best will come out on top as we move through these trying times. Customers will remember the companies that performed for them.

I hope you’ve enjoyed learning three ways the pandemic is impacting your company culture.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0e014402-de23-4700-b655-210d61de9e54Tue, 08 Dec 2020 04:00:00 -070004:30nofull208Tom Reed: Lean Enthusiast & President of American LeanTips to Become a Courageous LeaderLeading employees is never easy. It is more complicated and messy given the current restrictions as we all know. There are still ways that you can lead with courage. Take a minute to review these and ask yourself are you a courageous leader?

Since we have been recording history, there are many stories of leaders who acted courageously. Did they act courageously because they had to, or because that’s how they learned to lead? Personally, when I think of courageous leaders- George Washington, Abraham Lincoln, Harriet Tubman, Winston Churchill, Martin Luther King, etc. They are people who led in circumstances of crisis.

A crisis is typically not a normal set of circumstances, nor is it expected. Sound familiar? When faced with a crisis as a leader, you can retreat or you can lead with courage.  Here are some elements that courageous leaders share.

Tip 1 - Acknowledge people will struggle during the crisis

Sure, you can pretend that nothing is happening and everything will be business as usual. You can hold people to the same metrics and expectations as before the pandemic. You can pretend that employees will figure out how to work from home seamlessly with no interruptions to their daily work activities.

Or you can lead with empathy and courage and acknowledge that your employees might struggle during the work from home situation. You can support them as they transition to initially working from home and then hearing it might not be a temporary situation.

Tip 2 - Communicate often and communicate small wins

If your staff is remote, there is no such thing as overcommunication. Your employees are concerned about the future. Communicating small wins lets employees know that progress is being made, and the company is moving forward, although it might be at a slower pace.

Sharing a simple message repeatedly, such as, “We are moving forward, and here’s a win I’d like to share.” This type of courageous communication motivates and engages employees to keep pushing to make it through the crisis.

Tip 3 - Share lessons learned

A Lean technique of servant leadership is to ask for lessons learned after Rapid Improvement Events or Kaizen occurs. The purpose of this is to allow employees to reflect on what they learned. Reflection is a great attribute for a courageous leader.

There is no owner’s manual for leading in a pandemic. As a leader, you have to try your best, see how it works, and then share lessons learned upon reflection. The mark of a courageous leader is to share those lessons learned with your employees.

Sharing the fact you are learning along with them, helps them realize you are doing your best along with them and trying to lead with courage in a crisis.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Leading employees is never easy. It is more complicated and messy given the current restrictions as we all know. There are still ways that you can lead with courage. Take a minute to review these and ask yourself are you a courageous leader?

Since we have been recording history, there are many stories of leaders who acted courageously. Did they act courageously because they had to, or because that’s how they learned to lead? Personally, when I think of courageous leaders- George Washington, Abraham Lincoln, Harriet Tubman, Winston Churchill, Martin Luther King, etc. They are people who led in circumstances of crisis.

A crisis is typically not a normal set of circumstances, nor is it expected. Sound familiar? When faced with a crisis as a leader, you can retreat or you can lead with courage.  Here are some elements that courageous leaders share.

Tip 1 - Acknowledge people will struggle during the crisis

Sure, you can pretend that nothing is happening and everything will be business as usual. You can hold people to the same metrics and expectations as before the pandemic. You can pretend that employees will figure out how to work from home seamlessly with no interruptions to their daily work activities.

Or you can lead with empathy and courage and acknowledge that your employees might struggle during the work from home situation. You can support them as they transition to initially working from home and then hearing it might not be a temporary situation.

Tip 2 - Communicate often and communicate small wins

If your staff is remote, there is no such thing as overcommunication. Your employees are concerned about the future. Communicating small wins lets employees know that progress is being made, and the company is moving forward, although it might be at a slower pace.

Sharing a simple message repeatedly, such as, “We are moving forward, and here’s a win I’d like to share.” This type of courageous communication motivates and engages employees to keep pushing to make it through the crisis.

Tip 3 - Share lessons learned

A Lean technique of servant leadership is to ask for lessons learned after Rapid Improvement Events or Kaizen occurs. The purpose of this is to allow employees to reflect on what they learned. Reflection is a great attribute for a courageous leader.

There is no owner’s manual for leading in a pandemic. As a leader, you have to try your best, see how it works, and then share lessons learned upon reflection. The mark of a courageous leader is to share those lessons learned with your employees.

Sharing the fact you are learning along with them, helps them realize you are doing your best along with them and trying to lead with courage in a crisis.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>4ca1c262-a080-4c88-a1af-ab8af4756c53Mon, 07 Dec 2020 04:00:00 -070003:50nofull207Tom Reed: Lean Enthusiast & President of American LeanLearn from the Small Manufacturers InstituteThis week I get to interview David Goodreau the President of the Small Manufacturers Institute and he shares their mission and passion for helping small manufacturers.

David helps design and implement programs that make manufacturers more profitable and give people a career. His 40-year work history is as a machinist, manager, entrepreneur, and a builder/collaborator of non-profits that service industry and communities. The Small Manufacturers Institute (SMI) is his current focus, building an expandable workforce strategy that solves skilled labor problems through the management of a framework of local stakeholder networks.

A life of working within small manufacturing firms as an employee, owner, and partner shape an individual and provide a credible advocate for manufacturers in the public arena. His bio speaks to the experience of understanding the problems of manufacturers, and also, the confusing web of public and private support resources.

As we read about our nation's new commitment to America's Manufacturer, never have we been so weak to respond to this opportunity. Forty years of decline in the industrial arts; increasing global and supply chain competition/consolidation; crippling increases in regulations and customer requirements; steady declines in participation and membership in manufacturing associations, industrial unions, and trade societies outline the challenges our organizations seek to solve.

Together with the NTMA, we founded both the Small Manufacturers Association of CA (SMA) and Small Manufacturers Institute (SMI) to give our peers a voice. There is no greater challenge our country faces than to engage the manufacturing community in the process of leadership, education, and process improvement.

Both SMI and SMA stand tall in the marketplace by reaching beyond our own needs to better understand and develop strategies that will work at getting the manufacturers to participate. No government program, incentive, or motivational conference can turn this around. This perfect storm of industrial apathy must be solved organically, driven locally through self-interest and sustainable value that increases profits.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>This week I get to interview David Goodreau the President of the Small Manufacturers Institute and he shares their mission and passion for helping small manufacturers.

David helps design and implement programs that make manufacturers more profitable and give people a career. His 40-year work history is as a machinist, manager, entrepreneur, and a builder/collaborator of non-profits that service industry and communities. The Small Manufacturers Institute (SMI) is his current focus, building an expandable workforce strategy that solves skilled labor problems through the management of a framework of local stakeholder networks.

A life of working within small manufacturing firms as an employee, owner, and partner shape an individual and provide a credible advocate for manufacturers in the public arena. His bio speaks to the experience of understanding the problems of manufacturers, and also, the confusing web of public and private support resources.

As we read about our nation's new commitment to America's Manufacturer, never have we been so weak to respond to this opportunity. Forty years of decline in the industrial arts; increasing global and supply chain competition/consolidation; crippling increases in regulations and customer requirements; steady declines in participation and membership in manufacturing associations, industrial unions, and trade societies outline the challenges our organizations seek to solve.

Together with the NTMA, we founded both the Small Manufacturers Association of CA (SMA) and Small Manufacturers Institute (SMI) to give our peers a voice. There is no greater challenge our country faces than to engage the manufacturing community in the process of leadership, education, and process improvement.

Both SMI and SMA stand tall in the marketplace by reaching beyond our own needs to better understand and develop strategies that will work at getting the manufacturers to participate. No government program, incentive, or motivational conference can turn this around. This perfect storm of industrial apathy must be solved organically, driven locally through self-interest and sustainable value that increases profits.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0ebeb991-8d8d-4f44-995d-3b7f0bdc55e0Fri, 04 Dec 2020 04:00:00 -070011:21nofull206Tom Reed: Lean Enthusiast & President of American LeanSix Advantages of Cloud Computing for ManufacturersCloud computing is seeing tremendous growth in many sectors and is being driven by companies such as Amazon, IBM, Alibaba, and Google. Because of the work from home situation, many of us have found ourselves in, the expected growth in this sector is expected to be 25% a year. Here are six advantages of cloud computing for manufacturers.

1. Simplifies product delivery

Because cloud computing simplifies the delivery of goods and services over the internet, product delivery becomes easier. 3D printing is a perfect example of an industry that is benefiting from cloud delivery.

No longer do companies have to purchase 3D printing systems. They can develop prototypes in CAD, upload those drawings to a 3D printing company, and take advantage of their 3D printing expertise. As a small company, you don’t have to make the investment to benefit from rapid prototype parts, etc.

2. More collaborative product development

Especially since many employees are working from home, cloud collaboration tools make it easy for companies to develop new products remotely.

Engineers and designers can access services, applications, data, and design software from anywhere at any time. These distributed services help reduce the lead time for new product development, which can allow companies to pivot quickly if required.

3. Real-time monitoring of machines and equipment

Several weeks ago, I interviewed a company that uses cloud computing to monitor sensors and switches on all kinds of production machinery. The company is a Factory Wiz. The information their services provide allows business owners to make better decisions regarding their business. Great examples of how cloud computing will benefit manufacturers.

4. Improved supply chain visibility

Supply chains for manufacturers can be quite complicated and volatile. Imagine trying to get exercise equipment from China during a pandemic. Or an appliance from South Korea. These items have been sold out for months.

Using cloud computing, you can establish real-time connections, and applied with other technologies like RFID tags, you can know the exact location of anything within your supply chain.

5. Improves customer information

Because cloud services can aggregate customer data from many different channels, manufacturers can develop a better picture of their customer base and their needs.

Most CRM tools are cloud-based and provide manufacturers the ability to quickly identify and service customers when they contact you. Because they are cloud-based, they are more secure as well.

5. Virtual cloud desktops

This is a relatively new service offering known as Desktop as a Service or DaaS. Employees only need a screen with some basic hardware, and the software is provided by cloud-based services.

Users only pay for cloud usage, eliminating the cost of expensive hardware and continual software updates.

These are all examples of the advantages of cloud computing for manufacturers!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Cloud computing is seeing tremendous growth in many sectors and is being driven by companies such as Amazon, IBM, Alibaba, and Google. Because of the work from home situation, many of us have found ourselves in, the expected growth in this sector is expected to be 25% a year. Here are six advantages of cloud computing for manufacturers.

1. Simplifies product delivery

Because cloud computing simplifies the delivery of goods and services over the internet, product delivery becomes easier. 3D printing is a perfect example of an industry that is benefiting from cloud delivery.

No longer do companies have to purchase 3D printing systems. They can develop prototypes in CAD, upload those drawings to a 3D printing company, and take advantage of their 3D printing expertise. As a small company, you don’t have to make the investment to benefit from rapid prototype parts, etc.

2. More collaborative product development

Especially since many employees are working from home, cloud collaboration tools make it easy for companies to develop new products remotely.

Engineers and designers can access services, applications, data, and design software from anywhere at any time. These distributed services help reduce the lead time for new product development, which can allow companies to pivot quickly if required.

3. Real-time monitoring of machines and equipment

Several weeks ago, I interviewed a company that uses cloud computing to monitor sensors and switches on all kinds of production machinery. The company is a Factory Wiz. The information their services provide allows business owners to make better decisions regarding their business. Great examples of how cloud computing will benefit manufacturers.

4. Improved supply chain visibility

Supply chains for manufacturers can be quite complicated and volatile. Imagine trying to get exercise equipment from China during a pandemic. Or an appliance from South Korea. These items have been sold out for months.

Using cloud computing, you can establish real-time connections, and applied with other technologies like RFID tags, you can know the exact location of anything within your supply chain.

5. Improves customer information

Because cloud services can aggregate customer data from many different channels, manufacturers can develop a better picture of their customer base and their needs.

Most CRM tools are cloud-based and provide manufacturers the ability to quickly identify and service customers when they contact you. Because they are cloud-based, they are more secure as well.

5. Virtual cloud desktops

This is a relatively new service offering known as Desktop as a Service or DaaS. Employees only need a screen with some basic hardware, and the software is provided by cloud-based services.

Users only pay for cloud usage, eliminating the cost of expensive hardware and continual software updates.

These are all examples of the advantages of cloud computing for manufacturers!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>22b91377-6e63-4126-a55a-dd1f88e12a04Thu, 03 Dec 2020 04:00:00 -070005:21nofull205Tom Reed: Lean Enthusiast & President of American LeanFour Steps to a Successful Lean TransformationOver the thirty years that I have been honored to work with companies, I have seen fantastic, mind-blowing results from Lean efforts. I have also seen companies lose interest after a short time. They treat their Lean innovation like a Book of the Month Club or get frustrated from a lack of results. Some organizations become paralyzed and never begin their Lean Innovation. To me, that is the worst situation of all.

I would like to share some gotchas I have seen.

1. Companies make their Lean Innovation more complicated than it needs to be. They gather too much data. They struggle with analysis paralysis. They confuse the workforce with Lean terminology. None of this helps the company improve. Use a simple roadmap for success.
2. They put the success of the innovation in the hands of a few individuals. Leadership hands the effort to a few “Lean coordinators” and expects them to affect the bottom line. How can you drive real culture change if everything is left to a few people? There won’t be engagement if they involve only a few employees in the innovation.
3. The number of Kaizen or Rapid Improvement Events (RIE’s) conducted is a Key Performance Indicator. This can lead to RIE fatigue. We schedule people into events they know nothing about. They are included in events to “check the box” that they were in a Rapid Improvement Event.

To make your Lean transformation more successful I wrote a book called the Lean Game Plan which shares a four steps for a successful Lean transformation.

Define your championship (Vision)

The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. They must agree upon a few Key Performance Indicators that measure the performance of the business.

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short time.

Develop an Enterprise Value Stream map to identify waste opportunities which feed into your Lean Game Plan. Conduct waste walks and go to where the work is being done to learn.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

Employee training camps

This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provide a background they can rely on when they take part in RIE’s.

Follow the Lean Game Plan

Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure they occur.

Ensure teams have a report out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient for generating employee engagement and culture change.

Half time adjustments

Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that are complete.

Have a monthly meeting to review the events, formally close events, and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course-corrections and your company should do the same!

The...]]>Over the thirty years that I have been honored to work with companies, I have seen fantastic, mind-blowing results from Lean efforts. I have also seen companies lose interest after a short time. They treat their Lean innovation like a Book of the Month Club or get frustrated from a lack of results. Some organizations become paralyzed and never begin their Lean Innovation. To me, that is the worst situation of all.

I would like to share some gotchas I have seen.

1. Companies make their Lean Innovation more complicated than it needs to be. They gather too much data. They struggle with analysis paralysis. They confuse the workforce with Lean terminology. None of this helps the company improve. Use a simple roadmap for success.
2. They put the success of the innovation in the hands of a few individuals. Leadership hands the effort to a few “Lean coordinators” and expects them to affect the bottom line. How can you drive real culture change if everything is left to a few people? There won’t be engagement if they involve only a few employees in the innovation.
3. The number of Kaizen or Rapid Improvement Events (RIE’s) conducted is a Key Performance Indicator. This can lead to RIE fatigue. We schedule people into events they know nothing about. They are included in events to “check the box” that they were in a Rapid Improvement Event.

To make your Lean transformation more successful I wrote a book called the Lean Game Plan which shares a four steps for a successful Lean transformation.

Define your championship (Vision)

The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. They must agree upon a few Key Performance Indicators that measure the performance of the business.

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short time.

Develop an Enterprise Value Stream map to identify waste opportunities which feed into your Lean Game Plan. Conduct waste walks and go to where the work is being done to learn.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

Employee training camps

This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provide a background they can rely on when they take part in RIE’s.

Follow the Lean Game Plan

Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure they occur.

Ensure teams have a report out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient for generating employee engagement and culture change.

Half time adjustments

Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that are complete.

Have a monthly meeting to review the events, formally close events, and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course-corrections and your company should do the same!

The organizations I have coached over the years that adopt this simple framework have better results compared to organizations that don’t. They have benefited greatly by using these four steps for a successful Lean transformation.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>6d6d363c-4c62-4350-86ca-115a9ddd9668Wed, 02 Dec 2020 04:00:00 -070005:39nofull204Tom Reed: Lean Enthusiast & President of American LeanElements of a Lean CultureI’m sure preparing for 2021 is on the minds of many organizations this time of year. Given the strange year it has been, I’m sure we all want to move on from 2020. I have seen companies “decide” they want to implement Lean in the next year when they do their annual planning. What I rarely hear is we need to develop a culture that supports Lean efforts. To get you thinking along those lines, here are some elements of a lean culture.

It starts at the top

Any successful business or cultural transformation starts at the top. The same is true when trying to develop a Lean culture. One of the first things the leadership team needs to establish is the True North for the company. If it already exists, great. Then move on to the next step, which is to establish a Lean management system.

A lean management system supports the True North of the company and becomes the “rules of engagement.” The Lean management system provides the elements the organization views as important to their success. I often present the Lean management system as a house. Regardless, it is an extremely important part of a Lean transformation.

Having a servant leadership mindset are other elements of a Lean culture. “Inverting the triangle” refers leaders supporting those below them in the organization instead of a more command a control style of leadership.

Focus on the Customer

As you develop your Lean Management System, it is important to focus on the customer. Successful Lean cultures are obsessive in supporting the needs of their customers. This is a cultural element that separates them from their competition.

Ensure you remain or become even more focused on the needs of the culture and communicate that throughout the organization- every day! Think of a company relentless about servicing the customer- Zappos. The founder passed away this weekend- but he took a business from $100,000 in sales and grew it where Amazon bought it for 1.2 Billion dollars. He built a culture focused on servicing the customer.

Mutual respect

Companies with a Lean culture operate and communicate with mutual respect for everyone in the company. Many elements of a Lean transformation require people to get together in a room and problem solve or kaizen.

The problem-solving or kaizen activity requires employees to have frank and open discussions to make the company better. This is much easier to accomplish if everyone’s ideas are treated with mutual respect.

Focus on eliminating waste

The core of a Lean culture is a focus on identifying and eliminating waste in processes. Great companies spend the time and money necessary to train everyone in the company on how to identify waste and the tools used to eliminate it.

If your culture follows a True North and has established a Lean management system, then training everyone is a great next step. Training everyone in the company on Lean methodologies will help you develop the elements of a Lean culture.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

I’m sure preparing for 2021 is on the minds of many organizations this time of year. Given the strange year it has been, I’m sure we all want to move on from 2020. I have seen companies “decide” they want to implement Lean in the next year when they do their annual planning. What I rarely hear is we need to develop a culture that supports Lean efforts. To get you thinking along those lines, here are some elements of a lean culture.

It starts at the top

Any successful business or cultural transformation starts at the top. The same is true when trying to develop a Lean culture. One of the first things the leadership team needs to establish is the True North for the company. If it already exists, great. Then move on to the next step, which is to establish a Lean management system.

A lean management system supports the True North of the company and becomes the “rules of engagement.” The Lean management system provides the elements the organization views as important to their success. I often present the Lean management system as a house. Regardless, it is an extremely important part of a Lean transformation.

Having a servant leadership mindset are other elements of a Lean culture. “Inverting the triangle” refers leaders supporting those below them in the organization instead of a more command a control style of leadership.

Focus on the Customer

As you develop your Lean Management System, it is important to focus on the customer. Successful Lean cultures are obsessive in supporting the needs of their customers. This is a cultural element that separates them from their competition.

Ensure you remain or become even more focused on the needs of the culture and communicate that throughout the organization- every day! Think of a company relentless about servicing the customer- Zappos. The founder passed away this weekend- but he took a business from $100,000 in sales and grew it where Amazon bought it for 1.2 Billion dollars. He built a culture focused on servicing the customer.

Mutual respect

Companies with a Lean culture operate and communicate with mutual respect for everyone in the company. Many elements of a Lean transformation require people to get together in a room and problem solve or kaizen.

The problem-solving or kaizen activity requires employees to have frank and open discussions to make the company better. This is much easier to accomplish if everyone’s ideas are treated with mutual respect.

Focus on eliminating waste

The core of a Lean culture is a focus on identifying and eliminating waste in processes. Great companies spend the time and money necessary to train everyone in the company on how to identify waste and the tools used to eliminate it.

If your culture follows a True North and has established a Lean management system, then training everyone is a great next step. Training everyone in the company on Lean methodologies will help you develop the elements of a Lean culture.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>53d36719-f946-4e44-9e19-87fa8b443bbbTue, 01 Dec 2020 04:00:00 -070004:55nofull203Tom Reed: Lean Enthusiast & President of American LeanTips to Lead for Growth in 2021There have been great strides in developing vaccines for COVID-19, with four different companies announcing vaccines that will be available soon. While that is great news, the logistics of producing 300M doses in the US, keeping them cold enough for distribution- as cold as -100 degrees Fahrenheit won’t happen overnight. That said, it’s important as a leader to lead for growth next year. Here are three tips to lead for growth in 2021.

Tip 1 – Re-evaluate your business plan

If your business plan is based upon having physical locations, what steps can you take to increase the speed of your digital transformation? If you supply goods or services to industries that have been affected, are there complementary industries you can provide your goods and services to?

Since things appear a little clearer, gather your leadership team to develop the best case business plan for the next two years. Then develop a plan B and a Plan C business plan. Everything that I have read says there will be a phased approach to delivering the vaccine starting with health care workers, people at risk, then the public. I believe it will take until the last half of the year before things return to a semblance of the past. I’m a pretty optimistic person.

Tip 2 – Focus on company culture

If you are like me, you are suffering from COVID fatigue. Many of your employees are being asked to work from home for the first time. The impromptu chatting with neighbors or in a break room has disappeared. Can you establish a morning coffee break employees can join? What about zoom cook-offs where employees can share home recipes and then show the completed meal?

Look for ways to remind people that their hard work isn’t going unnoticed. Can you provide gift cards for a meditation app? Can you purchase gift cards that can be used for a powerful massage gun like a Jawku which can relieve sore muscles from sitting all day on Zoom?

Peter Drucker said culture eats strategy for lunch. It is more important than ever to focus on generating or keeping a positive company culture as everyone adjusts pitches in to support your growth plans for the next two years.

Tip 3 – Over-communicate

If your staff is remote, there is no such thing as overcommunication. Your employees are concerned about the future. Share with them the business plan for the next two years. Let them know what the B and C plans look like.

Provide a forum where they can ask questions and have input into the business plan. The more they are heard, the more ownership they will take in making it happen. It’s a tremendous way to get them involved and engaged to lead for growth in 2021! 

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

There have been great strides in developing vaccines for COVID-19, with four different companies announcing vaccines that will be available soon. While that is great news, the logistics of producing 300M doses in the US, keeping them cold enough for distribution- as cold as -100 degrees Fahrenheit won’t happen overnight. That said, it’s important as a leader to lead for growth next year. Here are three tips to lead for growth in 2021.

Tip 1 – Re-evaluate your business plan

If your business plan is based upon having physical locations, what steps can you take to increase the speed of your digital transformation? If you supply goods or services to industries that have been affected, are there complementary industries you can provide your goods and services to?

Since things appear a little clearer, gather your leadership team to develop the best case business plan for the next two years. Then develop a plan B and a Plan C business plan. Everything that I have read says there will be a phased approach to delivering the vaccine starting with health care workers, people at risk, then the public. I believe it will take until the last half of the year before things return to a semblance of the past. I’m a pretty optimistic person.

Tip 2 – Focus on company culture

If you are like me, you are suffering from COVID fatigue. Many of your employees are being asked to work from home for the first time. The impromptu chatting with neighbors or in a break room has disappeared. Can you establish a morning coffee break employees can join? What about zoom cook-offs where employees can share home recipes and then show the completed meal?

Look for ways to remind people that their hard work isn’t going unnoticed. Can you provide gift cards for a meditation app? Can you purchase gift cards that can be used for a powerful massage gun like a Jawku which can relieve sore muscles from sitting all day on Zoom?

Peter Drucker said culture eats strategy for lunch. It is more important than ever to focus on generating or keeping a positive company culture as everyone adjusts pitches in to support your growth plans for the next two years.

Tip 3 – Over-communicate

If your staff is remote, there is no such thing as overcommunication. Your employees are concerned about the future. Share with them the business plan for the next two years. Let them know what the B and C plans look like.

Provide a forum where they can ask questions and have input into the business plan. The more they are heard, the more ownership they will take in making it happen. It’s a tremendous way to get them involved and engaged to lead for growth in 2021! 

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>5cdc3497-b276-4fe7-b624-789869279f5cMon, 30 Nov 2020 04:00:00 -070003:54nofull202Tom Reed: Lean Enthusiast & President of American Lean46M Turkeys in One DayIf you are like me, I'm sure you never stopped to think about where your turkey comes from- the turkey supply chain. As you can imagine it takes a large effort for the turkey to arrive at your local grocery store in time for Thanksgiving.

Here are some interesting facts about Thanksgiving in the United States.

The first celebration was held in 1621 and in 1863 Abraham Lincoln made it a National Holiday.

It's estimated 88% of Americans will eat turkey on Thanksgiving.

The interesting part is that over 220 million turkeys are sold in the United States annually. If you were to level that out, it is close to 1 million turkeys per working day.

As we know, it doesn't work like that. The high points for turkey consumption is Thanksgiving, Christmas and Easter. We consume 46 million at Thanksgiving, 22 million at Christmas, and 19 million at Easter. Imagine having to produce 46 million of something to be ready for a single day. This requires an amazing amount of pre-planning and logistics.

18% of all turkeys are produced in Minnesota, 14% in North Carolina, Arkansas, and Missouri are large producers as well. Did you ever wonder why you typically buy turkeys frozen but you can buy a chicken un-frozen any time you want? The reality is, that is the only way to make 46 million turkeys available to be consumed in one day. It also explains why Minnesota is such a large producer- they can just store the birds outside and they will freeze. Just kidding.

Turkeys are produced year-round and kept frozen. Turkeys that aren't sold for Thanksgiving can be sold for Christmas, etc. The suppliers do have to prepare about six months in advance to get the turkeys where they need to be. That's just the logistics side.

Turkeys reach their size in about 14-18 weeks, so about 4.5 months. This year has been especially complicated because of COVID19 and the concerns of spreading the virus in large family gatherings. Many families are forgoing large get-togethers because of concern for older more susceptible members of the family. This has altered the demand for turkey size.

Since smaller gatherings are happening, the request for smaller turkeys has gone from "give me the biggest turkey you have, to give me the smallest turkey you have." Turkey breast only options have also increased. These are better sized for 1-3 people.

This year also brings an increase in families trying to cook a turkey for the first time. Whole Foods is teaming up with Progressive Insurance to offer a $35 gift certificate to the first 1000 people who make a claim of a ruined turkey. This is why there is always Chinese food as an option.

Finally, I want to mention the Butterball turkey hotline which has been around for 30 years and receives about 100,000 calls per year. You can even access it through Alexa. If that isn't a sign of the times, I don't know what is.

I hope that you have a fantastic and safe Thanksgiving and until tomorrow, have a great one.

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More show notes are here

Schedule a free 1/2 call...]]>If you are like me, I'm sure you never stopped to think about where your turkey comes from- the turkey supply chain. As you can imagine it takes a large effort for the turkey to arrive at your local grocery store in time for Thanksgiving.

Here are some interesting facts about Thanksgiving in the United States.

The first celebration was held in 1621 and in 1863 Abraham Lincoln made it a National Holiday.

It's estimated 88% of Americans will eat turkey on Thanksgiving.

The interesting part is that over 220 million turkeys are sold in the United States annually. If you were to level that out, it is close to 1 million turkeys per working day.

As we know, it doesn't work like that. The high points for turkey consumption is Thanksgiving, Christmas and Easter. We consume 46 million at Thanksgiving, 22 million at Christmas, and 19 million at Easter. Imagine having to produce 46 million of something to be ready for a single day. This requires an amazing amount of pre-planning and logistics.

18% of all turkeys are produced in Minnesota, 14% in North Carolina, Arkansas, and Missouri are large producers as well. Did you ever wonder why you typically buy turkeys frozen but you can buy a chicken un-frozen any time you want? The reality is, that is the only way to make 46 million turkeys available to be consumed in one day. It also explains why Minnesota is such a large producer- they can just store the birds outside and they will freeze. Just kidding.

Turkeys are produced year-round and kept frozen. Turkeys that aren't sold for Thanksgiving can be sold for Christmas, etc. The suppliers do have to prepare about six months in advance to get the turkeys where they need to be. That's just the logistics side.

Turkeys reach their size in about 14-18 weeks, so about 4.5 months. This year has been especially complicated because of COVID19 and the concerns of spreading the virus in large family gatherings. Many families are forgoing large get-togethers because of concern for older more susceptible members of the family. This has altered the demand for turkey size.

Since smaller gatherings are happening, the request for smaller turkeys has gone from "give me the biggest turkey you have, to give me the smallest turkey you have." Turkey breast only options have also increased. These are better sized for 1-3 people.

This year also brings an increase in families trying to cook a turkey for the first time. Whole Foods is teaming up with Progressive Insurance to offer a $35 gift certificate to the first 1000 people who make a claim of a ruined turkey. This is why there is always Chinese food as an option.

Finally, I want to mention the Butterball turkey hotline which has been around for 30 years and receives about 100,000 calls per year. You can even access it through Alexa. If that isn't a sign of the times, I don't know what is.

I hope that you have a fantastic and safe Thanksgiving and until tomorrow, have a great one.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>2169137f-9ed9-4bce-bbbb-d96173187944Thu, 26 Nov 2020 04:00:00 -070004:29nofull201Tom Reed: Lean Enthusiast & President of American LeanTip for Being Grateful During Your Lean JourneyUndertaking a business transformation is difficult. After all, who are the only people who like change? Wet babies. Depending upon where you start, it can take a lot of heavy lifting from many people in the organization. It’s easy to get caught up conducting “activities” on a weekly or monthly basis, which is why it’s important to slow down, reflect, and be grateful during your Lean journey.

Henry Ford recognized the value of bringing people together to accomplish work and make improvements so a business could last multiple generations. He realized the opportunity to work together, really work together toward a common True North was a success. Does your company have that same mindset?

Here are a few tips so your company can be grateful during your Lean journey.

1. Realize it’s not a set of tools

Many people think that undertaking a Lean business transformation is deploying a set of tools. I used to be that way as well. I was lucky enough to be part of a large Lean transformation in the late 1980s when I was a college student at the University of Cincinnati and co-oping at Huffy bicycle. 

At the time, we didn’t understand how a successful Lean transformation hinged on engaging employees and generating excitement in the organization. It wasn’t until I studied more, learned more consulting with companies, and saw greater benefits from getting everyone engaged that it clicked. Benefit from my experience, Lean implementations should focus on activating and engaging your workforce to make your company better.

2. Support their efforts

When you engage employees by having them take part in training, value stream mapping, and Rapid Improvement Events, make sure they have a report out at the end of the activity. Ensure that leaders in the organization are there to watch the report out.

Nothing will kill employee engagement quicker than presenting to an empty room. If leaders say the business transformation is important, then show up and support the hard work your employees have done during the 3-5 days of the Rapid Improvement Event.

3. Thank them

Now that you have shown up for the report out, thank the employees for their hard work. Realize they aren’t expert public speakers and it takes a lot of courage to stand in front of their leaders and present what they did.

Make sure the leadership team gives them huge congratulations and encouragement. Thank each participant individually if you can. Let them know how grateful you are for making the company better. Realize they your most powerful resource for building a successful company.

I know if you follow these three steps you will be grateful during your Lean journey.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Undertaking a business transformation is difficult. After all, who are the only people who like change? Wet babies. Depending upon where you start, it can take a lot of heavy lifting from many people in the organization. It’s easy to get caught up conducting “activities” on a weekly or monthly basis, which is why it’s important to slow down, reflect, and be grateful during your Lean journey.

Henry Ford recognized the value of bringing people together to accomplish work and make improvements so a business could last multiple generations. He realized the opportunity to work together, really work together toward a common True North was a success. Does your company have that same mindset?

Here are a few tips so your company can be grateful during your Lean journey.

1. Realize it’s not a set of tools

Many people think that undertaking a Lean business transformation is deploying a set of tools. I used to be that way as well. I was lucky enough to be part of a large Lean transformation in the late 1980s when I was a college student at the University of Cincinnati and co-oping at Huffy bicycle. 

At the time, we didn’t understand how a successful Lean transformation hinged on engaging employees and generating excitement in the organization. It wasn’t until I studied more, learned more consulting with companies, and saw greater benefits from getting everyone engaged that it clicked. Benefit from my experience, Lean implementations should focus on activating and engaging your workforce to make your company better.

2. Support their efforts

When you engage employees by having them take part in training, value stream mapping, and Rapid Improvement Events, make sure they have a report out at the end of the activity. Ensure that leaders in the organization are there to watch the report out.

Nothing will kill employee engagement quicker than presenting to an empty room. If leaders say the business transformation is important, then show up and support the hard work your employees have done during the 3-5 days of the Rapid Improvement Event.

3. Thank them

Now that you have shown up for the report out, thank the employees for their hard work. Realize they aren’t expert public speakers and it takes a lot of courage to stand in front of their leaders and present what they did.

Make sure the leadership team gives them huge congratulations and encouragement. Thank each participant individually if you can. Let them know how grateful you are for making the company better. Realize they your most powerful resource for building a successful company.

I know if you follow these three steps you will be grateful during your Lean journey.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f7359a2c-f1a8-47fd-b70d-c9dd3c80e58eWed, 25 Nov 2020 04:00:00 -070004:06nofull200Tom Reed: Lean Enthusiast & President of American LeanTips to Develop a Culture of GratitudeStaying with the theme of gratitude for this Thanksgiving week, I want to share some tips to develop a culture of gratitude. If you weren’t aware, there are science-based benefits of being grateful. Productivity increases, job satisfaction increases, as does your mental and physical well-being. Here are some actions to consider.

1. It starts at the top

Any successful business or cultural transformation starts at the top. The same is true when trying to develop a culture of gratitude. When leaders in the company recognize minor acts that would otherwise go unnoticed, others in the organization will do the same.

Leaders the next layer down will begin doing the same and it creates a snowball effect. At first, it might seem odd, but like anything, the more you do it, the easier it becomes. Eventually, it becomes more natural.

2. Be specific

Similar to what I mentioned in yesterday’s blog, recognizing employees needs to be around a specific activity where the employee added value. Saying, “I want to thank Tom for showing up for work today,” doesn’t have the same weight as “I want to recognize Tom for his input on our project to reduce our customer lead time from 6 to 2 weeks.”

3. Do it regularly

Try to thank someone daily. Yes, daily. It will be hard at first, but as you flex your gratitude muscle, it will get easier. Thanking people regularly is a lot more genuine than thanking them once a quarter or once a year during an annual review. 

4. Provide opportunities for employees to give back

One way for employees to show gratitude is for them to give back to others in the community. Maybe you allow them a longer lunch occasionally to serve meals on wheels. You might choose a local school and provide resources to teach coding or business. I know early in my career I taught Jr. Achievement in a local high school. The company I worked at supported my time off for that activity.

I know a company in San Fernando Valley that allows employees 24 paid hours a year to work with charities. This is a $15M a year company. It’s based upon what is important to you as a company.

5. Make it easy to provide gratitude

I’ve seen companies with thank you walls where employees can leave large post-it notes on the wall thanking other employees. I’ve seen companies make thank-you notes available in break or lunchrooms so other employees can write hand-written notes and place them in a box. They share these over the company intranet on monitors throughout the company.

Brainstorm what works best for your company and culture and try it! You’ll soon develop a culture of gratitude.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Staying with the theme of gratitude for this Thanksgiving week, I want to share some tips to develop a culture of gratitude. If you weren’t aware, there are science-based benefits of being grateful. Productivity increases, job satisfaction increases, as does your mental and physical well-being. Here are some actions to consider.

1. It starts at the top

Any successful business or cultural transformation starts at the top. The same is true when trying to develop a culture of gratitude. When leaders in the company recognize minor acts that would otherwise go unnoticed, others in the organization will do the same.

Leaders the next layer down will begin doing the same and it creates a snowball effect. At first, it might seem odd, but like anything, the more you do it, the easier it becomes. Eventually, it becomes more natural.

2. Be specific

Similar to what I mentioned in yesterday’s blog, recognizing employees needs to be around a specific activity where the employee added value. Saying, “I want to thank Tom for showing up for work today,” doesn’t have the same weight as “I want to recognize Tom for his input on our project to reduce our customer lead time from 6 to 2 weeks.”

3. Do it regularly

Try to thank someone daily. Yes, daily. It will be hard at first, but as you flex your gratitude muscle, it will get easier. Thanking people regularly is a lot more genuine than thanking them once a quarter or once a year during an annual review. 

4. Provide opportunities for employees to give back

One way for employees to show gratitude is for them to give back to others in the community. Maybe you allow them a longer lunch occasionally to serve meals on wheels. You might choose a local school and provide resources to teach coding or business. I know early in my career I taught Jr. Achievement in a local high school. The company I worked at supported my time off for that activity.

I know a company in San Fernando Valley that allows employees 24 paid hours a year to work with charities. This is a $15M a year company. It’s based upon what is important to you as a company.

5. Make it easy to provide gratitude

I’ve seen companies with thank you walls where employees can leave large post-it notes on the wall thanking other employees. I’ve seen companies make thank-you notes available in break or lunchrooms so other employees can write hand-written notes and place them in a box. They share these over the company intranet on monitors throughout the company.

Brainstorm what works best for your company and culture and try it! You’ll soon develop a culture of gratitude.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>da985f08-e5c2-4bd3-acea-101e6b724946Tue, 24 Nov 2020 04:00:00 -070004:22nofull199Tom Reed: Lean Enthusiast & President of American LeanFive Ways to Show Your Employees GratitudeHere in the United States, we are beginning Thanksgiving week, which occurs this Thursday. Often this time of the year people are flying to visit family and friends. They are scurrying to prepare a large festive gathering for friends and family. The wonderful pandemic has put much of that activity on hold. I think it's even more important this year as leaders to show your employees gratitude and here are five ways you can that.

 1. Touch base this week

Since many employees won't be traveling to visit family and friends it is hard on them. Many employees look forward to the break to re-charge and enjoy friendships and spend time with family. I realize you can't take the place of the family but make sure you check in with each of your employees. Find out how they are doing besides whatever their work tasks are. They will appreciate you checking in with them.

2. Admit that it has been a strange year to this point

No one could have predicted the pandemic and the changes that have occurred because of it. Working from home for extended periods of time. Not having a defined separation between home and work. Juggling parent duties and home school duties while trying to do their best work.

It has been a very strange and hard year for your employees. Acknowledge that fact. I'm sure, like myself, everyone has COVID fatigue. We're tired of hearing about it, talking about it, and having it interrupt our lives. When you check in with employees this week, acknowledge it has been a struggle for everyone.

3. Share positive words

Yes, it has been a struggle. Your employees look to you to provide leadership and guidance. Make sure that you provide positive words of encouragement, thankfulness, and guidance. Identify 1-2 positive things each employee has accomplished during the year so far. As you reach out to your employees, share with them these positive things. Then...

4. Publicly recognize your employees

Everyone likes to hear their own name mentioned with accolades. Publicly show your employees gratitude by recognizing them and the tremendous strain they have overcome. Use the 1-2 positive things you identified above and publicly recognize them for those activities. Make it intentional and unique to each person.

Yes, these last two steps will take some time. It's worth it if you want to be a great leader. Realize they aren't there for you, you are there for them and they need your support more than ever.

5. Say "Thank you"

All of the above activities mean nothing if you don't say "Thank You" to each of your employees. Those two small words mean so much to people. Especially when it comes from their leader. If Doug Conant who used to be the CEO of Campbell Soup can write 30,000 thank you notes over his career, I think you can take 5 seconds and thank your employees.

Ideally, do it individually when you check in with them this week. If that can't be accomplished, then thank the group, but individually thanking them is a great way to show your employees gratitude.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Here in the United States, we are beginning Thanksgiving week, which occurs this Thursday. Often this time of the year people are flying to visit family and friends. They are scurrying to prepare a large festive gathering for friends and family. The wonderful pandemic has put much of that activity on hold. I think it's even more important this year as leaders to show your employees gratitude and here are five ways you can that.

 1. Touch base this week

Since many employees won't be traveling to visit family and friends it is hard on them. Many employees look forward to the break to re-charge and enjoy friendships and spend time with family. I realize you can't take the place of the family but make sure you check in with each of your employees. Find out how they are doing besides whatever their work tasks are. They will appreciate you checking in with them.

2. Admit that it has been a strange year to this point

No one could have predicted the pandemic and the changes that have occurred because of it. Working from home for extended periods of time. Not having a defined separation between home and work. Juggling parent duties and home school duties while trying to do their best work.

It has been a very strange and hard year for your employees. Acknowledge that fact. I'm sure, like myself, everyone has COVID fatigue. We're tired of hearing about it, talking about it, and having it interrupt our lives. When you check in with employees this week, acknowledge it has been a struggle for everyone.

3. Share positive words

Yes, it has been a struggle. Your employees look to you to provide leadership and guidance. Make sure that you provide positive words of encouragement, thankfulness, and guidance. Identify 1-2 positive things each employee has accomplished during the year so far. As you reach out to your employees, share with them these positive things. Then...

4. Publicly recognize your employees

Everyone likes to hear their own name mentioned with accolades. Publicly show your employees gratitude by recognizing them and the tremendous strain they have overcome. Use the 1-2 positive things you identified above and publicly recognize them for those activities. Make it intentional and unique to each person.

Yes, these last two steps will take some time. It's worth it if you want to be a great leader. Realize they aren't there for you, you are there for them and they need your support more than ever.

5. Say "Thank you"

All of the above activities mean nothing if you don't say "Thank You" to each of your employees. Those two small words mean so much to people. Especially when it comes from their leader. If Doug Conant who used to be the CEO of Campbell Soup can write 30,000 thank you notes over his career, I think you can take 5 seconds and thank your employees.

Ideally, do it individually when you check in with them this week. If that can't be accomplished, then thank the group, but individually thanking them is a great way to show your employees gratitude.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>5980f4d9-ec1b-4aa7-af77-3549457ab649Mon, 23 Nov 2020 04:00:00 -070004:28nofull198Tom Reed: Lean Enthusiast & President of American LeanLearn how Paperless Parts makes Quoting Quick and EasyOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Mike Stankus, Chief Revenue Officer at Paperless Parts.

Paperless Parts is a secure cloud-based quoting platform that allows collaboration and quoting quickly and easily. It resides outside your ERP system and provides enormous analytic capabilities measuring win/loss performance and other information for busy business owners.

These are some key points taken from my interview with Mike:

1.  Mike has been a sales leader in the technology space for the last 30 years. He has built companies to over $200 million in sales. He liked the mission and what he saw at paperless parts and joined the company.
2. Everyone we talk to is aware technology can improve their business. Companies we talk to want to automate their quoting and also use the platform to make better decisions.
3. Our client base ranges from mom and pop shops to shops that are hundreds of millions in sales.
4. W Machine works is a successful company that is using paperless parts to capture their tribal knowledge.
5. The primary thing companies are looking to do is turn around quotes faster with greater accuracy. Additional benefits include better collaboration using secure chat and tracking comments all along the process.
6. Data analytics is another key benefit customers are looking for. We track quote time and show customers a win rate by turnaround time, by material type, by the customer, by lot size.
7. Paperless parts makes the quoting user experience better by extracting dimensional information from the drawing or model and uses that to populate a quote.
8. Our mission is great. We are helping American manufacturers, many family-owned businesses improve their competitiveness

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Schedule a free 1/2 call with Tom Reed.

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Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Mike Stankus, Chief Revenue Officer at Paperless Parts.

Paperless Parts is a secure cloud-based quoting platform that allows collaboration and quoting quickly and easily. It resides outside your ERP system and provides enormous analytic capabilities measuring win/loss performance and other information for busy business owners.

These are some key points taken from my interview with Mike:

1.  Mike has been a sales leader in the technology space for the last 30 years. He has built companies to over $200 million in sales. He liked the mission and what he saw at paperless parts and joined the company.
2. Everyone we talk to is aware technology can improve their business. Companies we talk to want to automate their quoting and also use the platform to make better decisions.
3. Our client base ranges from mom and pop shops to shops that are hundreds of millions in sales.
4. W Machine works is a successful company that is using paperless parts to capture their tribal knowledge.
5. The primary thing companies are looking to do is turn around quotes faster with greater accuracy. Additional benefits include better collaboration using secure chat and tracking comments all along the process.
6. Data analytics is another key benefit customers are looking for. We track quote time and show customers a win rate by turnaround time, by material type, by the customer, by lot size.
7. Paperless parts makes the quoting user experience better by extracting dimensional information from the drawing or model and uses that to populate a quote.
8. Our mission is great. We are helping American manufacturers, many family-owned businesses improve their competitiveness

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f6236b4c-8108-4bd6-b244-9c1f3561f397Fri, 20 Nov 2020 04:00:00 -070011:27nofull197Tom Reed: Lean Enthusiast & President of American LeanOil and Gas is at the forefront of IIoTTwo weeks ago, on my podcast, I interviewed a consultant who was part of a team that generated “hundreds of millions of dollars” in savings within the oil and gas industry. Knowing the vast landscape and impossible places that many oil rigs are in, it makes sense oil and gas is at the forefront of IIoT adoption. Here’s what they are doing.

1.    Information Technology (IT)

Given that oil and gas companies are undergoing a digital transformation, it makes sense they are highly leveraging information technology. Advances in information technology let oil and gas companies capture real-time performance data from their assets.

Using artificial intelligence, machine learning, and developing digital twins within the IT arena let rig owners know immediately if their assets aren’t performing as they should.

In the example that Ben Griner gave on the podcast, he noted the client knew vibration was an element of concern when monitoring oil rigs. Using low power sensors that can send information to satellites allows these assets to share their performance information. 

Taking this information and using machine learning and digital twins the oil and gas supermajor can predict when preventive maintenance needs to occur. This provides huge savings in operational efficiency and performance gains. 

2.   Operational Technology

Information systems are the broad category of collecting, analyzing, and using data and turning it into information. Operational technology is the hardware and software that collects the information and notices when a change has occurred.

Oil and gas companies have recently begun integrating their OT and IT software and hardware. Like many other industries, they’ve adopted this model to prevent increased cyberattacks. 

These are multi-million dollar assets they are collecting data from and sending that information via satellite. OT security is extremely important. Which leads to the next industry 4.0 technique.

3.    Cybersecurity

The IIoT technology governs devices and information systems that transmit data over the network or are embedded with sensors, electronics, and software connectivity. 

Because the devices transfer data without human assistance, data is transferred automatically and frequently. This prevents all kinds of cybersecurity opportunities.  

Imagine having assets scattered all over the world in extreme conditions. Having sensors on those assets that upload information about their location, performance, output, vibration, etc., and uplinking that information to satellites.

Having an integrated risk management and a cybersecurity strategy that integrates IT, OT, and risk is key to putting oil and gas at the forefront of IIoT adoption.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Two weeks ago, on my podcast, I interviewed a consultant who was part of a team that generated “hundreds of millions of dollars” in savings within the oil and gas industry. Knowing the vast landscape and impossible places that many oil rigs are in, it makes sense oil and gas is at the forefront of IIoT adoption. Here’s what they are doing.

1.    Information Technology (IT)

Given that oil and gas companies are undergoing a digital transformation, it makes sense they are highly leveraging information technology. Advances in information technology let oil and gas companies capture real-time performance data from their assets.

Using artificial intelligence, machine learning, and developing digital twins within the IT arena let rig owners know immediately if their assets aren’t performing as they should.

In the example that Ben Griner gave on the podcast, he noted the client knew vibration was an element of concern when monitoring oil rigs. Using low power sensors that can send information to satellites allows these assets to share their performance information. 

Taking this information and using machine learning and digital twins the oil and gas supermajor can predict when preventive maintenance needs to occur. This provides huge savings in operational efficiency and performance gains. 

2.   Operational Technology

Information systems are the broad category of collecting, analyzing, and using data and turning it into information. Operational technology is the hardware and software that collects the information and notices when a change has occurred.

Oil and gas companies have recently begun integrating their OT and IT software and hardware. Like many other industries, they’ve adopted this model to prevent increased cyberattacks. 

These are multi-million dollar assets they are collecting data from and sending that information via satellite. OT security is extremely important. Which leads to the next industry 4.0 technique.

3.    Cybersecurity

The IIoT technology governs devices and information systems that transmit data over the network or are embedded with sensors, electronics, and software connectivity. 

Because the devices transfer data without human assistance, data is transferred automatically and frequently. This prevents all kinds of cybersecurity opportunities.  

Imagine having assets scattered all over the world in extreme conditions. Having sensors on those assets that upload information about their location, performance, output, vibration, etc., and uplinking that information to satellites.

Having an integrated risk management and a cybersecurity strategy that integrates IT, OT, and risk is key to putting oil and gas at the forefront of IIoT adoption.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>111f1387-1587-45d7-80d4-8bb7be6a84bcThu, 19 Nov 2020 04:00:00 -070004:38nofull196Tom Reed: Lean Enthusiast & President of American LeanFour Stages of Change your Employees will Face on a Lean TransformationWhen people go through change they move through four stages of change. I cover the four stages in this episode.

1. Denial
2. Resistance
3. Exploration
4. Commitment

Everyone goes through these changes at their own pace. In this podcast I offer ways to help this transition.

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Schedule a free 1/2 call with Tom Reed.

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Follow me on Twitter@dailyleancoach

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]]>When people go through change they move through four stages of change. I cover the four stages in this episode.

1. Denial
2. Resistance
3. Exploration
4. Commitment

Everyone goes through these changes at their own pace. In this podcast I offer ways to help this transition.

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Schedule a free 1/2 call with Tom Reed.

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]]>48dfb6b8-c7d8-4264-91ea-8c6dbed62792Wed, 18 Nov 2020 04:00:00 -070004:46nofull195Tom Reed: Lean Enthusiast & President of American LeanDevelop your Culture to Embrace ChangeIf you have been around the change management world at all, you’ll hear estimates that 70% of change initiatives fail. Why is that you ask? It often starts at the top. Leadership moved too fast with the implementation, there wasn’t a focus on training employees on the new methods, etc. Often ignored is the fact the culture isn’t ready to accept change. Especially today, it is important to develop your culture to embrace change!

My bet is your business has made some changes to the way it operates. Maybe it’s as simple as requiring everyone to wear masks. It could be you’ve moved more of your business to fulfilling online vs. a physical location. Regardless, how hard was it for you to accomplish? Did everyone pitch in and make it happen effortlessly?

It’s important that leaders instill a culture that embraces change. The hard part is that culture isn’t a set of rules you write down and expect everyone to follow. Culture is a combination of the company mission, vision, values, norms and purpose. While the products and services may change a company’s purpose should remain the same. Here are some steps to take to develop your culture to embrace change.

1. Identify a shared purpose

You might think companies that have been around a long time would have a harder time engaging younger employees to meet the demands of the future. It’s important to frame your company’s purpose in a way everyone can support.

You might think Toyota builds cars. The reality is their purpose is to increase the mobility of humans. That is a larger purpose that employees can engage with and support. Another example is Nike. A simple view is they produce running shoes and athletic wear. Okay, but for whom? They view everyone as an athlete. Their purpose is “If you have a body you are an athlete.” A purpose like that engages employees to embrace change.

2. Develop your True North

A True North takes into account the mission, vision, values, and purpose and acts as a constant reminder of the purpose of the business. It should guide every decision, every investment, every conversation within a company. Reflecting upon the True North makes embracing change much easier for employees because they know the why for the change.

3. Continually share the True North

After you have defined your purpose and developed your True North, it is important to socialize the True North with everyone in the company regularly. I worked with a billion-dollar company that began every daily huddle reviewing a small piece of the True North. They were a manufacturer, and the basis of their True North was safety and quality.

Once their employees understood those elements, they introduced more elements like measure what matters, employee engagement, and innovation. Over a short period of time, all 500 employees understood why they were there and embraced the changes we were introducing.

If you follow these three steps I know you can develop your culture to embrace change!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

If you have been around the change management world at all, you’ll hear estimates that 70% of change initiatives fail. Why is that you ask? It often starts at the top. Leadership moved too fast with the implementation, there wasn’t a focus on training employees on the new methods, etc. Often ignored is the fact the culture isn’t ready to accept change. Especially today, it is important to develop your culture to embrace change!

My bet is your business has made some changes to the way it operates. Maybe it’s as simple as requiring everyone to wear masks. It could be you’ve moved more of your business to fulfilling online vs. a physical location. Regardless, how hard was it for you to accomplish? Did everyone pitch in and make it happen effortlessly?

It’s important that leaders instill a culture that embraces change. The hard part is that culture isn’t a set of rules you write down and expect everyone to follow. Culture is a combination of the company mission, vision, values, norms and purpose. While the products and services may change a company’s purpose should remain the same. Here are some steps to take to develop your culture to embrace change.

1. Identify a shared purpose

You might think companies that have been around a long time would have a harder time engaging younger employees to meet the demands of the future. It’s important to frame your company’s purpose in a way everyone can support.

You might think Toyota builds cars. The reality is their purpose is to increase the mobility of humans. That is a larger purpose that employees can engage with and support. Another example is Nike. A simple view is they produce running shoes and athletic wear. Okay, but for whom? They view everyone as an athlete. Their purpose is “If you have a body you are an athlete.” A purpose like that engages employees to embrace change.

2. Develop your True North

A True North takes into account the mission, vision, values, and purpose and acts as a constant reminder of the purpose of the business. It should guide every decision, every investment, every conversation within a company. Reflecting upon the True North makes embracing change much easier for employees because they know the why for the change.

3. Continually share the True North

After you have defined your purpose and developed your True North, it is important to socialize the True North with everyone in the company regularly. I worked with a billion-dollar company that began every daily huddle reviewing a small piece of the True North. They were a manufacturer, and the basis of their True North was safety and quality.

Once their employees understood those elements, they introduced more elements like measure what matters, employee engagement, and innovation. Over a short period of time, all 500 employees understood why they were there and embraced the changes we were introducing.

If you follow these three steps I know you can develop your culture to embrace change!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>520ba8d0-5616-4782-b0b6-814cd81dd748Tue, 17 Nov 2020 04:00:00 -070004:33nofull194Tom Reed: Lean Enthusiast & President of American LeanTips to Implement Servant Leadership in Your CompanyWe hear a lot about servant leadership, but do you know what that means? More importantly, how do you implement servant leadership in your company? Servant leadership is not a natural way of leading, but you can develop servant leaders if you have patience, persistence and practice. I want to provide some tips in this blog.

Tip 1 - Understand your current state

Like any journey, it is important to understand where you are starting. Robert Greenleaf identified 21 pillars of servant leadership in the 70s. There are many assessments you can take as a leader to understand your current state.  Here is one that I believe will serve you well.

Organizational Leadership Servant leadership assessment is here.

Armed with this information, you can decide about what to improve next with you and your team.

Tip 2 - Start with small teams

You can’t jump on a bike and ride 100 miles in a week without training for months or years. The same is true for developing servant leaders in your company. You won’t change the culture overnight. It’s important to start small and slowly allowing it to become part of your business.

Begin with a small team of your key leaders and have them begin with the assessment. Meet as a team and discuss the results. Be open and operate with a judgement free mindset. For success, it’s important your leaders feel free to share their starting points.

Tip 3 - Challenge the team with questions

Ask questions such as, “Are we moving in the direction of becoming a servant leader organization? If so where in the organization?”

“Is this important to us as a leadership team? How will we benefit? What are the consequences if we do not do this?

“Where can we try out servant leadership right now? Does our current culture support servant leadership? How will we hold ourselves accountable?”

Tip 4 – Review each area of the business

The next step in the journey is rollout servant leadership actions in the specific functional areas of your business. Conduct a review of each of your functional areas and try to identify a few that have the right leaders, culture and support for your rollout.

When you identify the areas for rolling out servant leader activities, have those leaders identify actions they want to start, continue or quit. Using this framework allows the leaders in those expanded areas to reflect upon their actions and identify areas where they can improve.

As they become more comfortable leading in a servant leader manner, use them to coach and direct others in the organization. Using this cascading will allow you to implement servant leadership in your company that will be successful!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on We hear a lot about servant leadership, but do you know what that means? More importantly, how do you implement servant leadership in your company? Servant leadership is not a natural way of leading, but you can develop servant leaders if you have patience, persistence and practice. I want to provide some tips in this blog.

Tip 1 - Understand your current state

Like any journey, it is important to understand where you are starting. Robert Greenleaf identified 21 pillars of servant leadership in the 70s. There are many assessments you can take as a leader to understand your current state.  Here is one that I believe will serve you well.

Organizational Leadership Servant leadership assessment is here.

Armed with this information, you can decide about what to improve next with you and your team.

Tip 2 - Start with small teams

You can’t jump on a bike and ride 100 miles in a week without training for months or years. The same is true for developing servant leaders in your company. You won’t change the culture overnight. It’s important to start small and slowly allowing it to become part of your business.

Begin with a small team of your key leaders and have them begin with the assessment. Meet as a team and discuss the results. Be open and operate with a judgement free mindset. For success, it’s important your leaders feel free to share their starting points.

Tip 3 - Challenge the team with questions

Ask questions such as, “Are we moving in the direction of becoming a servant leader organization? If so where in the organization?”

“Is this important to us as a leadership team? How will we benefit? What are the consequences if we do not do this?

“Where can we try out servant leadership right now? Does our current culture support servant leadership? How will we hold ourselves accountable?”

Tip 4 – Review each area of the business

The next step in the journey is rollout servant leadership actions in the specific functional areas of your business. Conduct a review of each of your functional areas and try to identify a few that have the right leaders, culture and support for your rollout.

When you identify the areas for rolling out servant leader activities, have those leaders identify actions they want to start, continue or quit. Using this framework allows the leaders in those expanded areas to reflect upon their actions and identify areas where they can improve.

As they become more comfortable leading in a servant leader manner, use them to coach and direct others in the organization. Using this cascading will allow you to implement servant leadership in your company that will be successful!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a4387dea-366f-4f43-b37f-b37a075a09b6Mon, 16 Nov 2020 04:00:00 -070004:15nofull193Tom Reed: Lean Enthusiast & President of American LeanHansen Plastics Sees Huge Success from their 12 year Lean Journey!One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Tim Bayer, President of Hansen Plastics in Elgin Illinois.

Hansen Plastics is an employee-owned (ESOP) and they maintain a can-do attitude because their employees are also owners. Respect and trust for each other are key elements of their True North. They have over 70 molding presses pressing custom parts across multiple industries.

These are some key points taken from my interview with the President, Tin Bayer.

1.  We started our Lean journey in 2012. I was excited to bring my family in and show them the shop and it did not look good. The presses were a mess and it didn't reflect well on us. "I realized I was making excuses for people. It was a reflection on me."
2. "We wanted to design our culture and not have it by default. It went the way of default and we let it happen. We decided we needed to make a change."
3.  "we've been able to cut our customer complaints by 1/2 each year. We've had sales per FTE increase every year. Scrap has decreased by 32% year over year."
4. Our backlog has gone down from $615,000 to $2,000.
5. "Our employees are better leaders because of the growth, but they are also better parents and spouses as well!"
6.  "It's not just about the dollars, people feeling good, positive energy, everything that makes people want to come to work and do their best."
7.  "We would chase shiny objects when we began doing kaizens events in the plant so we began policy deployment about four years ago. That helped keep us focused."
8.  "We wanted to maximize our greatest asset- our employee owners. A big surprise has been how hard they have gone after getting to the root cause and making change.
9. "There is no perfection so just go do it."

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Tim Bayer, President of Hansen Plastics in Elgin Illinois.

Hansen Plastics is an employee-owned (ESOP) and they maintain a can-do attitude because their employees are also owners. Respect and trust for each other are key elements of their True North. They have over 70 molding presses pressing custom parts across multiple industries.

These are some key points taken from my interview with the President, Tin Bayer.

1.  We started our Lean journey in 2012. I was excited to bring my family in and show them the shop and it did not look good. The presses were a mess and it didn't reflect well on us. "I realized I was making excuses for people. It was a reflection on me."
2. "We wanted to design our culture and not have it by default. It went the way of default and we let it happen. We decided we needed to make a change."
3.  "we've been able to cut our customer complaints by 1/2 each year. We've had sales per FTE increase every year. Scrap has decreased by 32% year over year."
4. Our backlog has gone down from $615,000 to $2,000.
5. "Our employees are better leaders because of the growth, but they are also better parents and spouses as well!"
6.  "It's not just about the dollars, people feeling good, positive energy, everything that makes people want to come to work and do their best."
7.  "We would chase shiny objects when we began doing kaizens events in the plant so we began policy deployment about four years ago. That helped keep us focused."
8.  "We wanted to maximize our greatest asset- our employee owners. A big surprise has been how hard they have gone after getting to the root cause and making change.
9. "There is no perfection so just go do it."

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>665c00ae-b14e-4538-84ab-48d78ae2032eFri, 13 Nov 2020 04:00:00 -070015:58nofull192Tom Reed: Lean Enthusiast & President of American LeanThe 7 P's in a Digital MarketplaceI'm sure you have heard of the four P's in marketing. In a digital marketplace there will be 7 P's. Learn about them here!

1. Price
2. Place
3. Promotion
4. Product
5. People
6. Processes
7. Physical Evidence

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>I'm sure you have heard of the four P's in marketing. In a digital marketplace there will be 7 P's. Learn about them here!

1. Price
2. Place
3. Promotion
4. Product
5. People
6. Processes
7. Physical Evidence

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a1ffaf29-2a9c-48c9-8406-9cf1719a7e99Thu, 12 Nov 2020 04:00:00 -070006:51nofull191Tom Reed: Lean Enthusiast & President of American LeanFive Mindsets Holding You back from Your Lean JourneyIn this podcast I cover the five mindsets that hold companies back from getting started on a Lean Innovation.

1. We're unique
2. We're not Toyota
3. We're high mix/low volume
4. We don't have time
5. We can't afford outside coaches
6. 
   

Hear how you can overcome these mindsets and the benefits you will receive!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>In this podcast I cover the five mindsets that hold companies back from getting started on a Lean Innovation.

1. We're unique
2. We're not Toyota
3. We're high mix/low volume
4. We don't have time
5. We can't afford outside coaches
6. 
   

Hear how you can overcome these mindsets and the benefits you will receive!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a1359d8f-9638-4396-9d33-a25528b2242eWed, 11 Nov 2020 04:00:00 -070005:18nofull190Tom Reed: Lean Enthusiast & President of American LeanDo You Have a Communication Driven Culture?Developing a communication driven culture is important if you are going to have long-term success, especially now. We all know that it is harder to communicate via Zoom or Teams or any of the other remote communication platforms. That doesn’t mean you shouldn’t make improvements in your communication. 

I’m going to assume we have all been in a situation where we have received feedback we weren’t happy about. What happened in this situation? How did the giver of the feedback provide the feedback? Proper feedback helps shape individuals by correcting mistakes, recognizes their strengths, and provides objectives that help them grow. Here are some frameworks that can help.

1. Build the communication infrastructure

Starting day one when employees begin, establish the communication infrastructure you’ll use with them. Since they are new to the organization and unsure of the culture, start with twice-weekly communication. Then the next month, it moves to weekly communication. After several months, work toward establishing a regular pattern.

If you are gathering feedback from them about you as a leader, have them complete a form or provide feedback through an HR portal. Realize they will provide more honest feedback as they become more engaged with you as a leader.

2. Share the Why

I’ve seen companies implement processes or make decisions without sharing the why, and it confuses employees. Employees want to understand why something occurs. 

Organizations that stick to their True North can easily answer the why question. Referring back to the True North helps employees understand why a decision is made or why a process is changed. Make sure you are constantly communicating your True North with employees to help them understand the why.

3. Teach everyone how to give and receive feedback

Delivering feedback isn’t always easy. It’s important to train employees on the proper way to give feedback. The tone, setting, and words used in providing feedback can add or subtract to employee experience.

The opposite is also true. It’s important to reinforce the company provides feedback because it has a continuous improvement mindset. It’s important after providing feedback to develop an improvement plan together if needed.

4. Lead by example

Employees look to leadership to see what they are doing and how they are behaving and responding. If employees see a good example, they will follow the lead. Realize employees aren’t the only ones who should receive feedback, leaders should too from all levels.

It’s important as a leader you give and receive the feedback well is you want to develop a communication driven culture!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Developing a communication driven culture is important if you are going to have long-term success, especially now. We all know that it is harder to communicate via Zoom or Teams or any of the other remote communication platforms. That doesn’t mean you shouldn’t make improvements in your communication. 

I’m going to assume we have all been in a situation where we have received feedback we weren’t happy about. What happened in this situation? How did the giver of the feedback provide the feedback? Proper feedback helps shape individuals by correcting mistakes, recognizes their strengths, and provides objectives that help them grow. Here are some frameworks that can help.

1. Build the communication infrastructure

Starting day one when employees begin, establish the communication infrastructure you’ll use with them. Since they are new to the organization and unsure of the culture, start with twice-weekly communication. Then the next month, it moves to weekly communication. After several months, work toward establishing a regular pattern.

If you are gathering feedback from them about you as a leader, have them complete a form or provide feedback through an HR portal. Realize they will provide more honest feedback as they become more engaged with you as a leader.

2. Share the Why

I’ve seen companies implement processes or make decisions without sharing the why, and it confuses employees. Employees want to understand why something occurs. 

Organizations that stick to their True North can easily answer the why question. Referring back to the True North helps employees understand why a decision is made or why a process is changed. Make sure you are constantly communicating your True North with employees to help them understand the why.

3. Teach everyone how to give and receive feedback

Delivering feedback isn’t always easy. It’s important to train employees on the proper way to give feedback. The tone, setting, and words used in providing feedback can add or subtract to employee experience.

The opposite is also true. It’s important to reinforce the company provides feedback because it has a continuous improvement mindset. It’s important after providing feedback to develop an improvement plan together if needed.

4. Lead by example

Employees look to leadership to see what they are doing and how they are behaving and responding. If employees see a good example, they will follow the lead. Realize employees aren’t the only ones who should receive feedback, leaders should too from all levels.

It’s important as a leader you give and receive the feedback well is you want to develop a communication driven culture!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>dab2ced0-c1a0-414b-986f-bc975e3c7401Tue, 10 Nov 2020 04:00:00 -070004:30nofull189Tom Reed: Lean Enthusiast & President of American LeanGreat Servant Leader Communication with WFH EmployeesWhen you have a servant leader mindset, you are there for your employees and not the other way around, it’s important to ask open-ended supportive questions. Realize that employees are struggling with homeschooling and working from home. Employees that live alone have had their social interactions change overnight. I want to provide some great servant leader communication for WFH employees.

What was only a temporary situation is now becoming permanent? I read an article today that said many more companies are having employees work from home until June or July 2021. This is like being at an airport ready to board a flight and having it continually canceled. The frustration level keeps increasing and you never know when it will end.

Being a successful leader in these times is difficult. What used to work probably needs to change. Leading now requires more caring and checking in on a personal level. Kindness is calming. Here are some suggestions for gently probing and finding where you can provide support.

1. I hear you

It’s important to be fully present when employees share their concerns and questions. Be aware of your facial expressions or sideways glances (grimaces) when speaking over video. I know when I was an employee it’s important to feel that I was heard when sharing.

You might not know how to respond, and that’s okay. Sometimes people want to vent their frustrations. I know as an outside consultant I get vented to all the time. It’s fine. I listen patiently and then work to put their concerns at ease.

2.  What can we do to help?

Framing the statement this way, shares with the employee that more resources are willing to help than just yourself. It sends a subtle message that the team or the whole company is there to lend support. If they ask for help, provide it.

3.  How are you managing these days?

Pre pandemic, we didn’t have the insight into people's lives that we do today. Pets make themselves known on Zoom calls. Children interrupt with questions about school assignments. Maybe they need help to go to the bathroom. I suggest being flexible with work hours if your employees need it and the company can accommodate it. It might help relieve an enormous amount of work-related stress.

4. I know you are doing your best

Believe it. Your employees are doing their best. They didn’t ask for this. Many are seeing friends and neighbors losing their jobs. They’re concerned. They are caught without separation from work and home. Many are working longer hours than before. People with school-age children are working after their kids are asleep expanding their day. They are doing their best, please acknowledge it.

5. Say thank you

You can’t say this often enough. Please let your employees know you appreciate them. Thank them. Over and over again. After all, they are what makes the company great! 

I hope you can have great servant leader communication with WFH employees by using these comments. Let me know how it goes!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

When you have a servant leader mindset, you are there for your employees and not the other way around, it’s important to ask open-ended supportive questions. Realize that employees are struggling with homeschooling and working from home. Employees that live alone have had their social interactions change overnight. I want to provide some great servant leader communication for WFH employees.

What was only a temporary situation is now becoming permanent? I read an article today that said many more companies are having employees work from home until June or July 2021. This is like being at an airport ready to board a flight and having it continually canceled. The frustration level keeps increasing and you never know when it will end.

Being a successful leader in these times is difficult. What used to work probably needs to change. Leading now requires more caring and checking in on a personal level. Kindness is calming. Here are some suggestions for gently probing and finding where you can provide support.

1. I hear you

It’s important to be fully present when employees share their concerns and questions. Be aware of your facial expressions or sideways glances (grimaces) when speaking over video. I know when I was an employee it’s important to feel that I was heard when sharing.

You might not know how to respond, and that’s okay. Sometimes people want to vent their frustrations. I know as an outside consultant I get vented to all the time. It’s fine. I listen patiently and then work to put their concerns at ease.

2.  What can we do to help?

Framing the statement this way, shares with the employee that more resources are willing to help than just yourself. It sends a subtle message that the team or the whole company is there to lend support. If they ask for help, provide it.

3.  How are you managing these days?

Pre pandemic, we didn’t have the insight into people's lives that we do today. Pets make themselves known on Zoom calls. Children interrupt with questions about school assignments. Maybe they need help to go to the bathroom. I suggest being flexible with work hours if your employees need it and the company can accommodate it. It might help relieve an enormous amount of work-related stress.

4. I know you are doing your best

Believe it. Your employees are doing their best. They didn’t ask for this. Many are seeing friends and neighbors losing their jobs. They’re concerned. They are caught without separation from work and home. Many are working longer hours than before. People with school-age children are working after their kids are asleep expanding their day. They are doing their best, please acknowledge it.

5. Say thank you

You can’t say this often enough. Please let your employees know you appreciate them. Thank them. Over and over again. After all, they are what makes the company great! 

I hope you can have great servant leader communication with WFH employees by using these comments. Let me know how it goes!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>7906f598-12aa-4b5c-9d53-ab890e2e52a8Mon, 09 Nov 2020 04:00:00 -070004:19nofull188Tom Reed: Lean Enthusiast & President of American LeanHundreds of Millions Saved in a Digital TransformationOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Ben Griner from Persyst Consulting.

PerSyst Consulting was founded in 2005 and located in Seattle, Washington is a nationally recognized consulting organization focused on organizational change, vision alignment, processes, and systems most importantly, digital transformation.

These are some key points taken from my interview with the President, Ben Griner.

1.  When you add hardware or software to a business transformation, it becomes a digital transformation. We evaluate a companies ability to perform a digital transformation on three things: If they have the operational competence to know what they want. Does the organization have the ability to keep sustained continuous improvement? Do they have the technical capability to leverage what they want to change in their business?
2. Nike had one of the most successful connected devices launches ever recorded. It changed the nature of connected devices.
3. Disney deploys a similar method with their magic band changing the face of consumer delight.
4. Carnival Cruise line deployed their Medallion project allowing the cruise line to better manage employees, manage food and beverage, schedule employees better. This also allowed them to increase upsells and improve revenue while enhancing the guest experience. The results we astounding!
5. Then look at oil and gas. They want to know how to anticipate maintenance on equipment. We can add technology to old environments. Technology provides all kinds of options even in remote places. In the case of our oil client, they saved hundreds of millions of dollars in improved operational efficiency and improved maintenance.

Reach out to PerSyst Consulting if you need excellent support for your digital transformation!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with Ben Griner from Persyst Consulting.

PerSyst Consulting was founded in 2005 and located in Seattle, Washington is a nationally recognized consulting organization focused on organizational change, vision alignment, processes, and systems most importantly, digital transformation.

These are some key points taken from my interview with the President, Ben Griner.

1.  When you add hardware or software to a business transformation, it becomes a digital transformation. We evaluate a companies ability to perform a digital transformation on three things: If they have the operational competence to know what they want. Does the organization have the ability to keep sustained continuous improvement? Do they have the technical capability to leverage what they want to change in their business?
2. Nike had one of the most successful connected devices launches ever recorded. It changed the nature of connected devices.
3. Disney deploys a similar method with their magic band changing the face of consumer delight.
4. Carnival Cruise line deployed their Medallion project allowing the cruise line to better manage employees, manage food and beverage, schedule employees better. This also allowed them to increase upsells and improve revenue while enhancing the guest experience. The results we astounding!
5. Then look at oil and gas. They want to know how to anticipate maintenance on equipment. We can add technology to old environments. Technology provides all kinds of options even in remote places. In the case of our oil client, they saved hundreds of millions of dollars in improved operational efficiency and improved maintenance.

Reach out to PerSyst Consulting if you need excellent support for your digital transformation!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>7f1c95c1-4983-4bc2-9ef2-f67303a50772Fri, 06 Nov 2020 04:00:00 -070013:46nofull187Tom Reed: Lean Enthusiast & President of American LeanIndustry 4.0 Today- An IntroThere are nine enablers in industry 4.0 and this podcast introduces them.

1. Cybersecurity/blockchain
2. Cloud computing
3. Industrial Internet of Things (IIoT)
4. Big Data
5. System Integration
6. Autonomous robots (cobots)
7. Additive manufacturing (3D printing)
8. Augmented reality
9. Digital twins/simulation

Learn about the technology changes coming to your company soon!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>There are nine enablers in industry 4.0 and this podcast introduces them.

1. Cybersecurity/blockchain
2. Cloud computing
3. Industrial Internet of Things (IIoT)
4. Big Data
5. System Integration
6. Autonomous robots (cobots)
7. Additive manufacturing (3D printing)
8. Augmented reality
9. Digital twins/simulation

Learn about the technology changes coming to your company soon!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>b9a9156e-a1d8-4ed2-9f95-6d2193675b51Thu, 05 Nov 2020 04:00:00 -070007:08nofull186Tom Reed: Lean Enthusiast & President of American LeanFour Steps for a Successful Lean TransformationThere are four simple steps I have road-tested over the years that will make your Lean transformation easier and successful! Follow these for success.

1. Vision- Develop your unique Lean Game Plan
2. Employee training camps- Train employees on Lean topics
3. Execute the Lean Game Plan- Conduct Rapid Improvement Events (RIE's)
4. Half time adjustments- measure and adjust

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>There are four simple steps I have road-tested over the years that will make your Lean transformation easier and successful! Follow these for success.

1. Vision- Develop your unique Lean Game Plan
2. Employee training camps- Train employees on Lean topics
3. Execute the Lean Game Plan- Conduct Rapid Improvement Events (RIE's)
4. Half time adjustments- measure and adjust

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f59f2e9a-8225-4a29-8c1e-9347627eb92cWed, 04 Nov 2020 04:00:00 -070005:02nofull185Tom Reed: Lean Enthusiast & President of American LeanAmerica Rocks! Please Vote!I have spent a career working with American companies. All kinds of companies. Large ones, small ones, family-owned companies. There isn't much I haven't seen manufactured. I've worked with government agencies to help them as well.

In some small way I have helped each company improve and become more competitive. I know Lean helps companies increase competitiveness and retain American jobs.

Needless to say, I've loved every minute of it. I love America and I hope you do too! Show how much you love America and make the time to VOTE!

All the best,

Tom

]]>I have spent a career working with American companies. All kinds of companies. Large ones, small ones, family-owned companies. There isn't much I haven't seen manufactured. I've worked with government agencies to help them as well.

In some small way I have helped each company improve and become more competitive. I know Lean helps companies increase competitiveness and retain American jobs.

Needless to say, I've loved every minute of it. I love America and I hope you do too! Show how much you love America and make the time to VOTE!

All the best,

Tom

]]>7e29c690-4314-4859-bb9b-e61c06e4e44fTue, 03 Nov 2020 04:00:00 -070000:32nofull184Tom Reed: Lean Enthusiast & President of American LeanWhat the Future of Leadership Looks LikeSome great things are coming out of the COVID-19 pandemic. One is the digitization of many businesses that need to evolve. This requires leaders to evolve and adapt as well. Operating in large silos and departments is hard to accomplish in a digital environment. Here is what future leadership looks like.

1. Manage across a value stream

Having leaders within departments focus on their piece of the business will be harder to do when customers want goods and services quicker and delivered with increased convenience. Imagine a business with 10 different departments and a product has to journey through each department before going to the customer.

Problems arise in the product's delivery because of two of the departments. Who is accountable to fix the problems? The department leaders? What if they take weeks to look into the issues? The customer still isn’t getting what they want.

A value stream is the processes required to bring about a good or service to a customer. This can be an internal or external customer. When leaders have control of an entire value stream, they can drive change quickly to meet the needs of their customers.

2. More diverse and inclusive

A study by MIT shared that companies with a diversity of gender, race, and other factors had increased revenue of 41%. Having this mix of experience and perspectives allows companies to be more creative, conduct better problem solving, and post higher returns than companies that all look alike.

Think of a baseball team that consists of only catchers. Sure they can share equipment, tell great stories amongst each other and, relate to each other. They probably won’t be as successful as companies with a mix of skills.

3. Intrapreneurial focused

I say this a lot in my blogs and podcasts. Identifying and developing intrapreneurs is important if your company is going to be at the forefront of developing new products and services. Especially today, what used to work great, probably won’t cut it.

Good ideas won’t come from only your C-suite or maybe not your next layer down. At a certain point, people focus on protection not being creative. Look everywhere for people with great ideas and put an infrastructure in place to support internal intrapreneurs.

4. Create supportive environments

Leadership is more than a title. Do people follow you because they have to or because you’ve developed a supportive, trusting, and rewarding environment? Have you developed a culture where employees want to be a part of and thrive?

Great leaders do three things: Cast a vision, hire the absolute best talent they can, and make sure everyone has the drive and support to succeed. Make yourself available to those you lead as a servant leader. This is what future leadership looks like.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Some great things are coming out of the COVID-19 pandemic. One is the digitization of many businesses that need to evolve. This requires leaders to evolve and adapt as well. Operating in large silos and departments is hard to accomplish in a digital environment. Here is what future leadership looks like.

1. Manage across a value stream

Having leaders within departments focus on their piece of the business will be harder to do when customers want goods and services quicker and delivered with increased convenience. Imagine a business with 10 different departments and a product has to journey through each department before going to the customer.

Problems arise in the product's delivery because of two of the departments. Who is accountable to fix the problems? The department leaders? What if they take weeks to look into the issues? The customer still isn’t getting what they want.

A value stream is the processes required to bring about a good or service to a customer. This can be an internal or external customer. When leaders have control of an entire value stream, they can drive change quickly to meet the needs of their customers.

2. More diverse and inclusive

A study by MIT shared that companies with a diversity of gender, race, and other factors had increased revenue of 41%. Having this mix of experience and perspectives allows companies to be more creative, conduct better problem solving, and post higher returns than companies that all look alike.

Think of a baseball team that consists of only catchers. Sure they can share equipment, tell great stories amongst each other and, relate to each other. They probably won’t be as successful as companies with a mix of skills.

3. Intrapreneurial focused

I say this a lot in my blogs and podcasts. Identifying and developing intrapreneurs is important if your company is going to be at the forefront of developing new products and services. Especially today, what used to work great, probably won’t cut it.

Good ideas won’t come from only your C-suite or maybe not your next layer down. At a certain point, people focus on protection not being creative. Look everywhere for people with great ideas and put an infrastructure in place to support internal intrapreneurs.

4. Create supportive environments

Leadership is more than a title. Do people follow you because they have to or because you’ve developed a supportive, trusting, and rewarding environment? Have you developed a culture where employees want to be a part of and thrive?

Great leaders do three things: Cast a vision, hire the absolute best talent they can, and make sure everyone has the drive and support to succeed. Make yourself available to those you lead as a servant leader. This is what future leadership looks like.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c0a6019f-afd6-423a-a016-6bf8be616a3aMon, 02 Nov 2020 04:00:00 -070004:28nofull183Tom Reed: Lean Enthusiast & President of American LeanLean Accounting Helps you Keep Better ScoreLean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement!

Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements.

These are some key points taken from my interview with Lean accounting expert Jerry Solomon.

1.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.
2.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"
3.  "People want to know the score an Lean accounting helps."
4. "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting."
5. "We empowered the people to run the business, put visuals in place."
6. "We tripled the growth rate in that part of the business."

 To hear Jerry’s interview please join us on the podcast at Americanlean.com episode fifty-two.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Lean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement!

Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements.

These are some key points taken from my interview with Lean accounting expert Jerry Solomon.

1.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.
2.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"
3.  "People want to know the score an Lean accounting helps."
4. "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting."
5. "We empowered the people to run the business, put visuals in place."
6. "We tripled the growth rate in that part of the business."

 To hear Jerry’s interview please join us on the podcast at Americanlean.com episode fifty-two.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>3993c253-e3d0-4b70-aa33-d1afae874472Fri, 30 Oct 2020 04:00:00 -070016:23nofull182Tom Reed: Lean Enthusiast & President of American LeanDigital Twins can Optimize your Operations- Even a Kiwi FarmA digital twin allows companies to develop a digital version of any scenario they might face in the physical world. Businesses can research, create, test, simulate, and prepare for any scenario they think occurs. Digital twins can optimize your operations.

There are many practical uses for digital twins. Digital twins can model and optimize any part of a business. Here are a few use areas.

1.    When designing buildings

Digital twins allow engineers and architects to develop models based on the location of the building. They can simulate the movement of the building as it sinks into the ground. Modeling the building and how it will change over time- think sinking further into the ground- allows for identifying potential threats and vulnerabilities before they occur. 

This saves money and potential catastrophes. I bet the Leaning Tower of Pisa would have liked this technology.

I remember when I was an engineering student at the University of Cincinnati, and they built a new library while I was there. By the time I graduated, the library was already sinking. The story was, they hadn’t accounted for the weight of the books. I don’t know if this is true, but I’m sure a digital twin would have helped them model that.

2.    Troubleshooting and optimization

These are two areas where digital twins benefit your organization the most. Traditional research and development require vast amounts of data collection and physical resources to check every potential outcome. Instead of using physical resources, a digital twin can simulate the scenarios using data.  

The predictions provided are almost identical and cost much less than using physical resources.

3.    Maintenance optimization

Tesla builds a digital twin of every car model they produce. They use the digital twin to collect data from their cars in service. They collect and share information with cars on the road.

If the digital twin allows Tesla to predict any maintenance issues for their fleet and fix many maintenance items remotely. If they sense a rattle in a door, they can send an update that adjusts the hydraulics of that door.

4.    Agriculture optimization

Plant and food researchers from America have compiled over 30 years of Kiwi farm pollination data to develop digital twins of the farms. The complex digital twins enable scientists to model several factors at once. In this case the modeling of plants and pollinating bees.

To conduct the experiments in real life, testing only six variables, would require more kiwi farms than exist in New Zealand. The interesting results they learned from the model is the optimum number of female flowers is 65%.

The ideal number of bees is 6-8 bees per 1000 plants and diminishes if more bees are used. I don’t know about you, but 1000 plants per 8 bees sound like a lot of work. I guess that’s where the saying busy as a bee comes from. 

It’s clear to see that digital twins can optimize your operations regardless of your industry.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are A digital twin allows companies to develop a digital version of any scenario they might face in the physical world. Businesses can research, create, test, simulate, and prepare for any scenario they think occurs. Digital twins can optimize your operations.

There are many practical uses for digital twins. Digital twins can model and optimize any part of a business. Here are a few use areas.

1.    When designing buildings

Digital twins allow engineers and architects to develop models based on the location of the building. They can simulate the movement of the building as it sinks into the ground. Modeling the building and how it will change over time- think sinking further into the ground- allows for identifying potential threats and vulnerabilities before they occur. 

This saves money and potential catastrophes. I bet the Leaning Tower of Pisa would have liked this technology.

I remember when I was an engineering student at the University of Cincinnati, and they built a new library while I was there. By the time I graduated, the library was already sinking. The story was, they hadn’t accounted for the weight of the books. I don’t know if this is true, but I’m sure a digital twin would have helped them model that.

2.    Troubleshooting and optimization

These are two areas where digital twins benefit your organization the most. Traditional research and development require vast amounts of data collection and physical resources to check every potential outcome. Instead of using physical resources, a digital twin can simulate the scenarios using data.  

The predictions provided are almost identical and cost much less than using physical resources.

3.    Maintenance optimization

Tesla builds a digital twin of every car model they produce. They use the digital twin to collect data from their cars in service. They collect and share information with cars on the road.

If the digital twin allows Tesla to predict any maintenance issues for their fleet and fix many maintenance items remotely. If they sense a rattle in a door, they can send an update that adjusts the hydraulics of that door.

4.    Agriculture optimization

Plant and food researchers from America have compiled over 30 years of Kiwi farm pollination data to develop digital twins of the farms. The complex digital twins enable scientists to model several factors at once. In this case the modeling of plants and pollinating bees.

To conduct the experiments in real life, testing only six variables, would require more kiwi farms than exist in New Zealand. The interesting results they learned from the model is the optimum number of female flowers is 65%.

The ideal number of bees is 6-8 bees per 1000 plants and diminishes if more bees are used. I don’t know about you, but 1000 plants per 8 bees sound like a lot of work. I guess that’s where the saying busy as a bee comes from. 

It’s clear to see that digital twins can optimize your operations regardless of your industry.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f3ee3352-4d65-48ae-a66a-cb2cba80c4a8Thu, 29 Oct 2020 04:00:00 -070004:43nofull181Tom Reed: Lean Enthusiast & President of American LeanDuring Strategic Planning, your True North doesn’t ChangeIs your organization preparing their strategic planning efforts for next year? I’m sure everyone is eager to complete 2020 and move on. Regardless of how your business has changed, one thing that shouldn’t change is your True North. Your True North doesn’t change.

It is the guiding element that your company truly believes in. Your culture develops because of your True North. Your decision making follows your True North. It guides everything in your organization.

If you have outgrown your original True North, then it makes sense to review it. I’m sure some elements will remain regardless of how your company has grown. How you treat employees and customers might remain the same. How you operate your business within your city will probably remain the same.

What might change? If you say the company will deliver year over year increased sales of 20% for the company, that might need to be adjusted. If you have certain shareholder return numbers in your True North, you might need to review those numbers.

If you want to know what framework I use with companies to develop their True North and develop their Strategic Plan for the year, it is called the Lean Game Plan and consists of four simple steps:

1. Define your championship (Vision)- The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. Leaders must agree upon a few Key Performance Indicators that measure the performance of the business. 

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short period.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

2. Employee training camps- This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provide a background they can rely on when they take part in RIE’s.

3. Follow the Lean Game Plan- Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure they occur. 

Ensure teams have a report-out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient in generating employee engagement and culture change.

4. Half time adjustments- Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that are completed. 

Have a monthly meeting to review the events, formally close events, and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course corrections and you should do the same!

The organizations I have coached over the years that adopt this simple framework have better results compared to organizations that don’t.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

Is your organization preparing their strategic planning efforts for next year? I’m sure everyone is eager to complete 2020 and move on. Regardless of how your business has changed, one thing that shouldn’t change is your True North. Your True North doesn’t change.

It is the guiding element that your company truly believes in. Your culture develops because of your True North. Your decision making follows your True North. It guides everything in your organization.

If you have outgrown your original True North, then it makes sense to review it. I’m sure some elements will remain regardless of how your company has grown. How you treat employees and customers might remain the same. How you operate your business within your city will probably remain the same.

What might change? If you say the company will deliver year over year increased sales of 20% for the company, that might need to be adjusted. If you have certain shareholder return numbers in your True North, you might need to review those numbers.

If you want to know what framework I use with companies to develop their True North and develop their Strategic Plan for the year, it is called the Lean Game Plan and consists of four simple steps:

1. Define your championship (Vision)- The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. Leaders must agree upon a few Key Performance Indicators that measure the performance of the business. 

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short period.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

2. Employee training camps- This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provide a background they can rely on when they take part in RIE’s.

3. Follow the Lean Game Plan- Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure they occur. 

Ensure teams have a report-out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient in generating employee engagement and culture change.

4. Half time adjustments- Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that are completed. 

Have a monthly meeting to review the events, formally close events, and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course corrections and you should do the same!

The organizations I have coached over the years that adopt this simple framework have better results compared to organizations that don’t.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>5da726f9-f409-43bc-b782-23a7bb91a8fcWed, 28 Oct 2020 04:00:00 -070004:51nofull180Tom Reed: Lean Enthusiast & President of American LeanYour Culture Drives your Customer ExperienceIn a recent PwC study, 80% of American consumers say that speed, convenience, knowledgeable help, and friendly service are the most important elements of a positive experience. How does your organization measure against those elements? It’s important to realize that your culture drives your customer experience. If you want a better customer experience, work on improving your culture.

This article points out that 59% of customers will quit doing business with a company after repeated unpleasant experiences. Imagine losing 60% of your customers over the next year because of bad customer experiences.

Your culture, now more than ever being driven remotely, is the largest element that will affect your customer experience. How can you support a customer experience-driven culture?

1. Start with Values

Your culture can develop over time. It can change as you grow or enter new markets. It’s who you are and who you want to be.

Values are part of your True North. Values should drive the culture. Values are fixed and are what you reflect on when you need to make decisions. Without a True North, and the values of the company what culture do you think will develop? If there is no guidance, who knows what will emerge. Chances are it won’t focus on the customer experience.

2.  Who you hire is who your customers will meet 

This isn’t just customer service employees. This includes everyone in the organization. Maybe they won’t meet the accounts payable clerk, but if you make hiring decisions as if your customers will meet this person, what do you think happens to your customer experience?  

When everyone in the company is focused on delivering an exceptional customer experience, your organization will blow everyone else away! Customer experience will become a True North when you hire across the company this way.

3. Measure your company culture

Yes, company culture can be measured. While not as exact as measuring output per hour or the number of clicks on a website, there are several aspects you can measure.

NPS or Net Promoter Score is a measure of how willing you are to promote a company. It asks a simple question “On a scale of 1-10 how likely is it you would recommend brand X to a friend?” A rating of 9-10 is a promoter, 7-8 is neutral and < 7 is a detractor.

This is why the first question on many surveys is how likely are you to recommend X to a friend and then it gives you a 1-10 scale. They are collecting their NPS information.

You can conduct an NPS for your company internally to measure your culture. Instead of asking if they would recommend brand X, you might ask, “How likely are you to recommend our company as a great place to work?” 

Realize that if you go to the trouble to ask, make sure you provide honest feedback to your workforce. Be prepared that your culture isn’t where you want it right now. That’s great. At least you know what you can improve upon.

This information helps you realize that your culture drives your customer experience!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

In a recent PwC study, 80% of American consumers say that speed, convenience, knowledgeable help, and friendly service are the most important elements of a positive experience. How does your organization measure against those elements? It’s important to realize that your culture drives your customer experience. If you want a better customer experience, work on improving your culture.

This article points out that 59% of customers will quit doing business with a company after repeated unpleasant experiences. Imagine losing 60% of your customers over the next year because of bad customer experiences.

Your culture, now more than ever being driven remotely, is the largest element that will affect your customer experience. How can you support a customer experience-driven culture?

1. Start with Values

Your culture can develop over time. It can change as you grow or enter new markets. It’s who you are and who you want to be.

Values are part of your True North. Values should drive the culture. Values are fixed and are what you reflect on when you need to make decisions. Without a True North, and the values of the company what culture do you think will develop? If there is no guidance, who knows what will emerge. Chances are it won’t focus on the customer experience.

2.  Who you hire is who your customers will meet 

This isn’t just customer service employees. This includes everyone in the organization. Maybe they won’t meet the accounts payable clerk, but if you make hiring decisions as if your customers will meet this person, what do you think happens to your customer experience?  

When everyone in the company is focused on delivering an exceptional customer experience, your organization will blow everyone else away! Customer experience will become a True North when you hire across the company this way.

3. Measure your company culture

Yes, company culture can be measured. While not as exact as measuring output per hour or the number of clicks on a website, there are several aspects you can measure.

NPS or Net Promoter Score is a measure of how willing you are to promote a company. It asks a simple question “On a scale of 1-10 how likely is it you would recommend brand X to a friend?” A rating of 9-10 is a promoter, 7-8 is neutral and < 7 is a detractor.

This is why the first question on many surveys is how likely are you to recommend X to a friend and then it gives you a 1-10 scale. They are collecting their NPS information.

You can conduct an NPS for your company internally to measure your culture. Instead of asking if they would recommend brand X, you might ask, “How likely are you to recommend our company as a great place to work?” 

Realize that if you go to the trouble to ask, make sure you provide honest feedback to your workforce. Be prepared that your culture isn’t where you want it right now. That’s great. At least you know what you can improve upon.

This information helps you realize that your culture drives your customer experience!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>077e1cfa-0f8c-45f3-b333-d5934e9d9df5Tue, 27 Oct 2020 04:00:00 -070004:58nofull179Tom Reed: Lean Enthusiast & President of American LeanFour Leadership Skills for the WFH FutureThe reports of companies stating they will allow employees to work from home forever are growing every day. Twitter, Square (same CEO), Shopify, Slack, Facebook, are a few of the tech companies stating employees can work from home indefinitely. Many fintech companies like Mastercard, Capital One, and others are allowing employees to work from home. Leading this way will require a different set of leadership skills. Here are four leadership skills for the WFH future.

1. How to virtually engage employees

When employees can’t get into a room and see reactions to conversations, when they can’t shake hands and commit to a course of action, it is hard to engage employees. Much of the communication cues we pick up are non-verbal cues.

Leaders will have to learn how to discern employee engagement and support for ideas and company initiatives using remote methods. They will have to learn how to shorten their communication when introducing key initiatives to keep everyone’s attention and ensure they leave time to answer group questions.

Leaders will have to put more effort into reaching out individually since some employees might remain quiet on group zoom calls. This will require more time but increased engagement is worth it.

2. How to interview, hire and train employees remotely

The first step in the hiring process often begins with a phone call. Then prospective employees are invited into an office to meet others in the company. This lets everyone get to know each other. What will there be to show people around? Will you show them processes or systems they might use if hired? What type of training might be involved?

How will your company differentiate itself from other companies after the same candidate? Virtual interviews might all look and feel alike. Think about ways you can step up your virtual game to separate your company in the candidate’s mind. 

3. How to measure productivity based on results, not hours

Early on in my career, I remember one of the older industrial engineers used to say, “It doesn’t take an Industrial engineer 8 hours to do 8 hours' worth of work.” His point was since IE’s are supposed to be efficiency experts, we should be able to do the work in less than 8 hours.

I’ve been in companies where managers lingered near the doors when it came close to quitting time to see if anyone was leaving 5 minutes early. Who cares? 

As a leader, it’s important to measure the correct KPI’s in place to measure results not hours worked. If you have professionals that are knowledge workers, measure results not hours. 

4. How to identify and foster intrapreneurship 

The status quo within your business will not cut if moving forward. Your key job as a leader is to develop a culture of creativity and identify employees who want to drive new ideas in your company. Your intrapreneurs. 

Look for employees who question how things are done. Search for employees who offer suggestions for improving processes. Listen to new ideas from your employees, these are people who want to develop new products or offerings. Take advantage of their creativity!

Make sure you establish the right infrastructure for them to succeed! There are attributes your culture has to have to support the intrapreneurs. If you need help, reach out and I’ll be glad to help!

These four are just a few leadership skills for the WFH future you will need to master.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

The reports of companies stating they will allow employees to work from home forever are growing every day. Twitter, Square (same CEO), Shopify, Slack, Facebook, are a few of the tech companies stating employees can work from home indefinitely. Many fintech companies like Mastercard, Capital One, and others are allowing employees to work from home. Leading this way will require a different set of leadership skills. Here are four leadership skills for the WFH future.

1. How to virtually engage employees

When employees can’t get into a room and see reactions to conversations, when they can’t shake hands and commit to a course of action, it is hard to engage employees. Much of the communication cues we pick up are non-verbal cues.

Leaders will have to learn how to discern employee engagement and support for ideas and company initiatives using remote methods. They will have to learn how to shorten their communication when introducing key initiatives to keep everyone’s attention and ensure they leave time to answer group questions.

Leaders will have to put more effort into reaching out individually since some employees might remain quiet on group zoom calls. This will require more time but increased engagement is worth it.

2. How to interview, hire and train employees remotely

The first step in the hiring process often begins with a phone call. Then prospective employees are invited into an office to meet others in the company. This lets everyone get to know each other. What will there be to show people around? Will you show them processes or systems they might use if hired? What type of training might be involved?

How will your company differentiate itself from other companies after the same candidate? Virtual interviews might all look and feel alike. Think about ways you can step up your virtual game to separate your company in the candidate’s mind. 

3. How to measure productivity based on results, not hours

Early on in my career, I remember one of the older industrial engineers used to say, “It doesn’t take an Industrial engineer 8 hours to do 8 hours' worth of work.” His point was since IE’s are supposed to be efficiency experts, we should be able to do the work in less than 8 hours.

I’ve been in companies where managers lingered near the doors when it came close to quitting time to see if anyone was leaving 5 minutes early. Who cares? 

As a leader, it’s important to measure the correct KPI’s in place to measure results not hours worked. If you have professionals that are knowledge workers, measure results not hours. 

4. How to identify and foster intrapreneurship 

The status quo within your business will not cut if moving forward. Your key job as a leader is to develop a culture of creativity and identify employees who want to drive new ideas in your company. Your intrapreneurs. 

Look for employees who question how things are done. Search for employees who offer suggestions for improving processes. Listen to new ideas from your employees, these are people who want to develop new products or offerings. Take advantage of their creativity!

Make sure you establish the right infrastructure for them to succeed! There are attributes your culture has to have to support the intrapreneurs. If you need help, reach out and I’ll be glad to help!

These four are just a few leadership skills for the WFH future you will need to master.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>6349317d-30b9-4a7f-a2c1-6af77f39117bMon, 26 Oct 2020 04:00:00 -070004:50nofull178Since the WFH situation appears to be staying for awhile, here are four leadership skills for the WFH future you'll want to consider!Tom Reed: Lean Enthusiast & President of American LeanReplay- MD Engineering Uses Lean to Improve Cash Flow to GrowOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with MD Engineering.

MD Engineering founded in 1999 and located in Corona, California is a nationally recognized leading producer and distributor of quality machined products providing parts to the military, industrial and commercial manufacturers worldwide. They are a leading supplier of complex machined parts, assemblies, and “buy complete” components to the commercial aerospace, military, and contract manufacturing industries. With a strategic focus on lean manufacturing, they manufacture and assemble tight tolerance and short lead-time projects based on customers’ demands.

These are some key points taken from my interview with the Chief Operations Officer Ryan Cortes.

1.  MD began its Lean journey in 2009. They have been aggressively pursuing change for eleven years".
2.  "One of the things that we learned early on was the principles that Lean talks about were true! We ended the year with great sales dollars but had no cash in the bank. It was all tied up in inventory!"
3.  "If you have a dollar in cash you can spend it if you have a dollar tied up in inventory- you can't do anything with it. Cash is king in a small business."
4. "Lean absolutely applies in a machine shop setting. I can't think of a company that Lean is more applicable in than a machine shop."
5. I would get some training as you begin your Lean journey. I don't think the theory sinks in at first for the average person.
6. I wasn't optimistic about what Lean could do for us. I was trying to appease a customer. But as I learned more about it and MD Engineering embraced it, there is no doubt we would not have enjoyed the growth that we have had without a Lean transformation.

 To hear Ryan’s interview please join us on the podcast at Americanlean.com episode forty-seven.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with MD Engineering.

MD Engineering founded in 1999 and located in Corona, California is a nationally recognized leading producer and distributor of quality machined products providing parts to the military, industrial and commercial manufacturers worldwide. They are a leading supplier of complex machined parts, assemblies, and “buy complete” components to the commercial aerospace, military, and contract manufacturing industries. With a strategic focus on lean manufacturing, they manufacture and assemble tight tolerance and short lead-time projects based on customers’ demands.

These are some key points taken from my interview with the Chief Operations Officer Ryan Cortes.

1.  MD began its Lean journey in 2009. They have been aggressively pursuing change for eleven years".
2.  "One of the things that we learned early on was the principles that Lean talks about were true! We ended the year with great sales dollars but had no cash in the bank. It was all tied up in inventory!"
3.  "If you have a dollar in cash you can spend it if you have a dollar tied up in inventory- you can't do anything with it. Cash is king in a small business."
4. "Lean absolutely applies in a machine shop setting. I can't think of a company that Lean is more applicable in than a machine shop."
5. I would get some training as you begin your Lean journey. I don't think the theory sinks in at first for the average person.
6. I wasn't optimistic about what Lean could do for us. I was trying to appease a customer. But as I learned more about it and MD Engineering embraced it, there is no doubt we would not have enjoyed the growth that we have had without a Lean transformation.

 To hear Ryan’s interview please join us on the podcast at Americanlean.com episode forty-seven.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>8c4be4a7-ac8f-4723-9339-11b9e2e75798Fri, 23 Oct 2020 04:00:00 -070013:14nofull177Tom Reed: Lean Enthusiast & President of American LeanMercedes Benz is taking a Holistic Approach to Industry 4.0I’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. Two weeks ago I mentioned how Porsche and Bugatti are 3D printing brake calipers and replacement parts for their cars. This week, I want to share how Mercedes Benz is taking a holistic approach to Industry 4.0 technologies to integrate all their plants together and the savings they expect.

It is called MO360 (Mercedes Benz Car Operations) 360. MO360 is a suite of software applications that gathers and integrates real-time information to provide information to operators across a simple user interface. About 30 facilities worldwide are taking advantage of parts of the software.

What does Mercedes hope to gain?

1. Rapid software sprints

They use cross-functional teams with production and IT support to develop the software ecosystem. According to Daimler CIO- Jan Brecht- “Organizational boundaries no longer have a role to play. All teams systematically utilize continuous feedback from production to optimize and enhance digital tools.”

The sprints are two weeks long and focus on adding perceptible user benefits. According to Brecht “For software engineering in the field of production, that is an absolute record.”

2. Paperless manufacturing

Mercedes just opened a brand new factory in Sindelfingen, Germany. It is referred to as factory 56 and will the testbed for everything Mercedes does regarding MO360.

The factory is designed with 5G mobile technology built-in so that all sensors, equipment, and systems can communicate with each other. The system knows by the inch the location of each vehicle in the factory.

Operators use a digital information system that gives them the information they need to work on the vehicle in front of them. All inspection forms are completed digitally. It’s estimated this will save 10M tons of paper annually!

3. Real-time quality information

Mercedes is using a system called Quality Live inside of MO360 that gives employees push-button real-time quality status of any vehicle. Any non-conformances are taken care of before the car reaches the end of the assembly line.

MO360 monitors quality issues and using Artificial Intelligence, offers process improvements based upon analyzing the quality data.

4. KPI’s

The MO360 system provides up to the minute KPIs (Key Performance Indicators) so production leaders can react to what is happening on the production line. Adjustments to schedules, sequences, etc. are shared instantly with suppliers.

5. TPM

When all plants throughout the world connect to MO360, the system will monitor and learn from maintenance occurrences. The system will offer predictive maintenance and plan the maintenance outage for an optimal time.

As an example, as the system learns that a motor driving a conveyor belt fails after 50,000 hours, it can schedule replacements throughout the system and keep the correct number of motors on hand for replacement. This helps save MRO spend on this huge organization.

I hope enjoyed learning how Mercedes Benz is taking a holistic approach to Industry 4.0! I know I like bringing you this information.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

I’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. Two weeks ago I mentioned how Porsche and Bugatti are 3D printing brake calipers and replacement parts for their cars. This week, I want to share how Mercedes Benz is taking a holistic approach to Industry 4.0 technologies to integrate all their plants together and the savings they expect.

It is called MO360 (Mercedes Benz Car Operations) 360. MO360 is a suite of software applications that gathers and integrates real-time information to provide information to operators across a simple user interface. About 30 facilities worldwide are taking advantage of parts of the software.

What does Mercedes hope to gain?

1. Rapid software sprints

They use cross-functional teams with production and IT support to develop the software ecosystem. According to Daimler CIO- Jan Brecht- “Organizational boundaries no longer have a role to play. All teams systematically utilize continuous feedback from production to optimize and enhance digital tools.”

The sprints are two weeks long and focus on adding perceptible user benefits. According to Brecht “For software engineering in the field of production, that is an absolute record.”

2. Paperless manufacturing

Mercedes just opened a brand new factory in Sindelfingen, Germany. It is referred to as factory 56 and will the testbed for everything Mercedes does regarding MO360.

The factory is designed with 5G mobile technology built-in so that all sensors, equipment, and systems can communicate with each other. The system knows by the inch the location of each vehicle in the factory.

Operators use a digital information system that gives them the information they need to work on the vehicle in front of them. All inspection forms are completed digitally. It’s estimated this will save 10M tons of paper annually!

3. Real-time quality information

Mercedes is using a system called Quality Live inside of MO360 that gives employees push-button real-time quality status of any vehicle. Any non-conformances are taken care of before the car reaches the end of the assembly line.

MO360 monitors quality issues and using Artificial Intelligence, offers process improvements based upon analyzing the quality data.

4. KPI’s

The MO360 system provides up to the minute KPIs (Key Performance Indicators) so production leaders can react to what is happening on the production line. Adjustments to schedules, sequences, etc. are shared instantly with suppliers.

5. TPM

When all plants throughout the world connect to MO360, the system will monitor and learn from maintenance occurrences. The system will offer predictive maintenance and plan the maintenance outage for an optimal time.

As an example, as the system learns that a motor driving a conveyor belt fails after 50,000 hours, it can schedule replacements throughout the system and keep the correct number of motors on hand for replacement. This helps save MRO spend on this huge organization.

I hope enjoyed learning how Mercedes Benz is taking a holistic approach to Industry 4.0! I know I like bringing you this information.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>595bd7d2-af01-43d1-b295-5929b483391aThu, 22 Oct 2020 04:00:00 -070005:15nofull176Tom Reed: Lean Enthusiast & President of American LeanKeep Your Lean Journey Moving ForwardOne of Henry Ford’s sayings is that “Coming together is the beginning, keeping together is progress and working together is a success.” Grand words from a great Lean influencer. The tendency might be to put off your Lean activities given the current environment. I believe it’s more important than ever to keep your Lean journey moving forward!

I still coach companies and lead Rapid Improvement Events in today’s environment. We all wear masks and stay six feet from each other as much as possible. We can still use our most important attribute- our brains to solve problems and improve processes. Here are some activities you can do to keep your lean journey moving forward.

1. Rationalize inventory & product offerings

Why start here? Chances are your customer’s buying patterns have changed since March 2020. It’s time to look at those buying patterns and understand if there are products they aren’t buying anymore.

The flip side is also true. Are there products they are buying more of? Regardless, it’s a great time to evaluate your inventory and product offerings. My bet is you can conduct some inventory and product rationalization.

2. Re-design your lines

If you have had a change in mix and volume, it is a great time to re-design the lines that make your product. Are you taking advantage of the powerful tools of mixed-model lines? These can support a daily change in mix and volume easier than fixed volume lines.

There are ways to calculate exactly how many resources of both people and machines are required to produce any mix. After you conduct your rationalization, design efficient ways to produce your product.

3. Focus on the customer journey

How are your customers buying your product now? Are they placing orders through your website? Are they picking up the phone? I doubt they are asking for your sales team to come to visit them. What can you do to keep the relationships with the customers you have?

Focus on understanding the customer journey and removing friction from that process. Remember, people like to do business with people they know like, and trust. What can you do to keep your great relationships with your customers?

4. Train employees

Many organizations put off training until the last minute. I don’t know why, but they do. Is there required training you can conduct with your employees? Are there audits that need to be conducted? Is there re-certification training you can conduct?

What about lean training? While I don’t deliver training that way, there is no shortage of on-line lean training that you can attend. Just make sure there is some activity required after the training, so your employees learn how to use whatever they just learned.

As you can see, now is not the time to stop. It’s more important than ever to keep your lean journey moving forward!

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

One of Henry Ford’s sayings is that “Coming together is the beginning, keeping together is progress and working together is a success.” Grand words from a great Lean influencer. The tendency might be to put off your Lean activities given the current environment. I believe it’s more important than ever to keep your Lean journey moving forward!

I still coach companies and lead Rapid Improvement Events in today’s environment. We all wear masks and stay six feet from each other as much as possible. We can still use our most important attribute- our brains to solve problems and improve processes. Here are some activities you can do to keep your lean journey moving forward.

1. Rationalize inventory & product offerings

Why start here? Chances are your customer’s buying patterns have changed since March 2020. It’s time to look at those buying patterns and understand if there are products they aren’t buying anymore.

The flip side is also true. Are there products they are buying more of? Regardless, it’s a great time to evaluate your inventory and product offerings. My bet is you can conduct some inventory and product rationalization.

2. Re-design your lines

If you have had a change in mix and volume, it is a great time to re-design the lines that make your product. Are you taking advantage of the powerful tools of mixed-model lines? These can support a daily change in mix and volume easier than fixed volume lines.

There are ways to calculate exactly how many resources of both people and machines are required to produce any mix. After you conduct your rationalization, design efficient ways to produce your product.

3. Focus on the customer journey

How are your customers buying your product now? Are they placing orders through your website? Are they picking up the phone? I doubt they are asking for your sales team to come to visit them. What can you do to keep the relationships with the customers you have?

Focus on understanding the customer journey and removing friction from that process. Remember, people like to do business with people they know like, and trust. What can you do to keep your great relationships with your customers?

4. Train employees

Many organizations put off training until the last minute. I don’t know why, but they do. Is there required training you can conduct with your employees? Are there audits that need to be conducted? Is there re-certification training you can conduct?

What about lean training? While I don’t deliver training that way, there is no shortage of on-line lean training that you can attend. Just make sure there is some activity required after the training, so your employees learn how to use whatever they just learned.

As you can see, now is not the time to stop. It’s more important than ever to keep your lean journey moving forward!

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>4e123ef7-d062-4a34-a57f-ebbf4aeed0cdWed, 21 Oct 2020 04:00:00 -070004:16nofull175It might seem like the time to stop, but it is more important than ever to keep your lean journey moving forward with these four tips!Tom Reed: Lean Enthusiast & President of American LeanFour Guidelines for Supporting Your Lean IntrapreneursThe employees that are working as lean coordinators, six sigma black belts, etc are really intrapreneurs. Learn how you can support them for success!

1. Provide a defined time frame for participation
2. Have clearly defined goals for the business
3. Choose wisely and provide training
4. Measure and adjust as necessary

Learn how you can support these intrapreneurs!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>The employees that are working as lean coordinators, six sigma black belts, etc are really intrapreneurs. Learn how you can support them for success!

1. Provide a defined time frame for participation
2. Have clearly defined goals for the business
3. Choose wisely and provide training
4. Measure and adjust as necessary

Learn how you can support these intrapreneurs!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>2519a60f-63d9-482e-8035-a3451cfdc20cTue, 20 Oct 2020 04:00:00 -070005:31nofull174Tom Reed: Lean Enthusiast & President of American LeanThe Importance of a Management System to Support Servant LeadersServant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization’s culture. One way to change your culture is to develop and support servant leaders.

Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied.

Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.”

Servant leader characteristics that he identified is that they are:

• Trustworthy
• Self-aware
• Humble
• Caring
• Visionary
• Empowering
• Relational
• Competent
• Good stewards
• Community builders

These characteristics sound amazing but are they possible in today’s department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars.

A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn’t establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing.

With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone’s actions to a common Management System eliminates confusion.

Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering.

While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders.

1. Are my actions helping my employees learn and grow?

2. Are my actions helping my employees become more autonomous?

3. Are my actions helping my employees become servant leaders themselves?

These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders.

The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with.

Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode three.ate and Review Here

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Servant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization’s culture. One way to change your culture is to develop and support servant leaders.

Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied.

Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.”

Servant leader characteristics that he identified is that they are:

• Trustworthy
• Self-aware
• Humble
• Caring
• Visionary
• Empowering
• Relational
• Competent
• Good stewards
• Community builders

These characteristics sound amazing but are they possible in today’s department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars.

A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn’t establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing.

With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone’s actions to a common Management System eliminates confusion.

Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering.

While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders.

1. Are my actions helping my employees learn and grow?

2. Are my actions helping my employees become more autonomous?

3. Are my actions helping my employees become servant leaders themselves?

These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders.

The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with.

Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode three.ate and Review Here

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]]>6a57f87d-66e9-4469-a60c-8397d0eda941Mon, 19 Oct 2020 04:00:00 -070005:02nofull173Tom Reed: Lean Enthusiast & President of American LeanIndustry 4.0 IOT with Factory WizRate and Review Here

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]]>Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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Join me on Linked In

]]>136e136c-15df-4a45-af0a-ca9b9a883344Fri, 16 Oct 2020 04:00:00 -070016:49nofull172Tom Reed: Lean Enthusiast & President of American LeanAugmented Reality is Going to the DogsI’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. This week I came across an article sharing how the Army is testing Augmented Reality on dogs. Augmented reality is going to the dogs.

Dogs are deployed in lots of ways in the Army. They sniff out explosives; they search for hazardous material, the conduct rescue missions. You know, when a Saint Bernard rescues you on a mountain with a martini barrel around his neck. I guess I watched too much Bugs Bunny as a kid.

Imagine being in a battle and now you have to try to give commands to a dog. It’s doubtful they can hear the command. Hand signals might be too hard to understand. It could put the soldier in harm's way. To search for other solutions, the Army is developing and trialing Augmented Reality glasses on the service dogs.

The technology is being developed by a company in Seattle called

Command Sight. It must be top secret because there is nothing on their website except a picture of a black labrador retriever.

The founder of the company A.J. Pepper states that “the system could fundamentally change how military canines are deployed in the future.” The proof of concept so far has been very promising.

To test the Augmented Reality technology, they are testing it on dogs that are already used to wearing protective eyewear. Dogs deployed in inclement weather or aerial deployments. These dogs are accustomed to wearing devices on their heads already.

Testing the technology using these dogs is shortening the learning cycle because the AR is being adopted into what they already wear. What does the dog see? Is he shown large 3D bones? Is he shown a slipper to chew on?

Unfortunately, they don’t get to see a 3D bone. They receive visual cues that guide them to the desired location. Imagine a light showing up on your left or right side to guide you through a maze. It would make those corn mazes less frustrating.

The soldier can see what the dogs sees and uses that information to guide the dog where they need him. The soldier can do this from a safe distance away. 

Currently, the system is leash based, but they are working on a remote battery operated system as quickly as possible. The time frame for getting the augmented reality technology into the hands of the soldiers is still several years away.

As you can see, in this case, augmented reality is going to the dogs! The uses of new technologies never cease to amaze me. 

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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Join me on I’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. This week I came across an article sharing how the Army is testing Augmented Reality on dogs. Augmented reality is going to the dogs.

Dogs are deployed in lots of ways in the Army. They sniff out explosives; they search for hazardous material, the conduct rescue missions. You know, when a Saint Bernard rescues you on a mountain with a martini barrel around his neck. I guess I watched too much Bugs Bunny as a kid.

Imagine being in a battle and now you have to try to give commands to a dog. It’s doubtful they can hear the command. Hand signals might be too hard to understand. It could put the soldier in harm's way. To search for other solutions, the Army is developing and trialing Augmented Reality glasses on the service dogs.

The technology is being developed by a company in Seattle called

Command Sight. It must be top secret because there is nothing on their website except a picture of a black labrador retriever.

The founder of the company A.J. Pepper states that “the system could fundamentally change how military canines are deployed in the future.” The proof of concept so far has been very promising.

To test the Augmented Reality technology, they are testing it on dogs that are already used to wearing protective eyewear. Dogs deployed in inclement weather or aerial deployments. These dogs are accustomed to wearing devices on their heads already.

Testing the technology using these dogs is shortening the learning cycle because the AR is being adopted into what they already wear. What does the dog see? Is he shown large 3D bones? Is he shown a slipper to chew on?

Unfortunately, they don’t get to see a 3D bone. They receive visual cues that guide them to the desired location. Imagine a light showing up on your left or right side to guide you through a maze. It would make those corn mazes less frustrating.

The soldier can see what the dogs sees and uses that information to guide the dog where they need him. The soldier can do this from a safe distance away. 

Currently, the system is leash based, but they are working on a remote battery operated system as quickly as possible. The time frame for getting the augmented reality technology into the hands of the soldiers is still several years away.

As you can see, in this case, augmented reality is going to the dogs! The uses of new technologies never cease to amaze me. 

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>20797840-9231-4fe6-9006-2985a124a403Thu, 15 Oct 2020 04:00:00 -070004:02nofull171Augmented reality is going to the dogs! Learn how the Army is testing augmented reality using military service dogs in this podcast episode!Tom Reed: Lean Enthusiast & President of American LeanHow to Improve Every Day with KataWe call it continuous improvement because we continually want to improve in small increments. Unlike a sport, there is no time limit and you don’t keep score. Continuous improvement is not a race and you are never done. Sometimes you’ll want to focus on specific items to improve every day with Kata.

What are some examples? Quality is one. I’ve worked with companies that had nagging quality issues they wanted to eliminate. I coached them to begin using the Kata method to attack these issues and several months later they made 90%+ improvements.

What is a Kata? The word Kata- roughly translated means “way of doing.” If you have taken any martial arts, you learn something call forms. These forms are the basis for learning the movements you need to deploy the martial arts. Think wax on, wax off in the Karate Kid. Practicing the forms is called Kata.

How do you use Kata in real-life?

There are two types of Kata, a coaching Kata and an improvement Kata. I’m going to focus on the improvement Kata in this blog.

Let’s learn how to deploy this methodology.

1. Understand what you want to improve

This is your process focus. While this may sound easy, it’s important not to choose an area or process that is too large. 5-ton press mis-alignment is better than press mis-alignment. It focuses you upon a specific process.

2. Where are we?

This is the current condition. Ask questions like how often does this occur? How much is it costing you? How many defects are being generated? It may take some time to quantify the current condition. Make sure you take your time to gather the information.

I like to focus on the 80/20 rule. What are the 20% of the defects that are causing 80% of the defects? This is a great starting point.

3. What is the challenge?

Here you are establishing the improvement parameters. Chances are, you won’t eliminate 100% of the defects within a certain time frame. If it was that easy, you would have done it years ago. Maybe you hope to eliminate 50% of the hole related issues off a certain piece of equipment.

It could be to reduce customer churn by 25%. It could be to improve first call handling of a customer by 45%. The important thing is you are trying to quantify the improvement for the first round of Kata activities.

4. How long are you going to conduct the Kata for this process?

By having a time frame for experimentation, it drives a sense of urgency. The number of improvement cycles you conduct depends upon how long the process takes to run. If you are developing cells for bio-technology your cycles could be weeks. If you are stamping parts, your process could be seconds.

Take this information into account when you set your time frame for conducting your Kata cycle.

5. PDCA Cycles

PDCA means plan, do, check, act. It comes from Edward Deming, a famous quality guru and is called the Deming wheel, or Deming cycle.

These are the steps you want to follow when trialing your Kata experiments.

Plan- what is the plan for collecting data from the process? What are the experiment parameters? What settings are you going to use? All of this and more needs to be understood before you begin an experiment.

Do- Conduct the experiment.

Check- Collect and analyze the data. What does it tell you? Did you get the result you were expecting?

Act- Plan the next round of experiments using this methodology.

6. Obstacles and parking lot

We want to capture any obstacles that prevented us from performing the experiment. Did equipment break down? Was there an interruption to the process? Did employees not show up to work? Capture any obstacles that keep you]]>We call it continuous improvement because we continually want to improve in small increments. Unlike a sport, there is no time limit and you don’t keep score. Continuous improvement is not a race and you are never done. Sometimes you’ll want to focus on specific items to improve every day with Kata.

What are some examples? Quality is one. I’ve worked with companies that had nagging quality issues they wanted to eliminate. I coached them to begin using the Kata method to attack these issues and several months later they made 90%+ improvements.

What is a Kata? The word Kata- roughly translated means “way of doing.” If you have taken any martial arts, you learn something call forms. These forms are the basis for learning the movements you need to deploy the martial arts. Think wax on, wax off in the Karate Kid. Practicing the forms is called Kata.

How do you use Kata in real-life?

There are two types of Kata, a coaching Kata and an improvement Kata. I’m going to focus on the improvement Kata in this blog.

Let’s learn how to deploy this methodology.

1. Understand what you want to improve

This is your process focus. While this may sound easy, it’s important not to choose an area or process that is too large. 5-ton press mis-alignment is better than press mis-alignment. It focuses you upon a specific process.

2. Where are we?

This is the current condition. Ask questions like how often does this occur? How much is it costing you? How many defects are being generated? It may take some time to quantify the current condition. Make sure you take your time to gather the information.

I like to focus on the 80/20 rule. What are the 20% of the defects that are causing 80% of the defects? This is a great starting point.

3. What is the challenge?

Here you are establishing the improvement parameters. Chances are, you won’t eliminate 100% of the defects within a certain time frame. If it was that easy, you would have done it years ago. Maybe you hope to eliminate 50% of the hole related issues off a certain piece of equipment.

It could be to reduce customer churn by 25%. It could be to improve first call handling of a customer by 45%. The important thing is you are trying to quantify the improvement for the first round of Kata activities.

4. How long are you going to conduct the Kata for this process?

By having a time frame for experimentation, it drives a sense of urgency. The number of improvement cycles you conduct depends upon how long the process takes to run. If you are developing cells for bio-technology your cycles could be weeks. If you are stamping parts, your process could be seconds.

Take this information into account when you set your time frame for conducting your Kata cycle.

5. PDCA Cycles

PDCA means plan, do, check, act. It comes from Edward Deming, a famous quality guru and is called the Deming wheel, or Deming cycle.

These are the steps you want to follow when trialing your Kata experiments.

Plan- what is the plan for collecting data from the process? What are the experiment parameters? What settings are you going to use? All of this and more needs to be understood before you begin an experiment.

Do- Conduct the experiment.

Check- Collect and analyze the data. What does it tell you? Did you get the result you were expecting?

Act- Plan the next round of experiments using this methodology.

6. Obstacles and parking lot

We want to capture any obstacles that prevented us from performing the experiment. Did equipment break down? Was there an interruption to the process? Did employees not show up to work? Capture any obstacles that keep you from completing the experiments.

Parking Lot- Did you learn something during a Kata experiment that you want to try later? Capture the idea so you don’t forget about it. Put these ideas in a parking lot.

7. Use a Kata board

Putting this information on a board in the department or area keeps the process in front of everyone. Review the information during your morning huddles. Take a few minutes to answer questions and review what you’ve learned.

Quickly brainstorm new ideas based upon what you have learned. This board can be combined with other boards such as performance boards, etc.

8. Frequency

It’s important not to get lost in what you want to accomplish. Yes, it can be a daily problem-solving method. Chances are though, you won’t need to improve every day with Kata. Don’t get concerned over that. Especially when you are beginning.

Follow the process, schedule your experiments to learn, and repeat. If you do this, you will improve every day with Kata!

It is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>4e57af44-c4c9-4b05-840e-86a8d50c5f4aWed, 14 Oct 2020 04:00:00 -070006:51nofull170Tom Reed: Lean Enthusiast & President of American LeanThree Steps to Transform your CultureWhat does it mean to transform your culture? Company cultures develop because of the leadership provided. If you have indecisive leadership, your company probably takes forever to make decisions. There is no sense of urgency.

The opposite is also true, if the leadership style is to constantly change direction based upon the thought of the day, your company culture is probably very chaotic. Employees won’t react because they know that something new is coming soon.

In either scenario, your company doesn’t react to opportunities. How can you transform your culture? Start with these tips.

1. Identity the culture that you desire

Having worked with over 60 companies in my consulting career, I’ve coached many leaders and business owners. Often there is frustration because things aren’t going as they would like, and they don’t know what to do about it.

The first thing I do is work with the leadership team is to identify the culture they desire. We do this through a vision session with the entire leadership team. When everyone on the leadership team buys into the culture they want, it is easier for them to support the efforts to achieve it. The leader of the organization will have to drive this session or get facilitation from the outside.

2. Gather input from others

Now that the leadership team has identified the culture they want, share the ideas generated with the next layer in the organization, and get their input. Are there topics you didn’t consider? I’m sure there are. As you become removed from the day-to-day operations, you probably understand less of what others in the company desire from company culture.

Generate a True North for the organization. A True North is different from a mission and vision statement. It is more encompassing and includes cultural elements.

3. Reinforce the new norm

Now that there is alignment on the culture you desire, you as leaders have to support activities that will develop the culture. There will be times you will need to have straightforward and honest conversations with employees. Do that professionally and refer to the True North as support.

It will take time for the culture to mold to your desired state. Repeat yourself hundreds of times, but always be consistent. Praise employees when they act in a manner that supports the True North and the culture you are trying to develop.

Share examples of situations where the new culture is taking hold. Do this through your intranet, newsletter, or whatever communication method your company uses. Ask employees to get involved by sharing examples where they have seen culture flourishing.

If you follow these tips, I know your company can transform your culture!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

What does it mean to transform your culture? Company cultures develop because of the leadership provided. If you have indecisive leadership, your company probably takes forever to make decisions. There is no sense of urgency.

The opposite is also true, if the leadership style is to constantly change direction based upon the thought of the day, your company culture is probably very chaotic. Employees won’t react because they know that something new is coming soon.

In either scenario, your company doesn’t react to opportunities. How can you transform your culture? Start with these tips.

1. Identity the culture that you desire

Having worked with over 60 companies in my consulting career, I’ve coached many leaders and business owners. Often there is frustration because things aren’t going as they would like, and they don’t know what to do about it.

The first thing I do is work with the leadership team is to identify the culture they desire. We do this through a vision session with the entire leadership team. When everyone on the leadership team buys into the culture they want, it is easier for them to support the efforts to achieve it. The leader of the organization will have to drive this session or get facilitation from the outside.

2. Gather input from others

Now that the leadership team has identified the culture they want, share the ideas generated with the next layer in the organization, and get their input. Are there topics you didn’t consider? I’m sure there are. As you become removed from the day-to-day operations, you probably understand less of what others in the company desire from company culture.

Generate a True North for the organization. A True North is different from a mission and vision statement. It is more encompassing and includes cultural elements.

3. Reinforce the new norm

Now that there is alignment on the culture you desire, you as leaders have to support activities that will develop the culture. There will be times you will need to have straightforward and honest conversations with employees. Do that professionally and refer to the True North as support.

It will take time for the culture to mold to your desired state. Repeat yourself hundreds of times, but always be consistent. Praise employees when they act in a manner that supports the True North and the culture you are trying to develop.

Share examples of situations where the new culture is taking hold. Do this through your intranet, newsletter, or whatever communication method your company uses. Ask employees to get involved by sharing examples where they have seen culture flourishing.

If you follow these tips, I know your company can transform your culture!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>66bfe870-470c-4e57-89e0-73b4afb01105Tue, 13 Oct 2020 04:00:00 -070004:29nofull169Tom Reed: Lean Enthusiast & President of American LeanFour Tips to Identify Leadership PotentialIdentifying leadership potential in others is part of your job as a leader. There’s an old saying if you are the smartest person in the room, you are in the wrong room. Hopefully, you have been told that for you to move to other opportunities; Find your replacement. How do you find your replacement? Here are four tips to identify leadership potential.

Tip 1- Someone who is approachable

Being a leader requires you to be approachable. The company might put you into a position of authority without being approachable, but will that make you an outstanding leader? Don’t get this confused with being an introvert or an extrovert. Either personality type can be approachable.

Being approachable means you’re comfortable answering questions. It means you take the time required to support others and problem-solve together. You act humbly with your peers and leaders.

Observe how others in the company interact with this individual to get an idea of how approachable they are. If others will work with this person, ask questions, and willingly share information, that is a significant sign!

Tip 2- They remain calm

I think we can all agree business has changed a lot recently. How have your employees reacted? Have some hit the panic button and begin playing the blame game? Have others stepped into a problem-solving mindset?

The ones who remain calm and focus on problem-solving are the ones who will make great future leaders. They understand that stuff happens in business and when it does, complaining won’t solve problems. Look for employees who remain calm. 

Tip 3- They have an open mind

If they have been able to remain calm and work to problem solve, chances are they have an open mind. This might mean that what used to work before won’t work now, and we better figure out some ways to move forward.

Having an open mind means they aren’t wedded to a fixed solution. Which means they are…

Tip 4- Adaptable

I think we can all agree being adaptable is a wonderful trait to have. Future leaders will have to be adaptable. Who knows what will happen week-to-week or even day-to-day. Leaders will have to quickly understand the impact of the changes and lead their teams to adapt as well with minimum disruption to the company.

Look for people that are fine operating where there is ambiguity. Identify people who are fine making decisions and moving on.  

Identifying the next leaders within any organization is key to the ongoing success of any company. If you keep these four tips in mind, I know you will identify leadership potential in your employees!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Identifying leadership potential in others is part of your job as a leader. There’s an old saying if you are the smartest person in the room, you are in the wrong room. Hopefully, you have been told that for you to move to other opportunities; Find your replacement. How do you find your replacement? Here are four tips to identify leadership potential.

Tip 1- Someone who is approachable

Being a leader requires you to be approachable. The company might put you into a position of authority without being approachable, but will that make you an outstanding leader? Don’t get this confused with being an introvert or an extrovert. Either personality type can be approachable.

Being approachable means you’re comfortable answering questions. It means you take the time required to support others and problem-solve together. You act humbly with your peers and leaders.

Observe how others in the company interact with this individual to get an idea of how approachable they are. If others will work with this person, ask questions, and willingly share information, that is a significant sign!

Tip 2- They remain calm

I think we can all agree business has changed a lot recently. How have your employees reacted? Have some hit the panic button and begin playing the blame game? Have others stepped into a problem-solving mindset?

The ones who remain calm and focus on problem-solving are the ones who will make great future leaders. They understand that stuff happens in business and when it does, complaining won’t solve problems. Look for employees who remain calm. 

Tip 3- They have an open mind

If they have been able to remain calm and work to problem solve, chances are they have an open mind. This might mean that what used to work before won’t work now, and we better figure out some ways to move forward.

Having an open mind means they aren’t wedded to a fixed solution. Which means they are…

Tip 4- Adaptable

I think we can all agree being adaptable is a wonderful trait to have. Future leaders will have to be adaptable. Who knows what will happen week-to-week or even day-to-day. Leaders will have to quickly understand the impact of the changes and lead their teams to adapt as well with minimum disruption to the company.

Look for people that are fine operating where there is ambiguity. Identify people who are fine making decisions and moving on.  

Identifying the next leaders within any organization is key to the ongoing success of any company. If you keep these four tips in mind, I know you will identify leadership potential in your employees!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c59a7226-fd1c-4d69-b277-a796dc0a9ac7Mon, 12 Oct 2020 04:00:00 -070003:42nofull168Part of you job as a leader if to identify leadership potential in others. How do you do that? Here are four tips that will help!Tom Reed: Lean Enthusiast & President of American LeanGeater Machining Shares How They Used Lean to Help them Grow from 10M to 45MGoing all in and support from leadership allowed Geater to 4X their growth

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>Going all in and support from leadership allowed Geater to 4X their growth

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

]]>57cf21df-5f0f-41f3-8903-7185850ab8c2Fri, 09 Oct 2020 04:00:00 -070006:57nofull167Going all in and support from leadership allowed Geater to 4X their growth. They grew from 10M to 45M in a decade!Tom Reed: Lean Enthusiast & President of American LeanAdditive Manufacturing Goes High EndI’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. Several weeks ago, I found one that shared how Porsche and Bugatti are using additive manufacturing or 3D printing to make parts for their cars. Additive manufacturing goes high end!

Bugatti is using 3D printing to manufacture brake calipers out of titanium. Titanium is a very light, strong material often used in the aerospace industry to save weight.

Bugatti is 3D printing these calipers to go on an upcoming $2.9 M car called the Chiron. Current Chiron brake calipers are made from a forged aluminum alloy and weigh 10.8 pounds. The new titanium 3D printed brake calipers will weigh 6.4 pounds. That is 40% lighter.

Now don’t go gathering all of your pennies to buy this car- although grocery stores could use the change- these calipers still have to be tested on test cars to see if they will hold up. When you are going the top speed of 261 MPH, you want to make sure you can stop.

Porsche is 3D printing parts for many of their older cars. They have been making cars for 70 years and they don’t have parts for many of the older cars which are still on the road.

Why are both of these storied companies turning to 3D printing? Let’s understand the benefits vs. typical car part manufacturing. I’m glad I paid attention in engineering classes.

1. Casting parts

Casting parts allows them to take on different and complex shapes. The engine block in both the Bugatti and Porsche cars was cast using a mold and then machined to meet specifications.

Most casting lines that I have seen are very large which means you have to cast a large volume of parts to amortize the investment. You don’t have to cast the same part thousand of times, but you have to cast thousands of parts.

2. Forging parts

Think of a hammer. The head of a hammer is forged. You can watch it happen in this video.

https://youtu.be/JwIpp2uZI6k

Molten steel is pressed using large tonnage presses to force the steel into the shape you desire. High tonnage presses, induction heaters to heat the steel, and the molds require large capital investment. Neither Porsche nor Bugatti would make this investment to produce 50 pieces of a replacement part.

3. Additive manufacturing (3D printing)

The benefit that both companies see in using 3D printing is lead-time and the ability to produce low-volume parts cost-effectively. If you need a part for your 60-year-old Porsche would you rather have it 3D printed or have Porsche set up a line to cast or forge the part?

I didn’t think so. Bugatti is working toward designing a part and printing that part the same day, although the brake calipers they are printing take 45 hours.

As shown by these two companies, additive manufacturing goes high end!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

I’m always searching for articles to gather information to share with you regarding Industry 4.0 and other topics. Several weeks ago, I found one that shared how Porsche and Bugatti are using additive manufacturing or 3D printing to make parts for their cars. Additive manufacturing goes high end!

Bugatti is using 3D printing to manufacture brake calipers out of titanium. Titanium is a very light, strong material often used in the aerospace industry to save weight.

Bugatti is 3D printing these calipers to go on an upcoming $2.9 M car called the Chiron. Current Chiron brake calipers are made from a forged aluminum alloy and weigh 10.8 pounds. The new titanium 3D printed brake calipers will weigh 6.4 pounds. That is 40% lighter.

Now don’t go gathering all of your pennies to buy this car- although grocery stores could use the change- these calipers still have to be tested on test cars to see if they will hold up. When you are going the top speed of 261 MPH, you want to make sure you can stop.

Porsche is 3D printing parts for many of their older cars. They have been making cars for 70 years and they don’t have parts for many of the older cars which are still on the road.

Why are both of these storied companies turning to 3D printing? Let’s understand the benefits vs. typical car part manufacturing. I’m glad I paid attention in engineering classes.

1. Casting parts

Casting parts allows them to take on different and complex shapes. The engine block in both the Bugatti and Porsche cars was cast using a mold and then machined to meet specifications.

Most casting lines that I have seen are very large which means you have to cast a large volume of parts to amortize the investment. You don’t have to cast the same part thousand of times, but you have to cast thousands of parts.

2. Forging parts

Think of a hammer. The head of a hammer is forged. You can watch it happen in this video.

https://youtu.be/JwIpp2uZI6k

Molten steel is pressed using large tonnage presses to force the steel into the shape you desire. High tonnage presses, induction heaters to heat the steel, and the molds require large capital investment. Neither Porsche nor Bugatti would make this investment to produce 50 pieces of a replacement part.

3. Additive manufacturing (3D printing)

The benefit that both companies see in using 3D printing is lead-time and the ability to produce low-volume parts cost-effectively. If you need a part for your 60-year-old Porsche would you rather have it 3D printed or have Porsche set up a line to cast or forge the part?

I didn’t think so. Bugatti is working toward designing a part and printing that part the same day, although the brake calipers they are printing take 45 hours.

As shown by these two companies, additive manufacturing goes high end!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

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]]>185c0d8f-1787-4244-b037-d0b61ac0a41bThu, 08 Oct 2020 04:00:00 -070004:37nofull166Tom Reed: Lean Enthusiast & President of American LeanStart Your Day with Morning HuddlesHow do you start the day at your organization? Do employes come to work and wonder what to do? Are they efficient because they know exactly what needs to be accomplished today? They will if you start your day with morning huddles.

Starting the day with a morning huddle wonders for the success of your operations. Employees get questions answered, they know where they are working and share any safety or quality concerns.

 1. Safety and Quality issues

As a production manager years ago, I started every morning huddle asking the two most important issues. Does anyone have any safety issues? Does anyone have any quality issues?

I made each person in our daily huddle verbally give me an answer, not just nod their head. This made sure they engaged and gave the questions some consideration.

Use this valuable time to gather safety and quality improvement opportunities.

2. Assignments and questions

Hopefully, you are using a certification matrix to track what processes employees are certified to work in. This pays benefits when someone doesn’t show up to work, which happens. You know who else is certified to do that work.

If employees need to move to different locations of processes, make the assignments during the morning huddle. Use this time to answer questions your team might have.

3. Review performance

Take 1-2 minutes during the morning huddle to review the department's performance from the day before or whatever time frame your company uses. Did they meet the goals of the department? Was there any scrap or rework that occurred that needs addressed?

If you aren’t in a manufacturing setting what metrics do you measure that should be discussed and reviewed? This process works for any type of business. You can use it to align an office. I’ve coached a Dental office and they have morning huddles to start the day off right.

4. Daily Problem solving

Since you have the group together for 5-10 minutes, you can take this time to conduct daily problem-solving. If you have longer-term opportunities, you are addressing with Kata, this is the perfect time to conduct daily learning and problem-solving.

Incorporating this into your morning huddle makes it quick and effective. One company I coached eliminated reduced their scrap by 95% using this effective technique and implementing it into their morning huddles.

5. Remove roadblocks

Finally, ask your employees if there are any roadblocks you need to remove for them to do their best work. Are there tools or equipment they need to do their work? Is there information that you need to gather for them? Are there work instructions that don’t exist or that are confusing? 

These and more are roadblocks your employees face. Find out what they are and remove them so your employees can do their best work!

It is an honor to serve you, and I hope that you and your company are getting better every day!

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Follow me on How do you start the day at your organization? Do employes come to work and wonder what to do? Are they efficient because they know exactly what needs to be accomplished today? They will if you start your day with morning huddles.

Starting the day with a morning huddle wonders for the success of your operations. Employees get questions answered, they know where they are working and share any safety or quality concerns.

 1. Safety and Quality issues

As a production manager years ago, I started every morning huddle asking the two most important issues. Does anyone have any safety issues? Does anyone have any quality issues?

I made each person in our daily huddle verbally give me an answer, not just nod their head. This made sure they engaged and gave the questions some consideration.

Use this valuable time to gather safety and quality improvement opportunities.

2. Assignments and questions

Hopefully, you are using a certification matrix to track what processes employees are certified to work in. This pays benefits when someone doesn’t show up to work, which happens. You know who else is certified to do that work.

If employees need to move to different locations of processes, make the assignments during the morning huddle. Use this time to answer questions your team might have.

3. Review performance

Take 1-2 minutes during the morning huddle to review the department's performance from the day before or whatever time frame your company uses. Did they meet the goals of the department? Was there any scrap or rework that occurred that needs addressed?

If you aren’t in a manufacturing setting what metrics do you measure that should be discussed and reviewed? This process works for any type of business. You can use it to align an office. I’ve coached a Dental office and they have morning huddles to start the day off right.

4. Daily Problem solving

Since you have the group together for 5-10 minutes, you can take this time to conduct daily problem-solving. If you have longer-term opportunities, you are addressing with Kata, this is the perfect time to conduct daily learning and problem-solving.

Incorporating this into your morning huddle makes it quick and effective. One company I coached eliminated reduced their scrap by 95% using this effective technique and implementing it into their morning huddles.

5. Remove roadblocks

Finally, ask your employees if there are any roadblocks you need to remove for them to do their best work. Are there tools or equipment they need to do their work? Is there information that you need to gather for them? Are there work instructions that don’t exist or that are confusing? 

These and more are roadblocks your employees face. Find out what they are and remove them so your employees can do their best work!

It is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

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]]>c2b9428e-bc7f-412e-a671-e93eb97eebb6Wed, 07 Oct 2020 04:00:00 -070004:06nofull165Tom Reed: Lean Enthusiast & President of American LeanReady to Lead Intrapreneurs?COVID-19 has brought about a change in every area of business. I bet leading employees working from home every day didn’t cross your mind two years ago. Yet, here we are. Products and processes that were fine six months ago won’t cut it today. There is a disruption in all parts of businesses. Getting intrapreneurs involved will enable your business to pivot. Are you ready to lead intrapreneurs? Let’s find out.

1. Are you comfortable with an unknown outcome?

Guiding intrapreneurs- internal change agents will not deliver a known outcome. Designing new products and processes is messy. Are you okay with that as a leader? In an intrapreneurial environment, it is your job to supply resources and support for efforts that might not pay off.

Success in developing an intrapreneurial culture requires a safety net for the employees that take on intrapreneurial projects. Employees have to know they have a safe place to return if the intrapreneur efforts aren’t as successful as hoped.

2. Can you stay out of the way?

The pandemic has compressed the timeline of business transformations that were many years in the future. This is especially true regarding digital transformations. Since everyone wants to buy goods from their home, companies have had to up their digital game.

Which brings us to an agile framework. Agile, a subset of Lean methodologies, uses self-directed work teams to complete sprints of work. Sprint length depends upon the company and effort required, but leaders are there to remove roadblocks and answer questions.

Agile and intrapreneurial teams should be self-organizing and cross-functional. Leaders become coaches and sounding boards, but stay out of the day to day work and shouldn’t have input into how the work is completed. Micro-managers need not apply.

3. Have you identified training?

It’s great to say to a team, “You’re now intrapreneurs. Go develop some new products.” Or “We need to up our digital game, develop new processes to support this effort.” Depending upon your culture, your employees will probably look at you like you have two heads.

If your company hasn’t spent the last 10 years re-inventing itself, it’s a heavy lift to ask your employees to do so now. There is an infrastructure that should exist for success. Employees need to understand the rules of engagement before they volunteer. Which is another item, these need to be volunteer roles.

Identify intrapreneurial training your employees can attend or even bring on-site. Intrapreneurial training should be hands-on even in today’s world. Training should include activities that help your employees become more creative, narrow options, conduct basic research, present and market their ideas, and bring the idea to life! If you would like to find out about our intrapreneur training please contact me.

If you answer yes to these questions, you are ready to lead intrapreneurs!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

COVID-19 has brought about a change in every area of business. I bet leading employees working from home every day didn’t cross your mind two years ago. Yet, here we are. Products and processes that were fine six months ago won’t cut it today. There is a disruption in all parts of businesses. Getting intrapreneurs involved will enable your business to pivot. Are you ready to lead intrapreneurs? Let’s find out.

1. Are you comfortable with an unknown outcome?

Guiding intrapreneurs- internal change agents will not deliver a known outcome. Designing new products and processes is messy. Are you okay with that as a leader? In an intrapreneurial environment, it is your job to supply resources and support for efforts that might not pay off.

Success in developing an intrapreneurial culture requires a safety net for the employees that take on intrapreneurial projects. Employees have to know they have a safe place to return if the intrapreneur efforts aren’t as successful as hoped.

2. Can you stay out of the way?

The pandemic has compressed the timeline of business transformations that were many years in the future. This is especially true regarding digital transformations. Since everyone wants to buy goods from their home, companies have had to up their digital game.

Which brings us to an agile framework. Agile, a subset of Lean methodologies, uses self-directed work teams to complete sprints of work. Sprint length depends upon the company and effort required, but leaders are there to remove roadblocks and answer questions.

Agile and intrapreneurial teams should be self-organizing and cross-functional. Leaders become coaches and sounding boards, but stay out of the day to day work and shouldn’t have input into how the work is completed. Micro-managers need not apply.

3. Have you identified training?

It’s great to say to a team, “You’re now intrapreneurs. Go develop some new products.” Or “We need to up our digital game, develop new processes to support this effort.” Depending upon your culture, your employees will probably look at you like you have two heads.

If your company hasn’t spent the last 10 years re-inventing itself, it’s a heavy lift to ask your employees to do so now. There is an infrastructure that should exist for success. Employees need to understand the rules of engagement before they volunteer. Which is another item, these need to be volunteer roles.

Identify intrapreneurial training your employees can attend or even bring on-site. Intrapreneurial training should be hands-on even in today’s world. Training should include activities that help your employees become more creative, narrow options, conduct basic research, present and market their ideas, and bring the idea to life! If you would like to find out about our intrapreneur training please contact me.

If you answer yes to these questions, you are ready to lead intrapreneurs!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>538c1af2-bd84-4b13-84f7-a0c2309173f3Tue, 06 Oct 2020 04:00:00 -070004:43nofull164Companies are getting more creative and using intrapreneurs. Are you ready to lead intrapreneurs? Answer these three questions to find out!Tom Reed: Lean Enthusiast & President of American LeanTips to Deal with StressWe’ve all heard the saying a failure to plan on your part does not create an emergency on my part. Isn’t that what often leads to stress? The actions of others lead to a compressed lead time for some deliverables you have to deal with. Great project plans help eliminate the situation, but sometimes you must step in. Here are tips to deal with stress.

Tip 1- Find the real deadline

No one hands you a plate of stress. A coworker can’t hand you stress. Think of how weird that sounds just saying it. How you react to any situation causes perceived stress. What might cause one person to stress doesn’t even phase another person. How we react to situations is based on our experiences and training. Waiting in line at the DMV might stress some people out, others might view it as a welcome break.

Since stress is often deadline related. When someone dumps a job on your plate and says they need it by Thursday and today is Tuesday, find out the real deadline. Pick up the phone and call them and ask, “When is the day that you will get fired if you don’t have this deliverable?”

Chances are, they’ll reply I don’t need it until Monday. Or next Tuesday will be fine. You bought yourself an extra week by asking. This helps ease the perceived stress of a quick deadline.

Tip 2- Keep things in perspective

How important is this task? Will the business shut down if you don’t deliver the work? Will you get fired? Chances are, no. That doesn’t mean that you blow the task off, it means that you give it the proper amount of attention.

Mentally making the deliverable have more importance than it does, increases stress. We tend to make a big deal out of completing a task. It’s just work. Do your best and understand the real importance of the task.

Tip 3- Take a walk

Removing yourself from the work environment helps your mental state. We all know our best ideas come while taking a shower, right? That’s because your mind is free to be creative. Getting up and taking a walk does the same thing. It helps you clear your mind so you can focus on the work that needs to be done.

Tip 4- Get organized

In manufacturing, it’s called 6S. It’s a cleaning and organizing method that puts everything in its place. The saying is a place for everything and everything in its place. Do the same thing for your office environment.

In the instances when you are under a time crunch, spending ½ an hour looking for something will increase your stress. Being organized helps eliminate stress in your life. Set your work area up so you can follow the 30-second rule- you can find anything you need to do your job in 30 seconds.

If you follow these four tips to deal with stress, I know it will be a thing of the past.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>21cf3887-8353-4593-8a78-810074d54b00Mon, 05 Oct 2020 04:00:00 -070003:50nofull163Stressed out? Today's work environment is different which can lead to stress. Here are four tips to deal with stress!Tom Reed: Lean Enthusiast & President of American LeanFilter Minder Uses Mixed Model Lines to Keep Jobs In AmericaHere are some key takeaways from my interview with Lean Coordinator Allen Anderson:

1. Using mixed-model lines, they reduced WIP, co-located employees and made ergonomic improvements.

2. “Moving from batches of 50 to one-piece flow, we eliminated operator conflict.”

3. “It’s important to understand the change model that employees will go through. You need a people-centric approach. It can’t be a textbook approach”

4. “Surprised by how receptive employees can be when they realize Lean benefits them. Even some of the initial naysayers got on board.”

5. “It’s good to get some dedicated resources to guide and coach you. That way you can stay focused.”

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]]>Here are some key takeaways from my interview with Lean Coordinator Allen Anderson:

1. Using mixed-model lines, they reduced WIP, co-located employees and made ergonomic improvements.

2. “Moving from batches of 50 to one-piece flow, we eliminated operator conflict.”

3. “It’s important to understand the change model that employees will go through. You need a people-centric approach. It can’t be a textbook approach”

4. “Surprised by how receptive employees can be when they realize Lean benefits them. Even some of the initial naysayers got on board.”

5. “It’s good to get some dedicated resources to guide and coach you. That way you can stay focused.”

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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]]>677afc68-98be-446d-b49a-df42d1934302Fri, 02 Oct 2020 04:00:00 -070006:36nofull162Filter Minder Lean shares how they used mixed model lines to keep jobs in America!Tom Reed: Lean Enthusiast & President of American LeanDigitize your Lean Efforts to Increase Employee EngagementGiven the impact to supply chain performance that many manufacturers have felt do to the pandemic, it's become important to speed up the use of technology. Implementing more technology as part of Industry 4.0 will allow you to take on larger improvement activities. Here are some tips you can implement to digitize your lean efforts.

Tip 1 - Digitize your Lean Framework

Much operational excellence and Lean improvements involve pen and paper. Clipboards, stopwatches, times studies. Calendars of events printed and placed in a PMO- Project Management Office for all to see.

One limitation of this approach is that only a few people are involved at a time. Most RIE events are 4-8 people. It’s hard to track who is interested enough to venture into the PMO to see what is going on.

Using electronic Kanban boards, Asana, or other project management tools allows for greater information sharing and engagement. You can display project tasks and status for all to see. You can get larger groups involved in problem-solving.

Tip 2 - Use digital technologies

After digitizing your Lean framework, the next step is to ingrain digital technologies into daily activities. Can you deploy Augmented Reality for training new employees on the line?

Can you digitize work instructions by embedding video into them? I know a company that issued iPads to the floor to video work steps if there wasn’t a video available when an operator pulled up a work instruction. They quickly developed a digital library of assets they could use as daily work instructions.

Tip 3 - Use technology for a holistic view

Micro-improvements are fantastic, are the essence of continuous improvement. As more and more sensors, Artificial Intelligence, and Big Data are deployed on the factory floor, the opportunity to improve larger issues will begin.

You take on the entire plant’s use of power. You can improve quality across the entire facility. You can measure all the equipment uptime and calculate OEE for every piece of equipment in the plant.

The scope of improvement opportunities increases as you deploy these new technologies. Solving these bigger issues requires more employees to become engaged. Imagine meeting weekly with an entire department to review the information and make improvements. Your speed of improvement grows exponentially and your company becomes better every week, holistically.

Use these tips and you will be able to effectively digitize your lean efforts!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

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]]>Given the impact to supply chain performance that many manufacturers have felt do to the pandemic, it's become important to speed up the use of technology. Implementing more technology as part of Industry 4.0 will allow you to take on larger improvement activities. Here are some tips you can implement to digitize your lean efforts.

Tip 1 - Digitize your Lean Framework

Much operational excellence and Lean improvements involve pen and paper. Clipboards, stopwatches, times studies. Calendars of events printed and placed in a PMO- Project Management Office for all to see.

One limitation of this approach is that only a few people are involved at a time. Most RIE events are 4-8 people. It’s hard to track who is interested enough to venture into the PMO to see what is going on.

Using electronic Kanban boards, Asana, or other project management tools allows for greater information sharing and engagement. You can display project tasks and status for all to see. You can get larger groups involved in problem-solving.

Tip 2 - Use digital technologies

After digitizing your Lean framework, the next step is to ingrain digital technologies into daily activities. Can you deploy Augmented Reality for training new employees on the line?

Can you digitize work instructions by embedding video into them? I know a company that issued iPads to the floor to video work steps if there wasn’t a video available when an operator pulled up a work instruction. They quickly developed a digital library of assets they could use as daily work instructions.

Tip 3 - Use technology for a holistic view

Micro-improvements are fantastic, are the essence of continuous improvement. As more and more sensors, Artificial Intelligence, and Big Data are deployed on the factory floor, the opportunity to improve larger issues will begin.

You take on the entire plant’s use of power. You can improve quality across the entire facility. You can measure all the equipment uptime and calculate OEE for every piece of equipment in the plant.

The scope of improvement opportunities increases as you deploy these new technologies. Solving these bigger issues requires more employees to become engaged. Imagine meeting weekly with an entire department to review the information and make improvements. Your speed of improvement grows exponentially and your company becomes better every week, holistically.

Use these tips and you will be able to effectively digitize your lean efforts!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>750cdc58-6b59-4d16-90b5-ee408b1acf86Thu, 01 Oct 2020 04:00:00 -070004:48nofull161Tom Reed: Lean Enthusiast & President of American LeanBenefits of a Spaghetti DiagramTwo weeks ago we talked about the eight wastes and using a waste walk to identify them in your organization. As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart. Then they brainstorm solutions to eliminate the waste. A great tool to show transportation and motion is a spaghetti diagram.

I’m assuming you started with a Value Stream Map to identify the best options for improving your business. VSM’s are designed to show all eight types of waste at a high level.

When you are in the middle of a Rapid Improvement Event, you might want to know how much motion or travel occurs with a current state layout and quantify the motion.

What do you learn from a spaghetti diagram?

The efficiency of the current state layout

As you can see from the spaghetti diagram above, the setup person traveled from the tooling cabinet on one side of the shop to the tool holder shelves on the other side of the shop regularly. When looking at it visually, it makes little sense to do that.

The visual representation provides the information to make better layout decisions.

How far something travels

I suggest you purchase a distance wheel and measure how far the part or person travels through the current state layout. You can get a small distance wheel at Home Depot or Lowes for about $25. Using that tool and following the path of travel, you’ll be able to calculate how far a part travels.

I did this with a company in California and their part- about the size of a computer mouse traveled 3500 feet before they completed it. That’s over ½ a mile. They had opportunities for a better layout.

Leads to natural future state options

When you see how the current state layout performs, it makes it easy to develop an improved future state layout. In the example above, the tooling cabinet and the tool holders should be next to each other. It’s easy to see from our spaghetti diagram.

If you make the changes during your RIE, then you can develop a before and after spaghetti diagram and capture the savings for your report out. Not to mention the ongoing benefits of an improved layout. Your employees will thank you when they go home at the end of the day less tired!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

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]]>Two weeks ago we talked about the eight wastes and using a waste walk to identify them in your organization. As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart. Then they brainstorm solutions to eliminate the waste. A great tool to show transportation and motion is a spaghetti diagram.

I’m assuming you started with a Value Stream Map to identify the best options for improving your business. VSM’s are designed to show all eight types of waste at a high level.

When you are in the middle of a Rapid Improvement Event, you might want to know how much motion or travel occurs with a current state layout and quantify the motion.

What do you learn from a spaghetti diagram?

The efficiency of the current state layout

As you can see from the spaghetti diagram above, the setup person traveled from the tooling cabinet on one side of the shop to the tool holder shelves on the other side of the shop regularly. When looking at it visually, it makes little sense to do that.

The visual representation provides the information to make better layout decisions.

How far something travels

I suggest you purchase a distance wheel and measure how far the part or person travels through the current state layout. You can get a small distance wheel at Home Depot or Lowes for about $25. Using that tool and following the path of travel, you’ll be able to calculate how far a part travels.

I did this with a company in California and their part- about the size of a computer mouse traveled 3500 feet before they completed it. That’s over ½ a mile. They had opportunities for a better layout.

Leads to natural future state options

When you see how the current state layout performs, it makes it easy to develop an improved future state layout. In the example above, the tooling cabinet and the tool holders should be next to each other. It’s easy to see from our spaghetti diagram.

If you make the changes during your RIE, then you can develop a before and after spaghetti diagram and capture the savings for your report out. Not to mention the ongoing benefits of an improved layout. Your employees will thank you when they go home at the end of the day less tired!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>8f0e4125-6238-4771-8c45-c6411c0d79faWed, 30 Sep 2020 04:00:00 -070004:38nofull160Tom Reed: Lean Enthusiast & President of American LeanFive Simple Steps to Improve Company CultureLast week I talked about five reasons your company culture matters. This week I want to offer five steps to improve your company culture. These steps came from an infographic I saw from the Digital Information Age. You might not offer the cultural benefits like Google, Ikea, and Amazon, but there are small steps you can take to improve your culture.

Step 1- Encourage conversation

Given the state of things in the US, this may seem counter-intuitive. Google uses micro-kitchens where employees can gather and discuss topics. What can you set up in your organization where employees can converse?

Can you host a lunch & learn to create new product or service offerings in your company? Can you develop an intrapreneur challenge within your company? Would holding these discussions develop new opportunities faster? Before you do, make sure you are culturally ready. I’ve written many blogs on the framework to have in place for intrapreneurs.

Step 2- Minimize meetings

Amazon has a two-pizza rule for their meetings. If the meetings are larger than what two pizzas could feed, the meeting is too big. This means there are more ideas to be sifted through and the time to make a decision expands.

Are there standard meetings you hold that could be shortened or eliminated? Do you use project charters or meeting agendas for your Zoom meetings? Can you choose a certain time of the week, say Tuesdays and Thursdays between one and three where no meetings can be scheduled?

I know several companies that have used this technique and their employee stress went way down because this engineering group had time to work on their projects. This helps improve your culture.

Step 3- Ask the five whys

Along with encouraging conversation, the opportunity to ask questions should always be present. Train your employees to ask why five times when trying to better understand something or get to a root cause.

If you want to get fancy you can use a fishbone diagram. This guides your use of the five why process. You brainstorm around the 6M’s -Man (generically), Machine, Method, Measurement system, Mother Nature (environment), and Material.

The point is, you want to encourage questions and seeking knowledge in your culture.

Step 4- Keep it casual and inclusive

IKEA has a culture where managers don’t have business cards, and everyone operates on a first name basis. Everyone that works there realizes they are in the business together. How do your leaders relate to the organization? Do they focus on providing a welcome and inclusive culture? Do they welcome viewpoints from employees with different backgrounds and experiences?

Step 5 – Lead with empathy and respect

Emotional intelligence (EQ) is more important for building a successful team than IQ. I’m sure we all know smart people who have zero EQ. No one wants to work with these people as part of a team. They might work better with little interaction, so find the right seat for them on the bus.

Evaluate your leaders on how well they treat employees with empathy and respect. To get results, you have to engage your employees. Measure your leaders on how well they perform those aspects of their job as well as delivering results.

If you follow these five steps to improve your company culture, you’ll have an even better company in no time!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

Last week I talked about five reasons your company culture matters. This week I want to offer five steps to improve your company culture. These steps came from an infographic I saw from the Digital Information Age. You might not offer the cultural benefits like Google, Ikea, and Amazon, but there are small steps you can take to improve your culture.

Step 1- Encourage conversation

Given the state of things in the US, this may seem counter-intuitive. Google uses micro-kitchens where employees can gather and discuss topics. What can you set up in your organization where employees can converse?

Can you host a lunch & learn to create new product or service offerings in your company? Can you develop an intrapreneur challenge within your company? Would holding these discussions develop new opportunities faster? Before you do, make sure you are culturally ready. I’ve written many blogs on the framework to have in place for intrapreneurs.

Step 2- Minimize meetings

Amazon has a two-pizza rule for their meetings. If the meetings are larger than what two pizzas could feed, the meeting is too big. This means there are more ideas to be sifted through and the time to make a decision expands.

Are there standard meetings you hold that could be shortened or eliminated? Do you use project charters or meeting agendas for your Zoom meetings? Can you choose a certain time of the week, say Tuesdays and Thursdays between one and three where no meetings can be scheduled?

I know several companies that have used this technique and their employee stress went way down because this engineering group had time to work on their projects. This helps improve your culture.

Step 3- Ask the five whys

Along with encouraging conversation, the opportunity to ask questions should always be present. Train your employees to ask why five times when trying to better understand something or get to a root cause.

If you want to get fancy you can use a fishbone diagram. This guides your use of the five why process. You brainstorm around the 6M’s -Man (generically), Machine, Method, Measurement system, Mother Nature (environment), and Material.

The point is, you want to encourage questions and seeking knowledge in your culture.

Step 4- Keep it casual and inclusive

IKEA has a culture where managers don’t have business cards, and everyone operates on a first name basis. Everyone that works there realizes they are in the business together. How do your leaders relate to the organization? Do they focus on providing a welcome and inclusive culture? Do they welcome viewpoints from employees with different backgrounds and experiences?

Step 5 – Lead with empathy and respect

Emotional intelligence (EQ) is more important for building a successful team than IQ. I’m sure we all know smart people who have zero EQ. No one wants to work with these people as part of a team. They might work better with little interaction, so find the right seat for them on the bus.

Evaluate your leaders on how well they treat employees with empathy and respect. To get results, you have to engage your employees. Measure your leaders on how well they perform those aspects of their job as well as delivering results.

If you follow these five steps to improve your company culture, you’ll have an even better company in no time!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>8d9b67ff-0cb4-47d8-a60d-06beacf52e55Tue, 29 Sep 2020 04:00:00 -070005:15nofull159Company culture matters. If you aren't happy with your company culture, here are five steps to improve your company culture!Tom Reed: Lean Enthusiast & President of American LeanTips to Help Leaders Stay FocusedWhen you lead people, there a million opportunities to get distracted. Phone calls, responding to e-mail. Reading reports or deliverables from your employees. People asking questions or complaining to you. These tasks take a toll on staying focused on your work.

Tip 1- Stay out of email jail

A natural tendency is to respond to an e-mail the minute you receive it. But do you have to? Constantly scanning email or anything wears down your brain. The constant decision making required while reading e-mails consumes your time and glucose reserves that power your brain.

One of the best ways to reduce the influence of constantly reading e-mail is to set specific times of the day to check your e-mail and stick to it.

I worked with a controller of a brewery and in the signature of his email; he stated that he only checked e-mail at 10:00, 1:30, and 4:00. Here is a copy of his email signature.

Realize that when your boss sends you an email, he or she isn’t expecting an answer right away. I’m sure they don’t think you are sitting at your desk all day waiting for an email from them. If they do, you have bigger problems.

Most leaders that I know are fine with a 24 hour response time depending upon the nature of the email. If it’s urgent, I’m sure they will call.

Tip 2- Standardize the email subject line

When I was Vice President of Operations, I would get copied on email chains that would be five to ten layers deep. I didn’t have time to read all the previous e-mails, but sometimes I would have to get to the part number they had questions about.

As part of leaning out our communications, we developed a standard format for the subject line of emails. It contained the question or task first, then the part number in the subject line.

As an example- scrapped parts 143366. Status of order 1654343. This helped everyone immediately understand what the request was.

Your email communications follow the Pareto principle. Develop standard subject lines so you can remain focused and shorten your response time.

Tip 3- Delegate and say no

If you have an Executive Assistant, train them to scan your calendar, e-mail, and other distractions to allow you to focus on your key tasks. It isn’t hard to train them what’s important to you and allow that information to reach you.

If you don’t have an executive assistant, try saying no to many of the meeting requests that you receive. Many of them are status updates that you can send someone on your team to attend.

When you say no to something, it allows you to say yes to something else. Hopefully that something else is staying focused on your leadership responsibilities.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on When you lead people, there a million opportunities to get distracted. Phone calls, responding to e-mail. Reading reports or deliverables from your employees. People asking questions or complaining to you. These tasks take a toll on staying focused on your work.

Tip 1- Stay out of email jail

A natural tendency is to respond to an e-mail the minute you receive it. But do you have to? Constantly scanning email or anything wears down your brain. The constant decision making required while reading e-mails consumes your time and glucose reserves that power your brain.

One of the best ways to reduce the influence of constantly reading e-mail is to set specific times of the day to check your e-mail and stick to it.

I worked with a controller of a brewery and in the signature of his email; he stated that he only checked e-mail at 10:00, 1:30, and 4:00. Here is a copy of his email signature.

Realize that when your boss sends you an email, he or she isn’t expecting an answer right away. I’m sure they don’t think you are sitting at your desk all day waiting for an email from them. If they do, you have bigger problems.

Most leaders that I know are fine with a 24 hour response time depending upon the nature of the email. If it’s urgent, I’m sure they will call.

Tip 2- Standardize the email subject line

When I was Vice President of Operations, I would get copied on email chains that would be five to ten layers deep. I didn’t have time to read all the previous e-mails, but sometimes I would have to get to the part number they had questions about.

As part of leaning out our communications, we developed a standard format for the subject line of emails. It contained the question or task first, then the part number in the subject line.

As an example- scrapped parts 143366. Status of order 1654343. This helped everyone immediately understand what the request was.

Your email communications follow the Pareto principle. Develop standard subject lines so you can remain focused and shorten your response time.

Tip 3- Delegate and say no

If you have an Executive Assistant, train them to scan your calendar, e-mail, and other distractions to allow you to focus on your key tasks. It isn’t hard to train them what’s important to you and allow that information to reach you.

If you don’t have an executive assistant, try saying no to many of the meeting requests that you receive. Many of them are status updates that you can send someone on your team to attend.

When you say no to something, it allows you to say yes to something else. Hopefully that something else is staying focused on your leadership responsibilities.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c9355210-e327-433b-9c41-c536ab0a6730Mon, 28 Sep 2020 04:00:00 -070004:10nofull158When you lead people, its easy to get distracted from what you need to accomplish. Here are three tips for staying focused!Tom Reed: Lean Enthusiast & President of American LeanOncore - Quit Making your Lean Transformation so HardCompanies make their Lean transformation too complicated. They spend too much time collecting data, they put the success in the hands of a few people and they measure the wrong KPI's for success.

Here are four steps you can take to have success in your Lean transformation:

1. Establish your companies vision and True North - Understand where the waste is in your business - Develop your Lean Game Plan.
2. Train the employees on Lean concepts.
3. Follow the Lean Game Plan - Have events as scheduled.
4. Half time adjustments- measure and adjust.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Companies make their Lean transformation too complicated. They spend too much time collecting data, they put the success in the hands of a few people and they measure the wrong KPI's for success.

Here are four steps you can take to have success in your Lean transformation:

1. Establish your companies vision and True North - Understand where the waste is in your business - Develop your Lean Game Plan.
2. Train the employees on Lean concepts.
3. Follow the Lean Game Plan - Have events as scheduled.
4. Half time adjustments- measure and adjust.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0000ec21-efb0-4ca7-b3df-9176da55996bFri, 25 Sep 2020 04:00:00 -070006:25nofull157Tom Reed: Lean Enthusiast & President of American LeanThe Keyword in Cobots is CollaborativeAs the pandemic has wreaked havoc within industries across the globe, the pressure is on for manufacturers to implement automated solutions to keep their works safe. This is great, but “lights out” factories with no human workers have not gone so well. The keyword in cobots is collaborative.

Watch a cool video here:

https://youtu.be/bqJhJY5J_E8 

A study by NAM (National Association of Manufacturers) taken in early March shared that 53% of manufacturers expect a change in operations. Wearing masks and protective equipment will be part of that change.

Another element that goes with that is the expected increased usage of automation. How safe is it to have two operators standing side by side to assemble your product or place your product into a box, close the box and prepare it for shipping?

Old robots were expensive, designed to do one task, and require humans not to be anywhere near them. The programming alone takes weeks or months and requires an engineer or programmer to get involved. We all know what happens when engineers get involved. (BTW, I can make fun of engineers because I am one).

I can remember working at Huffy bicycle in the 1980s and we had robots that fed a cut tube from a saw directly into a handle-bar machine. The machine would bend the tube into a handlebar shape and another robot would take the handlebars and put them into a bin to get tangled together so a human could waste their time untangling them. I’m not sure this was the best use of automation, but it was the 80s.

How do you succeed in an Industry 4.0 world where customers expect more customized products?

1. Re-evaluate your manufacturing processes

Don’t implement automation just to implement automation. Look at how you build your product and evaluate if there are opportunities to have a human working next to a cobot. This might require moving work on the line, but it could be worth it. Cobots are great at repetitive processes that don’t require interpretation.

2. Take advantage of a cobots strength

Having employees lift 10-30 pounds hundreds of times a day leads to all kinds of issues. Ergonomic issues, repetitive motion issues, and soft tissue injuries. Consider using cobots anywhere employees are lifting packages, parts, or palletizing products.

Depending upon the size of the cobot, most have a lifting capacity ranging between one to thirty-five pounds. This is an excellent way to have your employees work collaboratively with a cobot.

3. Use cobots to improve quality

Enhanced vision systems make cobots a dominant partner for improving quality as you build your product. They are great in areas where products are too small or too hard to see. Think electronics manufacturing.

I know most printed circuit board manufacturers use visual systems, called AOI to check circuit boards. The AOI machines can catch missing components, components put on incorrectly, etc. AOI flags boards and those boards are further reviewed by a human.

I believe the pandemic is forcing decades of improvement to happen now. Just remember, the keyword in cobots is collaborative. Look to see how they can aid your dedicated workers so your company becomes even more successful!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are study by NAM (National Association of Manufacturers) taken in early March shared that 53% of manufacturers expect a change in operations. Wearing masks and protective equipment will be part of that change.

Another element that goes with that is the expected increased usage of automation. How safe is it to have two operators standing side by side to assemble your product or place your product into a box, close the box and prepare it for shipping?

Old robots were expensive, designed to do one task, and require humans not to be anywhere near them. The programming alone takes weeks or months and requires an engineer or programmer to get involved. We all know what happens when engineers get involved. (BTW, I can make fun of engineers because I am one).

I can remember working at Huffy bicycle in the 1980s and we had robots that fed a cut tube from a saw directly into a handle-bar machine. The machine would bend the tube into a handlebar shape and another robot would take the handlebars and put them into a bin to get tangled together so a human could waste their time untangling them. I’m not sure this was the best use of automation, but it was the 80s.

How do you succeed in an Industry 4.0 world where customers expect more customized products?

1. Re-evaluate your manufacturing processes

Don’t implement automation just to implement automation. Look at how you build your product and evaluate if there are opportunities to have a human working next to a cobot. This might require moving work on the line, but it could be worth it. Cobots are great at repetitive processes that don’t require interpretation.

2. Take advantage of a cobots strength

Having employees lift 10-30 pounds hundreds of times a day leads to all kinds of issues. Ergonomic issues, repetitive motion issues, and soft tissue injuries. Consider using cobots anywhere employees are lifting packages, parts, or palletizing products.

Depending upon the size of the cobot, most have a lifting capacity ranging between one to thirty-five pounds. This is an excellent way to have your employees work collaboratively with a cobot.

3. Use cobots to improve quality

Enhanced vision systems make cobots a dominant partner for improving quality as you build your product. They are great in areas where products are too small or too hard to see. Think electronics manufacturing.

I know most printed circuit board manufacturers use visual systems, called AOI to check circuit boards. The AOI machines can catch missing components, components put on incorrectly, etc. AOI flags boards and those boards are further reviewed by a human.

I believe the pandemic is forcing decades of improvement to happen now. Just remember, the keyword in cobots is collaborative. Look to see how they can aid your dedicated workers so your company becomes even more successful!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>853d8cf6-a94a-43a1-a4f5-3b3531d5455aThu, 24 Sep 2020 04:00:00 -070005:25nofull156The Keyword in Cobots is Collaborative in deploying automation. Realize you'll benefit most from using both cobots and humans!Tom Reed: Lean Enthusiast & President of American LeanUse a PICK Chart to Find the Best IdeasLast week we talked about the eight wastes and using a waste walk to identify them in your organization. As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart. Then they brainstormed solutions to eliminate the waste. The next step is to use a PICK chart to narrow down brainstormed ideas.

What is a PICK chart? It’s an impact/effort matrix. You use it to identify the best solutions from a large quantify of ideas. Along one axis of the chart is the effort required. Is the idea easy to implement or hard to implement? The other axis of the chart contains the impact of the idea. Does the idea have a big impact or a small impact? The chart is broken into four quadrants. 

The four quadrants are Small impact and easy to implement- these ideas you Plan for a later time. They have a small impact and we’ll focus on more impactful options for the time being.

The next quadrant is a big impact and easy to implement. These ideas you Implement as soon as possible.

Next to this is Big Impact and Hard to Implement- these ideas you Challenge. In reality, they might become a formal project because they are hard to do but have a big impact. You can also try breaking the idea into smaller pieces that might become easier to implement.

Finally, there is a small impact, hard to implement quadrant. These ideas, we typically Kill. If it is hard to do and has little payback why do it?

The four quadrants become Plan, Implement, Challenge, and Kill. A PICK chart. How do we use this tool? Staying with the example from last week, have your RIE team members, one at a time, take their brainstormed idea and ask the team if is easy to implement or hard to implement? Then if it has a large impact or small impact.

It’s helpful to develop some guidelines around easy and hard, and big and small impacts. An example might be if we can implement an idea in less than a month, it is easy to implement. Or if an idea saves more than $5,000, it is a big impact. These are just suggestions. Decide the parameters that are best for your company.

1.   Review Brainstormed ideas

As your team members review the brainstormed ideas, place them in the correct quadrant. Here is a PICK chart from the DOWNTIME example I used last week. Don’t be surprised if the Kill category has nothing in it. Remember to use the criteria you established for understanding if something is easy or hard to implement and has a big or small impact. 

2.   Implement the ideas in the Implement quadrant

If you are using the PICK process as part of a value stream mapping exercise where you are developing your Lean Game Plan, schedule these ideas as Rapid Improvement Events.

If you are using this process as part of the RIE process to eliminate waste, then try to implement as many of these as possible during your RIE.

3.   Take a picture for the report out

Don’t forget to take pictures as you proceed through the process. It’s great for the end of the event report out. Sharing this helps people who weren’t in the event understand your decision-making process. It shows that they considered many options before systematically choosing the best option!

This is the best practice on how to use a PICK chart to narrow down brainstormed ideas.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are Last week we talked about the eight wastes and using a waste walk to identify them in your organization. As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart. Then they brainstormed solutions to eliminate the waste. The next step is to use a PICK chart to narrow down brainstormed ideas.

What is a PICK chart? It’s an impact/effort matrix. You use it to identify the best solutions from a large quantify of ideas. Along one axis of the chart is the effort required. Is the idea easy to implement or hard to implement? The other axis of the chart contains the impact of the idea. Does the idea have a big impact or a small impact? The chart is broken into four quadrants. 

The four quadrants are Small impact and easy to implement- these ideas you Plan for a later time. They have a small impact and we’ll focus on more impactful options for the time being.

The next quadrant is a big impact and easy to implement. These ideas you Implement as soon as possible.

Next to this is Big Impact and Hard to Implement- these ideas you Challenge. In reality, they might become a formal project because they are hard to do but have a big impact. You can also try breaking the idea into smaller pieces that might become easier to implement.

Finally, there is a small impact, hard to implement quadrant. These ideas, we typically Kill. If it is hard to do and has little payback why do it?

The four quadrants become Plan, Implement, Challenge, and Kill. A PICK chart. How do we use this tool? Staying with the example from last week, have your RIE team members, one at a time, take their brainstormed idea and ask the team if is easy to implement or hard to implement? Then if it has a large impact or small impact.

It’s helpful to develop some guidelines around easy and hard, and big and small impacts. An example might be if we can implement an idea in less than a month, it is easy to implement. Or if an idea saves more than $5,000, it is a big impact. These are just suggestions. Decide the parameters that are best for your company.

1.   Review Brainstormed ideas

As your team members review the brainstormed ideas, place them in the correct quadrant. Here is a PICK chart from the DOWNTIME example I used last week. Don’t be surprised if the Kill category has nothing in it. Remember to use the criteria you established for understanding if something is easy or hard to implement and has a big or small impact. 

2.   Implement the ideas in the Implement quadrant

If you are using the PICK process as part of a value stream mapping exercise where you are developing your Lean Game Plan, schedule these ideas as Rapid Improvement Events.

If you are using this process as part of the RIE process to eliminate waste, then try to implement as many of these as possible during your RIE.

3.   Take a picture for the report out

Don’t forget to take pictures as you proceed through the process. It’s great for the end of the event report out. Sharing this helps people who weren’t in the event understand your decision-making process. It shows that they considered many options before systematically choosing the best option!

This is the best practice on how to use a PICK chart to narrow down brainstormed ideas.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>735d8f2e-1035-49a9-a92e-9fe76b662194Wed, 23 Sep 2020 04:00:00 -070004:47nofull155Tom Reed: Lean Enthusiast & President of American LeanFive Reasons Your Company Culture MattersIf you think you don’t have a company culture than that is your culture. You haven’t made a conscious decision to develop one. The problem is, with many employees working from home; they need something they can identify with. They need a True North to guide their activities, decision making and provide something bigger they can support. Here are five reasons your company culture matters.

1. It becomes your company identity

Your company culture is the set of norms that your employees operate within. Are you a customer-centric culture? Do you have an inclusive culture? Whatever you choose your culture to be, your company becomes known for that. It becomes how your customers see you.

2. It helps you recruit employees

Who wants to work at a company with horrible company culture? Whether you believe it, there are no secrets anymore. Social media has amplified employees' voices. Smart recruits will check out your company on Glassdoor, LinkedIn, and many other professional sites to learn about your company.

Being intentional about your company culture and developing a strong culture will provide the opportunity to build an A team of employees. It draws people to positive work environments. A company with a great company culture will attract the best talent. They will also be more likely to…

3. Increases employee loyalty

Employees have lots of options. Specifically, for certain types of talent. Having a company culture your employees can support typically means they will be more loyal. People are more likely to stay if they enjoy going to work every day and are treated with respect.

Without a strong company culture, your employees will have a hard time finding value in their work. I believe everyone wants to do their best every day and add value to the company.

4. It allows for better decision making

When you have a positive company culture driven by a True North management system, conversations about actions to take in any situation become easier. Decisions should support the True North of your organization.

Instead of wondering what to do, employees can make decisions and communicate the best ways to support the culture. Using the True North as a guide, every decision will support your culture.

5. It positively affects employee performance

Identifying with the norms of the company, supporting a True North, and understanding how you add value, positively affects employee performance. Your employees will feel part of something bigger and do their best to make sure the company succeeds.

When you understand that your company culture matters and you do everything you can to develop a great culture, your business will be unstoppable!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on If you think you don’t have a company culture than that is your culture. You haven’t made a conscious decision to develop one. The problem is, with many employees working from home; they need something they can identify with. They need a True North to guide their activities, decision making and provide something bigger they can support. Here are five reasons your company culture matters.

1. It becomes your company identity

Your company culture is the set of norms that your employees operate within. Are you a customer-centric culture? Do you have an inclusive culture? Whatever you choose your culture to be, your company becomes known for that. It becomes how your customers see you.

2. It helps you recruit employees

Who wants to work at a company with horrible company culture? Whether you believe it, there are no secrets anymore. Social media has amplified employees' voices. Smart recruits will check out your company on Glassdoor, LinkedIn, and many other professional sites to learn about your company.

Being intentional about your company culture and developing a strong culture will provide the opportunity to build an A team of employees. It draws people to positive work environments. A company with a great company culture will attract the best talent. They will also be more likely to…

3. Increases employee loyalty

Employees have lots of options. Specifically, for certain types of talent. Having a company culture your employees can support typically means they will be more loyal. People are more likely to stay if they enjoy going to work every day and are treated with respect.

Without a strong company culture, your employees will have a hard time finding value in their work. I believe everyone wants to do their best every day and add value to the company.

4. It allows for better decision making

When you have a positive company culture driven by a True North management system, conversations about actions to take in any situation become easier. Decisions should support the True North of your organization.

Instead of wondering what to do, employees can make decisions and communicate the best ways to support the culture. Using the True North as a guide, every decision will support your culture.

5. It positively affects employee performance

Identifying with the norms of the company, supporting a True North, and understanding how you add value, positively affects employee performance. Your employees will feel part of something bigger and do their best to make sure the company succeeds.

When you understand that your company culture matters and you do everything you can to develop a great culture, your business will be unstoppable!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0df3955f-fb1d-4ed8-9667-991936586428Tue, 22 Sep 2020 04:00:00 -070004:17nofull154Tom Reed: Lean Enthusiast & President of American LeanTips for Leaders to Learn FasterThe internet has changed how we receive and consume information. As a leader, how many e-mails do you receive a day? How much information do you receive daily? Every minute of the day 47 million videos are being viewed on YouTube. There are 480,000 tweets and 4.2 million google searches being conducted every minute. Finally, there are 200,000,000 e-mails sent every minute. You think your inbox is full! To stay on top of things, leaders need tips to learn faster. Here are four.

1. Be consistent

It’s great that you want to learn Spanish someday. You want to learn how to be a better leader. To learn faster, you have to be committed to learning. That includes daily learning. Be consistent. Time block the time on your calendar to spend time learning what you want to learn.

I suggest that you spend time on the topics you want to learn every day. If it is important for you to learn, you have to immerse yourself in that topic. Warren Buffet, the world's greatest investor, spends 80% of his day reading about companies. It’s important to him.

2. Follow a framework

As I mentioned at the beginning of this blog, there is so much information on the internet, there is no reason you need to start from scratch. Search for other people competent in what you want to learn and find out how they learned that skill.

The worst thing you can do is start from scratch. Then you make up stuff as you go along. The results will be slow, you’ll become frustrated and you will give up. Find someone you can model and your learning will be much quicker.

3. Get feedback to improve

If a tree falls in the woods and no one is around, does it make a sound? If you spend all of your time learning about a topic or skill and you never try that skill, are you making progress? The old saying is you don’t know what you don’t know.

Why do you think athletes have coaches? They need someone that can teach them and provide feedback on their performance. Receive feedback as you learn new skills and abilities. It will dramatically shorten your learning curve.

4. Set a deadline

Someday is not a deadline. Someday will provide a sense of urgency. Establishing a deadline to learn the topic important for your further success is the only way you’ll apply the focus required. I want to be conversant at the fifth-grade level in Spanish by 12-31-2020 is a deadline. It is time-bound and specific.  

Being consistent, following an established framework, receiving feedback, and setting a deadline are four great tips to learn faster!  

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on The internet has changed how we receive and consume information. As a leader, how many e-mails do you receive a day? How much information do you receive daily? Every minute of the day 47 million videos are being viewed on YouTube. There are 480,000 tweets and 4.2 million google searches being conducted every minute. Finally, there are 200,000,000 e-mails sent every minute. You think your inbox is full! To stay on top of things, leaders need tips to learn faster. Here are four.

1. Be consistent

It’s great that you want to learn Spanish someday. You want to learn how to be a better leader. To learn faster, you have to be committed to learning. That includes daily learning. Be consistent. Time block the time on your calendar to spend time learning what you want to learn.

I suggest that you spend time on the topics you want to learn every day. If it is important for you to learn, you have to immerse yourself in that topic. Warren Buffet, the world's greatest investor, spends 80% of his day reading about companies. It’s important to him.

2. Follow a framework

As I mentioned at the beginning of this blog, there is so much information on the internet, there is no reason you need to start from scratch. Search for other people competent in what you want to learn and find out how they learned that skill.

The worst thing you can do is start from scratch. Then you make up stuff as you go along. The results will be slow, you’ll become frustrated and you will give up. Find someone you can model and your learning will be much quicker.

3. Get feedback to improve

If a tree falls in the woods and no one is around, does it make a sound? If you spend all of your time learning about a topic or skill and you never try that skill, are you making progress? The old saying is you don’t know what you don’t know.

Why do you think athletes have coaches? They need someone that can teach them and provide feedback on their performance. Receive feedback as you learn new skills and abilities. It will dramatically shorten your learning curve.

4. Set a deadline

Someday is not a deadline. Someday will provide a sense of urgency. Establishing a deadline to learn the topic important for your further success is the only way you’ll apply the focus required. I want to be conversant at the fifth-grade level in Spanish by 12-31-2020 is a deadline. It is time-bound and specific.  

Being consistent, following an established framework, receiving feedback, and setting a deadline are four great tips to learn faster!  

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>087c2393-763d-40ee-b904-2d8bfe23d36cMon, 21 Sep 2020 04:00:00 -070003:42nofull153As a leader, you're inundated with info and the speed of business is incredibly fast. How do you keep up? Here are four tips to learn faster!Tom Reed: Lean Enthusiast & President of American LeanToyota GM Shares what Makes Toyota GreatOne of the great honors I get to do weekly is interview companies on their lean journeys. This week I was fortunate enough to spend time with Jason Hartkemeyer, a General Manager at Toyota Boshoku which makes seats and interior pieces for the automotive industry.

Some of the key points from our discussion:

1.  Toyota Boshoku is the original Toyota. The founder Sakichi Toyoda began by making automated weaving looms. In the early 1900's his sons visited Europe and convinced their father to begin producing automobiles. Jason mentioned he traveled to Japan and saw the original loom that Sakichi developed. "It's hard to believe that this multi-billion dollar company began with weaving looms."
2. When Toyota first came to America, they were part of a joint venture with Gm called NUMMI New United Motor Manufacturing Incorporated.  GM wanted to learn the secrets of the Japanese manufacturing processes. The facility closed in 2010 and is where Tesla's are manufactured today.
3. Toyota invests heavily in their employees. Many employees spend their entire working career at Toyota. They learn how to work well as a team and have a great alumni network. Toyota Boshoky Leaders know who they can lean on if they have questions.
4.  They use eight guiding principles at Toyota Boshoku. These are their True North and guide decisions made within the organization. These guiding principles have been around 100 years!
5. They build seats with a two hour lead time. They receive the order when a car hits the paint booth and they have two hours to produce the seats and ship it to the factory. Toyota makes roughly one car a minute. There is a lot to manage between suppliers, logistics, production, and distribution.
6. Start your Lean journey using value stream mapping, then identify waste opportunities and focus on improvements across the entire value stream. Try to stay away from pocket improvements. Small areas of excellence. They will be hard to maintain and won't improve the performance of the overall business.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the great honors I get to do weekly is interview companies on their lean journeys. This week I was fortunate enough to spend time with Jason Hartkemeyer, a General Manager at Toyota Boshoku which makes seats and interior pieces for the automotive industry.

Some of the key points from our discussion:

1.  Toyota Boshoku is the original Toyota. The founder Sakichi Toyoda began by making automated weaving looms. In the early 1900's his sons visited Europe and convinced their father to begin producing automobiles. Jason mentioned he traveled to Japan and saw the original loom that Sakichi developed. "It's hard to believe that this multi-billion dollar company began with weaving looms."
2. When Toyota first came to America, they were part of a joint venture with Gm called NUMMI New United Motor Manufacturing Incorporated.  GM wanted to learn the secrets of the Japanese manufacturing processes. The facility closed in 2010 and is where Tesla's are manufactured today.
3. Toyota invests heavily in their employees. Many employees spend their entire working career at Toyota. They learn how to work well as a team and have a great alumni network. Toyota Boshoky Leaders know who they can lean on if they have questions.
4.  They use eight guiding principles at Toyota Boshoku. These are their True North and guide decisions made within the organization. These guiding principles have been around 100 years!
5. They build seats with a two hour lead time. They receive the order when a car hits the paint booth and they have two hours to produce the seats and ship it to the factory. Toyota makes roughly one car a minute. There is a lot to manage between suppliers, logistics, production, and distribution.
6. Start your Lean journey using value stream mapping, then identify waste opportunities and focus on improvements across the entire value stream. Try to stay away from pocket improvements. Small areas of excellence. They will be hard to maintain and won't improve the performance of the overall business.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>b26c5904-65c5-4268-8fcd-3346b633a931Fri, 18 Sep 2020 04:00:00 -070015:40nofull152What is the secret to Toyota's success? Hear from a Toyota Boshoku insider what makes the company so successful and a great place to work!Tom Reed: Lean Enthusiast & President of American LeanPrepare your Business for Augmented RealityAugmented reality can transform the customer experience by allowing potential customers to try it before they buy it. You can take see how that new couch will look in your living room before purchasing it.

A/R will also change the way maintenance is done in many situations. Imagine walking to a piece of equipment with AR glasses on and the oil filter location shows up on the glasses along with a picture of the tools needed to complete the job.

So how do you prepare your business for Augmented Reality? Here are several things to consider.

1.    Identify the goal for Augmented Reality

Given the many options and investments required for AR, it is important to establish a business goal and evaluate how you are performing against that goal. Will deploying Augmented Reality help you meet that business goal?

Let’s say you have many defects as you manufacture your product. Investigating the root cause of the defects, you learn that you have lots of new employees. Can deploying Augmented Reality improve how these employees are trained? Can AR help these employees follow the quality steps required to make the product correctly?

2.    Define the user experience

In the example above, the best case for the deployment of AR is likely in the form of glasses employees can wear. When assembling the product, it can show tools, torques can be displayed, and it can display quality checks.

That is on the production side of things. What if it makes sense for you to deploy AR on your website or with your sales team? The deployment of Augmented Reality is different in each of these cases.

Once you understand the goal for AR deployment, considering who the end-user will be will narrow down the Augmented Reality options.

3.    Build your library of content

You have established how you want to deploy AR within your business. Congratulations. The next step is to build the library of information for the technology to be successful. 

Conduct a gap analysis comparing the desired future state to the current state. Develop your plan for capturing the information needed. If you are using AR on the assembly line, you might need digital work instructions. 

If you want to use AR for maintenance purposes, you might need access to 3D models or CAD drawings of the machines. If you don’t have access to the information needed, start simply to capture it.

You can have an experienced maintenance person video themselves with a head held Go Pro changing a filter. Once you understand the information gaps, begin as simply as you can to fill those gaps.

As AR is becoming more prevalent by the day, tools to support the data collection are being developed at a rapid pace. 

Unity is an engine you can use to create 2D and 3D experiences.

Lumberyard is from Amazon. It’s free to use, but you pay for AWS services.

Unreal Engine is built on C++ and can create different uses across different platforms.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are Augmented reality can transform the customer experience by allowing potential customers to try it before they buy it. You can take see how that new couch will look in your living room before purchasing it.

A/R will also change the way maintenance is done in many situations. Imagine walking to a piece of equipment with AR glasses on and the oil filter location shows up on the glasses along with a picture of the tools needed to complete the job.

So how do you prepare your business for Augmented Reality? Here are several things to consider.

1.    Identify the goal for Augmented Reality

Given the many options and investments required for AR, it is important to establish a business goal and evaluate how you are performing against that goal. Will deploying Augmented Reality help you meet that business goal?

Let’s say you have many defects as you manufacture your product. Investigating the root cause of the defects, you learn that you have lots of new employees. Can deploying Augmented Reality improve how these employees are trained? Can AR help these employees follow the quality steps required to make the product correctly?

2.    Define the user experience

In the example above, the best case for the deployment of AR is likely in the form of glasses employees can wear. When assembling the product, it can show tools, torques can be displayed, and it can display quality checks.

That is on the production side of things. What if it makes sense for you to deploy AR on your website or with your sales team? The deployment of Augmented Reality is different in each of these cases.

Once you understand the goal for AR deployment, considering who the end-user will be will narrow down the Augmented Reality options.

3.    Build your library of content

You have established how you want to deploy AR within your business. Congratulations. The next step is to build the library of information for the technology to be successful. 

Conduct a gap analysis comparing the desired future state to the current state. Develop your plan for capturing the information needed. If you are using AR on the assembly line, you might need digital work instructions. 

If you want to use AR for maintenance purposes, you might need access to 3D models or CAD drawings of the machines. If you don’t have access to the information needed, start simply to capture it.

You can have an experienced maintenance person video themselves with a head held Go Pro changing a filter. Once you understand the information gaps, begin as simply as you can to fill those gaps.

As AR is becoming more prevalent by the day, tools to support the data collection are being developed at a rapid pace. 

Unity is an engine you can use to create 2D and 3D experiences.

Lumberyard is from Amazon. It’s free to use, but you pay for AWS services.

Unreal Engine is built on C++ and can create different uses across different platforms.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>84d8e4db-9859-4c0a-b835-e70a94de1a8aThu, 17 Sep 2020 04:00:00 -070004:51nofull151Augmented Reality is becoming more prevalent. Here are three considerations to prepare your business for Augmented Reality!Tom Reed: Lean Enthusiast & President of American LeanUsing a DOWNTIME chart to Identify WasteToyota identified seven wastes as they developed the Toyota Production System from 1948 to 1975. As the production system was integrated into Western culture the eighth waste- Not Listening to People’s Ideas was adopted. Let’s focus on using a DOWNTIME chart to identify waste.

When put into the correct order, the eight wastes spell out DOWNTIME. This mnemonic helps you remember what the eight wastes are in business. Briefly, here are the eight wastes:

1. Defects

2. Overproduction

3. Waiting

4. Not Listening to People’s Ideas

5. Transportation

6. Inventory

7. Motion

8. Excess Processing

That’s great Tom, but now what do I do? When I coach companies, I have them print out a 2’ x 3’ poster of the DOWNTIME wastes and place it in their PMO. This becomes a key focal point for identifying waste in their organizations. What do we do next?

1.   Take a Waste Walk

Using your value stream maps as a guide, this should occur on day one of your rapid improvement event (RIE). Have your RIE team walk to the area or process and take note pads with them. If it helps, have them write DOWNTIME across the top of their pad. Have them write down wastes that they observe on their walk.

Things that are often apparent is inventory, scrap, motion, transportation and waiting. If you are working on an office process, look for piled up files (inventory), switching through many computer systems, and getting up to get copies or print outs (motion). Have your team talk to people in the process and ask how long and how often they wait on information or people.

2.   Place the wastes on the DOWNTIME chart

It’s less important that the team gets the waste in the proper category. What’s important is they identified it and made note of it. Have the team write the wastes they observe on stickie notes and place them on the DOWNTIME chart where they believe it belongs. After everyone has completed this process, have someone from the team go through them. Consolidate any that are the same.

After consolidating, number each stickie note. You’ll want to refer back to the waste in the next step of the process.

3.   Brainstorm improvement ideas to eliminate the waste

Using a separate stickie note color, have the team brainstorm ideas to eliminate the wastes. Have the team members place these stickie notes near the waste they believe their idea will eliminate. These should be action-oriented ideas. It’s okay if multiple employees come up with the same idea. You can consolidate them

Remember the rules of brainstorming- there are no rules. It’s important to let people brainstorm freely with no constraints. We’ll sort through the ideas in the next step called a P.I.C.K. chart. We’ll cover that process in next week’s blog.

The eight wastes are everywhere in your business. Take a walk with some employees and take notes. Identity some wastes and put them on a DOWNTIME chart like the one above. Then go attack that waste!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Toyota identified seven wastes as they developed the Toyota Production System from 1948 to 1975. As the production system was integrated into Western culture the eighth waste- Not Listening to People’s Ideas was adopted. Let’s focus on using a DOWNTIME chart to identify waste.

When put into the correct order, the eight wastes spell out DOWNTIME. This mnemonic helps you remember what the eight wastes are in business. Briefly, here are the eight wastes:

1. Defects

2. Overproduction

3. Waiting

4. Not Listening to People’s Ideas

5. Transportation

6. Inventory

7. Motion

8. Excess Processing

That’s great Tom, but now what do I do? When I coach companies, I have them print out a 2’ x 3’ poster of the DOWNTIME wastes and place it in their PMO. This becomes a key focal point for identifying waste in their organizations. What do we do next?

1.   Take a Waste Walk

Using your value stream maps as a guide, this should occur on day one of your rapid improvement event (RIE). Have your RIE team walk to the area or process and take note pads with them. If it helps, have them write DOWNTIME across the top of their pad. Have them write down wastes that they observe on their walk.

Things that are often apparent is inventory, scrap, motion, transportation and waiting. If you are working on an office process, look for piled up files (inventory), switching through many computer systems, and getting up to get copies or print outs (motion). Have your team talk to people in the process and ask how long and how often they wait on information or people.

2.   Place the wastes on the DOWNTIME chart

It’s less important that the team gets the waste in the proper category. What’s important is they identified it and made note of it. Have the team write the wastes they observe on stickie notes and place them on the DOWNTIME chart where they believe it belongs. After everyone has completed this process, have someone from the team go through them. Consolidate any that are the same.

After consolidating, number each stickie note. You’ll want to refer back to the waste in the next step of the process.

3.   Brainstorm improvement ideas to eliminate the waste

Using a separate stickie note color, have the team brainstorm ideas to eliminate the wastes. Have the team members place these stickie notes near the waste they believe their idea will eliminate. These should be action-oriented ideas. It’s okay if multiple employees come up with the same idea. You can consolidate them

Remember the rules of brainstorming- there are no rules. It’s important to let people brainstorm freely with no constraints. We’ll sort through the ideas in the next step called a P.I.C.K. chart. We’ll cover that process in next week’s blog.

The eight wastes are everywhere in your business. Take a walk with some employees and take notes. Identity some wastes and put them on a DOWNTIME chart like the one above. Then go attack that waste!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>b5260dda-607a-48a4-92b9-fb6e7f36a201Wed, 16 Sep 2020 04:00:00 -070004:45nofull150Tom Reed: Lean Enthusiast & President of American LeanFour Tips for Supporting and Engaging Remote EmployeesWith many of your employees working from home, it’s hard to maintain your company culture and ensure your employees are being supported. Culture is everything in an organization. It’s what allows good companies to become great while average companies stay average. I want to provide some tips for supporting and engaging remote employees so that your company culture can become great.

Tip 1- Reach out

Now is not the time to disappear. Just like you, many leaders are learning on the fly how to navigate the WFM situation. Like raising a child, there are no owners-manual for operating within a global pandemic.

What is important is that your employees understand you are there for them. Reach out to them and have a conversation about how things are going in their WFM situation. Find out how they are feeling and if there is anything you can do to help.

Tip 2 – Establish internal groups

Since many employees are facing the same situations, establish internal groups where they can share ideas and solutions with each other. Use your intranet of set up a private Facebook group where they are free to have discussions.

The groups could be situation related- how to homeschool while working. There could be a technical group that answers technology related questions. Provide an HR group. Consider a COVID19 group for the latest (real) information.

You can also set up non-work related groups. Sourdough recipe groups. Dinner recipe groups. Gardening tip groups. The number of groups you could set up are endless.

Tip 3 – Set up coaching calls

As a leader, it is important that you communicate more frequently with your employees. Set up weekly coaching calls with your staff. Leave the broader business performance communication to other methods. Use these calls to find out what your employees are struggling with. Understand if there are roadblocks you need to remove.

A once a year performance review will not cut it in today’s world. Have frequent private communication with your employees so they know where they stand and what they can do to succeed. 

Focus on how you can support them and how they can support others on the team. Let them know you are paying attention.

Tip 4 – Realize your company culture will get out

Given the frequent use of social media, there are few company secrets today. Your company culture and how employees feel about it will reach the outside world. It’s hard to say you have an exceptional customer experience when you have a horrible employee experience.

What you do as a company during these trying times says a lot about your company culture. Keep that in the forefront of your mind as you develop ways of supporting and engaging remote employees!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on With many of your employees working from home, it’s hard to maintain your company culture and ensure your employees are being supported. Culture is everything in an organization. It’s what allows good companies to become great while average companies stay average. I want to provide some tips for supporting and engaging remote employees so that your company culture can become great.

Tip 1- Reach out

Now is not the time to disappear. Just like you, many leaders are learning on the fly how to navigate the WFM situation. Like raising a child, there are no owners-manual for operating within a global pandemic.

What is important is that your employees understand you are there for them. Reach out to them and have a conversation about how things are going in their WFM situation. Find out how they are feeling and if there is anything you can do to help.

Tip 2 – Establish internal groups

Since many employees are facing the same situations, establish internal groups where they can share ideas and solutions with each other. Use your intranet of set up a private Facebook group where they are free to have discussions.

The groups could be situation related- how to homeschool while working. There could be a technical group that answers technology related questions. Provide an HR group. Consider a COVID19 group for the latest (real) information.

You can also set up non-work related groups. Sourdough recipe groups. Dinner recipe groups. Gardening tip groups. The number of groups you could set up are endless.

Tip 3 – Set up coaching calls

As a leader, it is important that you communicate more frequently with your employees. Set up weekly coaching calls with your staff. Leave the broader business performance communication to other methods. Use these calls to find out what your employees are struggling with. Understand if there are roadblocks you need to remove.

A once a year performance review will not cut it in today’s world. Have frequent private communication with your employees so they know where they stand and what they can do to succeed. 

Focus on how you can support them and how they can support others on the team. Let them know you are paying attention.

Tip 4 – Realize your company culture will get out

Given the frequent use of social media, there are few company secrets today. Your company culture and how employees feel about it will reach the outside world. It’s hard to say you have an exceptional customer experience when you have a horrible employee experience.

What you do as a company during these trying times says a lot about your company culture. Keep that in the forefront of your mind as you develop ways of supporting and engaging remote employees!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>2f4a113f-6ef4-4401-b5ba-73f0ea139c90Tue, 15 Sep 2020 04:00:00 -070004:33nofull149Your company culture hinges on how you lead your remote employees. Here are four tips for supporting and engaging remote employees!Tom Reed: Lean Enthusiast & President of American LeanDon’t be a Micromanager- 3 Tips to HelpThese are unprecedented times. My guess is many of your employees are working from home full time or at least part of the time. As a manager, the temptation might be to check in with your employees to make sure they are getting their tasks accomplished. Doing this too often, offering constant feedback, or stepping in to do the work is a sign you are micromanaging. What kind of culture does that produce?

For one, it sends the message you don’t trust your employees to do their job. Imagine how you would feel if your boss, who controls your income, continually asks how you are coming along with your work. Then they tell you how to do the work. What kind of morale would you have day to day? This then leads to…

Overdependence on the manager. When you continually tell the employee how to do their work, they get the message and become disengaged. Like a trained dog, they will sit there until you tell them what to do next. 

If your employees all act this way, which you trained them to do, you will become overwhelmed. This will lead to stress, which often manifests itself by even more micromanagement. Your team will lack organization, the ability to self-direct, and no motivation to perform.

Focusing daily on the small details of the job doesn’t allow your team to work on the big picture or project. Micro suggestions on unimportant aspects of a project won’t support the larger goals of the company. It’s also impossible to manage everything that occurs within a larger organization.

What can you do to not be a micromanager?

1. Set a few metrics or objectives for a project and don’t get involved in any of the work processes

Let your employees know what the objectives, metrics, and timeline are for a project, ensure they understand, and let them do their work. Set pre-determined tollgate reviews and stick to those dates for getting updates.

2. Let your employees know they can come to you for help, coaching, or advice

Now that you have set tollgate review dates, make sure your employees understand they can always come to you with questions, coaching, or advice. They might want input from others in the company and you can suggest who they meet with.

Maybe you can offer advice on where to collect needed data. There are many ways you can offer advice but stay out of how they complete the work.

3. Let your employees know how soon they can expect a response from you for deliverables

Make sure they understand how quickly you will respond to deliverables they provide. Will it take you a week? A few days? Also, let them know what format you will provide the feedback. This eliminates surprises that can ruin morale.

I know that if you follow these three tips you will begin the process of eliminating micromanaging.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on These are unprecedented times. My guess is many of your employees are working from home full time or at least part of the time. As a manager, the temptation might be to check in with your employees to make sure they are getting their tasks accomplished. Doing this too often, offering constant feedback, or stepping in to do the work is a sign you are micromanaging. What kind of culture does that produce?

For one, it sends the message you don’t trust your employees to do their job. Imagine how you would feel if your boss, who controls your income, continually asks how you are coming along with your work. Then they tell you how to do the work. What kind of morale would you have day to day? This then leads to…

Overdependence on the manager. When you continually tell the employee how to do their work, they get the message and become disengaged. Like a trained dog, they will sit there until you tell them what to do next. 

If your employees all act this way, which you trained them to do, you will become overwhelmed. This will lead to stress, which often manifests itself by even more micromanagement. Your team will lack organization, the ability to self-direct, and no motivation to perform.

Focusing daily on the small details of the job doesn’t allow your team to work on the big picture or project. Micro suggestions on unimportant aspects of a project won’t support the larger goals of the company. It’s also impossible to manage everything that occurs within a larger organization.

What can you do to not be a micromanager?

1. Set a few metrics or objectives for a project and don’t get involved in any of the work processes

Let your employees know what the objectives, metrics, and timeline are for a project, ensure they understand, and let them do their work. Set pre-determined tollgate reviews and stick to those dates for getting updates.

2. Let your employees know they can come to you for help, coaching, or advice

Now that you have set tollgate review dates, make sure your employees understand they can always come to you with questions, coaching, or advice. They might want input from others in the company and you can suggest who they meet with.

Maybe you can offer advice on where to collect needed data. There are many ways you can offer advice but stay out of how they complete the work.

3. Let your employees know how soon they can expect a response from you for deliverables

Make sure they understand how quickly you will respond to deliverables they provide. Will it take you a week? A few days? Also, let them know what format you will provide the feedback. This eliminates surprises that can ruin morale.

I know that if you follow these three tips you will begin the process of eliminating micromanaging.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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]]>06a86300-8f20-4c1c-a020-962c9311a681Mon, 14 Sep 2020 04:00:00 -070003:59nofull148Tom Reed: Lean Enthusiast & President of American LeanLearn what the Kettering Health Network does to Stay Lean 

1.  Tell us about yourself and your company

 Chris Luckett, Industrial, and Systems Engineering Degree. I have worked in various industries throughout my 20+ years. 

I am the Network Manager of Process Excellence for Kettering Health Network in Dayton Oh. Kettering Health Network is a faith-based award-winning healthcare system of 10 hospitals, 10 emergency departments, and 120 outpatient facilities serving southwest Ohio. With nearly 13,000 employees and 2,100 physicians and ~2B Revenue per year. Emergency Care, Cancer Care, Orthopedic Surgery and Rehab, Neuro & Stroke Care, and Heart Care. Our calling card is to provide improvement science and best practice throughout the NW.

2.   How long have you been on your Lean journey?

I’ve been involved in ‘Improvement Science’ from the start of my career 20+ years ago. I was fortunate enough to start my career in consulting while Toyota Production Methodologies were becoming mainstream and CI with my engineering knowledge was just a great fit for me. Professionally, I have been part of many lean journeys through consulting work and with several companies in full-time roles.

3.  Why did Kettering Health Systems embark on a Lean journey? What did you hope to gain?

Let me take this in a little bit different direction. Over the years, I have become much less of a ‘purist’ and describe what I do in my role now as ‘discipline agnostic’. There are very prominent foundations that I draw from Lean but have also found that for many situations, it can be narrow-sighted to expect each problem or opportunity to act the same way, especially in healthcare. So, whether it's Six Sigma/DMAIC, PDCA, 8D, Lean, Project Management, a well rounded ‘Improvement Scientist’ can adapt his/her approach to effectively manage the opportunity.

4.  What have been some of the biggest struggles on your journey?

One of the biggest things that I continually find challenging and a struggle is the pressure to have the ‘right solution’ vs experimenting my way to the best solution. Especially as you progress in roles and title in your career, people don’t react well to planning, go and see, not making progress, failing. For me, I'm not afraid of failure or being fired or something, It's more of my internal struggle to manage my frustration when something doesn’t turn out the way I had planned. We’ve all had the mountain top feeling when the RIE is outstanding and a tremendous success, but that doesn’t happen all the time and so staying disciplined and not ‘chasing the high’ can be a struggle.

5.  What are some things you have learned from those struggles?

I’ve had to learn to walk away. I make myself get in the car and go for a drive to detach in some ways. And I’ve had to manage my behaviors in those situations. When my mind is so focused on something, it can end up blinding me to adequate solutions. Inevitably, on Saturday morning when I’m mowing the lawn, it hits me and I’m ready to go and can't wait until Monday to be back at work trying the next thing. But, I’ve had to learn to discipline myself under ‘damage control’ situations (sometimes of my own doing) by creating diversions, and managing my behavior are two big lessons that I’ve learned.

6.  What have been some of your greatest successes on your Lean journey?

 I have some really neat, quantifiable, measurable things that I’m happy to say I’ve been a part of doing. But, for me, it comes back to the times that I’ve helped someone do something that they wouldn’t have been able to do without my help. And there are really simple examples that make me most proud. Helping someone do their first executive presentation, someone who’s become ‘control chart crazy’]]> 

1.  Tell us about yourself and your company

 Chris Luckett, Industrial, and Systems Engineering Degree. I have worked in various industries throughout my 20+ years. 

I am the Network Manager of Process Excellence for Kettering Health Network in Dayton Oh. Kettering Health Network is a faith-based award-winning healthcare system of 10 hospitals, 10 emergency departments, and 120 outpatient facilities serving southwest Ohio. With nearly 13,000 employees and 2,100 physicians and ~2B Revenue per year. Emergency Care, Cancer Care, Orthopedic Surgery and Rehab, Neuro & Stroke Care, and Heart Care. Our calling card is to provide improvement science and best practice throughout the NW.

2.   How long have you been on your Lean journey?

I’ve been involved in ‘Improvement Science’ from the start of my career 20+ years ago. I was fortunate enough to start my career in consulting while Toyota Production Methodologies were becoming mainstream and CI with my engineering knowledge was just a great fit for me. Professionally, I have been part of many lean journeys through consulting work and with several companies in full-time roles.

3.  Why did Kettering Health Systems embark on a Lean journey? What did you hope to gain?

Let me take this in a little bit different direction. Over the years, I have become much less of a ‘purist’ and describe what I do in my role now as ‘discipline agnostic’. There are very prominent foundations that I draw from Lean but have also found that for many situations, it can be narrow-sighted to expect each problem or opportunity to act the same way, especially in healthcare. So, whether it's Six Sigma/DMAIC, PDCA, 8D, Lean, Project Management, a well rounded ‘Improvement Scientist’ can adapt his/her approach to effectively manage the opportunity.

4.  What have been some of the biggest struggles on your journey?

One of the biggest things that I continually find challenging and a struggle is the pressure to have the ‘right solution’ vs experimenting my way to the best solution. Especially as you progress in roles and title in your career, people don’t react well to planning, go and see, not making progress, failing. For me, I'm not afraid of failure or being fired or something, It's more of my internal struggle to manage my frustration when something doesn’t turn out the way I had planned. We’ve all had the mountain top feeling when the RIE is outstanding and a tremendous success, but that doesn’t happen all the time and so staying disciplined and not ‘chasing the high’ can be a struggle.

5.  What are some things you have learned from those struggles?

I’ve had to learn to walk away. I make myself get in the car and go for a drive to detach in some ways. And I’ve had to manage my behaviors in those situations. When my mind is so focused on something, it can end up blinding me to adequate solutions. Inevitably, on Saturday morning when I’m mowing the lawn, it hits me and I’m ready to go and can't wait until Monday to be back at work trying the next thing. But, I’ve had to learn to discipline myself under ‘damage control’ situations (sometimes of my own doing) by creating diversions, and managing my behavior are two big lessons that I’ve learned.

6.  What have been some of your greatest successes on your Lean journey?

 I have some really neat, quantifiable, measurable things that I’m happy to say I’ve been a part of doing. But, for me, it comes back to the times that I’ve helped someone do something that they wouldn’t have been able to do without my help. And there are really simple examples that make me most proud. Helping someone do their first executive presentation, someone who’s become ‘control chart crazy’ because they’ve seen the value through working with me, a nurse who had never really led a team on an improvement project. Those are

7.  How have they benefited the organization?

a.  In context to my last answer….I’m just one person and can only do what I can. But if others are learning and developing, that has a multiplicative effect on how much improvement we can complete across our organization.

8.  What have been some of the biggest surprises that you have learned?

People are people…not robots

9.  If my company was starting our lean journey today, what advice would you give us?

Think small to think big. I’ve seen many initiatives go down in flames because the goal was so overwhelming ‘We’re going to transform healthcare’ type of stuff and it alienates a lot of the organization right off the bat. So, right size goals and do small experiments to get started.

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]]>7a858fa7-16c5-4792-8573-187b721009c6Fri, 11 Sep 2020 04:00:00 -070014:02nofull147This week I am fortunate to speak with the Network Manager of Process Excellence for Kettering Health Network. He shares their Lean journey!Tom Reed: Lean Enthusiast & President of American Lean5G and Blockchain- Partners for the FutureApple announced that it will release 5G phones this fall. That sounds exciting but remember 5G speeds use a different technology called millimeter wave technology. This is a shorter wavelength but doesn’t travel as far.

The estimate I heard for Manhattan alone, instead of building 100 antennas for 4GLE you have to build 5,000 to 20,000 5G antennas. That is a lot of infrastructure!

This puts Apple and every other handset manufacturer at the mercy of companies such as Verizon, AT&T, and T-Mobile. Given the amount of infrastructure required, it will take a while before true 5G arrives.

 Why do I bring this up? For 5G to be successful in many situations, it needs a partner, and that partner is Blockchain.

If your 5G phone fails or acts up because they hack it, that is an annoyance. If you autonomous driving vehicle or the equipment in your factory acts up because of data issues or hacking, it can be catastrophic. Here are how the two will partner together.

1.    Increased data security

As I mentioned above, if the sensors in your factory get hacked, that can be disastrous for your business. Not only can it ruin production, but injury or death could result. 

I can say the same for autonomous vehicles. Information transfer has to be impervious to hacking or serious consequences could occur. Blockchain solutions are being developed between automakers and IBM to provide solutions.

There is also an initiative called MOBI- Mobility Open Blockchain Initiative to provide solutions. After they develop these solutions for autonomous vehicles, there will be a trickle down effect for equipment on the factory floor.

2.    Rapid blockchain iterations

As the use of blockchain technology increases, the use cases will enable blockchain technology to iterate rapidly. There are big companies involved in this space. I just mentioned IBM. Starbucks is developing their own blockchain technology too.

Imagine knowing for sure where your coffee beans came from. What would it be like seeing a picture of the pasture where the cow that delivered milk lives? Amazon is working on their blockchain. As the technology becomes more prevalent, adoption will increase for specific uses because of rapid iteration.

3.    More secure automation

Beside the factory floor, there are other uses for blockchain in automating business processes. Imagine acceptance of goods at a port in Ireland using blockchain and smart contracts. Payments happen much faster and can happen immediately because of 5G network speeds. No more waiting for months to get paid while your product sits on a dock to be accepted by customs officials.

Another obvious benefactor are the sensors and cobots being deployed because of Industry 4.0 and increased automation brought about by COVID19. Although these are being deployed at a rapid clip, their usage will increase even faster when information transfer is more secure!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Apple announced that it will release 5G phones this fall. That sounds exciting but remember 5G speeds use a different technology called millimeter wave technology. This is a shorter wavelength but doesn’t travel as far.

The estimate I heard for Manhattan alone, instead of building 100 antennas for 4GLE you have to build 5,000 to 20,000 5G antennas. That is a lot of infrastructure!

This puts Apple and every other handset manufacturer at the mercy of companies such as Verizon, AT&T, and T-Mobile. Given the amount of infrastructure required, it will take a while before true 5G arrives.

 Why do I bring this up? For 5G to be successful in many situations, it needs a partner, and that partner is Blockchain.

If your 5G phone fails or acts up because they hack it, that is an annoyance. If you autonomous driving vehicle or the equipment in your factory acts up because of data issues or hacking, it can be catastrophic. Here are how the two will partner together.

1.    Increased data security

As I mentioned above, if the sensors in your factory get hacked, that can be disastrous for your business. Not only can it ruin production, but injury or death could result. 

I can say the same for autonomous vehicles. Information transfer has to be impervious to hacking or serious consequences could occur. Blockchain solutions are being developed between automakers and IBM to provide solutions.

There is also an initiative called MOBI- Mobility Open Blockchain Initiative to provide solutions. After they develop these solutions for autonomous vehicles, there will be a trickle down effect for equipment on the factory floor.

2.    Rapid blockchain iterations

As the use of blockchain technology increases, the use cases will enable blockchain technology to iterate rapidly. There are big companies involved in this space. I just mentioned IBM. Starbucks is developing their own blockchain technology too.

Imagine knowing for sure where your coffee beans came from. What would it be like seeing a picture of the pasture where the cow that delivered milk lives? Amazon is working on their blockchain. As the technology becomes more prevalent, adoption will increase for specific uses because of rapid iteration.

3.    More secure automation

Beside the factory floor, there are other uses for blockchain in automating business processes. Imagine acceptance of goods at a port in Ireland using blockchain and smart contracts. Payments happen much faster and can happen immediately because of 5G network speeds. No more waiting for months to get paid while your product sits on a dock to be accepted by customs officials.

Another obvious benefactor are the sensors and cobots being deployed because of Industry 4.0 and increased automation brought about by COVID19. Although these are being deployed at a rapid clip, their usage will increase even faster when information transfer is more secure!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

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Schedule a free 1/2 call with Tom Reed.

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]]>3ff0a2c1-992c-4e2a-be87-a9c9bac38c4aThu, 10 Sep 2020 04:00:00 -070004:53nofull146Tom Reed: Lean Enthusiast & President of American LeanHow to hold a Successful Kaizen Event Report OutOne of the key elements of a kaizen is holding a report out at the end of the event. Having led over 450 kaizen events, I believe I have found a successful report out format. Learn about my kaizen report out format in this blog.

Every company does their report outs differently. During the report outs where I coach companies, we have the team present their outcome using a PowerPoint presentation. These vary in length depending upon the activity, but each team member gets one to several slides to present.

You should require a report out after your kaizen activities. This does several things. First, it allows the team members to present their ideas to the management team. Depending upon the size of the company, it may be the team member's only exposure to leadership.

Don’t discount this important aspect. Employees don’t want to work for some faceless executive they’ve only heard of, but not seen. This also drives employee engagement. One element of a successful lean transformation is to increase employee engagement. Getting to be a part of a kaizen or value stream mapping event helps.

What should be in the report out? Let’s go through an example.

Topic 1

A team picture. I always start with a team picture and have one team member introduce everyone. 

Topic 2

Review the A3. Have someone review the A3. Make sure they cover the area of focus and the intended improvement gains. 

Topic 3

Value Stream Map. Whether you take a picture of the VSM or develop one in Visio or excel, present the current state VSM and mark the areas considered for improvement. You can include a future state VSM later in the presentation. 

Topic 4

A picture of the brainstormed ideas, DOWNTIME chart, and PICK chart if used. I use both pictures and generate replicas in PowerPoint for easy understanding. Make sure everyone understands you considered many different options before making improvements. 

Topic 5

Action pictures. As a kaizen leader, make sure you capture kaizen action pictures. These are great to insert into the report out. Leaders love to see their employees working hard to make the company better. 

Topic 6

Expected results and savings. Here is where you cover the expected results and savings. You can also share the future state VSM and share any processes eliminated or time saved across the value stream. 

Topic 7

Action item log. The goal of any kaizen should be to complete 90% of the activities within the event. Occasionally everything gets completed, but there are often open items that need follow-up. Training that needs to occur for the new process. Standard work that needs to be developed.

Make sure the action log captures open items and assigns an owner to every open item. I like to print out a copy and place it in the area so that everyone knows the status of open items. 

Topic 8

Questions. Allow time for the team to answer questions. Hopefully, someone from leadership will ask the team how they liked the process. Ask them if they would suggest others in the company get involved in kaizen. Ask them what they liked best during the event. 

If you follow this format, I know you will have a successful kaizen report out!

It is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>2caf0c60-63b2-4268-8d25-58283af61091Wed, 09 Sep 2020 04:00:00 -070005:03nofull145Having conducted over 400 kaizen events with report outs- I have a pretty good kaizen event report out format. Learn about it here and how your company can benefit!Tom Reed: Lean Enthusiast & President of American LeanDon't Let Technology Ruin your CultureThese are unprecedented times. My guess is many of your employees are working from home full time, or at least part of the time. To maintain physical distancing, many companies have adopted Zoom or other technology solutions to support their business. Doing that is like running with scissors- too much technology can ruin your culture. There were benefits to the “old” way of doing things, or you wouldn’t have done them.

Zoom might solve a communication problem, but it won’t do much to support camaraderie. Asana might work to help you manage tasks, but your work devolves into a closing tasks assigned to you with little employee engagement.

WebEx sales calls might allow you to be in front of your customers, but there is nothing like a firm handshake to cement a deal. There is excitement in the effort to travel to a location, build rapport, and then close a deal. That is harder to generate using technology.

Tip 1–Make sure everyone understands the company goals

This is one reason a management system is important to have in place. It provides the backbone for the actions and decision-making process of the company. The management system should be reviewed frequently so employees keep the bigger picture in mind.

Do you think that sports teams show up at training camp and set their goals to finish the season in last place? I doubt it. They want to win the world series, Super Bowl, Stanley Cup or whatever championship is in their league. Your employees want to win. Remind them periodically how to do that.

Tip 2- Realize technology won’t solve all your problems

It’s easy to think the latest technology will solve all of your problems. That’s what gets published and spread around. The reality is your people will drive your business, not technology. Technology might make work flows more efficient, but people still have to interpret data and provide the decision-making process.   

People do business with people. Make sure you are investing in your human capital. Provide incentives. Sponsor small gatherings where local employees can meet and engage with each other. Ask your employees what they would like to see regarding increasing employee engagement.

Tip 3- Over communicate

It might seem trivial to communicate with employees on the smallest things. They are looking for anything that can connect them to others in the company and to the company itself. If you have small in person gatherings, take pictures and share them on the intranet. 

Let everyone know when the sales team closes a deal. Share positive feedback from customers. Share anything that lets employees know how the business is performing. When left on their own to wonder how things are going, they might not have the most positive thoughts. Counter that by sharing and sharing some more!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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Follow]]>These are unprecedented times. My guess is many of your employees are working from home full time, or at least part of the time. To maintain physical distancing, many companies have adopted Zoom or other technology solutions to support their business. Doing that is like running with scissors- too much technology can ruin your culture. There were benefits to the “old” way of doing things, or you wouldn’t have done them.

Zoom might solve a communication problem, but it won’t do much to support camaraderie. Asana might work to help you manage tasks, but your work devolves into a closing tasks assigned to you with little employee engagement.

WebEx sales calls might allow you to be in front of your customers, but there is nothing like a firm handshake to cement a deal. There is excitement in the effort to travel to a location, build rapport, and then close a deal. That is harder to generate using technology.

Tip 1–Make sure everyone understands the company goals

This is one reason a management system is important to have in place. It provides the backbone for the actions and decision-making process of the company. The management system should be reviewed frequently so employees keep the bigger picture in mind.

Do you think that sports teams show up at training camp and set their goals to finish the season in last place? I doubt it. They want to win the world series, Super Bowl, Stanley Cup or whatever championship is in their league. Your employees want to win. Remind them periodically how to do that.

Tip 2- Realize technology won’t solve all your problems

It’s easy to think the latest technology will solve all of your problems. That’s what gets published and spread around. The reality is your people will drive your business, not technology. Technology might make work flows more efficient, but people still have to interpret data and provide the decision-making process.   

People do business with people. Make sure you are investing in your human capital. Provide incentives. Sponsor small gatherings where local employees can meet and engage with each other. Ask your employees what they would like to see regarding increasing employee engagement.

Tip 3- Over communicate

It might seem trivial to communicate with employees on the smallest things. They are looking for anything that can connect them to others in the company and to the company itself. If you have small in person gatherings, take pictures and share them on the intranet. 

Let everyone know when the sales team closes a deal. Share positive feedback from customers. Share anything that lets employees know how the business is performing. When left on their own to wonder how things are going, they might not have the most positive thoughts. Counter that by sharing and sharing some more!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1c752a9a-2498-4fba-abff-c2263edf5e3bTue, 08 Sep 2020 04:00:00 -070004:17nofull144With everyone working from home, it's easy to forget people make your business! Here are three tips to keep technology from ruining your culture.Tom Reed: Lean Enthusiast & President of American LeanReplay- The Importance of a Management System to Support Servant LeadersServant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization’s culture. One way to change your culture is to develop and support servant leaders.

Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied.

Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.”

Servant leader characteristics that he identified is that they are:

• Trustworthy
• Self-aware
• Humble
• Caring
• Visionary
• Empowering
• Relational
• Competent
• Good stewards
• Community builders

These characteristics sound amazing but are they possible in today’s department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars.

A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn’t establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing.

With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone’s actions to a common Management System eliminates confusion.

Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering.

While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders.

1. Are my actions helping my employees learn and grow?

2. Are my actions helping my employees become more autonomous?

3. Are my actions helping my employees become servant leaders themselves?

These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders.

The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with.

Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode 143.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Servant leadership is often associated with successful Lean innovations. While many organizations think implementing Lean is deploying a known set of tools, it is truly about changing your organization’s culture. One way to change your culture is to develop and support servant leaders.

Robert Greenleaf is known as coining the phrase “servant leadership” in 1970. Like Toyota, he developed some frameworks that can apply to different organizations but not be directly copied.

Key discoveries that Robert Greenleaf identified are that “servant leadership is a lifelong journey that includes self-discovery, a desire to serve others and a commitment to lead.”

Servant leader characteristics that he identified is that they are:

• Trustworthy
• Self-aware
• Humble
• Caring
• Visionary
• Empowering
• Relational
• Competent
• Good stewards
• Community builders

These characteristics sound amazing but are they possible in today’s department driven culture? Some organizations drive a scarcity mindset amongst their leaders. This leaves leaders lobbying for scarce budget dollars.

A key element that organizations need in place to support servant-leadership and drive employee engagement is alignment. If the leadership team doesn’t establish a decision-supporting Management System, it is hard to have alignment. Without a Management System as a True North, the decision directing framework is missing.

With a well-defined Management System in place, everyone in the organization understands the business priorities. Aligning everyone’s actions to a common Management System eliminates confusion.

Having leaders ask themselves if what they are doing supports the Management System, they can become more humble, relational, caring and empowering.

While this will not be an overnight transformation- remember Greenleaf suggests it is a lifelong journey- there are some key questions you should be regularly asking yourselves as leaders.

1. Are my actions helping my employees learn and grow?

2. Are my actions helping my employees become more autonomous?

3. Are my actions helping my employees become servant leaders themselves?

These three questions are a great starting point for personal reflection on becoming a servant leader. What I have observed over my career is the companies that use a published Management System are better at supporting Servant Leaders.

The leaders are guided by the principles of the Management System. The decision-making process becomes quick and consistent. This allows leaders to focus their efforts on providing increased employee support. When employees feel supported their engagement increases, turnover decreases, and the company harnesses the power of everyone making them a force to be reckoned with.

Let me know in the comments some of the best examples of Servant Leadership that you have come across. You can listen to the podcast at American Lean Weekday podcast episode 143.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>560c3da2-84cb-4499-b138-e5fb57faf4a1Mon, 07 Sep 2020 04:00:00 -070005:44nofull143Tom Reed: Lean Enthusiast & President of American LeanSmall Manufacturers InstituteThis week I get to interview David Goodreau the President of the Small Manufacturers Institute and he shares their mission and passion for helping small manufacturers.

David helps design and implement programs that make manufacturers more profitable and give people a career. His 40-year work history is as a machinist, manager, entrepreneur, and a builder/collaborator of non-profits that service industry and communities. The Small Manufacturers Institute (SMI) is his current focus, building an expandable workforce strategy that solves skilled labor problems through the management of a framework of local stakeholder networks.

A life of working within small manufacturing firms as an employee, owner, and partner shape an individual and provide a credible advocate for manufacturers in the public arena. His bio speaks to the experience of understanding the problems of manufacturers, and also, the confusing web of public and private support resources.

As we read about our nation's new commitment to America's Manufacturer, never have we been so weak to respond to this opportunity. Forty years of decline in the industrial arts; increasing global and supply chain competition/consolidation; crippling increases in regulations and customer requirements; steady declines in participation and membership in manufacturing associations, industrial unions, and trade societies outline the challenges our organizations seek to solve.

Together with the NTMA, we founded both the Small Manufacturers Association of CA (SMA) and Small Manufacturers Institute (SMI) to give our peers a voice. There is no greater challenge our country faces than to engage the manufacturing community in the process of leadership, education, and process improvement.

Both SMI and SMA stand tall in the marketplace by reaching beyond our own needs to better understand and develop strategies that will work at getting the manufacturers to participate. No government program, incentive, or motivational conference can turn this around. This perfect storm of industrial apathy must be solved organically, driven locally through self-interest and sustainable value that increases profits.

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Schedule a free 1/2 call with Tom Reed.

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]]>This week I get to interview David Goodreau the President of the Small Manufacturers Institute and he shares their mission and passion for helping small manufacturers.

David helps design and implement programs that make manufacturers more profitable and give people a career. His 40-year work history is as a machinist, manager, entrepreneur, and a builder/collaborator of non-profits that service industry and communities. The Small Manufacturers Institute (SMI) is his current focus, building an expandable workforce strategy that solves skilled labor problems through the management of a framework of local stakeholder networks.

A life of working within small manufacturing firms as an employee, owner, and partner shape an individual and provide a credible advocate for manufacturers in the public arena. His bio speaks to the experience of understanding the problems of manufacturers, and also, the confusing web of public and private support resources.

As we read about our nation's new commitment to America's Manufacturer, never have we been so weak to respond to this opportunity. Forty years of decline in the industrial arts; increasing global and supply chain competition/consolidation; crippling increases in regulations and customer requirements; steady declines in participation and membership in manufacturing associations, industrial unions, and trade societies outline the challenges our organizations seek to solve.

Together with the NTMA, we founded both the Small Manufacturers Association of CA (SMA) and Small Manufacturers Institute (SMI) to give our peers a voice. There is no greater challenge our country faces than to engage the manufacturing community in the process of leadership, education, and process improvement.

Both SMI and SMA stand tall in the marketplace by reaching beyond our own needs to better understand and develop strategies that will work at getting the manufacturers to participate. No government program, incentive, or motivational conference can turn this around. This perfect storm of industrial apathy must be solved organically, driven locally through self-interest and sustainable value that increases profits.

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]]>0e9a9425-6d6f-4ccd-a4f1-130ea1d8e095Fri, 04 Sep 2020 04:00:00 -070011:00nofull142Tom Reed: Lean Enthusiast & President of American LeanBig Data and your ERP SystemYou’ve made an enormous investment in your ERP system. It holds all of your company data in one nice software suite. You have your part masters, BOM’s, routings, set-up times, part numbers, suppliers, customers, and accounting information all set up in nice SQL tables.

Now you’re concerned because like the great consultant scam that was Y2K you are hearing about Industry 4.0, Big data, etc. and you are concerned about your ERP system- which most likely you purchased because of Y2K. Maybe you are suffering from FOMO.

Let’s discuss the ways your ERP system can support Industry 4.0. Updated ERP systems already have the infrastructure built into them to support Industry 4.0. They can collect and handle data from many inputs. They use data to provide information, which is the reason for collecting the data.

Here are several more benefits:

Benefit #1- Eliminating human inputs

Because your ERP will collect inputs from different areas, the data collection will be automatic, cleaner, and real-time. The data quality will improve. Eliminating the human element from the data collection loop frees employees to be more productive.

I am working with a machine shop in Santa Ana, California who is implementing a new ERP system. We are using tablets on the floor to clock into jobs, scan routers, and enter production and scrap quantities. This information is live as activities occur.

We are using real-time information to bring in the material on a JIT basis- freeing up space and cash. Both of these are important considerations for a small company.

Benefit # 2- Dashboard and alerts

Realtime data collection from a machining center offers all kinds of dashboard opportunities and alerts. If you want to measure coolant levels and trigger an alert if they drop below a certain level, you can. You can set up an alert after a certain number of cutting cycles for a tool. If you have tool break detection on a machine and a tool breaks, it could trigger the vending machine to dispense another tool.

Performance dashboards can share company performance in real-time. I know a company that sends texts when any scrap occurs within their processes. Information-sharing opportunities are endless.

Benefit # 3 Level Playing Field

Because many of the new ERP systems are cloud-based and cloud cost is based upon usage, smaller entities can have the same level of performance information that large companies have. Data storage solutions such as AWS (Amazon), Azure (Microsoft) are the two largest.

In the example of capturing the machine coolant level, how often do you need to collect that information? My guess is once an hour is often enough. Understanding how often to collect information and upload it to the cloud is a key element to mitigating cost.

Understanding how to use Big data with your ERP system will enable you to perform like a billion-dollar company!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

You’ve made an enormous investment in your ERP system. It holds all of your company data in one nice software suite. You have your part masters, BOM’s, routings, set-up times, part numbers, suppliers, customers, and accounting information all set up in nice SQL tables.

Now you’re concerned because like the great consultant scam that was Y2K you are hearing about Industry 4.0, Big data, etc. and you are concerned about your ERP system- which most likely you purchased because of Y2K. Maybe you are suffering from FOMO.

Let’s discuss the ways your ERP system can support Industry 4.0. Updated ERP systems already have the infrastructure built into them to support Industry 4.0. They can collect and handle data from many inputs. They use data to provide information, which is the reason for collecting the data.

Here are several more benefits:

Benefit #1- Eliminating human inputs

Because your ERP will collect inputs from different areas, the data collection will be automatic, cleaner, and real-time. The data quality will improve. Eliminating the human element from the data collection loop frees employees to be more productive.

I am working with a machine shop in Santa Ana, California who is implementing a new ERP system. We are using tablets on the floor to clock into jobs, scan routers, and enter production and scrap quantities. This information is live as activities occur.

We are using real-time information to bring in the material on a JIT basis- freeing up space and cash. Both of these are important considerations for a small company.

Benefit # 2- Dashboard and alerts

Realtime data collection from a machining center offers all kinds of dashboard opportunities and alerts. If you want to measure coolant levels and trigger an alert if they drop below a certain level, you can. You can set up an alert after a certain number of cutting cycles for a tool. If you have tool break detection on a machine and a tool breaks, it could trigger the vending machine to dispense another tool.

Performance dashboards can share company performance in real-time. I know a company that sends texts when any scrap occurs within their processes. Information-sharing opportunities are endless.

Benefit # 3 Level Playing Field

Because many of the new ERP systems are cloud-based and cloud cost is based upon usage, smaller entities can have the same level of performance information that large companies have. Data storage solutions such as AWS (Amazon), Azure (Microsoft) are the two largest.

In the example of capturing the machine coolant level, how often do you need to collect that information? My guess is once an hour is often enough. Understanding how often to collect information and upload it to the cloud is a key element to mitigating cost.

Understanding how to use Big data with your ERP system will enable you to perform like a billion-dollar company!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>05c6c441-6f1a-43bc-8e00-33e8ceed51a0Thu, 03 Sep 2020 04:00:00 -070005:30nofull141Tom Reed: Lean Enthusiast & President of American LeanHow to Hold a Successful Kaizen EventLast week I shared the importance of developing and A3 or project charter for your kaizen events. This week I want to share my kaizen event sequence of events. I have led over 450 kaizen events in my career and I have a good sequence of events. Here is how to hold a successful kaizen event!

Day 1- Review A3, event calendar, VSM, waste walk, and brainstorm

Because I didn't include and ice breaker or introductions, I am assuming everyone in the event knows each other. If not, then do introductions. Since you'll be spending several days together, you'll know each other well, soon enough. Gather them together with social distance guidelines and take a team picture.

Review the A3 and event calendar with the team. Make sure that everyone can participate in the event the entire time. Let everyone know that the kaizen report out has been scheduled for the final day of the event. Make sure everyone knows when lunch is, etc.

Review the Value Stream Map of the process(es). It is helpful for everyone to have a copy of the value stream map they can refer to.  Talk about the objectives from the A3 and how they impact the value stream. Using your Value Stream Map, take a waste walk.

Have everyone take notepads with them. As a group, walk the Value Stream Map backward. Make note of areas where you see the eight wastes- defects, overproduction, waiting, not listening to people's ideas, transportation, inventory, motion, and excess processing. Ask questions about how long it takes to do things, how many systems are used, and why there is WIP laying around.

Make notes on the pads that the team is using. When you return to the room where you are having your kaizen event, have everyone place the wastes they noticed on sticky notes and place them on a DOWNTIME chart. It's ok if people identify the same wastes, just aggregate them. The key is to get people up and involved.

Finally, after all of the wastes have been identified, brainstorm solutions to eliminate the waste. In the example below, those ideas are identified in green.

Now that you have brainstormed ideas to eliminate the waste, choose the best options to implement. I like to use an impact/effort matrix to narrow down options. This is also referred to as a P.I.C.K. chart. The initials are Plan, Implement, Challenge and Kill.

If you are able to get this far on the first day of the kaizen event, you are doing incredible!

Day 2-4 Decide what to implement and make changes

Focus on opportunities in the implement box on the PICK chart. These should be easy to do, high impact opportunities.  Sometimes the event dictates what will be implemented. For example, if the event is to develop a manufacturing cell, your waste walk and PICK charts opportunities will be less. Regardless, by the second day, your kaizen team should know what they want to implement and begin taking action.

Go to the floor and move the equipment.  Split up office processes and assign elements of change to different team members. Develop new processes and evaluate them with others already operating within the process.

After you have made the changes you want, trial the new process to see if you get the results you were expecting. Look for bottlenecks, delays, WIP, etc. These are indicators of delay or uncertainty.

Gather feedback from everyone within the process about the changes. Ask if they can identify any opportunities for further improvement. Realize they will have to live with the changes day-to-day.

Day 5 Team report out and action item list

On the last day of the kaizen event, you need to report out the results to the leadership team. I develop small PowerPoint presentations and assing 1-3 slides to each member of the team to...]]>Last week I shared the importance of developing and A3 or project charter for your kaizen events. This week I want to share my kaizen event sequence of events. I have led over 450 kaizen events in my career and I have a good sequence of events. Here is how to hold a successful kaizen event!

Day 1- Review A3, event calendar, VSM, waste walk, and brainstorm

Because I didn't include and ice breaker or introductions, I am assuming everyone in the event knows each other. If not, then do introductions. Since you'll be spending several days together, you'll know each other well, soon enough. Gather them together with social distance guidelines and take a team picture.

Review the A3 and event calendar with the team. Make sure that everyone can participate in the event the entire time. Let everyone know that the kaizen report out has been scheduled for the final day of the event. Make sure everyone knows when lunch is, etc.

Review the Value Stream Map of the process(es). It is helpful for everyone to have a copy of the value stream map they can refer to.  Talk about the objectives from the A3 and how they impact the value stream. Using your Value Stream Map, take a waste walk.

Have everyone take notepads with them. As a group, walk the Value Stream Map backward. Make note of areas where you see the eight wastes- defects, overproduction, waiting, not listening to people's ideas, transportation, inventory, motion, and excess processing. Ask questions about how long it takes to do things, how many systems are used, and why there is WIP laying around.

Make notes on the pads that the team is using. When you return to the room where you are having your kaizen event, have everyone place the wastes they noticed on sticky notes and place them on a DOWNTIME chart. It's ok if people identify the same wastes, just aggregate them. The key is to get people up and involved.

Finally, after all of the wastes have been identified, brainstorm solutions to eliminate the waste. In the example below, those ideas are identified in green.

Now that you have brainstormed ideas to eliminate the waste, choose the best options to implement. I like to use an impact/effort matrix to narrow down options. This is also referred to as a P.I.C.K. chart. The initials are Plan, Implement, Challenge and Kill.

If you are able to get this far on the first day of the kaizen event, you are doing incredible!

Day 2-4 Decide what to implement and make changes

Focus on opportunities in the implement box on the PICK chart. These should be easy to do, high impact opportunities.  Sometimes the event dictates what will be implemented. For example, if the event is to develop a manufacturing cell, your waste walk and PICK charts opportunities will be less. Regardless, by the second day, your kaizen team should know what they want to implement and begin taking action.

Go to the floor and move the equipment.  Split up office processes and assign elements of change to different team members. Develop new processes and evaluate them with others already operating within the process.

After you have made the changes you want, trial the new process to see if you get the results you were expecting. Look for bottlenecks, delays, WIP, etc. These are indicators of delay or uncertainty.

Gather feedback from everyone within the process about the changes. Ask if they can identify any opportunities for further improvement. Realize they will have to live with the changes day-to-day.

Day 5 Team report out and action item list

On the last day of the kaizen event, you need to report out the results to the leadership team. I develop small PowerPoint presentations and assing 1-3 slides to each member of the team to present. I've seen companies have the team members sit in chairs without a presentation and talk about what occurred.

There is no right or wrong way to do a report out and I'll cover more in-depth next week on how I conduct the ones I lead. The important take-away is that a report out is a must for any kaizen event that you conduct. It helps the employees meet the leadership team, they get to to share what went on and it increases employee engagement.

Along with a report out, it's important to develop an action item list. These are the activities within the kaizen that you didn't have time to get to or were good ideas and need to be implemented in the future. Training the entire department on the new process often falls into this category. Developing standard work often does as well.  There might be items that were ordered and haven't arrived on-site. Anything that didn't get competed in the kaizen event needs to go on the action item list.

Assign action items to individuals with dues dates. I suggest printing out the action item list and placing it in the area where the event occurred. Employees will help remind the action item owners that they need to get their items closed. I see it happen every time.

I know that if you follow this framework you will have successful kaizen events!

It is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>a6cf61a2-7f65-4218-ad07-64e386ce9ec8Wed, 02 Sep 2020 04:00:00 -070007:32nofull140Tom Reed: Lean Enthusiast & President of American LeanHow to Maintain Company Culture from HomeLet’s face it, these are unprecedented times. My guess is many of your employees are working from home full time or at least part of the time. Twitter told their entire staff they can work from home forever! Many tech companies have told their employees they can work from home until the end of the year. How can you maintain company culture from home? Here are some tips that will help.

Tip 1 - Manage check-ins

It’s tempting to schedule daily check-ins with your staff. Did you do this before the pandemic? If not, it sends the message that you don’t trust your employees. Unless you are leading a daily scrum meeting, which provides a daily 15-minute check-in, I suggest you consider the frequency of employee check-ins.

Be aware of the message a daily status update sends. Use the same cadence you used before everyone worked from home.

Tip 2 - Eliminate Non-Value added meetings

After you have a meeting, ask for employees to rate the meeting. Was it helpful? Was the meeting value-added? Gather rating information from the attendees. If it didn’t score well take their input and work to improve it or and consider eliminating the meeting.

If your employees ask to give their feedback anonymously, that is a signal you have other cultural problems.

Tip 3 - Introduce time blocks

In the business book The One Thing, the authors introduce the concept of time blocks. Uninterrupted blocks of time where employees focus on their one thing. Until their one thing is done, they don’t get the right to work on other activities.

I worked with a company where the over-worked engineering department had a time block from 11 to 2 three days a week. Meetings couldn’t be scheduled, phones went to voice mail. This was a self-imposed time block for the department. I can tell you, their on-time delivery of projects sky-rocketed.

Think about the incredible culture you build when you allow time blocks for your employees.

Tip 4 - Make time to connect

Everyone feels alone when working from home. You don’t have the random discussions that come up when passing people in the hall or meeting in the lunchroom. Depending upon the size of the team spend 15 to 30 minutes and use the time to connect.

Hold show and tell as we did in elementary school. Allow employees to share their hobbies. Ask what new things they have learned while working from home. Find out if anyone has any new book suggestions.

The time spent getting to know each other better isn’t wasted, it's how you will maintain company culture from home!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Let’s face it, these are unprecedented times. My guess is many of your employees are working from home full time or at least part of the time. Twitter told their entire staff they can work from home forever! Many tech companies have told their employees they can work from home until the end of the year. How can you maintain company culture from home? Here are some tips that will help.

Tip 1 - Manage check-ins

It’s tempting to schedule daily check-ins with your staff. Did you do this before the pandemic? If not, it sends the message that you don’t trust your employees. Unless you are leading a daily scrum meeting, which provides a daily 15-minute check-in, I suggest you consider the frequency of employee check-ins.

Be aware of the message a daily status update sends. Use the same cadence you used before everyone worked from home.

Tip 2 - Eliminate Non-Value added meetings

After you have a meeting, ask for employees to rate the meeting. Was it helpful? Was the meeting value-added? Gather rating information from the attendees. If it didn’t score well take their input and work to improve it or and consider eliminating the meeting.

If your employees ask to give their feedback anonymously, that is a signal you have other cultural problems.

Tip 3 - Introduce time blocks

In the business book The One Thing, the authors introduce the concept of time blocks. Uninterrupted blocks of time where employees focus on their one thing. Until their one thing is done, they don’t get the right to work on other activities.

I worked with a company where the over-worked engineering department had a time block from 11 to 2 three days a week. Meetings couldn’t be scheduled, phones went to voice mail. This was a self-imposed time block for the department. I can tell you, their on-time delivery of projects sky-rocketed.

Think about the incredible culture you build when you allow time blocks for your employees.

Tip 4 - Make time to connect

Everyone feels alone when working from home. You don’t have the random discussions that come up when passing people in the hall or meeting in the lunchroom. Depending upon the size of the team spend 15 to 30 minutes and use the time to connect.

Hold show and tell as we did in elementary school. Allow employees to share their hobbies. Ask what new things they have learned while working from home. Find out if anyone has any new book suggestions.

The time spent getting to know each other better isn’t wasted, it's how you will maintain company culture from home!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>dbe90acd-d454-47f0-a0da-c1fff7a35af2Tue, 01 Sep 2020 04:00:00 -070004:17nofull139Tom Reed: Lean Enthusiast & President of American LeanHow to be More InfluentialI get asked by potential leaders, “How can I be more influential?” They want to increase their influence, become the go-to person so they can learn the skills for increased leadership roles. To move to the next level, you must think and act differently. Here are four tips on how to be more influential in the workplace.

Tip 1. Ask better questions

Asking better questions will allow you to understand things better. When you are working within a group, understand what the goals are of the meeting. Is it to make a decision? Is it to gather information? Ask questions that increase your knowledge based upon the goal of the activity.

We are meeting weary. Most people just show up to another meeting. If you can ask specific questions based upon the purpose of the meeting, you will be light years ahead of everyone else that is auditing the meeting.

Hopefully, you have a meeting agenda, and you take the lead on asking questions that progress through the agenda and increase everyone’s knowledge of the key elements. Taking the lead will increase your influence within that sphere of employees.

Tip 2. Understand your customers

Who are you trying to impact? What are the stakeholder's expectations? Who are your clients? What are they challenged with and how can you develop a solution that will meet their needs? Focus on the solutions that your customers will embrace and always keep their needs front and center.

Many companies focus on their internal needs. Instead, ask if we did this… how does that impact our customers. Always put yourself in the shoes of the customer- either the internal or external customer. Ask what you can do to make your customer's lives easier.

Tip 3. How are you going to measure success?

It’s great to brainstorm and come up with all kinds of new ideas that will improve the customer experience. The next step in how to be more influential is to ask how can measure success on this idea, product?

Ideas are cheap. They are free. If you don’t implement ideas, then you have accomplished nothing at all. You must implement and measure the success of an idea or project, etc. Always ask how your company will measure success.

Tip 4. Be the connector

It’s difficult to be the one who connects the key employees in a project or initiative. Especially for people who view themselves as introverts. Focus on the result and work to become the go-to person who understands who needs to be involved for project success.

Work to connect the right resources so that the project is a success. Sell the benefits of being on the team to everyone before the project begins. Market the project so you create a “pull” with employees to discuss with their managers.

If you follow these four tips your influence will soar!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

I get asked by potential leaders, “How can I be more influential?” They want to increase their influence, become the go-to person so they can learn the skills for increased leadership roles. To move to the next level, you must think and act differently. Here are four tips on how to be more influential in the workplace.

Tip 1. Ask better questions

Asking better questions will allow you to understand things better. When you are working within a group, understand what the goals are of the meeting. Is it to make a decision? Is it to gather information? Ask questions that increase your knowledge based upon the goal of the activity.

We are meeting weary. Most people just show up to another meeting. If you can ask specific questions based upon the purpose of the meeting, you will be light years ahead of everyone else that is auditing the meeting.

Hopefully, you have a meeting agenda, and you take the lead on asking questions that progress through the agenda and increase everyone’s knowledge of the key elements. Taking the lead will increase your influence within that sphere of employees.

Tip 2. Understand your customers

Who are you trying to impact? What are the stakeholder's expectations? Who are your clients? What are they challenged with and how can you develop a solution that will meet their needs? Focus on the solutions that your customers will embrace and always keep their needs front and center.

Many companies focus on their internal needs. Instead, ask if we did this… how does that impact our customers. Always put yourself in the shoes of the customer- either the internal or external customer. Ask what you can do to make your customer's lives easier.

Tip 3. How are you going to measure success?

It’s great to brainstorm and come up with all kinds of new ideas that will improve the customer experience. The next step in how to be more influential is to ask how can measure success on this idea, product?

Ideas are cheap. They are free. If you don’t implement ideas, then you have accomplished nothing at all. You must implement and measure the success of an idea or project, etc. Always ask how your company will measure success.

Tip 4. Be the connector

It’s difficult to be the one who connects the key employees in a project or initiative. Especially for people who view themselves as introverts. Focus on the result and work to become the go-to person who understands who needs to be involved for project success.

Work to connect the right resources so that the project is a success. Sell the benefits of being on the team to everyone before the project begins. Market the project so you create a “pull” with employees to discuss with their managers.

If you follow these four tips your influence will soar!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f78b683a-1080-44a5-aeaf-cf1e909a50d0Mon, 31 Aug 2020 04:00:00 -070004:08nofull138Tom Reed: Lean Enthusiast & President of American LeanReplay of the First Episode and Why You should listen!It's August 28th. It's the day I was born. So I thought I would do a throwback episode and a take a day off from new content.

Think back to 1986, if you can. What were you doing? Were you in College like I was at the University of Cincinnati? Were you riding a Huffy bicycle as a young woman or man? From 1986 to 1989 I was lucky enough to be an Industrial Engineering student and I had a co-op job at Huffy bicycles.

Huffy had brought in a consulting firm whose initials at the time we AA. After spending many months on-site collecting data, they made a final presentation to our management team using acetate slides on an overhead projector- powerpoint was many years away.

They suggested that we embrace something called “Lean” manufacturing to make improvements within the factory and to help us combat the many Asian competitors that were bringing bikes to America. Here is a picture of the best selling bike at the time, a 1987 BMX Sigma.

[caption id="attachment_482" align="aligncenter" width="501"]

bmxmuseum.com[/caption]

I can remember the Industrial Engineering manager being livid in the fact that they used a “canned” presentation. “We spent $100,000 dollars on them, and they gave us a canned presentation that they probably give to everyone!”

Regardless, the information in the presentation was heard and we decided that we were going to deploy Lean concepts on our own. This was a few years before James Womack would publish the Machine that Changed the World. At the time there wasn’t much information readily available.

We learned and implemented some key concepts like pull systems and welding cells. We partnered with the Steel Workers Union to collapse job classifications (we didn’t realize at the time that lean is mostly about engaging employees and culture change).

We tried things, looked at the results, and often tried things again following the Plan, Do, Check, Act- Deming wheel. At the end of the day, it was an unbelievable place to learn as a college student and generate excitement to complete your Industrial Engineering degree.

After college, I spent six years in the paper industry and implemented as many Lean principles as were practical. We used pull systems for raw materials like dyes and chemicals. We used FIFO lanes for rolls of paper in front of some of the downstream processes. But I always wanted to be a consultant.

After working in the paper industry for five years, I began a consulting career with a Manufacturing Extension Center (MEC) in Cincinnati. The purpose of the MEC was to consult with local companies of all sizes and help them increase their competitiveness through the adoption of Lean principles. Clients ranged from Morton Salt and Ford to family-owned businesses.

In 1998 our family relocated to Denver Colorado. I can remember hoping that I could get a job with JCIT- John Costanza Institute of Technology. John had packaged many lean methodologies into something called Demand Flow Technology or DFT. Working there for several years, I implemented DFT within all sorts of Fortune 100 companies.

I can remember working with Carrier corporation a high-volume producer of HVAC equipment. We also consulted with Trinity Industries who made railcars and barges. Rail cars and barges are large, low-volume items. Demand Flow Technology was applicable across all of these industries.

Since leaving JCIT in 2000 and working on my own, I have had the opportunity and pleasure to work with many companies across the US and in Mexico. Curtiss Wright, Proctor & Gamble, Lockheed Martin, United Technology Corporation, Stryker medical, to name a few of the larger ones.

I have also been fortunate enough to work with many private, family-owned companies as well as covering every industry from the medical device industry]]>It's August 28th. It's the day I was born. So I thought I would do a throwback episode and a take a day off from new content.

Think back to 1986, if you can. What were you doing? Were you in College like I was at the University of Cincinnati? Were you riding a Huffy bicycle as a young woman or man? From 1986 to 1989 I was lucky enough to be an Industrial Engineering student and I had a co-op job at Huffy bicycles.

Huffy had brought in a consulting firm whose initials at the time we AA. After spending many months on-site collecting data, they made a final presentation to our management team using acetate slides on an overhead projector- powerpoint was many years away.

They suggested that we embrace something called “Lean” manufacturing to make improvements within the factory and to help us combat the many Asian competitors that were bringing bikes to America. Here is a picture of the best selling bike at the time, a 1987 BMX Sigma.

[caption id="attachment_482" align="aligncenter" width="501"]

bmxmuseum.com[/caption]

I can remember the Industrial Engineering manager being livid in the fact that they used a “canned” presentation. “We spent $100,000 dollars on them, and they gave us a canned presentation that they probably give to everyone!”

Regardless, the information in the presentation was heard and we decided that we were going to deploy Lean concepts on our own. This was a few years before James Womack would publish the Machine that Changed the World. At the time there wasn’t much information readily available.

We learned and implemented some key concepts like pull systems and welding cells. We partnered with the Steel Workers Union to collapse job classifications (we didn’t realize at the time that lean is mostly about engaging employees and culture change).

We tried things, looked at the results, and often tried things again following the Plan, Do, Check, Act- Deming wheel. At the end of the day, it was an unbelievable place to learn as a college student and generate excitement to complete your Industrial Engineering degree.

After college, I spent six years in the paper industry and implemented as many Lean principles as were practical. We used pull systems for raw materials like dyes and chemicals. We used FIFO lanes for rolls of paper in front of some of the downstream processes. But I always wanted to be a consultant.

After working in the paper industry for five years, I began a consulting career with a Manufacturing Extension Center (MEC) in Cincinnati. The purpose of the MEC was to consult with local companies of all sizes and help them increase their competitiveness through the adoption of Lean principles. Clients ranged from Morton Salt and Ford to family-owned businesses.

In 1998 our family relocated to Denver Colorado. I can remember hoping that I could get a job with JCIT- John Costanza Institute of Technology. John had packaged many lean methodologies into something called Demand Flow Technology or DFT. Working there for several years, I implemented DFT within all sorts of Fortune 100 companies.

I can remember working with Carrier corporation a high-volume producer of HVAC equipment. We also consulted with Trinity Industries who made railcars and barges. Rail cars and barges are large, low-volume items. Demand Flow Technology was applicable across all of these industries.

Since leaving JCIT in 2000 and working on my own, I have had the opportunity and pleasure to work with many companies across the US and in Mexico. Curtiss Wright, Proctor & Gamble, Lockheed Martin, United Technology Corporation, Stryker medical, to name a few of the larger ones.

I have also been fortunate enough to work with many private, family-owned companies as well as covering every industry from the medical device industry to auto body shops. Every company has their own dynamic, their own unique needs but they all wanted to get better which is what matters.

Because of these tremendous opportunities, I have been able to road-test various frameworks for supporting successful Lean Transformations. What I have learned is that a four-step framework works well and is easily understood by everyone from leadership to the team members on the floor.

I use a sports framework because in America we are highly driven by sports culture. It is called the Lean Game Plan and it works well for organizations of all sizes and industries. The four steps for success are:

1. Define your Vision- Create the strategic goals, establish a Lean Management System, Value Stream map key processes and set-up a scoreboard where everyone can see how the business is performing.
2. Employee training camps- train the leaders and employees on basic Lean concepts.
3. Execute the Lean Game Plan- Develop a quarterly game plan of Rapid Improvement Events. Stabilize and improve your key processes with coaches and coordinators. Develop standard work for your key processes and conduct the identified Rapid Improvement Events to make improvements.
4. Half time adjustments- Measure the results and adjust as necessary. Use sustain tools to keep the improvement gains. Establish process metrics that mean something to the employees, so they remain engaged in making improvements.

As we move through the year, I will cover these topics and more in greater depth in the hopes of adding value to your company’s Lean Transformation.

Until tomorrow I hope that you and your company are getting better every day!

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]]>9077e04b-32fb-4b81-b3c0-c06df3b67e48Fri, 28 Aug 2020 04:00:00 -070007:34nofull137Tom Reed: Lean Enthusiast & President of American LeanRobot Wars- Cobots Vs. RobotsGiven the desire to keep employees physically distanced, companies are investigating robots and cobots. So much so, the market is expected to grow from $981M to $8B by 2026. For those of you keeping score at home, that is 42% growth every year. Which one should you consider? Let’s look at cobots vs. robots.

Robots

Industrial robots have been in consistent use since the seventies. Typically, they are large heavy-duty equipment that can handle heavy loads and move quickly. I’m sure everyone has seen a picture or video of a car moving down the assembly line, a robot welding something on the car with sparks flying everywhere.

I can remember Huffy bicycle- my first job while in college- using robots to pick up pieces of tubing from the cutoff saw and place them in another piece of equipment that would bend them into handlebars. Then another robot arm putting the handlebars into a container where we would spend the next hour untangling them. This was in the late eighties.

I don’t remember the robot being cordoned off- maybe we were smart enough to stay out of the way. Because of the speed that industrial robots move, we keep them behind light curtains or in a separate room entirely.

When I graduated from college, I had an interview at the Ford plant in Cleveland, Ohio. One of the plant tour stops was the new paint room Ford installed. A car would come into the room, an operator would choose a color and robotic arms would paint the car. Ford spent millions on the system which mimicked the paint motion of their best painters.

All robots are useless without end of arm attachments. These are the grippers, tools, welding attachments, etc. at the end of the robot arm. Most industrial robots are single, tooled, and not flexible. They’re designed to complete one task.

Cobots

Cobots are the opposite of industrial robots. Given the huge technology leaps in the past 30 years, cobots are smaller, smarter, and more flexible than industrial robots.

They’re designed to be used next to humans. Many have incredible sensors and vision systems that can sense human presence. Programming is quick and easy. They can be programmed by simply grabbing the arm and showing the cobot the motion you want it to take.

Because of their flexibility they can be deployed in low volume- high mix environments.

Cobots vs. robots? Which is best for you? It depends upon the application. Here is a quick guide for you to consider.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

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]]>Given the desire to keep employees physically distanced, companies are investigating robots and cobots. So much so, the market is expected to grow from $981M to $8B by 2026. For those of you keeping score at home, that is 42% growth every year. Which one should you consider? Let’s look at cobots vs. robots.

Robots

Industrial robots have been in consistent use since the seventies. Typically, they are large heavy-duty equipment that can handle heavy loads and move quickly. I’m sure everyone has seen a picture or video of a car moving down the assembly line, a robot welding something on the car with sparks flying everywhere.

I can remember Huffy bicycle- my first job while in college- using robots to pick up pieces of tubing from the cutoff saw and place them in another piece of equipment that would bend them into handlebars. Then another robot arm putting the handlebars into a container where we would spend the next hour untangling them. This was in the late eighties.

I don’t remember the robot being cordoned off- maybe we were smart enough to stay out of the way. Because of the speed that industrial robots move, we keep them behind light curtains or in a separate room entirely.

When I graduated from college, I had an interview at the Ford plant in Cleveland, Ohio. One of the plant tour stops was the new paint room Ford installed. A car would come into the room, an operator would choose a color and robotic arms would paint the car. Ford spent millions on the system which mimicked the paint motion of their best painters.

All robots are useless without end of arm attachments. These are the grippers, tools, welding attachments, etc. at the end of the robot arm. Most industrial robots are single, tooled, and not flexible. They’re designed to complete one task.

Cobots

Cobots are the opposite of industrial robots. Given the huge technology leaps in the past 30 years, cobots are smaller, smarter, and more flexible than industrial robots.

They’re designed to be used next to humans. Many have incredible sensors and vision systems that can sense human presence. Programming is quick and easy. They can be programmed by simply grabbing the arm and showing the cobot the motion you want it to take.

Because of their flexibility they can be deployed in low volume- high mix environments.

Cobots vs. robots? Which is best for you? It depends upon the application. Here is a quick guide for you to consider.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>509b9dd6-e1b9-4ed8-a268-0b6354f08048Thu, 27 Aug 2020 04:00:00 -070005:28nofull136Tom Reed: Lean Enthusiast & President of American LeanHow to Complete an A3 Project CharterLast week I talked about identifying kaizen events that will impact your KPI's. That's a great start. Hopefully, you have a Lean Game Plan for the quarter and are ready to get going. While the excitement in your organization is high, before your first event it is important that you complete a project charter or A3. Here are some tips for completing an A3.

1. Event Description and Objectives

What are you trying to improve? In the project charters that I use, there is a section for defining the area and objectives for the kaizen event. This helps you stay focused on one area. I've been in kaizen events where I've been asked to take on the area next to where we are working as a team. Use the A3 stay focused.

It's also important to identify the objectives you hope to accomplish. Without a goal, how do you know if you have made improvements? It's similar to losing weight. There is a difference between saying I'm going to lose weight and I will lose 10 pounds by November 1, 2020. One is vague and the other concrete.

Thinking about the objectives makes you think about the process and everything that is happening in the value stream.

2. The Team and project sponsors

It is hard to put together the team until you know the area where the kaizen event will occur. Obviously, you want some participants from people within the process. I like to have an employee who is the customer of the process. Consider someone from the area where the next kaizen event will occur. This helps them learn the process and helps remove fear.

Identify the project sponsors. Who as a leader benefits from the results of the kaizen event? Who asked for the event to occur? These are all project sponsors. No kaizen event should be held without project sponsors.

3. Value Stream Map and process description

Along with impacting your KPI's, your kaizen activities should impact a value stream. If find it helpful to have a copy of the value stream within the event. Develop a clear description of the entire process your event will impact. Before completing an A3 it is a good idea to walk the process backward. This helps you understand everything that is going on and walking it backward keeps you from skipping steps.

If necessary, time some of the processes. Look for WIP in the area. Look for piles of files if it is an office process. These show where the delays are. Ask people what bothers them with the way things are currently.

4. Financial Summary

I believe companies should conduct kaizen activities because it is the right thing to do and if you aren't getting better you competition will surpass you. There are financial impacts you should give thought to and consider when you develop your A3.

What happens if you remove hundreds of pieces of WIP or Finished goods? What is that worth to the company? If you can eliminate weeks of lead time what is that worth? If you cut setup times on machines in half, you can run smaller batch sizes. What financial impact will that have?

Consider the financial impact of the kaizen event you are completing an A3 for. Capture that information in the A3. Even if you achieve 20-50% of the goal, the kaizen event will be a huge success!

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]]>3a658b1b-d1c6-48ed-80a0-18cfea174034Wed, 26 Aug 2020 04:00:00 -070005:14nofull135Tom Reed: Lean Enthusiast & President of American LeanDo You Have a Culture of Innovation? - Part FiveDo you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part five of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

Tip 1 - Treat people well

Realize that your intrapreneurs are taking a risk by working on the intrapreneurial team. Depending upon your company culture employees may view it as easier to hide then volunteer. Establish a set of principles managers are to use when dealing with employees. Principles define a culture better than rules.

Establish safety nets for employees when the intrapreneurial endeavors end. I’ve seen organizations adopt no-layoff rules when beginning a Lean journey. Consider the same for intrapreneurs.

Tip 2 - Ethical responsibilities

Many employees today are looking for more than a paycheck. Ensure your organization provides opportunities that will engage them besides working from home or free snacks when on-site. How do you learn what you can provide? Ask.

I consulted with a $12M machine shop and the owner provided 20 hours of paid volunteer time for charities of their choice. Company size isn’t an excuse for not engaging employees and providing opportunities for them besides coming to work every day. They might physically be there, but they might not be engaged as they could be.

Tip 3 - Homerun mentality

For many companies, they approach new product development with a homerun mentality. This can lead to disaster. Why?

How do you know what will work in the marketplace? The only people who get to vote on that are your customers. Do you imagine 3M knew they had a home run when they developed the post-it note? I doubt it. It was a mistake- the scientist was trying to develop a super glue. If they had a home run mentality, I doubt they would have been happy with the slow start and would have missed out on an entirely new product segment.

When you approach ideas with a homerun mentality, you put too many resources into bringing it to market. By adding too many resources and cost too early it can be deemed a failure. It is better to let the intrapreneurs bootstrap the product until it gains traction, then you can add resources.

Tip 4 - Continuously improve

Once your new ideas begin to take off, it is important to look for ways to improve cost, quality, and delivery. Operating in a small market segment initially doesn’t mean you shouldn’t use Lean methods to improve the performance of the opportunity.

Use this thought process from the beginning to eliminate friction between the product and your customer base. Key learnings from a small opportunity can be used within your larger market segments.

If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part five of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

Tip 1 - Treat people well

Realize that your intrapreneurs are taking a risk by working on the intrapreneurial team. Depending upon your company culture employees may view it as easier to hide then volunteer. Establish a set of principles managers are to use when dealing with employees. Principles define a culture better than rules.

Establish safety nets for employees when the intrapreneurial endeavors end. I’ve seen organizations adopt no-layoff rules when beginning a Lean journey. Consider the same for intrapreneurs.

Tip 2 - Ethical responsibilities

Many employees today are looking for more than a paycheck. Ensure your organization provides opportunities that will engage them besides working from home or free snacks when on-site. How do you learn what you can provide? Ask.

I consulted with a $12M machine shop and the owner provided 20 hours of paid volunteer time for charities of their choice. Company size isn’t an excuse for not engaging employees and providing opportunities for them besides coming to work every day. They might physically be there, but they might not be engaged as they could be.

Tip 3 - Homerun mentality

For many companies, they approach new product development with a homerun mentality. This can lead to disaster. Why?

How do you know what will work in the marketplace? The only people who get to vote on that are your customers. Do you imagine 3M knew they had a home run when they developed the post-it note? I doubt it. It was a mistake- the scientist was trying to develop a super glue. If they had a home run mentality, I doubt they would have been happy with the slow start and would have missed out on an entirely new product segment.

When you approach ideas with a homerun mentality, you put too many resources into bringing it to market. By adding too many resources and cost too early it can be deemed a failure. It is better to let the intrapreneurs bootstrap the product until it gains traction, then you can add resources.

Tip 4 - Continuously improve

Once your new ideas begin to take off, it is important to look for ways to improve cost, quality, and delivery. Operating in a small market segment initially doesn’t mean you shouldn’t use Lean methods to improve the performance of the opportunity.

Use this thought process from the beginning to eliminate friction between the product and your customer base. Key learnings from a small opportunity can be used within your larger market segments.

If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>7b739a75-59f7-4fac-b51e-95015c30f95bTue, 25 Aug 2020 04:00:00 -070004:53nofull134Tom Reed: Lean Enthusiast & President of American LeanHow to Deal with Frustrating PeopleThere will be times in your leadership career when you have to deal with frustrating people. That isn’t a character trait, but it does happen from time to time. People can be frustrating in certain situations. Here are four tips on how to deal with frustrating people.

Tip 1 - Realize they’re struggling just like you

It’s easy when you are busy as a leader or urging your team to meet a tight deadline to forget that your employees might be struggling just like you. Only for different reasons. You’re struggling to get tasks accomplished. They might be struggling because they have to home school while trying to keep up with their job. Their spouse might have lost their job in these crazy pandemic times.

You forget that people have things going on. As stressed as you are, people have other stresses in their life as well. Stop and ask if there are things you can do as their leader to remove roadblocks or make their job easier.

Tip 2 - Consider their competence and confidence

You might be frustrated with an employee because you gave them the assignment. Why didn’t they get it done? Did you consider their competence for the task? Have they completed the task before and have the confidence to do it again? There is a competence confidence loop. The more times someone completes a task, the more confidence they have around that task.

To reduce your frustration, consider their competence and confidence around a given task, and apply the correct leadership style. You can delegate, coach, directly show them, or support them as they work on the task. Make sure you understand their ability to complete the task.

Tip 3 - Have I been 100% clear on my expectations?

Does this employee know without a doubt the expectations of the task or job? Did you clearly articulate what you need, when you need it, and in what format the deliverable is to be? If you have, and they still don’t deliver, then you have a right to be frustrated.

My guess is you didn’t communicate 100% clear expectations. Did they take notes when you had a conversation? Did you give an explicit deadline or did you say you wanted it next week? Did you say you wanted excel and not google sheets? Your employees aren’t mind-readers, make sure you are giving clear expectations.

Tip 4 - You can’t control everything

The world is a big place and things happen in life. It’s impossible for you to be everywhere and to control every situation. If you are constantly frustrated with everybody, maybe consider it isn’t your lot in life to control everything. You get frustrated because you aren’t in control of every situation.

As a leader realize there’s a lot of random stuff that might happen. Especially in today’s pandemic driven world. Your role is to be present, patient, and provide an even keel when things go awry. Do your best in those situations and your frustrations will disappear.

I hope you benefit from these four tips on how to deal with frustrating people!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

There will be times in your leadership career when you have to deal with frustrating people. That isn’t a character trait, but it does happen from time to time. People can be frustrating in certain situations. Here are four tips on how to deal with frustrating people.

Tip 1 - Realize they’re struggling just like you

It’s easy when you are busy as a leader or urging your team to meet a tight deadline to forget that your employees might be struggling just like you. Only for different reasons. You’re struggling to get tasks accomplished. They might be struggling because they have to home school while trying to keep up with their job. Their spouse might have lost their job in these crazy pandemic times.

You forget that people have things going on. As stressed as you are, people have other stresses in their life as well. Stop and ask if there are things you can do as their leader to remove roadblocks or make their job easier.

Tip 2 - Consider their competence and confidence

You might be frustrated with an employee because you gave them the assignment. Why didn’t they get it done? Did you consider their competence for the task? Have they completed the task before and have the confidence to do it again? There is a competence confidence loop. The more times someone completes a task, the more confidence they have around that task.

To reduce your frustration, consider their competence and confidence around a given task, and apply the correct leadership style. You can delegate, coach, directly show them, or support them as they work on the task. Make sure you understand their ability to complete the task.

Tip 3 - Have I been 100% clear on my expectations?

Does this employee know without a doubt the expectations of the task or job? Did you clearly articulate what you need, when you need it, and in what format the deliverable is to be? If you have, and they still don’t deliver, then you have a right to be frustrated.

My guess is you didn’t communicate 100% clear expectations. Did they take notes when you had a conversation? Did you give an explicit deadline or did you say you wanted it next week? Did you say you wanted excel and not google sheets? Your employees aren’t mind-readers, make sure you are giving clear expectations.

Tip 4 - You can’t control everything

The world is a big place and things happen in life. It’s impossible for you to be everywhere and to control every situation. If you are constantly frustrated with everybody, maybe consider it isn’t your lot in life to control everything. You get frustrated because you aren’t in control of every situation.

As a leader realize there’s a lot of random stuff that might happen. Especially in today’s pandemic driven world. Your role is to be present, patient, and provide an even keel when things go awry. Do your best in those situations and your frustrations will disappear.

I hope you benefit from these four tips on how to deal with frustrating people!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

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]]>dd0da9e8-d903-44fe-af1b-0661ca9fbbc0Mon, 24 Aug 2020 04:00:00 -070004:28nofull133Tom Reed: Lean Enthusiast & President of American LeanLean Efforts Pay off - Gaining Boeing as a CustomerOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies using Lean principles to improve. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode 136 on the American Lean Weekday podcast

KV Engineering is a family-owned machine shop located in Santa Ana, California and primarily supports the Aerospace and Defense industry. Established in 1984 starting with one manual mill in a garage, they have grown into a 22,000 square foot facility with 60 employees and thirty machines.

They have machining, sheet metal, and assembly under one roof. They have been working to improve using Lean principles for about a year and a half.

These are some key points taken from my interview with the President of KV Engineering, Christie Vu.

1. “I had been to other shops that were very clean and organized and I wanted my shop to look like that. We began with 6S and after that, Boeing came in and said what a great looking shop we had. That would not have happened two years ago.”
2. “It’s going to take a while- you can’t change overnight. You have to keep at it, your company won’t magically change.”
3. Some of the biggest successes have been "6S, reducing set-up times, implementing cells and putting a core team in place to drive culture change."
4. “Everyone cares more. They like that they can do things faster. They are engaged and it’s exciting!”
5. “Take it slow. The longer you have had your business the longer it will take.”
6. “If we can do it, anyone can do it!” 

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies using Lean principles to improve. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode 136 on the American Lean Weekday podcast

KV Engineering is a family-owned machine shop located in Santa Ana, California and primarily supports the Aerospace and Defense industry. Established in 1984 starting with one manual mill in a garage, they have grown into a 22,000 square foot facility with 60 employees and thirty machines.

They have machining, sheet metal, and assembly under one roof. They have been working to improve using Lean principles for about a year and a half.

These are some key points taken from my interview with the President of KV Engineering, Christie Vu.

1. “I had been to other shops that were very clean and organized and I wanted my shop to look like that. We began with 6S and after that, Boeing came in and said what a great looking shop we had. That would not have happened two years ago.”
2. “It’s going to take a while- you can’t change overnight. You have to keep at it, your company won’t magically change.”
3. Some of the biggest successes have been "6S, reducing set-up times, implementing cells and putting a core team in place to drive culture change."
4. “Everyone cares more. They like that they can do things faster. They are engaged and it’s exciting!”
5. “Take it slow. The longer you have had your business the longer it will take.”
6. “If we can do it, anyone can do it!” 

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>deb53056-bcc0-4f58-bf8f-aef4b4e5f6a8Fri, 21 Aug 2020 04:00:00 -070006:25nofull132Tom Reed: Lean Enthusiast & President of American LeanFour Ways to Improve Cybersecurity in ManufacturingCybersecurity is often overlooked in many industry settings. Not entirely, but it doesn’t get the attention or budgeting that new equipment, cobots, and other tools get. They are easier to justify by improved throughput, increased efficiencies, etc. Cybersecurity doesn’t add directly to the bottom line, yet if you are the recipient of a cyberattack that stops equipment or causes harm to employees, that is bad. Very bad. Here are four ways to improve cybersecurity in manufacturing companies.

1. Take Inventory

Before you increase your cybersecurity efforts, it’s important to understand what you have. Take an inventory of your systems. Use our Smart Value Stream™ method to help. Develop network maps and understand the critical systems that could bring your equipment to a halt if attacked.

Develop a disaster recovery plan if a cyberattack leaves you shut down. Remember the best time to have a map is before you go for a walk in the woods. Include the actions that happen if your systems are left inoperable.

2. Separate OT from IT

There are two types of systems in many large industrial organizations. The IT systems- your ERP system, accounting software, CRM, Microsoft office suite, etc. These you probably use every day.

The OT systems or Operational Technology systems control your equipment. These are the PLC’s, sensors, controllers, drives, etc. that control the shop floor equipment. Given the upcoming 5G speeds, this equipment will become more connected and share more information than ever before.

While you can purchase expensive monitoring equipment, a less expensive solution is to separate the OT systems from the IT systems. Make sure the only employees with access are your system administrators. Don’t allow everyone in the company to have access to your OT.

3. Set supply chain expectations

Make sure you set security expectations for your supply chain. A common way for sophisticated hackers to gain entry into a company’s network is to work upstream from their suppliers.

Establish the expectations with your suppliers. I work with many machine shops that supply parts to companies like Lockheed or Space X. These large primes won’t allow them to use cloud storage as an example for security reasons. Set your expectations with suppliers and audit them for compliance.

4. Include humans

Given technical people will be in charge, the natural tendency will be to develop technical solutions. That will help, but most breaches occur because of sloppy password protections. Your employees will have the biggest impact on improving cybersecurity.

Phishing, downloading suspect software, granting access, and sending simple items like cad drawings can provide access to your systems. Ensure your company provides extensive cybersecurity training and repeat it often. We all get distracted watching those cat videos and don’t pay attention to the training. If it feels like you are conducting the training too often, that is probably the right frequency.

If you follow these four tips they will improve cybersecurity!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today!

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Cybersecurity is often overlooked in many industry settings. Not entirely, but it doesn’t get the attention or budgeting that new equipment, cobots, and other tools get. They are easier to justify by improved throughput, increased efficiencies, etc. Cybersecurity doesn’t add directly to the bottom line, yet if you are the recipient of a cyberattack that stops equipment or causes harm to employees, that is bad. Very bad. Here are four ways to improve cybersecurity in manufacturing companies.

1. Take Inventory

Before you increase your cybersecurity efforts, it’s important to understand what you have. Take an inventory of your systems. Use our Smart Value Stream™ method to help. Develop network maps and understand the critical systems that could bring your equipment to a halt if attacked.

Develop a disaster recovery plan if a cyberattack leaves you shut down. Remember the best time to have a map is before you go for a walk in the woods. Include the actions that happen if your systems are left inoperable.

2. Separate OT from IT

There are two types of systems in many large industrial organizations. The IT systems- your ERP system, accounting software, CRM, Microsoft office suite, etc. These you probably use every day.

The OT systems or Operational Technology systems control your equipment. These are the PLC’s, sensors, controllers, drives, etc. that control the shop floor equipment. Given the upcoming 5G speeds, this equipment will become more connected and share more information than ever before.

While you can purchase expensive monitoring equipment, a less expensive solution is to separate the OT systems from the IT systems. Make sure the only employees with access are your system administrators. Don’t allow everyone in the company to have access to your OT.

3. Set supply chain expectations

Make sure you set security expectations for your supply chain. A common way for sophisticated hackers to gain entry into a company’s network is to work upstream from their suppliers.

Establish the expectations with your suppliers. I work with many machine shops that supply parts to companies like Lockheed or Space X. These large primes won’t allow them to use cloud storage as an example for security reasons. Set your expectations with suppliers and audit them for compliance.

4. Include humans

Given technical people will be in charge, the natural tendency will be to develop technical solutions. That will help, but most breaches occur because of sloppy password protections. Your employees will have the biggest impact on improving cybersecurity.

Phishing, downloading suspect software, granting access, and sending simple items like cad drawings can provide access to your systems. Ensure your company provides extensive cybersecurity training and repeat it often. We all get distracted watching those cat videos and don’t pay attention to the training. If it feels like you are conducting the training too often, that is probably the right frequency.

If you follow these four tips they will improve cybersecurity!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today!

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]]>32a299a9-b9af-44b1-ad0b-33b4797e99c2Thu, 20 Aug 2020 04:00:00 -070004:44nofull131Tom Reed: Lean Enthusiast & President of American LeanHow to Match Your Kaizen's to KPIsAs you develop your Lean Game Plan, you’ll identify KPI’s–Key Performance Indicators that you want to affect with your Lean improvements. Often you need to go several layers deep before you get to the actual kaizen event. This blog will explain how to match your kaizen's to KPIs successfully.

Let’s use the picture above as an example. The overall goal for this company is to increase cash flow. We can increase cash flow in several ways, but one of the easiest ways is to reduce the amount of inventory kept on hand. Our main KPI is to improve cash flow.

A KPI to support that is measuring Inventory turns. We want to increase the inventory turns for our company. Increasing turns means we keep less cash tied up in inventory. What impacts the inventory turn KPI? Raw, WIP, and Finished goods.

In this example, we are measuring finished goods because it is the most expensive, least flexible form of inventory. If we can reduce our Finished Goods our inventory turns will increase. Assuming we don’t bring in more raw material and generate more WIP.

How do impact our WIP and Finished goods? Generating smaller batch sizes can help. This impacts WIP most of all. Let’s say you build your product in batches of 200 like one company I worked with did.

That means that your manufacturing space, material handling, WIP space all are based on holding 200 units. Besides the fact this increases your space requirements, it explodes the WIP kept on the floor increasing your inventory turns.

Now, if you install a flow line and produce units in batches of one, what happens to your space requirements and WIP? They go down! In this example, the batch size used to produce your product drives your WIP and affects your finished goods. This drives up your inventory.

To reduce your inventory, reduce your batch size. Often you can’t just reduce your batch size. Maybe you use parts from a machining center that has a four-hour setup time. This limits how often you want to set up the machine to run these parts.

It makes little sense to spend four hours setting up and run 25 parts. Unless you are a machine shop, it will be hard to stay in business doing that. Now we have identified where the kaizen activity needs to occur.

We need to use setup reduction or SMED techniques to reduce the setup time. Cutting setup time in half is possible in most cases after one setup reduction kaizen event. If you can drive your setup times into minutes, the goal of SMED- Single Minute Exchange of Die- then you can produce smaller batches.

Smaller batches lead to less WIP and Finished goods which increases inventory turns and improves your cash flow! While increasing cash flow is a simple statement to make, conducting the kaizen event that will make that happen is many layers of KPI’s away. Make sure as you develop your kaizen schedules, you match your Kaizen's to KPIs.

It is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

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As you develop your Lean Game Plan, you’ll identify KPI’s–Key Performance Indicators that you want to affect with your Lean improvements. Often you need to go several layers deep before you get to the actual kaizen event. This blog will explain how to match your kaizen's to KPIs successfully.

Let’s use the picture above as an example. The overall goal for this company is to increase cash flow. We can increase cash flow in several ways, but one of the easiest ways is to reduce the amount of inventory kept on hand. Our main KPI is to improve cash flow.

A KPI to support that is measuring Inventory turns. We want to increase the inventory turns for our company. Increasing turns means we keep less cash tied up in inventory. What impacts the inventory turn KPI? Raw, WIP, and Finished goods.

In this example, we are measuring finished goods because it is the most expensive, least flexible form of inventory. If we can reduce our Finished Goods our inventory turns will increase. Assuming we don’t bring in more raw material and generate more WIP.

How do impact our WIP and Finished goods? Generating smaller batch sizes can help. This impacts WIP most of all. Let’s say you build your product in batches of 200 like one company I worked with did.

That means that your manufacturing space, material handling, WIP space all are based on holding 200 units. Besides the fact this increases your space requirements, it explodes the WIP kept on the floor increasing your inventory turns.

Now, if you install a flow line and produce units in batches of one, what happens to your space requirements and WIP? They go down! In this example, the batch size used to produce your product drives your WIP and affects your finished goods. This drives up your inventory.

To reduce your inventory, reduce your batch size. Often you can’t just reduce your batch size. Maybe you use parts from a machining center that has a four-hour setup time. This limits how often you want to set up the machine to run these parts.

It makes little sense to spend four hours setting up and run 25 parts. Unless you are a machine shop, it will be hard to stay in business doing that. Now we have identified where the kaizen activity needs to occur.

We need to use setup reduction or SMED techniques to reduce the setup time. Cutting setup time in half is possible in most cases after one setup reduction kaizen event. If you can drive your setup times into minutes, the goal of SMED- Single Minute Exchange of Die- then you can produce smaller batches.

Smaller batches lead to less WIP and Finished goods which increases inventory turns and improves your cash flow! While increasing cash flow is a simple statement to make, conducting the kaizen event that will make that happen is many layers of KPI’s away. Make sure as you develop your kaizen schedules, you match your Kaizen's to KPIs.

It is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

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]]>e2ee70f4-0b7b-495e-b5f2-320146e39896Wed, 19 Aug 2020 04:00:00 -070004:53nofull130This blog shares how to match your kaizen's to KPIs successfully. It's important to understand what KPI's your kaizens impact!Tom Reed: Lean Enthusiast & President of American LeanDo You Have a Culture of Innovation Part 4Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part four of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

Tip 1 - Focus on customers

This sounds like an easy decision, but while time is important in pivoting, so is developing an offering customers will buy. How do you find that out? Ask them. It’s that simple.

Set up Zoom calls with all types of your employees, not just the salespeople. Have multi-functional groups meet with customers and ask how you can better meet their needs. Ask if they have ideas for new products that could supplement what they already buy.

One company learned that its customers always purchase an item from a different company to use with their product because they didn’t make it. How great is that information!

Tip 2 - Choice of internal suppliers

Allow your intrapreneurs the option of using internal suppliers if they meet their needs, or using external suppliers if they are a better fit. Forcing a group to use the internal marketing team to develop marketing materials of an entirely different product may not result in creative thinking.

It might be quicker to search for and use marketing resources that have done similar work before. Your lead time probably will be reduced due to less data gathering and conceptualization. The results might be better as well. It’s their budget, allow them to use it as they see fit.

Tip 3 - Measurement of innovation

 

What gets measured gets managed. What measurements are you putting in place to measure your innovation? The problem with many metrics is that they are driven by a short time frame and are backward-looking.

Here are some suggestions for measurements: the number of new patents. The number of new products introduced in a representative time frame. 6 months to 2 years. The number of new markets that have been engaged. Revenue generated from the new products. Margin and cost reduction within the new offerings.

Tip 4 - Transparency and truth

Increasing transparency in an established organization is not easy. As leaders, you must share what information you can with teams of intrapreneurs. If you can’t share actual numbers, develop dashboards so that employees understand how the company is performing.

I worked with a company adamant about not sharing actual numbers with employees. They developed red, yellow, and green dashboards instead and were still transparent.

If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part four of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

Tip 1 - Focus on customers

This sounds like an easy decision, but while time is important in pivoting, so is developing an offering customers will buy. How do you find that out? Ask them. It’s that simple.

Set up Zoom calls with all types of your employees, not just the salespeople. Have multi-functional groups meet with customers and ask how you can better meet their needs. Ask if they have ideas for new products that could supplement what they already buy.

One company learned that its customers always purchase an item from a different company to use with their product because they didn’t make it. How great is that information!

Tip 2 - Choice of internal suppliers

Allow your intrapreneurs the option of using internal suppliers if they meet their needs, or using external suppliers if they are a better fit. Forcing a group to use the internal marketing team to develop marketing materials of an entirely different product may not result in creative thinking.

It might be quicker to search for and use marketing resources that have done similar work before. Your lead time probably will be reduced due to less data gathering and conceptualization. The results might be better as well. It’s their budget, allow them to use it as they see fit.

Tip 3 - Measurement of innovation

 

What gets measured gets managed. What measurements are you putting in place to measure your innovation? The problem with many metrics is that they are driven by a short time frame and are backward-looking.

Here are some suggestions for measurements: the number of new patents. The number of new products introduced in a representative time frame. 6 months to 2 years. The number of new markets that have been engaged. Revenue generated from the new products. Margin and cost reduction within the new offerings.

Tip 4 - Transparency and truth

Increasing transparency in an established organization is not easy. As leaders, you must share what information you can with teams of intrapreneurs. If you can’t share actual numbers, develop dashboards so that employees understand how the company is performing.

I worked with a company adamant about not sharing actual numbers with employees. They developed red, yellow, and green dashboards instead and were still transparent.

If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0673e778-69bd-4125-8fd1-1d756d899d83Tue, 18 Aug 2020 04:00:00 -070004:22nofull129Tom Reed: Lean Enthusiast & President of American LeanHow to have more Fun as a LeaderFun isn’t something you have, it is something you generate. It is easy to get caught up in the day-to-day activities and daily grind which can remove all pretense of fun from being a leader. Being a leader should be fun! You’ve been asked to guide other human beings! Here are four tips on how to have more fun as a leader.

Tip 1 – Decide to have fun

Instead of going through the motions- which doesn’t make you a very inspiring leader- decide to have fun with your team. When you are with them, be present. When you are present, they feel your energy and will respond in kind.

When everyone’s energy improves, people open up and have more fun. Decide to be present when you are with your employees and watch their energy improve.

Tip 2–Do what you like

There are tasks that you’re required to do as a leader you don’t like. There are tasks that someone else might be better suited to complete. Take out a sheet of paper, fold it in half and write on one side things I like to do in my job. On the other side put things I don’t like to do.

Review the list and delegate, quit, or transition as many of the things you don’t like to do to someone better suited. This not only frees up your time, but it provides a chance for other people on your team to grow in their responsibilities. This will make you much happier and let you have more fun!

Tip 3–Develop a servant leader mindset

When you believe that your employees are there to serve your needs, you won’t create a fun environment. You’ll constantly check up on employees, micro-manage them, and you’ll be constantly disappointed.

When you have a servant leader mindset, you’ll look for barriers that are preventing your employees from doing their best. You’ll ask them what roadblocks you can remove. You’ll ask for ways that you can better support them. This will lighten the mood in your organization and people will realize you are an outstanding leader. Won’t that be fun?

Tip 4 – Learn more about your employees

Since the COVID19 pandemic has begun, many employees are living in a WFM situation. This has enabled coworkers to learn more about each other. Given that this is not changing soon, encourage learning and sharing about each other.

When I was a Vice President of operations, I was speaking with an employee once and I noticed a handball logo on his coffee mug. I played handball on the club team at the University of Cincinnati, so I got to talking about handball with him. I found out he is ranked number 25 in the world as a handball player. Learning that little tidbit about his life allowed me to have more fun that day!

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]]>Fun isn’t something you have, it is something you generate. It is easy to get caught up in the day-to-day activities and daily grind which can remove all pretense of fun from being a leader. Being a leader should be fun! You’ve been asked to guide other human beings! Here are four tips on how to have more fun as a leader.

Tip 1 – Decide to have fun

Instead of going through the motions- which doesn’t make you a very inspiring leader- decide to have fun with your team. When you are with them, be present. When you are present, they feel your energy and will respond in kind.

When everyone’s energy improves, people open up and have more fun. Decide to be present when you are with your employees and watch their energy improve.

Tip 2–Do what you like

There are tasks that you’re required to do as a leader you don’t like. There are tasks that someone else might be better suited to complete. Take out a sheet of paper, fold it in half and write on one side things I like to do in my job. On the other side put things I don’t like to do.

Review the list and delegate, quit, or transition as many of the things you don’t like to do to someone better suited. This not only frees up your time, but it provides a chance for other people on your team to grow in their responsibilities. This will make you much happier and let you have more fun!

Tip 3–Develop a servant leader mindset

When you believe that your employees are there to serve your needs, you won’t create a fun environment. You’ll constantly check up on employees, micro-manage them, and you’ll be constantly disappointed.

When you have a servant leader mindset, you’ll look for barriers that are preventing your employees from doing their best. You’ll ask them what roadblocks you can remove. You’ll ask for ways that you can better support them. This will lighten the mood in your organization and people will realize you are an outstanding leader. Won’t that be fun?

Tip 4 – Learn more about your employees

Since the COVID19 pandemic has begun, many employees are living in a WFM situation. This has enabled coworkers to learn more about each other. Given that this is not changing soon, encourage learning and sharing about each other.

When I was a Vice President of operations, I was speaking with an employee once and I noticed a handball logo on his coffee mug. I played handball on the club team at the University of Cincinnati, so I got to talking about handball with him. I found out he is ranked number 25 in the world as a handball player. Learning that little tidbit about his life allowed me to have more fun that day!

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>b91f0d38-b17e-46c9-bc35-8bdf7cadae25Mon, 17 Aug 2020 04:00:00 -070003:55nofull128Tom Reed: Lean Enthusiast & President of American LeanBigge Crane Uses Simple Solutions to Reduce Lead TimeThis week I interview Larry Reece former Lean manager at Bigge Crane located in Oakland California. They rent and sell all types of crane equipment for the construction industry.

Key Takeaways:

1.  Bigge Crane began their Lean journey in the maintenance area. This area focuses upon repairing rental cranes returned from the field.
2. They wanted to focus on lead time. "Equipment doesn't make money if it is sitting in the yard."
3. Bigge Crane started with Value Stream Mapping and Lean training. "Many people knew their process, but not how everything fit together. Value stream mapping was key for us to see the whole picture."
4. "Value stream mapping also allowed us to calculate an ROI on many of the items the technicians wanted to implement. We could calculate how much time would be saved and we used that as justification. Our initial kaizen events were focused on quick wins."
5. "As an example, our technicians in Houston, Texas requested some simple awnings to provide relief from the sun. It was a simple solution that came from having a conversation during a kaizen event. The techs were able to stay on a piece of equipment longer and added to their overall employee welfare."
6. "We had to go through the typical learning curve of how Lean applies to this industry. We had to fight the preconceived notions that we don't make Toyotas or that we are different. Some of the quick wins helped with that.
7. When you begin your Lean journey- you have to get help. You have to find someone that can guide you. Someone who has done this before and been through the battles. Someone who can connect with people on a personal level as well as having the Lean knowledge.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>This week I interview Larry Reece former Lean manager at Bigge Crane located in Oakland California. They rent and sell all types of crane equipment for the construction industry.

Key Takeaways:

1.  Bigge Crane began their Lean journey in the maintenance area. This area focuses upon repairing rental cranes returned from the field.
2. They wanted to focus on lead time. "Equipment doesn't make money if it is sitting in the yard."
3. Bigge Crane started with Value Stream Mapping and Lean training. "Many people knew their process, but not how everything fit together. Value stream mapping was key for us to see the whole picture."
4. "Value stream mapping also allowed us to calculate an ROI on many of the items the technicians wanted to implement. We could calculate how much time would be saved and we used that as justification. Our initial kaizen events were focused on quick wins."
5. "As an example, our technicians in Houston, Texas requested some simple awnings to provide relief from the sun. It was a simple solution that came from having a conversation during a kaizen event. The techs were able to stay on a piece of equipment longer and added to their overall employee welfare."
6. "We had to go through the typical learning curve of how Lean applies to this industry. We had to fight the preconceived notions that we don't make Toyotas or that we are different. Some of the quick wins helped with that.
7. When you begin your Lean journey- you have to get help. You have to find someone that can guide you. Someone who has done this before and been through the battles. Someone who can connect with people on a personal level as well as having the Lean knowledge.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a6775278-6471-4fe8-be87-59024fea4e9cFri, 14 Aug 2020 04:00:00 -070009:20nofull127This week I speak with Larry Reece former Lean Manager of Bigge Crane and he shares how they used simple solutions to reduce lead time!Tom Reed: Lean Enthusiast & President of American LeanFive Ways Blockchain will Impact LogisticsBitcoin is in the $11,500 range as I write this on August 12, 2020. This is not quite its high, but the value has increased from $9000 recently. I bring this up because when people think of blockchain, they think of bitcoin. Blockchain technology is so much more and is changing the way logistics will operate. Here are some examples of how blockchain is changing logistics.

Transparency

The purpose of using blockchain is so that everyone across the supply chain has transparency to what has occurred as products move through the chain.

Consumers are more interested in the origins of the food they consume. There are several Beefchain is a blockchain technology that can track where a calf was raised, who fed it, what it was fed and how it was transported.

All with the goal of increasing transparency.

Level Playing Field

Imagine if you are an olive farmer in Italy growing organic olives. The multinational company you would like to sell to requires certificates of origin, authenticity, etc. You can’t afford the certification process and are left out of the supply chain.

Using a GPRS enabled mobile phone, this small farmer could provide blockchain evidence with a mobile app allowing them to take part in the global economy.

Authenticating Goods

Imagine you ship your goods across the ocean to Ireland. Using blockchain to authenticate the goods, you could get paid upon product arrival instead of waiting for the goods to get processed through customs, etc.

This eliminates paperwork, time and nonvalue-added activities. Everyone from the shipping company, freight forwarder, ports, and customs officials will see huge savings in time and effort.

Location Intelligence

Adding location intelligence to the blockchain ensures products are in the right place, at the right time, and received by the right people. Imagine having location intelligence and manifest data to a blockchain at the Shanghai China port- the busiest port in the world.

You can imagine the hundreds of thousands of containers containing millions and millions of assets. Blockchain technology with location intelligence allows you to track exactly where your product is at all times among millions of assets.

Fraud Prevention and Detection

Adding mapping capabilities and location rich data to the blockchain allows for fraud prevention.

It’s your anniversary and you want to buy your wife a Louis Vuitton purse. How can you be sure that it came from Italy and not China? Deploying mapping capability and location data ensure that as the products move through the supply chain, the locations are where they claim to be.

If you as a consumer could view the blockchain data, you would know for sure the purse is real and not a fake. This can be used for all types of goods where counterfeiting is an issue.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game...]]>Bitcoin is in the $11,500 range as I write this on August 12, 2020. This is not quite its high, but the value has increased from $9000 recently. I bring this up because when people think of blockchain, they think of bitcoin. Blockchain technology is so much more and is changing the way logistics will operate. Here are some examples of how blockchain is changing logistics.

Transparency

The purpose of using blockchain is so that everyone across the supply chain has transparency to what has occurred as products move through the chain.

Consumers are more interested in the origins of the food they consume. There are several Beefchain is a blockchain technology that can track where a calf was raised, who fed it, what it was fed and how it was transported.

All with the goal of increasing transparency.

Level Playing Field

Imagine if you are an olive farmer in Italy growing organic olives. The multinational company you would like to sell to requires certificates of origin, authenticity, etc. You can’t afford the certification process and are left out of the supply chain.

Using a GPRS enabled mobile phone, this small farmer could provide blockchain evidence with a mobile app allowing them to take part in the global economy.

Authenticating Goods

Imagine you ship your goods across the ocean to Ireland. Using blockchain to authenticate the goods, you could get paid upon product arrival instead of waiting for the goods to get processed through customs, etc.

This eliminates paperwork, time and nonvalue-added activities. Everyone from the shipping company, freight forwarder, ports, and customs officials will see huge savings in time and effort.

Location Intelligence

Adding location intelligence to the blockchain ensures products are in the right place, at the right time, and received by the right people. Imagine having location intelligence and manifest data to a blockchain at the Shanghai China port- the busiest port in the world.

You can imagine the hundreds of thousands of containers containing millions and millions of assets. Blockchain technology with location intelligence allows you to track exactly where your product is at all times among millions of assets.

Fraud Prevention and Detection

Adding mapping capabilities and location rich data to the blockchain allows for fraud prevention.

It’s your anniversary and you want to buy your wife a Louis Vuitton purse. How can you be sure that it came from Italy and not China? Deploying mapping capability and location data ensure that as the products move through the supply chain, the locations are where they claim to be.

If you as a consumer could view the blockchain data, you would know for sure the purse is real and not a fake. This can be used for all types of goods where counterfeiting is an issue.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>9cd2b8df-63d9-4bf0-a6e5-f4eadc6dc853Thu, 13 Aug 2020 04:00:00 -070004:58nofull126Tom Reed: Lean Enthusiast & President of American LeanUsing Visual Instruction Sheets to Improve QualityA great way to increase your quality quickly is to develop and deploy Visual Instruction Sheets. Many people, myself included, learn best visually.

Let’s make it simple for them to learn how to assemble your product by using Visual Instruction Sheets. Here is what you will gain by using this tool.

Benefit 1 – Supports how most people learn

It surprised me when I researched how many people learn visually. The estimate is about 65% of the population. That is a very high percentage of your workforce.

Visual Instruction Sheets are simplified drawings. I have seen aerospace companies issue engineering drawings to the floor and then wonder why they have trouble building products.

No one can understand the drawings. Give your employees a chance and use these simplified instructions.

Benefit 2- Supports ESL

Using pictures helps support workforces where English may not be the first language. Not everyone in your workforce will be fluent in English. Less common, but it still exists, not everyone may be able to read.

It is foolish to force a lot of reading upon your employees when you know they might struggle. Simplified drawings will go a long way in making employees work easier.

Benefit 3- Makes it easy to improve quality

When you deploy Visual Work Instructions, you shade the work with three primary colors. This makes it simple to deploy a check-do-check method of building your products.

Work that is colored red is a step that you inspect when it comes to you. You check what the previous operation did. This is called a TQC or Total Quality Check.

Work that is shaded yellow is the work you complete at your operation. The Visual Instruction Sheet includes the part number, description, and quantity needed for the operation.

Using a number system, you know what order to complete the operations to complete the assembly.

When you complete your work you check the work that is shaded blue. This is called a verify. You verify- check your work before moving it on to the next operation.

You aren’t verifying everything that you did, just the steps that can be done backward or incorrectly. The work is coded red, yellow, and blue because about 4% of the population is colorblind- mostly male- and they can distinguish between these colors.

Benefit 4- Easier to get to Six Sigma quality

By using Visual Instruction Sheets, color-coded work, and a check-do-check methodology, you can increase your quality levels to six sigma easier than working to increase your sigma levels.

Let me explain. People operate at about 1/100 quality levels. If I do something 100 times, I will make 1-3 mistakes. If I do my work at 1/100 quality level, then I check my work at 1/100 quality level, now I am working at 1/10,000 quality level.

If the next operation checks my work at a 1/100 quality level, now the process is operating at a 1/1,000,000 quality level. What is that? That is parts per million quality and is approaching a six sigma quality level.

It is an honor to serve you, and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

A great way to increase your quality quickly is to develop and deploy Visual Instruction Sheets. Many people, myself included, learn best visually.

Let’s make it simple for them to learn how to assemble your product by using Visual Instruction Sheets. Here is what you will gain by using this tool.

Benefit 1 – Supports how most people learn

It surprised me when I researched how many people learn visually. The estimate is about 65% of the population. That is a very high percentage of your workforce.

Visual Instruction Sheets are simplified drawings. I have seen aerospace companies issue engineering drawings to the floor and then wonder why they have trouble building products.

No one can understand the drawings. Give your employees a chance and use these simplified instructions.

Benefit 2- Supports ESL

Using pictures helps support workforces where English may not be the first language. Not everyone in your workforce will be fluent in English. Less common, but it still exists, not everyone may be able to read.

It is foolish to force a lot of reading upon your employees when you know they might struggle. Simplified drawings will go a long way in making employees work easier.

Benefit 3- Makes it easy to improve quality

When you deploy Visual Work Instructions, you shade the work with three primary colors. This makes it simple to deploy a check-do-check method of building your products.

Work that is colored red is a step that you inspect when it comes to you. You check what the previous operation did. This is called a TQC or Total Quality Check.

Work that is shaded yellow is the work you complete at your operation. The Visual Instruction Sheet includes the part number, description, and quantity needed for the operation.

Using a number system, you know what order to complete the operations to complete the assembly.

When you complete your work you check the work that is shaded blue. This is called a verify. You verify- check your work before moving it on to the next operation.

You aren’t verifying everything that you did, just the steps that can be done backward or incorrectly. The work is coded red, yellow, and blue because about 4% of the population is colorblind- mostly male- and they can distinguish between these colors.

Benefit 4- Easier to get to Six Sigma quality

By using Visual Instruction Sheets, color-coded work, and a check-do-check methodology, you can increase your quality levels to six sigma easier than working to increase your sigma levels.

Let me explain. People operate at about 1/100 quality levels. If I do something 100 times, I will make 1-3 mistakes. If I do my work at 1/100 quality level, then I check my work at 1/100 quality level, now I am working at 1/10,000 quality level.

If the next operation checks my work at a 1/100 quality level, now the process is operating at a 1/1,000,000 quality level. What is that? That is parts per million quality and is approaching a six sigma quality level.

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>4fd63ba1-320a-4bdf-a9c4-5261ea24a3b1Wed, 12 Aug 2020 04:00:00 -070004:25nofull125Tom Reed: Lean Enthusiast & President of American LeanDo you have a Culture of Innovation- Part 3Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part three of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

1. Self-selection

The best intrapreneurial teams are made of volunteers. Innovative organizations look for employees that are already engaged in entrepreneurial activities. Ask leaders for employees on their teams that offer solutions to problems. Understand the employees who make suggestions for new products or line extensions.

Reach out to these people and let them know that an intrapreneurial opportunity exists, but don’t force them onto the team. Like anything, when you are forced to do something you aren’t committed. Make sure the teams comprise volunteers. Not employees who are voluntold to be on the project.

2. No hand-offs

One element of developing a new venture together is the learning that the team gains as a group. Smart innovation companies allow the team to stay together until the idea is brought to fruition. Interjecting outsiders slows down the process of innovation. They have to be brought up to speed, etc.

Resist the urge to bring in the “professionals” once the idea is past the incubation stage. Realize what kind of message that sends to the employees who stepped up and volunteered for the intrapreneurial assignment? Thanks for doing the hard work to bring this idea to fruition, now step aside and let the professionals take over. That is not good for your culture and intrapreneurism.

3. Boundary crossing

Any new product or service developed will need to cross boundaries in the organization to make it to the market. The tendency of many managers might be to protect their “turf” and not allow the intrapreneurial team to use additional resources.

Ensure that the leaders of the departments understand they have to support the effort or it won’t work. Chose intrapreneurs who can manage up in their departments and gain necessary resources. Select sponsors who have the organizational juice to remove barriers as they occur.

4. Strong organizational community

It's important to choose a vision that employees at all levels can rally around. Imagine pivoting to making masks for front-line medical workers. That is an easy vision to rally around. It’s important work for our heroes.

When you cast a powerful vision, the elements of resistance within the company disappear. Establish values that govern behavior within the intrapreneurial team. If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This is part three of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are four more items to test and see if you have a culture of innovation.

1. Self-selection

The best intrapreneurial teams are made of volunteers. Innovative organizations look for employees that are already engaged in entrepreneurial activities. Ask leaders for employees on their teams that offer solutions to problems. Understand the employees who make suggestions for new products or line extensions.

Reach out to these people and let them know that an intrapreneurial opportunity exists, but don’t force them onto the team. Like anything, when you are forced to do something you aren’t committed. Make sure the teams comprise volunteers. Not employees who are voluntold to be on the project.

2. No hand-offs

One element of developing a new venture together is the learning that the team gains as a group. Smart innovation companies allow the team to stay together until the idea is brought to fruition. Interjecting outsiders slows down the process of innovation. They have to be brought up to speed, etc.

Resist the urge to bring in the “professionals” once the idea is past the incubation stage. Realize what kind of message that sends to the employees who stepped up and volunteered for the intrapreneurial assignment? Thanks for doing the hard work to bring this idea to fruition, now step aside and let the professionals take over. That is not good for your culture and intrapreneurism.

3. Boundary crossing

Any new product or service developed will need to cross boundaries in the organization to make it to the market. The tendency of many managers might be to protect their “turf” and not allow the intrapreneurial team to use additional resources.

Ensure that the leaders of the departments understand they have to support the effort or it won’t work. Chose intrapreneurs who can manage up in their departments and gain necessary resources. Select sponsors who have the organizational juice to remove barriers as they occur.

4. Strong organizational community

It's important to choose a vision that employees at all levels can rally around. Imagine pivoting to making masks for front-line medical workers. That is an easy vision to rally around. It’s important work for our heroes.

When you cast a powerful vision, the elements of resistance within the company disappear. Establish values that govern behavior within the intrapreneurial team. If you follow these steps, you will have a better culture innovation!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>44d8083d-fec9-4ac3-9c28-9ef39533be2aTue, 11 Aug 2020 04:00:00 -070004:25nofull124Tom Reed: Lean Enthusiast & President of American LeanHow to Avoid Disappointment as a LeaderWhen you are a leader of people, you might have times when you are disappointed with the outcome of an event. Maybe a sales presentation didn’t go well. Someone on the team might have missed a key deadline for a deliverable. Here are four tips on how to avoid disappointment as a leader.

Tip 1 - Disappointment is make-believe

Believe that everything turned out as it should have given the constraints. Perhaps you didn’t allow your team enough practice time for that big presentation. Maybe you weren’t clear with the expectations for the deliverables on the project.

Perhaps you view employee loyalty and effort through your lens while your employees aren’t as engaged. Regardless, the outcome of any event should be a learning opportunity. If the outcome wasn’t what you desired, work on improving for the next opportunity.

Tip 2 - Don’t lower expectations

The natural tendency to combat disappointment is to lower your expectations. “If I don’t expect much from this encounter, I won’t be disappointed.” “If I lower my expectations of my employees, then I won’t be disappointed if they aren’t successful.”

That is the opposite of what you should do. Continue to have high expectations. Expect a lot of yourself and your employees. Set high visions for the business or department. Don’t use COVID19 as an excuse to lower your expectations.

Now is the time to capture market share from others who won’t react or pivot. Expect a lot from yourself and those you lead.

Tip 3 - It won’t be perfect

Expect struggle. Anticipate hardship when you are a leader. Understand that every decision you make won’t be perfect. That’s part of leading. Understand you will always be perfecting your leadership methods, but you’ll never reach perfection.

Never feel disappointed in handling situations. Do your best as a leader, search for feedback, and iterate. Try things again and again. Innovate and improve. Get better and better. When you have an improvement mindset, it’s impossible to be disappointed.

That is why the Deming wheel- Plan, Do, Check, Act is so profound. It doesn’t allow for disappointment. You plan for the next opportunity, try something else, and receive feedback. This leads to the final tip for how to avoid disappointment as a leader.

Tip 4 - Focus on what you’ve learned

Be excited about mastering the skill of leadership. Like someone who studies martial arts, you will never master everything. The important part is the journey and what you learn along the way.

Reflect and focus on what you have learned. Think about when you started as a leader to where you are today. I’m sure you are light years from when you began, even if it was a few weeks ago.

Having a learning mindset is key to avoid disappoint as a leader. Be excited every day about gaining mastery and learning!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

When you are a leader of people, you might have times when you are disappointed with the outcome of an event. Maybe a sales presentation didn’t go well. Someone on the team might have missed a key deadline for a deliverable. Here are four tips on how to avoid disappointment as a leader.

Tip 1 - Disappointment is make-believe

Believe that everything turned out as it should have given the constraints. Perhaps you didn’t allow your team enough practice time for that big presentation. Maybe you weren’t clear with the expectations for the deliverables on the project.

Perhaps you view employee loyalty and effort through your lens while your employees aren’t as engaged. Regardless, the outcome of any event should be a learning opportunity. If the outcome wasn’t what you desired, work on improving for the next opportunity.

Tip 2 - Don’t lower expectations

The natural tendency to combat disappointment is to lower your expectations. “If I don’t expect much from this encounter, I won’t be disappointed.” “If I lower my expectations of my employees, then I won’t be disappointed if they aren’t successful.”

That is the opposite of what you should do. Continue to have high expectations. Expect a lot of yourself and your employees. Set high visions for the business or department. Don’t use COVID19 as an excuse to lower your expectations.

Now is the time to capture market share from others who won’t react or pivot. Expect a lot from yourself and those you lead.

Tip 3 - It won’t be perfect

Expect struggle. Anticipate hardship when you are a leader. Understand that every decision you make won’t be perfect. That’s part of leading. Understand you will always be perfecting your leadership methods, but you’ll never reach perfection.

Never feel disappointed in handling situations. Do your best as a leader, search for feedback, and iterate. Try things again and again. Innovate and improve. Get better and better. When you have an improvement mindset, it’s impossible to be disappointed.

That is why the Deming wheel- Plan, Do, Check, Act is so profound. It doesn’t allow for disappointment. You plan for the next opportunity, try something else, and receive feedback. This leads to the final tip for how to avoid disappointment as a leader.

Tip 4 - Focus on what you’ve learned

Be excited about mastering the skill of leadership. Like someone who studies martial arts, you will never master everything. The important part is the journey and what you learn along the way.

Reflect and focus on what you have learned. Think about when you started as a leader to where you are today. I’m sure you are light years from when you began, even if it was a few weeks ago.

Having a learning mindset is key to avoid disappoint as a leader. Be excited every day about gaining mastery and learning!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>345776a9-c532-4b86-90fb-fc5832a83ba4Mon, 10 Aug 2020 04:00:00 -070004:00nofull123Tom Reed: Lean Enthusiast & President of American LeanSingles will Drive your Lean Gains- W Machine Uses Small Wins to Drive Employee EngagementIt's baseball season. At least for now in the COVID19 era. While we all think we need to hit home runs on the Lean journey- you don't. Hear how W Machine Works used small wins to drive their employee engagement!

This week on American Lean Weekday, I interview W Machine works who have been on a continuous improvement journey since 2005.

One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. 

W Machine Works is a machine shop located in San Fernando Valley, California. They primarily support the Aerospace and Defense industry. Established in 1978 starting with one mill and one lathe, they have grown into a new 27,000 square foot facility with 60 employees. Since receiving negative feedback from a key customer in 2005, they have been on a continuous improvement journey ever since to become a Supplier of Choice for the industry.

These are some key points taken from my interview with the President of W Machine Works, Marzel Neckien.

1. While conducting a facility tour with a customer in 2005, the customer provided feedback that “we weren’t laid out correctly. We weren’t following Lean practices and that we needed to begin a continuous improvement journey.”
2. Some of the key struggles in their continuous improvement journey include “taking time for the improvements, completing open items and sustaining improvements.”
3. Some of the biggest successes have been “Putting the processes in place to support unattended machining on the second shift. We have 10 machines running unattended on the second shift and that has enabled increased growth.”
4. “It has been great to see employees embrace taking on tasks and achieving great things together.”
5. “Got to have small wins, small wins drove employee engagement. Let employees see that it will work, and it will avalanche and get bigger.”
6. “My advice is to find a consultant that you can trust, they will hold you accountable and you will have greater results.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>It's baseball season. At least for now in the COVID19 era. While we all think we need to hit home runs on the Lean journey- you don't. Hear how W Machine Works used small wins to drive their employee engagement!

This week on American Lean Weekday, I interview W Machine works who have been on a continuous improvement journey since 2005.

One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. 

W Machine Works is a machine shop located in San Fernando Valley, California. They primarily support the Aerospace and Defense industry. Established in 1978 starting with one mill and one lathe, they have grown into a new 27,000 square foot facility with 60 employees. Since receiving negative feedback from a key customer in 2005, they have been on a continuous improvement journey ever since to become a Supplier of Choice for the industry.

These are some key points taken from my interview with the President of W Machine Works, Marzel Neckien.

1. While conducting a facility tour with a customer in 2005, the customer provided feedback that “we weren’t laid out correctly. We weren’t following Lean practices and that we needed to begin a continuous improvement journey.”
2. Some of the key struggles in their continuous improvement journey include “taking time for the improvements, completing open items and sustaining improvements.”
3. Some of the biggest successes have been “Putting the processes in place to support unattended machining on the second shift. We have 10 machines running unattended on the second shift and that has enabled increased growth.”
4. “It has been great to see employees embrace taking on tasks and achieving great things together.”
5. “Got to have small wins, small wins drove employee engagement. Let employees see that it will work, and it will avalanche and get bigger.”
6. “My advice is to find a consultant that you can trust, they will hold you accountable and you will have greater results.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>56b03102-d8bd-432e-9b97-9124ea82e24dFri, 07 Aug 2020 04:00:00 -070006:23nofull122Tom Reed: Lean Enthusiast & President of American LeanEvaluating Augmented Reality for Your BusinessAugmented reality (AR) is becoming more prevalent in the workplace by the day. Is it a fit for your business? Let’s look at some steps you should consider when evaluating augmented reality for your business.

AR has a dramatic impact on the way information is collected and shared. Imagine if you can show an entire catalog to your customers in 3D?

I recently used a patio furniture website where you took a picture of the area you are considering, then added their furniture to it. I was able to see how it looked in the area. These are advances where AR can shine.

The flip side is, it is a new technology and there isn’t firm data on how well it will work in your business. It doesn’t have a long history like a website or a sales funnel.

You can deploy AR in two ways- internally and externally. It can provide advanced picking options if you run a warehouse. You can use AR-enabled glasses to show where to conduct maintenance on equipment. It can be used with customers like the example I shared above.

Step 1- Identify your business goals

What do you want to accomplish by deploying AR? Are you hoping to use it in the sales process? Do you wish to use it on the factory floor to improve quality and deploy standard work? Are you using it to train new employees since older ones are retiring and leaving with a bunch of institutional knowledge?

The first step in successfully deploying AR is to identify the business goal. Once that question is answered, you can evaluate...

Step 2- Where you currently stand against the business goals

Now that you have established your business case for deploying AR, how far along are you in the deployment journey? Have you completed a technology review? Have you completed a customer journey map if you are deploying AR in the sales process?

Have you developed a systems readiness analysis? Have you identified a pilot area? Have you discussed how to scale the roll-out if the trial is successful?

Step 3- Establish a roll-out project plan

After you learn from the pilot project, develop your roll-out plan. Who needs to be involved? What resources do you need that isn’t currently on staff? Will you use consultants with implementation experience?

What is the budget? How will you measure the deliverables? This is especially important since the use cases aren’t as prevalent as other technologies.

What will you use from a hardware perspective? If you are using AR on the manufacturing floor a hands-free experience is best. You might consider Microsoft HoloLens or Google Glass Enterprise.

For a successful AR implementation identify the business use case, where you are against the goal, and how you will get there. Easy as 1,2,3 when evaluating augmented reality for your business.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game...]]>Augmented reality (AR) is becoming more prevalent in the workplace by the day. Is it a fit for your business? Let’s look at some steps you should consider when evaluating augmented reality for your business.

AR has a dramatic impact on the way information is collected and shared. Imagine if you can show an entire catalog to your customers in 3D?

I recently used a patio furniture website where you took a picture of the area you are considering, then added their furniture to it. I was able to see how it looked in the area. These are advances where AR can shine.

The flip side is, it is a new technology and there isn’t firm data on how well it will work in your business. It doesn’t have a long history like a website or a sales funnel.

You can deploy AR in two ways- internally and externally. It can provide advanced picking options if you run a warehouse. You can use AR-enabled glasses to show where to conduct maintenance on equipment. It can be used with customers like the example I shared above.

Step 1- Identify your business goals

What do you want to accomplish by deploying AR? Are you hoping to use it in the sales process? Do you wish to use it on the factory floor to improve quality and deploy standard work? Are you using it to train new employees since older ones are retiring and leaving with a bunch of institutional knowledge?

The first step in successfully deploying AR is to identify the business goal. Once that question is answered, you can evaluate...

Step 2- Where you currently stand against the business goals

Now that you have established your business case for deploying AR, how far along are you in the deployment journey? Have you completed a technology review? Have you completed a customer journey map if you are deploying AR in the sales process?

Have you developed a systems readiness analysis? Have you identified a pilot area? Have you discussed how to scale the roll-out if the trial is successful?

Step 3- Establish a roll-out project plan

After you learn from the pilot project, develop your roll-out plan. Who needs to be involved? What resources do you need that isn’t currently on staff? Will you use consultants with implementation experience?

What is the budget? How will you measure the deliverables? This is especially important since the use cases aren’t as prevalent as other technologies.

What will you use from a hardware perspective? If you are using AR on the manufacturing floor a hands-free experience is best. You might consider Microsoft HoloLens or Google Glass Enterprise.

For a successful AR implementation identify the business use case, where you are against the goal, and how you will get there. Easy as 1,2,3 when evaluating augmented reality for your business.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>5177b39e-d423-40b7-ae41-64c019d0ea8eThu, 06 Aug 2020 04:00:00 -070004:49nofull121Tom Reed: Lean Enthusiast & President of American LeanUsing Certification MatricesIt has been interesting for me to see that we have a coin shortage right now. Years ago (2000), I was part of an internal Lean team working with the US Mint locations. We headquartered from the Denver Mint. Our goal was to implement Lean concepts at all Mint locations- Denver, San Francisco, West Point, and Philadelphia.

The new state quarters were being introduced and demand was going through the roof. The mint was producing about 600 quarters a minute from each stamping press. That was a lot of quarters.

The Lean transformation was new to the Mint. We trained everyone at the locations in Lean concepts. One concept we implemented was certification matrices. Certification matrices visually share what employees are certified to complete work. The figure below is what we used for certification matrices at the Denver Mint.

Here are four benefits of certification matrices.

1. Transparency

Having a certification matrix posted on the wall in a work area allows everyone to know who can do what. If Joe doesn’t show up for work today or is on vacation, I can quickly see who else can work at his operation.

Using the matrix I can choose from other certified operators.

2. Who needs training?

In the matrix above, you can see that Mary is the only operator certified in the Upset process. Is that a problem? What happens if Mary doesn’t show up today? We don’t have other team members certified that can do that operation.

As a team lead or supervisor, I should identify additional employees to train on that operation. I need to get on that as soon as possible. This probably wouldn’t have been obvious if the certification matrix wasn’t posted.

3. Who can train other employees?

In this certification matrix, we place a T, C, or M beside employee names. T means the employee is in training. C means the employee is certified to do the work. This means they can completer the work within the takt time and meet all quality requirements. An M means we consider the employee a Master who is willing to train other employees.

The key piece for a Master is that they are willing to train other employees. Not everyone wishes to take on that role. It is important to identify a Master for each process. They are your training resources.

4. The needs of the business dictate training

Certification matrices make it simple to see who needs training so we can be “two-deep” at every operation. Training in these areas can begin quickly and support the needs of the business. Decisions on who to train become quick and easy.

I know that if you deploy certification matrices, your human capital will improve dramatically!

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on It has been interesting for me to see that we have a coin shortage right now. Years ago (2000), I was part of an internal Lean team working with the US Mint locations. We headquartered from the Denver Mint. Our goal was to implement Lean concepts at all Mint locations- Denver, San Francisco, West Point, and Philadelphia.

The new state quarters were being introduced and demand was going through the roof. The mint was producing about 600 quarters a minute from each stamping press. That was a lot of quarters.

The Lean transformation was new to the Mint. We trained everyone at the locations in Lean concepts. One concept we implemented was certification matrices. Certification matrices visually share what employees are certified to complete work. The figure below is what we used for certification matrices at the Denver Mint.

Here are four benefits of certification matrices.

1. Transparency

Having a certification matrix posted on the wall in a work area allows everyone to know who can do what. If Joe doesn’t show up for work today or is on vacation, I can quickly see who else can work at his operation.

Using the matrix I can choose from other certified operators.

2. Who needs training?

In the matrix above, you can see that Mary is the only operator certified in the Upset process. Is that a problem? What happens if Mary doesn’t show up today? We don’t have other team members certified that can do that operation.

As a team lead or supervisor, I should identify additional employees to train on that operation. I need to get on that as soon as possible. This probably wouldn’t have been obvious if the certification matrix wasn’t posted.

3. Who can train other employees?

In this certification matrix, we place a T, C, or M beside employee names. T means the employee is in training. C means the employee is certified to do the work. This means they can completer the work within the takt time and meet all quality requirements. An M means we consider the employee a Master who is willing to train other employees.

The key piece for a Master is that they are willing to train other employees. Not everyone wishes to take on that role. It is important to identify a Master for each process. They are your training resources.

4. The needs of the business dictate training

Certification matrices make it simple to see who needs training so we can be “two-deep” at every operation. Training in these areas can begin quickly and support the needs of the business. Decisions on who to train become quick and easy.

I know that if you deploy certification matrices, your human capital will improve dramatically!

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

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]]>90ca7582-3d13-42d0-99b2-aba4babfbaefWed, 05 Aug 2020 04:00:00 -070005:04nofull120Tom Reed: Lean Enthusiast & President of American LeanDo You Have a Culture of Innovation?-Part 2Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This will be part one of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are items to test and see if you have a culture of innovation.

1. Empowered cross-functional teams

As you develop your intrapreneurial teams, it’s important to ensure they are cross-functional and diverse. They need to have representation from all areas of the business. This is important for several reasons. If you leave it up to just engineers, you will end up with an over complex offering. On the flip side, if you leave it up to the creatives you might end up with a product that can’t be produced.

Using cross-functional teams from the start will ensure your offering will be more realistic, able to be produced and will be supported internally. Your ability to come up with an MVP- the minimal viable product will be quicker.

2. Team decision making

Along with using cross-functional teams, it’s important to ensure the teams are empowered to make their own decisions. If teams have to ask for permission to try things, to spend money, conduct market research and hear no you’re done with intrapreneurs.

If they were running their own business, they would decide on their own. Give them a budget and the freedom to act to the best of their ability. Guide if they request it, but allow them to make their own decisions.

3. Discretionary time

One company famous for allowing employees to have discretionary time to work on pet projects is 3M. Think of the post-it note. Imagine how many billions that product has produced. It was an accident that resulted because scientists were allowed discretionary time to try fresh ideas.

Allow your teams to have discretionary time to work on their projects or brainstorm together. You never know when they might come up with a post-it note idea.

4. Focus on the future

When you unleash your intrapreneurs, it’s important to focus them on the future. Developing products for current times will be too late. While I realize it’s impossible to have a crystal ball, especially in today’s world, but have your teams brainstorm what’s needed five years out.

That is the slogan for Arrow Electronics. They are focusing on five years out and your teams should too. Realize that IIoT and connected devices will be the norm in the future.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

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More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Do you have a culture of innovation? Let’s talk about it and find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This will be part one of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

These are items to test and see if you have a culture of innovation.

1. Empowered cross-functional teams

As you develop your intrapreneurial teams, it’s important to ensure they are cross-functional and diverse. They need to have representation from all areas of the business. This is important for several reasons. If you leave it up to just engineers, you will end up with an over complex offering. On the flip side, if you leave it up to the creatives you might end up with a product that can’t be produced.

Using cross-functional teams from the start will ensure your offering will be more realistic, able to be produced and will be supported internally. Your ability to come up with an MVP- the minimal viable product will be quicker.

2. Team decision making

Along with using cross-functional teams, it’s important to ensure the teams are empowered to make their own decisions. If teams have to ask for permission to try things, to spend money, conduct market research and hear no you’re done with intrapreneurs.

If they were running their own business, they would decide on their own. Give them a budget and the freedom to act to the best of their ability. Guide if they request it, but allow them to make their own decisions.

3. Discretionary time

One company famous for allowing employees to have discretionary time to work on pet projects is 3M. Think of the post-it note. Imagine how many billions that product has produced. It was an accident that resulted because scientists were allowed discretionary time to try fresh ideas.

Allow your teams to have discretionary time to work on their projects or brainstorm together. You never know when they might come up with a post-it note idea.

4. Focus on the future

When you unleash your intrapreneurs, it’s important to focus them on the future. Developing products for current times will be too late. While I realize it’s impossible to have a crystal ball, especially in today’s world, but have your teams brainstorm what’s needed five years out.

That is the slogan for Arrow Electronics. They are focusing on five years out and your teams should too. Realize that IIoT and connected devices will be the norm in the future.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>9e86f37c-4ff2-44f6-af41-c19b8d9f66e0Tue, 04 Aug 2020 04:00:00 -070004:47nofull119Tom Reed: Lean Enthusiast & President of American LeanThree Tips to Overcome FearWhen you are a leader of people, sometimes you have fears. Maybe you were fearful that a presentation wouldn’t go as planned. Remember the time when you feared speaking in front of your employees? Recall how worried you were that your boss wouldn’t recognize your team's efforts to complete a major project on time. We’ve all had fears and here are some tips to overcome fear!

First, let’s understand where fear comes from. We aren’t in a world where every decision could cause life or death. We aren’t being chased by wild animals who want a tasty meal. After millions of years of humans, we still haven’t developed past our fight-or-flight instincts.

Many of us are paralyzed because we fear the judgment of others. What if I put myself out there and no one pays attention? What if my boss doesn’t like my idea? What if my employees think my ideas won’t work? What if my significant other doesn’t like my idea? These are all fears based on other people’s opinions.

Tip 1 – Realize no one is perfect

Understand that whatever you produce, whatever ideas you come up with, whatever you try won’t be perfect. I’ve written a book, hundreds of blogs and podcasts. Guess what, they aren’t perfect. But I started. I had to get over myself and begin producing.

You won’t be perfect either. No one is. Don’t expect to be. You have important ideas and experiences valuable to your organization. Speak up and share them.

Tip 2- Overcome the fear of loss

“What if I speak up and lose my job? I will stay quiet because no one is hiring 55-year-olds. I need insurance so I can’t lose my position. What if my peers don’t like what I have to say?”

When you start a thought process with what if, you are setting yourself up to have a fearful thought after it. What if this terrible thing happens? Realize that only 2% of the things we fear happen.

Instead, focus on the gains you can have. I speak up and my boss loves my idea. I am 55 and I have a lot of experience to provide. My peers like i when I speak up because they are thinking the same thing. Flip the script on the fear of loss.

Tip 3- Picture the future state

Sometimes during a Lean journey, employees fear process change. “I’ve been doing things this way for 20 years, and now you want me to change? Don’t come out here from the office and tell me how to do my job.”

These are symptoms of fearing a change to a process. When I run into this, I often ask employees if they invented the process. Most of the time they say no. Then I ask them why they are fighting so hard to defend the process.

I present a future state where they understand the benefits of trying an alternative method. I ask them for their support and help in developing the future state. Finally, I ask them to try it for a while and if they don’t like it, we can figure out how to improve it further.

When people see the benefits, it helps them overcome fear.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

When you are a leader of people, sometimes you have fears. Maybe you were fearful that a presentation wouldn’t go as planned. Remember the time when you feared speaking in front of your employees? Recall how worried you were that your boss wouldn’t recognize your team's efforts to complete a major project on time. We’ve all had fears and here are some tips to overcome fear!

First, let’s understand where fear comes from. We aren’t in a world where every decision could cause life or death. We aren’t being chased by wild animals who want a tasty meal. After millions of years of humans, we still haven’t developed past our fight-or-flight instincts.

Many of us are paralyzed because we fear the judgment of others. What if I put myself out there and no one pays attention? What if my boss doesn’t like my idea? What if my employees think my ideas won’t work? What if my significant other doesn’t like my idea? These are all fears based on other people’s opinions.

Tip 1 – Realize no one is perfect

Understand that whatever you produce, whatever ideas you come up with, whatever you try won’t be perfect. I’ve written a book, hundreds of blogs and podcasts. Guess what, they aren’t perfect. But I started. I had to get over myself and begin producing.

You won’t be perfect either. No one is. Don’t expect to be. You have important ideas and experiences valuable to your organization. Speak up and share them.

Tip 2- Overcome the fear of loss

“What if I speak up and lose my job? I will stay quiet because no one is hiring 55-year-olds. I need insurance so I can’t lose my position. What if my peers don’t like what I have to say?”

When you start a thought process with what if, you are setting yourself up to have a fearful thought after it. What if this terrible thing happens? Realize that only 2% of the things we fear happen.

Instead, focus on the gains you can have. I speak up and my boss loves my idea. I am 55 and I have a lot of experience to provide. My peers like i when I speak up because they are thinking the same thing. Flip the script on the fear of loss.

Tip 3- Picture the future state

Sometimes during a Lean journey, employees fear process change. “I’ve been doing things this way for 20 years, and now you want me to change? Don’t come out here from the office and tell me how to do my job.”

These are symptoms of fearing a change to a process. When I run into this, I often ask employees if they invented the process. Most of the time they say no. Then I ask them why they are fighting so hard to defend the process.

I present a future state where they understand the benefits of trying an alternative method. I ask them for their support and help in developing the future state. Finally, I ask them to try it for a while and if they don’t like it, we can figure out how to improve it further.

When people see the benefits, it helps them overcome fear.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>e28baffa-eac5-49dc-a510-90f4ac0659b5Mon, 03 Aug 2020 04:00:00 -070004:19nofull118Tom Reed: Lean Enthusiast & President of American LeanContract Manufacturer Sees Huge Savings from first KaizenOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week I speak with a contract manufacturer in Longmont, Colorado.

NeoTech in Longmont, Colorado is a contract manufacturer that primarily supports the Aerospace and Defense industry. NeoTech is the combination of Natel, EPIC Technologies added in 2013, and OnCore Manufacturing which was purchased in 2015.

Locations include California, Nevada, Ohio, Colorado, Illinois, Massachusetts, Mexico, and China. The Longmont location has about 150 employees across multiple shifts.

These are some key points taken from my interview with the Business Unit Director at the Longmont, Colorado location, Jon Good.

1. Starting in 2008 they made significant improvements, but they were unable to sustain their efforts because management wasn’t totally supportive. In 2018 they realized it was time to re-invigorate their Lean journey because of additional employees and the intensely competitive nature of their industry.
2. They now have management buy-in and have been on a consistent monthly basis for the last 2.5 years. The goal is to increase “ease of business and make the place easier to run,” according to Jon.
3. Some of the initial struggles are people’s pre-conceived notions and time commitments.
4. “We learned that it is easier to free up people using shorter, two-day events.”
5. “Eliminating the count-back process saved the company $150,000 in the first year.”
6. “Because we have many people involved in the events, I have seen some talents from employees I might not have seen before. If we get everybody involved, it spreads like wildfire.”
7. “Make sure that you have management support and find a consultant that you can trust to keep you on track.”

To hear Jon’s interview please join us on the podcast at Americanlean.com episode 117.

You can join my YouTube channel here to listen to the podcast episodes!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week I speak with a contract manufacturer in Longmont, Colorado.

NeoTech in Longmont, Colorado is a contract manufacturer that primarily supports the Aerospace and Defense industry. NeoTech is the combination of Natel, EPIC Technologies added in 2013, and OnCore Manufacturing which was purchased in 2015.

Locations include California, Nevada, Ohio, Colorado, Illinois, Massachusetts, Mexico, and China. The Longmont location has about 150 employees across multiple shifts.

These are some key points taken from my interview with the Business Unit Director at the Longmont, Colorado location, Jon Good.

1. Starting in 2008 they made significant improvements, but they were unable to sustain their efforts because management wasn’t totally supportive. In 2018 they realized it was time to re-invigorate their Lean journey because of additional employees and the intensely competitive nature of their industry.
2. They now have management buy-in and have been on a consistent monthly basis for the last 2.5 years. The goal is to increase “ease of business and make the place easier to run,” according to Jon.
3. Some of the initial struggles are people’s pre-conceived notions and time commitments.
4. “We learned that it is easier to free up people using shorter, two-day events.”
5. “Eliminating the count-back process saved the company $150,000 in the first year.”
6. “Because we have many people involved in the events, I have seen some talents from employees I might not have seen before. If we get everybody involved, it spreads like wildfire.”
7. “Make sure that you have management support and find a consultant that you can trust to keep you on track.”

To hear Jon’s interview please join us on the podcast at Americanlean.com episode 117.

You can join my YouTube channel here to listen to the podcast episodes!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a7314e4b-1e14-49c3-8080-5354ed9745a5Fri, 31 Jul 2020 04:00:00 -070008:05nofull117Tom Reed: Lean Enthusiast & President of American LeanCybersecurity for SMB ManufacturersCybercriminals are becoming more interested in small and medium-sized businesses. Why? They are viewed as vulnerable but still valuable targets. They are being attacked by evermore sophisticated attacks resulting in trillions of dollars spent in defending themselves. Let's talk about cybersecurity for SMB manufacturers.

Governments and small businesses believe that they’re protected by anti-virus software. That may be true for many viruses, but cybercriminals are using artificial intelligence to make cyberattacks more effective.

Given the COVID pandemic with more people working from home, there are more opportunities to gain access to your systems. It isn’t just information that cybercriminals are after; they are delivering ransomware within your system.

The city of Baltimore was the target of a ransomware attack in May 2019. The hackers demanded about $76,000 in the form of bitcoin. Baltimore didn’t pay it, and it impacted them to the tune of $18M. The ransomware is called Robinhood and was used in Greenville, North Carolina as well.

A 2019 Poneman Institute report on the “Global state of cybersecurity in small and medium-sized businesses” found that 66% of SMB’s received a cyberattack and 63% had a data breach. The cost to manage the outcome averaged $1.2 M. Ouch.

Many cybersecurity breaches happen because employees inadvertently grant access to your systems. One of the most common Trojan horses is through CAD files that are shared with outside companies.

Here are some actions you can take to protect your organization:

1. Restrict User Access and Permissions

Only grant access to trusted sources and grant the most restrictive access possible. If employees need access to confidential files, consider granting read-only access.

2. Enforce Domain and Network restrictions

As more machines get connected to the cloud and each other, you will have IT systems and OT systems. OT or operational technology systems control the communication between your on-machine sensors, etc.

These provide back-doors into your IT systems.  The purpose of having IT and OT systems communicate is to increase efficiency and real-time performance data. That does not mean that every available computer in your building needs access to the OT systems. It’s great that machines can communicate, but limit who can view the communication.

3. Account for assets connected to the IT systems

The assets that get connected to the IT systems should be accounted for. That includes machine assets, which are also IT assets. It is important to develop a Smart Value Stream® Map to identify systems, software, and protocols across your entire factory.

Understand who is connected to your network from outside your four walls. WFH situations have increased in the past few months. Ensure you account for those assets as well.

4. Conduct User Education

Educate employees on protecting documents that contain intellectual property and sensitive information.

5. Make Security a requirement

When purchasing new equipment make security a priority. Computers have a short shelf-life. I’ve seen medium-sized companies using laptops and computers over five years old.

One can only imagine the opportunities these old machines present to hackers.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

Cybercriminals are becoming more interested in small and medium-sized businesses. Why? They are viewed as vulnerable but still valuable targets. They are being attacked by evermore sophisticated attacks resulting in trillions of dollars spent in defending themselves. Let's talk about cybersecurity for SMB manufacturers.

Governments and small businesses believe that they’re protected by anti-virus software. That may be true for many viruses, but cybercriminals are using artificial intelligence to make cyberattacks more effective.

Given the COVID pandemic with more people working from home, there are more opportunities to gain access to your systems. It isn’t just information that cybercriminals are after; they are delivering ransomware within your system.

The city of Baltimore was the target of a ransomware attack in May 2019. The hackers demanded about $76,000 in the form of bitcoin. Baltimore didn’t pay it, and it impacted them to the tune of $18M. The ransomware is called Robinhood and was used in Greenville, North Carolina as well.

A 2019 Poneman Institute report on the “Global state of cybersecurity in small and medium-sized businesses” found that 66% of SMB’s received a cyberattack and 63% had a data breach. The cost to manage the outcome averaged $1.2 M. Ouch.

Many cybersecurity breaches happen because employees inadvertently grant access to your systems. One of the most common Trojan horses is through CAD files that are shared with outside companies.

Here are some actions you can take to protect your organization:

1. Restrict User Access and Permissions

Only grant access to trusted sources and grant the most restrictive access possible. If employees need access to confidential files, consider granting read-only access.

2. Enforce Domain and Network restrictions

As more machines get connected to the cloud and each other, you will have IT systems and OT systems. OT or operational technology systems control the communication between your on-machine sensors, etc.

These provide back-doors into your IT systems.  The purpose of having IT and OT systems communicate is to increase efficiency and real-time performance data. That does not mean that every available computer in your building needs access to the OT systems. It’s great that machines can communicate, but limit who can view the communication.

3. Account for assets connected to the IT systems

The assets that get connected to the IT systems should be accounted for. That includes machine assets, which are also IT assets. It is important to develop a Smart Value Stream® Map to identify systems, software, and protocols across your entire factory.

Understand who is connected to your network from outside your four walls. WFH situations have increased in the past few months. Ensure you account for those assets as well.

4. Conduct User Education

Educate employees on protecting documents that contain intellectual property and sensitive information.

5. Make Security a requirement

When purchasing new equipment make security a priority. Computers have a short shelf-life. I’ve seen medium-sized companies using laptops and computers over five years old.

One can only imagine the opportunities these old machines present to hackers.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f87e85af-1959-40ac-a4b3-8a0946394438Thu, 30 Jul 2020 04:00:00 -070005:41nofull116Tom Reed: Lean Enthusiast & President of American LeanStay Away from the KPI BuffetWhat is the KPI buffet? It is measuring so many KPI’s that you can’t tell the direction of the company. I consulted with a company measuring 30 different KPI’s when they began their Lean journey. When we worked on their Lean Management System, one of the pillars became to measure what matters.

They took that to heart and narrowed what they measured to a handful of KPI’s. Here are some tips to help you stay away from the KPI buffet.

1. Safety must be a KPI

I believe that safety has to be a KPI. Sending everyone home in the same condition that they came to work is not an option, it is a requirement. Some companies use a safety cross- every day of the year in the shape of a cross- think red cross uniform.

Every day they don’t have an accident, they put a green mark or square in the cross. If there is an accident, the day receives a red square. I have seen companies measure near misses by using a yellow square. Regardless of the form you choose, it is important to measure safety performance.

2. Customer metric

Why is your company in business? It is to service your customers. What are the one or two top-level metrics you can use to measure customer service and satisfaction? Do your customers value on-time delivery? Do they value 100% quality? Do you measure customer returns?

What if your company is a call center? Call centers are data-rich environments and measure metrics like average response time. First, call resolution. Customer satisfaction. The number of issues customers have. Choose 1-2 key metrics to measure customer satisfaction.

3. Employee metrics

Some companies have the thought process of taking care of the employee and the employee will take care of the customer. What can you measure from an employee perspective? In the example above, the company measured employee training hours. In the example above, they were conducting zero training hours per employee.

Some companies measure morale. How do they do that? While not an exact science, they measure employee turnover. They conclude that if they have high turnover, they must have low morale. I’m not sure there is a direct correlation, but it can point out problems.

4. Cash metrics

Cash is the lifeblood of any business. Develop 1-2 metrics that best reflect your business and the cash flow. For manufacturing organizations, I believe it is important to measure inventory turns. Inventory is cash that is sitting on the floor. The higher your inventory turns, the less cash you have spent on something sitting around.

After that, you can measure the amount of days receivables. This also measures cash flow. You can often improve this quickly by making some phone calls. Regardless, pay attention to your receivables.

5. Quality metric

If you manufacture a product, you can measure quality in several ways. You can calculate the overall cost of quality. You can measure the first-pass yield. This is the number of times something exits a process the first time to specification. If you can improve this, you automatically improve scrap and rework, two other metrics you can measure.

Focus on capturing 1-2 KPI’s for each of these which reflect safety, quality, on-time delivery, cash flow, and the employee. Far from a KPI buffet.

It is an honor to serve you, and I hope that you and your company are getting better every day!

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]]>e0e47f67-c411-4ab1-b25f-8918b6030934Wed, 29 Jul 2020 04:00:00 -070005:00nofull115Tom Reed: Lean Enthusiast & President of American LeanDo You Have a Culture of Innovation?-Part OneDo you have a culture of innovation? Let’s talk about it an find out. In the book Intrapreneuring in Action, the authors developed 19 traits of companies that have a culture of innovation. This will be part one of a five-part series.

I’ve begun this entire intrapreneur series because some companies have to pivot because of COVID19, and I want to add value to their journey. Some companies are more prepared to pivot to new products and services than others.

It isn’t about company size, it’s about the culture that exists. Even creaky old GM could pivot to making ventilators for the fight against the pandemic, with the help of a smaller company. Let’s see if you have a culture of innovation.

1. Vision

A compelling vision needs to be presented by leadership for what it requires to survive. People will not get fired up trying to make sure the CEO maintains his $20M in annual salary. Present a vision that will excite and engage people.

Why do you have to pivot? What are you pivoting to? Who will benefit from your new offering? These are questions that need to be answered in the vision. Admit you might not know all the answers this second but ask for employees to help to figure it out and share the importance.

2. Risk tolerance

What is your company's tolerance for risk? How many resources and money are you willing to risk for this new venture? Maybe your back is against the wall and you have no option but to risk it all. Maybe the pandemic situation will allow you to break through barriers of risk that existed before.

There seem to be many situations where the need has overcome a low-risk tolerance. Especially in government agencies. Telemedicine? I’m sure there was very little risk tolerance for telemedicine before. Now it is becoming an everyday practice.

Carryout alcoholic drinks from restaurants. At least in Colorado where I live, you can get carryout drinks from restaurants. Who would have thought that would ever happen?

3. Intrapreneurial support

How well do you provide a structure for the employees willing to step up as intrapreneurs? How will they be treated if what they try isn’t successful? Will the institutional memory be long or short about what they tried? Will they be celebrated regardless of the outcome?

It goes back to risk tolerance and if you have a culture of innovation.

4. Sr. Leaders and managers who sponsor

How many Sr. leaders and managers raise their hands when intrapreneurs ask for sponsors? Sponsorship will make or break your intrapreneurial efforts. Does your culture reward sponsors or discourage risk-taking? An easy way to measure is how many different leaders and managers are sponsoring intrapreneurial efforts.

If the same leaders are sponsoring all the teams, you don’t have a good culture of innovation.

These are the first four of nineteen elements to evaluate if you have a culture of innovation. We will cover four each week until we have them covered.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>5d307129-8de8-46bb-8a49-77ca6d0d15d1Tue, 28 Jul 2020 04:00:00 -070004:41nofull114Tom Reed: Lean Enthusiast & President of American LeanFour Tips for Becoming a Role ModelFor anyone successful in leading people, they learned it somewhere. Chances are, they had a role model they could follow. Here are four ways to become a role model.

I heard a leader on a podcast mention that when they moved up through the ranks; it is because someone reached back and pulled them up. This was a person who is the VP of HR at Fedex. He had someone act as a role model for him.

He mentioned how important it is that when you are in a leadership role, to reach back and pull someone up with you. No one succeeds alone. Who can you reach back and help? Who can you be a role model for? Reflect on who helped you as you moved through the ranks.

1. Fully engage with employees

It’s important that when you engage with employees, you are fully engaged in the conversation. That doesn’t mean looking at your phone or typing on your computer while speaking with them. How do you feel when you are communicating with someone and they engage with their phone?

Be there for your employees, not only in a transactional sense, i.e. I need you to do this. Be there for them in the long term and they will look up to you.

2. Have positive energy

No one wants to work for a leader that has no energy. When you come into work dragging because you stayed up late playing Fortnite, that is not a good leadership trait. Good leadership takes a lot of energy. Make sure you do what it requires to show up with lots of energy and vibrancy.

3. Help others in self-discovery

Not everyone on your team will know what they want to be when they grow up. You might have to help them discover their strengths. Take a step back and observe their natural tendencies. Are they in the right role? Do their strengths lie in data analysis and they are in a marketing role? How are their deliverables?

If their deliverables are not excellent or are always late, they may be in the wrong seat on the bus. It is your job as a leader to offer areas where they can be a better fit. Guide them on their journey of discovery and they will always remember you as a role model.

4. Get it done

When you are proactive in their development, people will naturally follow your guidance. They won’t come to you when they are unsure about their fit in the company. You need to go to them. When they see you taking an interest in their success, they will listen to your advice.

Use your observations and knowledge of the business needs to challenge employees. Proactively guide them on their journey and you have learned how to become a role model.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked...]]>For anyone successful in leading people, they learned it somewhere. Chances are, they had a role model they could follow. Here are four ways to become a role model.

I heard a leader on a podcast mention that when they moved up through the ranks; it is because someone reached back and pulled them up. This was a person who is the VP of HR at Fedex. He had someone act as a role model for him.

He mentioned how important it is that when you are in a leadership role, to reach back and pull someone up with you. No one succeeds alone. Who can you reach back and help? Who can you be a role model for? Reflect on who helped you as you moved through the ranks.

1. Fully engage with employees

It’s important that when you engage with employees, you are fully engaged in the conversation. That doesn’t mean looking at your phone or typing on your computer while speaking with them. How do you feel when you are communicating with someone and they engage with their phone?

Be there for your employees, not only in a transactional sense, i.e. I need you to do this. Be there for them in the long term and they will look up to you.

2. Have positive energy

No one wants to work for a leader that has no energy. When you come into work dragging because you stayed up late playing Fortnite, that is not a good leadership trait. Good leadership takes a lot of energy. Make sure you do what it requires to show up with lots of energy and vibrancy.

3. Help others in self-discovery

Not everyone on your team will know what they want to be when they grow up. You might have to help them discover their strengths. Take a step back and observe their natural tendencies. Are they in the right role? Do their strengths lie in data analysis and they are in a marketing role? How are their deliverables?

If their deliverables are not excellent or are always late, they may be in the wrong seat on the bus. It is your job as a leader to offer areas where they can be a better fit. Guide them on their journey of discovery and they will always remember you as a role model.

4. Get it done

When you are proactive in their development, people will naturally follow your guidance. They won’t come to you when they are unsure about their fit in the company. You need to go to them. When they see you taking an interest in their success, they will listen to your advice.

Use your observations and knowledge of the business needs to challenge employees. Proactively guide them on their journey and you have learned how to become a role model.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>30ac4fcc-dde0-430a-bf0c-a0c6864269c9Mon, 27 Jul 2020 04:00:00 -070003:51nofull113Tom Reed: Lean Enthusiast & President of American LeanUpskill for Industry 4.0 with MSSCIndustry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what MSSC has to offer! Upskill for industry 4.0.

CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today’s employers need for over 6 million frontline production jobs.

CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges,

secondary schools, and other convenient locations.

Well-Established Technologies already included in MSSC Production Standards:

Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots,

Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD).

Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial

Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials.

MSSC’s full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety &

Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness,

and Green Production.

The CPT Plus certification complements the full CPT credential by providing employees with

proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified

production technicians. Help your employees upskill for industry 4.0!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Industry 4.0 is being accelerated by what is happening during the pandemic. If you or any of your employees would like to learn about the growing need, learn about what MSSC has to offer! Upskill for industry 4.0.

CPT 4.0 is a nationally portable, industry-led program that prepares and certifies individuals for career pathways in advanced manufacturing. This online training program delivers the 21st Century, in-demand skills that today’s employers need for over 6 million frontline production jobs.

CPT 4.0 is delivered and customized locally through 1,500 MSSC Centers with a network of over 2,300 Authorized Instructors at colleges,

secondary schools, and other convenient locations.

Well-Established Technologies already included in MSSC Production Standards:

Computer numerically controlled (CNC), Statistical Process Control (SPC), Six Sigma, Total Quality Management (TQM), Lean, Robots,

Sensors, Programmable Logic Controllers (PLCs), Human Machine Interface (HMI), Lasers, Mechatronics, Plan-Do-Check-Act, Root Cause Failure Analysis, Pareto Analysis, Barcodes, PC Ethernet, Variable Frequency Drives (VFD).

Newly Emerging “Industry 4.0”: 5G, Artificial Intelligence (AI), Autonomous Robots, Additive (3D), Data Analytics, Industrial

Internet of Things (IIOT), Augmented Reality, Nanomanufacturing, Advanced Materials.

MSSC’s full Certified Production Technician 4.0 (CPT 4.0) certification consists of 5 stackable credentials: Safety &

Employability, Manufacturing Process & Production, Quality Practices & Measurement, Maintenance Awareness,

and Green Production.

The CPT Plus certification complements the full CPT credential by providing employees with

proof that an individual has the comprehensive technical knowledge and hands-on skills needed to be qualified

production technicians. Help your employees upskill for industry 4.0!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>42151ea5-8de7-47c1-8120-212d5bc4d82fFri, 24 Jul 2020 04:00:00 -070012:10nofull112Tom Reed: Lean Enthusiast & President of American LeanIt's a 6G Thing5G speeds are being adopted more quickly every year. As I have mentioned before in this Industry 4.0 blog, 5G speeds will provide the backbone for automated factories and that is becoming more of a reality every day. Believe it or not, the discussion around 6G speeds is already beginning.

It is estimated by 2025 that 48% of the US or 205 million users will adopt 5G devices. Much of the adoption of 5G speeds will depend upon when Apple releases an iPhone with a 5G chipset in them. Could it be this fall? Hard to know, but I would think it will be soon.

Apple bought Intel’s smartphone modem business in the fall of 2019 for 1 billion dollars. This gave Apple 17,000 wireless patents and intellectual property. As stated in a joint press release this was to give Apple the ability to design its 5G modem technology.

In June 2020, they bought NextVr for $100 million. This gives them access to a company in the virtual reality space. NextVr primarily focuses on the sports and entertainment world. I know there is an overlap between the virtual reality and augmented reality world, which will benefit immensely from…

Samsung is releasing what they believe 6G will bring to the table as far as speed and user applications. Probably the most impressive detail is 6G speeds are expected by 2028. This is only 3 years after half the US will adopt 5G. Does that sound a little aggressive?

Regardless, here are the expected benefits of 6G.

1. Increased density

6G speeds will allow 10X the connected devices per square mile. I’ve mentioned before that a huge benefit of 5G is the number of connected devices that can be handled in a crowded space.

Think about trying to get a signal in a pre-COVID pro football game with 4G. Not happening. 6G will be an improvement over 5G’s ability to handle density.

2. Reduced latency

Samsung is estimating that latency, or delay, will be 100 microseconds. I’m struggling to find comparisons for that speed. According to Wikipedia, a finger snap is 150,000 microseconds. That is 1/7 of a second. This is still 1500 times longer than the latency of 6G speeds.

An enormous benefit will be in autonomous cars and AGV’s in a manufacturing plant. There will be almost no delay. Sensors can send data in true real-time.

3. XR glasses, Digital Twins and holograms

Forget augmented and virtual reality. The next frontier will be extended reality glasses. These will be immersive and allow you to see motion. Think about the Matrix. You can guide your cobot to pick items off of the warehouse shelf.

Holograms will be realistic. Forget telemedicine, your fitness device can take an EKG and send it to the doctor. Then they can look at your body using a realistic hologram. Swallow some dye and your doctor can see how your organs are working. Voila! No need to visit the doctor's office.

Businesses will enjoy this technology because it will allow a more accurate digital model or digital twin.  You can model actual usage in full immersive accuracy from far away. Imagine a piece of equipment going down and you could direct a cobot to fix it by entering the control panel from halfway around the world. Red or blue pill?

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are 5G speeds are being adopted more quickly every year. As I have mentioned before in this Industry 4.0 blog, 5G speeds will provide the backbone for automated factories and that is becoming more of a reality every day. Believe it or not, the discussion around 6G speeds is already beginning.

It is estimated by 2025 that 48% of the US or 205 million users will adopt 5G devices. Much of the adoption of 5G speeds will depend upon when Apple releases an iPhone with a 5G chipset in them. Could it be this fall? Hard to know, but I would think it will be soon.

Apple bought Intel’s smartphone modem business in the fall of 2019 for 1 billion dollars. This gave Apple 17,000 wireless patents and intellectual property. As stated in a joint press release this was to give Apple the ability to design its 5G modem technology.

In June 2020, they bought NextVr for $100 million. This gives them access to a company in the virtual reality space. NextVr primarily focuses on the sports and entertainment world. I know there is an overlap between the virtual reality and augmented reality world, which will benefit immensely from…

Samsung is releasing what they believe 6G will bring to the table as far as speed and user applications. Probably the most impressive detail is 6G speeds are expected by 2028. This is only 3 years after half the US will adopt 5G. Does that sound a little aggressive?

Regardless, here are the expected benefits of 6G.

1. Increased density

6G speeds will allow 10X the connected devices per square mile. I’ve mentioned before that a huge benefit of 5G is the number of connected devices that can be handled in a crowded space.

Think about trying to get a signal in a pre-COVID pro football game with 4G. Not happening. 6G will be an improvement over 5G’s ability to handle density.

2. Reduced latency

Samsung is estimating that latency, or delay, will be 100 microseconds. I’m struggling to find comparisons for that speed. According to Wikipedia, a finger snap is 150,000 microseconds. That is 1/7 of a second. This is still 1500 times longer than the latency of 6G speeds.

An enormous benefit will be in autonomous cars and AGV’s in a manufacturing plant. There will be almost no delay. Sensors can send data in true real-time.

3. XR glasses, Digital Twins and holograms

Forget augmented and virtual reality. The next frontier will be extended reality glasses. These will be immersive and allow you to see motion. Think about the Matrix. You can guide your cobot to pick items off of the warehouse shelf.

Holograms will be realistic. Forget telemedicine, your fitness device can take an EKG and send it to the doctor. Then they can look at your body using a realistic hologram. Swallow some dye and your doctor can see how your organs are working. Voila! No need to visit the doctor's office.

Businesses will enjoy this technology because it will allow a more accurate digital model or digital twin.  You can model actual usage in full immersive accuracy from far away. Imagine a piece of equipment going down and you could direct a cobot to fix it by entering the control panel from halfway around the world. Red or blue pill?

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c41bd551-5c1c-4cdc-ae32-56abe50bc1adThu, 23 Jul 2020 04:00:00 -070005:17nofull111Tom Reed: Lean Enthusiast & President of American LeanA Simple Way to Schedule Leader Standard WorkA few weeks ago, I spent a series of blogs talking about how you can deploy a tiered method to sustain the gains you make within your Lean transformation. One of the layers is Leader Standard Work (LSW). Companies make the scheduling of LSW more complicated than it needs to be. Here are simple tips you can use to schedule your leader standard work audits. This can also be used for 6S audits if you wish or anything else that you want to regularly audit.

1. Set up the days of the week

As you can see from the picture above, start with the days of the week you want to do LSW down the left side. It can be every day, it can be every other day. Whatever time frame is best for your company.

Buy clear 8 ½ x 11 holders and place them on the wall starting with Monday on top and progressing through the days you wish to conduct audits. The company in the picture only worked Monday through Thursday. Four 10 hour days.

These are static, they don’t change. You won’t re-arrange these once they are in place.

2. Put departments for each day

Decide how many departments you want to be audited every day. Put that many holders beside each day. If you want four departments completed each day- place four holders to the right of the days of the week.

Print out a department name on paper and place it in each of the plastic holders. Laminate these sheets. Ensure the font is big enough to see from across the room.   Randomly place the department names in the department holders for each day.

3. Develop your audit team

Decide who you want to conduct audits. Print out their names on smaller slips of paper and laminate them too. Place the names in the department holders.

By the end of this step, you should have the days of the week down the left side. The departments you want to audit each day next to them with the names of the auditors in the department holders.

4. Switch everything up every week

The days of the week stay static down the left side. Every Monday or whatever day you wish, pull all the names slips and department cards and move them around.

This accomplishes two things:

1. Departments won’t know when they are being audited
2. The auditor changes every week

5. Complete the LSW audit and place it in the holder

Use different colored paper for your LSW audits. When you complete your audit, place it in the department’s holder. Since the holders are clear, it is easy to see which audits have been completed. Follow up with anyone who hasn’t completed their audits.

There you have it, a simple, visual way to schedule Leader Standard Work audits.

It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on It is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>30b05ae9-fbaa-48c7-85e2-715990023d45Wed, 22 Jul 2020 04:00:00 -070004:52nofull110Tom Reed: Lean Enthusiast & President of American LeanHow Managers can Support IntrapreneursMaybe your organization has to pivot into new areas since the COVID19 pandemic. One way to increase the speed of pivoting is to unleash your internal intrapreneurs. As they drive change, offer fresh opportunities and improvements, they will run into barriers. Here is what managers can do to support intrapreneurs.

1. Co-create a vision that inspires employees

Use your knowledge of the employees to co-create a vision that will inspire them. You work closely with employees conducting the daily work. Your input is important in framing the message from Senior Leadership. Help them craft the employee communication.

Provide your input so the message resonates with employees. Help to ensure that the message is not corporate speak. Employees are not going to be excited to help return shareholder value of X% to beat wall street's expectations. Especially in today’s world.

Help senior leadership craft a message that will ignite your people to crush the needs of the business.

2. Become a sponsor

Sponsors are important in the intrapreneurial world. They will make or break the intrapreneurial effort in your company. Sponsors provide people resources to be on the teams. They provide financial resources for exploratory data analysis, studies, etc. Sponsors provide coaching and guidance to entrepreneurial teams.

It is their job to guide the team as they move through the intrapreneurial journey. They meet with the team leader to answer questions, remove roadblocks, offer suggestions, and get help from other areas of the company if needed. Use this as an opportunity to share your company wisdom.

3. Fight to keep the core team together

As the intrapreneurial idea takes shape, the natural tendency is to bring in the “professionals.” You know, the sales and marketing team, the production team, the engineering team to over-engineer the opportunity. The finance team to let you know why it won’t work.

As a manager, fight to keep as much of the core intrapreneurial team together. They have institutional knowledge about the decisions that were made. If you build the team cross-functionally, you will have the right members on the team that can get things done. Support the intrapreneurs team staying together as long as necessary.

Leverage their skills and abilities and trust they can network with the organization to find the correct resources to bring fresh ideas to the market.

4. Ask challenging questions

Do the team you are sponsoring a favor and ask them hard questions about their ideas. Don't give them a "pass" on a line of questioning. If their idea gets to the next level of scrutiny, they will be asked VERY hard questions about market segments, costs, supply chain, engineering, time to market, etc. So prepare your team now by asking those same questions.

In business, if you want better results you have to ask better questions. Pivoting your business, bringing new products to market, entering new market segments is too important to worry about hurting anyone's feelings.  Realize the team may come from different areas of the business and not everyone knows the entire business. Help them learn by offering different viewpoints to consider.

These are just four ways managers can support intrapreneurs.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are Maybe your organization has to pivot into new areas since the COVID19 pandemic. One way to increase the speed of pivoting is to unleash your internal intrapreneurs. As they drive change, offer fresh opportunities and improvements, they will run into barriers. Here is what managers can do to support intrapreneurs.

1. Co-create a vision that inspires employees

Use your knowledge of the employees to co-create a vision that will inspire them. You work closely with employees conducting the daily work. Your input is important in framing the message from Senior Leadership. Help them craft the employee communication.

Provide your input so the message resonates with employees. Help to ensure that the message is not corporate speak. Employees are not going to be excited to help return shareholder value of X% to beat wall street's expectations. Especially in today’s world.

Help senior leadership craft a message that will ignite your people to crush the needs of the business.

2. Become a sponsor

Sponsors are important in the intrapreneurial world. They will make or break the intrapreneurial effort in your company. Sponsors provide people resources to be on the teams. They provide financial resources for exploratory data analysis, studies, etc. Sponsors provide coaching and guidance to entrepreneurial teams.

It is their job to guide the team as they move through the intrapreneurial journey. They meet with the team leader to answer questions, remove roadblocks, offer suggestions, and get help from other areas of the company if needed. Use this as an opportunity to share your company wisdom.

3. Fight to keep the core team together

As the intrapreneurial idea takes shape, the natural tendency is to bring in the “professionals.” You know, the sales and marketing team, the production team, the engineering team to over-engineer the opportunity. The finance team to let you know why it won’t work.

As a manager, fight to keep as much of the core intrapreneurial team together. They have institutional knowledge about the decisions that were made. If you build the team cross-functionally, you will have the right members on the team that can get things done. Support the intrapreneurs team staying together as long as necessary.

Leverage their skills and abilities and trust they can network with the organization to find the correct resources to bring fresh ideas to the market.

4. Ask challenging questions

Do the team you are sponsoring a favor and ask them hard questions about their ideas. Don't give them a "pass" on a line of questioning. If their idea gets to the next level of scrutiny, they will be asked VERY hard questions about market segments, costs, supply chain, engineering, time to market, etc. So prepare your team now by asking those same questions.

In business, if you want better results you have to ask better questions. Pivoting your business, bringing new products to market, entering new market segments is too important to worry about hurting anyone's feelings.  Realize the team may come from different areas of the business and not everyone knows the entire business. Help them learn by offering different viewpoints to consider.

These are just four ways managers can support intrapreneurs.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a270305c-0be7-4bca-b50b-d783532bd35cTue, 21 Jul 2020 04:00:00 -070004:59nofull109Tom Reed: Lean Enthusiast & President of American LeanFive Ways to Increase ConfidenceAs a leader in your organization, you must have confidence. That doesn’t mean that you have to be cocky, aloof, and arrogant. No, it means you have to have confidence that when you are called upon to decide, you will decide and move on.  Here are five tips to increase confidence.

1. Have it

Make the decision when you begin your day that you will act with confidence no matter what happens. You don’t need to tell your staff or your family that you’re working to increase your confidence. You don’t need a big psychological build-up.

Like Nike says, just do it. Think about a day when everything went great and you crushed it. You felt outstanding. Recall that feeling and have confidence today. I’m not a Notre Dame fan but I know they have a sticker above the locker room door when they leave to go onto the field that says “Play like a champion.” That’s confidence.

2. Act in congruence with your beliefs

When you don’t act in congruence with your beliefs, it is hard to have confidence in yourself.  There will always be an internal struggle with what you know is right and how to act. The dissonance with what you believe and how you are acting makes it impossible for you to have confidence.

When you act in congruence with your beliefs, confidence becomes effortless. You won’t hesitate because there won’t be any doubt about what to do in any situation. Make sure you are leading based upon your beliefs, values, and who you are.

3. Gain competence in the areas you lead

Remember when you learned how to ride a bike. At first, you were wobbly and unsure. Then as you practiced, you became more stable and soon you were excelling. This is called the competence-confidence loop.

Maybe you have to gain more competence in the areas you lead. How can you accomplish this? You can spend time with your employees learning what they do. You can ask Dr. Google and spend 100 hours learning on YouTube. There are many ways to gain more competence. Learning is one thing but you have to…

4. Gain momentum through action

It’s great to learn about something, but you have to gain momentum by doing. That’s the only way you will gain more confidence. Put what you learn into practice. I get you don’t have 10,000 hours to become an expert, but you can gain competence in quickly by doing.

5. Develop a team of supporters

If you don’t have a team of supporters, go find them. Maybe there are business-related groups you can join. Look at toastmasters if you believe you could improve in public speaking. Learn how to receive compliments. This is hard to do for many people, me included.

Here’s a tip. When someone compliments you say “I hear you and receive your compliment and thank you very much.” That’s it. It’s a brilliant way to acknowledge the gift they gave you.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

As a leader in your organization, you must have confidence. That doesn’t mean that you have to be cocky, aloof, and arrogant. No, it means you have to have confidence that when you are called upon to decide, you will decide and move on.  Here are five tips to increase confidence.

1. Have it

Make the decision when you begin your day that you will act with confidence no matter what happens. You don’t need to tell your staff or your family that you’re working to increase your confidence. You don’t need a big psychological build-up.

Like Nike says, just do it. Think about a day when everything went great and you crushed it. You felt outstanding. Recall that feeling and have confidence today. I’m not a Notre Dame fan but I know they have a sticker above the locker room door when they leave to go onto the field that says “Play like a champion.” That’s confidence.

2. Act in congruence with your beliefs

When you don’t act in congruence with your beliefs, it is hard to have confidence in yourself.  There will always be an internal struggle with what you know is right and how to act. The dissonance with what you believe and how you are acting makes it impossible for you to have confidence.

When you act in congruence with your beliefs, confidence becomes effortless. You won’t hesitate because there won’t be any doubt about what to do in any situation. Make sure you are leading based upon your beliefs, values, and who you are.

3. Gain competence in the areas you lead

Remember when you learned how to ride a bike. At first, you were wobbly and unsure. Then as you practiced, you became more stable and soon you were excelling. This is called the competence-confidence loop.

Maybe you have to gain more competence in the areas you lead. How can you accomplish this? You can spend time with your employees learning what they do. You can ask Dr. Google and spend 100 hours learning on YouTube. There are many ways to gain more competence. Learning is one thing but you have to…

4. Gain momentum through action

It’s great to learn about something, but you have to gain momentum by doing. That’s the only way you will gain more confidence. Put what you learn into practice. I get you don’t have 10,000 hours to become an expert, but you can gain competence in quickly by doing.

5. Develop a team of supporters

If you don’t have a team of supporters, go find them. Maybe there are business-related groups you can join. Look at toastmasters if you believe you could improve in public speaking. Learn how to receive compliments. This is hard to do for many people, me included.

Here’s a tip. When someone compliments you say “I hear you and receive your compliment and thank you very much.” That’s it. It’s a brilliant way to acknowledge the gift they gave you.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>e68fc3fb-0ef0-42c5-aa33-c76f0a5a5544Mon, 20 Jul 2020 04:00:00 -070004:23nofull108Tom Reed: Lean Enthusiast & President of American LeanUnited Airlines Maintenance Crew Embraces LeanOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. You can find the podcast here. It is episode one hundred and seven of the American Lean Weekday podcast.

United Airlines has been on their Lean journey since at least 2004. This is an interview with a retired United mechanic who shares his experience with all of us. 

Larry Reece was in the original wave of 3500 mechanics trained by United in Lean methodologies. The training occurred over 18 months. Since Lean made sense to him he volunteered to be on the Core team. 

The core team branched out to other areas where the maintenance activities were occurring and provided training and coaching for other mechanics. Larry was fortunate he was able to train hundreds of employees in Lean and later Six Sigma Green Belt training.

These are some key points taken from my interview with Larry Reece.

1.  “People were reluctant at first to embrace Lean since we weren’t manufacturing anything. It’s maintenance, it won’t apply here. We had to work hard to overcome that mind-set.”

2. “We moved to a model where the mechanic was treated more like a surgeon. It gave them everything they needed to do the job. Their frustration went down. Airplanes are big. If mechanics don’t have to wait or get their tools, they can be more productive.”

3.  “Some of the biggest struggles were within the middle management ranks. We were a ground-up organization. We had Director support, and he clarified that this is the way we would do business”

4. “Originally the lead time to get a plane back into service was four days. Because of the changes we made, we reduced that to three days. There had to be a learning curve on both sides. We would have the plane ready to go into service and the mechanics would see it still on the tarmac. Originally the airline didn’t believe us when we said it would be ready in three days and they could take it back. After a while, they believed us.”

5. “Teams always have the best ideas. I’ve never come up with ideas that are better than what the team came up with. Listen to the people on the floor and doing the work every day. They have the best ideas.”

6. “Train everyone in the company on Lean topics so they can speak the same language.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

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More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. You can find the podcast here. It is episode one hundred and seven of the American Lean Weekday podcast.

United Airlines has been on their Lean journey since at least 2004. This is an interview with a retired United mechanic who shares his experience with all of us. 

Larry Reece was in the original wave of 3500 mechanics trained by United in Lean methodologies. The training occurred over 18 months. Since Lean made sense to him he volunteered to be on the Core team. 

The core team branched out to other areas where the maintenance activities were occurring and provided training and coaching for other mechanics. Larry was fortunate he was able to train hundreds of employees in Lean and later Six Sigma Green Belt training.

These are some key points taken from my interview with Larry Reece.

1.  “People were reluctant at first to embrace Lean since we weren’t manufacturing anything. It’s maintenance, it won’t apply here. We had to work hard to overcome that mind-set.”

2. “We moved to a model where the mechanic was treated more like a surgeon. It gave them everything they needed to do the job. Their frustration went down. Airplanes are big. If mechanics don’t have to wait or get their tools, they can be more productive.”

3.  “Some of the biggest struggles were within the middle management ranks. We were a ground-up organization. We had Director support, and he clarified that this is the way we would do business”

4. “Originally the lead time to get a plane back into service was four days. Because of the changes we made, we reduced that to three days. There had to be a learning curve on both sides. We would have the plane ready to go into service and the mechanics would see it still on the tarmac. Originally the airline didn’t believe us when we said it would be ready in three days and they could take it back. After a while, they believed us.”

5. “Teams always have the best ideas. I’ve never come up with ideas that are better than what the team came up with. Listen to the people on the floor and doing the work every day. They have the best ideas.”

6. “Train everyone in the company on Lean topics so they can speak the same language.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>752ec465-89e3-46f0-a9b0-744fa7ce79baFri, 17 Jul 2020 04:00:00 -070008:54nofull107Tom Reed: Lean Enthusiast & President of American Lean5G will Support Factory Automation and Economic Impact of 1.5 Trillion by 20235G will support factory automation and 5G speeds are being adopted more quickly every year. As I have mentioned before in this Industry 4.0 blog, 5G speeds will provide the backbone for automated factories and that is becoming more of a reality every day.

Imagine a factory where, depending upon what we order, the machines move into new configurations to build custom products. Another scenario is that AGV’s could deliver parts do individual workstations and robots or cobots would assemble custom items.

Black and Decker Stanley is opening a factory of the future in Hartford, Connecticut. This factory will allow them to develop new technologies and provide upskilling of the workforce.

If everything in an Industry 4.0 factory is connected, the torque reading from a connected torque wrench can be added to the blockchain for each unit that is produced. These are the types of technologies these smart factories are working out.

This is the scenario that NEC is imagining in their video of the factory of the future and can be found here. The communication to the individual machines that re-order themselves is possible because of 5G speeds within the factory.

Ericsson is building a factory in Texas that will build products that support the 5G roll-out for companies such as ATT, Verizon, Sprint and T-Mobile. They have built the factory to take advantage of 5G and automation to build millimeter-wave Street Macro base stations at the factory.

What are those? 5G wavelengths are a shorter wavelength that doesn’t travel as far. Base stations are required in buildings because the shorter wavelengths don’t do well penetrating objects, etc. Remember pictures of people attacking 5G antennas in Europe because they thought they could get coronavirus from the antennas? Yeah, that was a thing.

Ericsson is learning how 5G will support factory automation within the factory they are using to build 5G equipment. Pretty cool.

As far as 5G adoption goes, China, Germany, and Japan are the leaders followed by the US, South Korea and France. It is estimated, by 2025 that 48% of the US or 205 million users will adopt 5G devices.

If you recall, this is the big fight over Huawei providing 5G equipment to the world. We have obvious privacy concerns, but if I were to guess, I think if is also about money. The kind of trillions that would flow to a Chinese supplier of 5G products for the internet and cellular devices.

Building the infrastructure for those 5G devices from automated factories will have roughly a 1.5-2.2 trillion-dollar impact globally. Right now, that is more money than Elon Musk has, but who knows by then.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

5G will support factory automation and 5G speeds are being adopted more quickly every year. As I have mentioned before in this Industry 4.0 blog, 5G speeds will provide the backbone for automated factories and that is becoming more of a reality every day.

Imagine a factory where, depending upon what we order, the machines move into new configurations to build custom products. Another scenario is that AGV’s could deliver parts do individual workstations and robots or cobots would assemble custom items.

Black and Decker Stanley is opening a factory of the future in Hartford, Connecticut. This factory will allow them to develop new technologies and provide upskilling of the workforce.

If everything in an Industry 4.0 factory is connected, the torque reading from a connected torque wrench can be added to the blockchain for each unit that is produced. These are the types of technologies these smart factories are working out.

This is the scenario that NEC is imagining in their video of the factory of the future and can be found here. The communication to the individual machines that re-order themselves is possible because of 5G speeds within the factory.

Ericsson is building a factory in Texas that will build products that support the 5G roll-out for companies such as ATT, Verizon, Sprint and T-Mobile. They have built the factory to take advantage of 5G and automation to build millimeter-wave Street Macro base stations at the factory.

What are those? 5G wavelengths are a shorter wavelength that doesn’t travel as far. Base stations are required in buildings because the shorter wavelengths don’t do well penetrating objects, etc. Remember pictures of people attacking 5G antennas in Europe because they thought they could get coronavirus from the antennas? Yeah, that was a thing.

Ericsson is learning how 5G will support factory automation within the factory they are using to build 5G equipment. Pretty cool.

As far as 5G adoption goes, China, Germany, and Japan are the leaders followed by the US, South Korea and France. It is estimated, by 2025 that 48% of the US or 205 million users will adopt 5G devices.

If you recall, this is the big fight over Huawei providing 5G equipment to the world. We have obvious privacy concerns, but if I were to guess, I think if is also about money. The kind of trillions that would flow to a Chinese supplier of 5G products for the internet and cellular devices.

Building the infrastructure for those 5G devices from automated factories will have roughly a 1.5-2.2 trillion-dollar impact globally. Right now, that is more money than Elon Musk has, but who knows by then.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>4fba9494-48b7-4497-8306-580849e83addThu, 16 Jul 2020 04:00:00 -070004:42nofull1065G will Support Factory Automation and is a backbone for Industry 4.0. Learn how companies making 5G equipment are using 5G autonomous factories!Tom Reed: Lean Enthusiast & President of American LeanFour Benefits of a Project CharterI often get push-back from client organizations that don’t want to fill out a project charter before conducting a Rapid Improvement Event. “We know the area we are working in, why do we need a charter?” I hope you have never said that, or heard that from others in your company, but in case you have, here is why a project charter is important.

1. It keeps you bounded

I’ve been in the middle of an RIE- usually, a 6S event, when the manager comes out to ask if we can’t 6S the area next to us. I get the thinking, we’re already out there, why not just work on the next department or area? If you do that what do you think the chances are of getting the area the team is working on complete?

Having a project charter before you begin, makes it clear to everyone what is being accomplished and that nothing else is possible during that event. If you have your project charters approved by the sponsor or area manager beforehand, there will be no doubt what is being worked on.

2. Defines the current state

In the project charters that I use, there is a section for defining the current state or problem. I’m sure we are aware the better we are at describing the problem, the easier it is to find a solution. Defining a problem well is more than half of the battle.

It’s important to collect data from the process to generate a picture of what is happening. Current state value stream maps are also a magnificent tool to understand the current state of a process, area, or department. If you can before the RIE, collect process data, and develop a current state VSM.

3. Establishes the goals

Like everything in life, if there are no goals, there will be no improvement. Given the process information and current state value stream map, how much improvement can you make in a 3-5-day period?

You can reduce travel distance and inventory dramatically in an RIE. Often by 50% or more. You can reduce setup times on a machine by 50% the first time around. These are metrics to keep in mind as you develop the goals for your RIE’s.

4. Provides a chance to celebrate team members

While the charter itself doesn’t force you to celebrate, you capture the team members that took part in the RIE on the charter. This is a living document that leadership can refer to. If leadership is off-site or missed the RIE report out, they can use the project charter to know who to celebrate.

A celebration is a key element to improve and increase employee engagement within your company. Don’t by-pass that opportunity!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>I often get push-back from client organizations that don’t want to fill out a project charter before conducting a Rapid Improvement Event. “We know the area we are working in, why do we need a charter?” I hope you have never said that, or heard that from others in your company, but in case you have, here is why a project charter is important.

1. It keeps you bounded

I’ve been in the middle of an RIE- usually, a 6S event, when the manager comes out to ask if we can’t 6S the area next to us. I get the thinking, we’re already out there, why not just work on the next department or area? If you do that what do you think the chances are of getting the area the team is working on complete?

Having a project charter before you begin, makes it clear to everyone what is being accomplished and that nothing else is possible during that event. If you have your project charters approved by the sponsor or area manager beforehand, there will be no doubt what is being worked on.

2. Defines the current state

In the project charters that I use, there is a section for defining the current state or problem. I’m sure we are aware the better we are at describing the problem, the easier it is to find a solution. Defining a problem well is more than half of the battle.

It’s important to collect data from the process to generate a picture of what is happening. Current state value stream maps are also a magnificent tool to understand the current state of a process, area, or department. If you can before the RIE, collect process data, and develop a current state VSM.

3. Establishes the goals

Like everything in life, if there are no goals, there will be no improvement. Given the process information and current state value stream map, how much improvement can you make in a 3-5-day period?

You can reduce travel distance and inventory dramatically in an RIE. Often by 50% or more. You can reduce setup times on a machine by 50% the first time around. These are metrics to keep in mind as you develop the goals for your RIE’s.

4. Provides a chance to celebrate team members

While the charter itself doesn’t force you to celebrate, you capture the team members that took part in the RIE on the charter. This is a living document that leadership can refer to. If leadership is off-site or missed the RIE report out, they can use the project charter to know who to celebrate.

A celebration is a key element to improve and increase employee engagement within your company. Don’t by-pass that opportunity!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>cc608985-64e1-49b1-acdc-8e5810a17944Wed, 15 Jul 2020 04:00:00 -070003:59nofull105Tom Reed: Lean Enthusiast & President of American LeanHow Senior Leaders can Support IntrapreneursMaybe your organization has to pivot in areas since the COVID19 pandemic. One way to increase the speed of pivoting is to unleash your internal intrapreneurs. As they drive change, offer fresh opportunities and improvements, they will run into barriers. Here are some ways senior leaders can support intrapreneurs.

1. Increase the discomfort in keeping the status quo

As a senior leader, it is your job to remove barriers. You are in control of how quickly change can take hold in your organization. Send a simple message that you will not live with the status quo any longer. That should make the job of your intrapreneurs easier.

That message needs to include the importance of taking care of the customer and generating new customers in new industry segments. The message needs to force new thinking. Doing the same thing in a different market won’t drive the innovation required.

Making a statement about changing the status quo shouldn’t only include financial improvements. This allows for short-term decision making and can lead to drastic cost-cutting. You can’t cost-cut your way to innovation.

2. Ask for help

If you state that the company needs to pivot so it can keep returning 10% dividend to shareholders, employees will not leap from bed every morning with a burning desire to help. Provide a stretch vision and ask for their help.

Be humble in your request. Let them know you don’t know everything and have all the answers. Ask for their help to get creative with their solutions and new opportunities. Let them know that you will focus on …

3. Remove roadblocks

When you realize there are roadblocks, whether processes or people, remove them. Find out who is blocking the innovation and place them in other areas if possible. Pivoting your company during these times is too important to let things stay the same.

Remind middle managers that you expect their full support in helping intrapreneurs succeed. Remind them several times if you have the time to wait, but if after one or two times, it’s clear they don’t support the effort.

4. Seek and reward sponsors

Project sponsors have an important role in supporting intrapreneurs. They provide people resources to be on the teams. They provide financial resources for exploratory data analysis, studies, etc. Sponsors will make or break your efforts.

It is important to seek the best sponsors you can in the company if you want to pivot quickly. Make sure they are open-minded, visionaries who don’t automatically say no when approached with new ideas.

These aren’t necessarily the best project managers. Developing new ideas and bringing new products quickly to market is not a linear path. The best sponsors will act for the good of the company, not for political reward.

These are just four ways that senior leaders can support intrapreneurs.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Maybe your organization has to pivot in areas since the COVID19 pandemic. One way to increase the speed of pivoting is to unleash your internal intrapreneurs. As they drive change, offer fresh opportunities and improvements, they will run into barriers. Here are some ways senior leaders can support intrapreneurs.

1. Increase the discomfort in keeping the status quo

As a senior leader, it is your job to remove barriers. You are in control of how quickly change can take hold in your organization. Send a simple message that you will not live with the status quo any longer. That should make the job of your intrapreneurs easier.

That message needs to include the importance of taking care of the customer and generating new customers in new industry segments. The message needs to force new thinking. Doing the same thing in a different market won’t drive the innovation required.

Making a statement about changing the status quo shouldn’t only include financial improvements. This allows for short-term decision making and can lead to drastic cost-cutting. You can’t cost-cut your way to innovation.

2. Ask for help

If you state that the company needs to pivot so it can keep returning 10% dividend to shareholders, employees will not leap from bed every morning with a burning desire to help. Provide a stretch vision and ask for their help.

Be humble in your request. Let them know you don’t know everything and have all the answers. Ask for their help to get creative with their solutions and new opportunities. Let them know that you will focus on …

3. Remove roadblocks

When you realize there are roadblocks, whether processes or people, remove them. Find out who is blocking the innovation and place them in other areas if possible. Pivoting your company during these times is too important to let things stay the same.

Remind middle managers that you expect their full support in helping intrapreneurs succeed. Remind them several times if you have the time to wait, but if after one or two times, it’s clear they don’t support the effort.

4. Seek and reward sponsors

Project sponsors have an important role in supporting intrapreneurs. They provide people resources to be on the teams. They provide financial resources for exploratory data analysis, studies, etc. Sponsors will make or break your efforts.

It is important to seek the best sponsors you can in the company if you want to pivot quickly. Make sure they are open-minded, visionaries who don’t automatically say no when approached with new ideas.

These aren’t necessarily the best project managers. Developing new ideas and bringing new products quickly to market is not a linear path. The best sponsors will act for the good of the company, not for political reward.

These are just four ways that senior leaders can support intrapreneurs.

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>9db685d1-c791-4a27-ac98-da6117139264Tue, 14 Jul 2020 04:00:00 -070004:29nofull104One of the best ways for your company to quickly pivot is to unleash your intrapreneurs. Learn how senior leaders can support intrapreneurs in this podcast!Tom Reed: Lean Enthusiast & President of American LeanHow Successful Leaders ThinkWe all know leaders we view as more successful than others. Maybe they get more accomplished with their team. They might have more camaraderie amongst their team members. Maybe they give their team more freedom. Whatever the measuring stick, they are more successful. Here are some tips on how successful leaders think.

First, let’s talk about how less successful people think. Typically, they haven’t established a goal they want to accomplish. When they run into a roadblock, their thinking goes like “I don’t know how to do that”… so they stop. Why do they stop? They didn’t have that burning desire to achieve a goal that made them push through.

Tip 1- They start with a vision

Successful leaders start with a vision or a goal. They envision what they want to happen. They communicate that vision with others on the team. They map out a plan of action and when they come across roadblocks or areas where they don’t know; they say to themselves - I don’t know how to do this; I have to learn it.

If they don’t have time to learn it themselves, they focus on finding someone who knows it and will help. Because they have established a vision, they don’t let minor issues get in their way. They get creative in finding solutions to reach the vision.

Tip 2- They develop a plan to learn

If they have to learn a new skill or task, they schedule it in their calendar. Since it all starts with doing what is necessary to support the vision, learning unfamiliar things might be a part of it. Maybe to move to the next level in the organization they have to improve their public speaking.

They might join a local Toast Masters group to improve in that area. Maybe they need additional technical skills. They search out ways to learn the required technical skills and schedule it on their calendar. Whatever it is, it gets scheduled and measured.

Tip 3- They define success

Having the vision established, they also define what success looks like in meeting the vision. Success might look like reduced errors in the area that they lead. Is a 1% reduction a success? It could be, but that will not sound very exciting to their employees.

“We will reduce our errors within the order entry process by 25% within 90 days using a do-check-do process and employee engagement.” That sounds more exciting and engaging to employees. Successful leaders think of ways to define success that everyone can support.

Tip 4 – They measure success

They use KPIs and scorecards to track performance, improvement, and direction toward the goal. They share this information with the department and employees. They aren’t afraid to make “half-time” adjustments if they have to.

Transparency is a key element for being a successful leader, and they share as much information as they can.

These are a few tips on how successful leaders think. I hope you measure yourself against these four tips to understand how you are performing!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

We all know leaders we view as more successful than others. Maybe they get more accomplished with their team. They might have more camaraderie amongst their team members. Maybe they give their team more freedom. Whatever the measuring stick, they are more successful. Here are some tips on how successful leaders think.

First, let’s talk about how less successful people think. Typically, they haven’t established a goal they want to accomplish. When they run into a roadblock, their thinking goes like “I don’t know how to do that”… so they stop. Why do they stop? They didn’t have that burning desire to achieve a goal that made them push through.

Tip 1- They start with a vision

Successful leaders start with a vision or a goal. They envision what they want to happen. They communicate that vision with others on the team. They map out a plan of action and when they come across roadblocks or areas where they don’t know; they say to themselves - I don’t know how to do this; I have to learn it.

If they don’t have time to learn it themselves, they focus on finding someone who knows it and will help. Because they have established a vision, they don’t let minor issues get in their way. They get creative in finding solutions to reach the vision.

Tip 2- They develop a plan to learn

If they have to learn a new skill or task, they schedule it in their calendar. Since it all starts with doing what is necessary to support the vision, learning unfamiliar things might be a part of it. Maybe to move to the next level in the organization they have to improve their public speaking.

They might join a local Toast Masters group to improve in that area. Maybe they need additional technical skills. They search out ways to learn the required technical skills and schedule it on their calendar. Whatever it is, it gets scheduled and measured.

Tip 3- They define success

Having the vision established, they also define what success looks like in meeting the vision. Success might look like reduced errors in the area that they lead. Is a 1% reduction a success? It could be, but that will not sound very exciting to their employees.

“We will reduce our errors within the order entry process by 25% within 90 days using a do-check-do process and employee engagement.” That sounds more exciting and engaging to employees. Successful leaders think of ways to define success that everyone can support.

Tip 4 – They measure success

They use KPIs and scorecards to track performance, improvement, and direction toward the goal. They share this information with the department and employees. They aren’t afraid to make “half-time” adjustments if they have to.

Transparency is a key element for being a successful leader, and they share as much information as they can.

These are a few tips on how successful leaders think. I hope you measure yourself against these four tips to understand how you are performing!

As always, it is an honor to serve you, and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f15ffdb5-140b-46d5-a496-7114de76dc01Mon, 13 Jul 2020 04:00:00 -070004:09nofull103Why are some leaders more successful than others? It's in how they think. Here are four tips sharing how successful leaders think.Tom Reed: Lean Enthusiast & President of American LeanRV Supplier Stays Lean to Keep up with DemandOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

Lippert Component Inc.  (LCI) in Goshen, Indiana world’s leading supplier of highly engineered products for the leisure and mobile transportation industries. LCI employs roughly 9000 employees throughout 70 locations worldwide. They have annual sales greater than $2.5 Billion dollars.  

These are some key points taken from my interview with the Director of Lean Manufacturing at the Lippert interiors division Sean Cale.

1. LCI began their Lean journey in 2014. They have been aggressively pursuing change for six years. Sean has a background in Humanitarian Lean which provides best practices to non-profits.

2. LCI uses a three-tiered structure to their improvements. They have just fix it’s- which employees are empowered to complete within a 24-hour period. They use A-3 driven problem solving events as the next level and then formal kaizen events. 

3. LCI is focused on “Driving a culture where everyone can become a change agent.”

4. “Flexibility is key.” Along with a flexible layout. “We change 100% of our SKU’s every year.” 

5. “Having leaders doing Lean projects on their own” is a huge win.

6. “The report-out process ties all of this together. “We use divisional competition to celebrate as a family and learn from each other!”

7. Five key elements for success- 1. Driven from the top 2. Strategic alignment 3. Invest in the team members 4. Expectations for completing Lean activities 5. Have a formal report out process

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

Lippert Component Inc.  (LCI) in Goshen, Indiana world’s leading supplier of highly engineered products for the leisure and mobile transportation industries. LCI employs roughly 9000 employees throughout 70 locations worldwide. They have annual sales greater than $2.5 Billion dollars.  

These are some key points taken from my interview with the Director of Lean Manufacturing at the Lippert interiors division Sean Cale.

1. LCI began their Lean journey in 2014. They have been aggressively pursuing change for six years. Sean has a background in Humanitarian Lean which provides best practices to non-profits.

2. LCI uses a three-tiered structure to their improvements. They have just fix it’s- which employees are empowered to complete within a 24-hour period. They use A-3 driven problem solving events as the next level and then formal kaizen events. 

3. LCI is focused on “Driving a culture where everyone can become a change agent.”

4. “Flexibility is key.” Along with a flexible layout. “We change 100% of our SKU’s every year.” 

5. “Having leaders doing Lean projects on their own” is a huge win.

6. “The report-out process ties all of this together. “We use divisional competition to celebrate as a family and learn from each other!”

7. Five key elements for success- 1. Driven from the top 2. Strategic alignment 3. Invest in the team members 4. Expectations for completing Lean activities 5. Have a formal report out process

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>9bce4924-883a-4724-ac5a-67a8786ed1daFri, 10 Jul 2020 04:00:00 -070014:39nofull102RV demand has gone through the roof! Listen to how this supplier to RV manufacturers stays Lean, celebrates, and keeps up with demand.Tom Reed: Lean Enthusiast & President of American LeanHow Robots are Helping the Fight Against COVIDSince March, there are many areas that have changed because of COVID19. Going to a restaurant, the adoption of telemedicine, changes in retail shopping. These are all areas where robots are helping the fight against COVID.

Traditionally robots are used in the manufacturing sector. Since the deployment of 5G speeds is coming, robots are rapidly being tested in other sectors. Specifically, the service and medical sectors.

Boston Dynamics stated that they have seen surges in demand for robots that can do dull, dangerous, and dirty tasks. If you have don’t know who Boston Dynamics is, they just offered their robotic dog for sale to the public for $74,500. I’m not sure how these robots are helping the fight against COVID. Maybe as a therapy dog, but demand is up.

Robots in the Medical field

Robots are being deployed to disinfect hallways and rooms in hospitals. This frees humans to do more value-added work. These are more sophisticated than your Roomba, and your cat can’t ride it.

Some robots are being used to deliver meals to patients. They are also being used in dispensing medicine to patients. This helps cut down the interaction between nurses and infected patients.

Other types of robots are being fitted with medical devices that doctors can use to monitor patient conditions remotely. Imagine a robot taking your temperature, blood pressure, and other vitals without seeing a doctor or nurse. Some robots are being used to monitor patients from their homes and provide monitoring.

A firm in Thailand is working on developing an electronic nose for detecting breast cancer and microneedles for blood sugar testing. They are also working on developing a robot that can take swabs from your nose to test for the coronavirus.

Robots are being used as receptionists for patient intake. When you check-in, you provide patient information to the robot and the robot does the rest. Since the robot has access to a scheduling software, it can deliver the patient where they need to be.

Terra Drone is delivering infectious samples to labs for testing. This is being tested in China. Terra Drone states that there has been a 50% reduction in the time it takes for delivery vs. road transportation.

Amazon is testing their six-wheeled delivery robot called scout in Irvine, California. Obviously, it is designed to deliver Amazon goods and is being partnered with an Amazon ambassador who makes sure it doesn’t run into things or people. Given that Amazon owns Wholefoods, one can imagine they will begin delivering groceries to quarantined people very soon.

In some countries, robots are being used to provide public service announcements about social distancing and enforcing quarantines. In other countries, they are being used to take the public's temperatures. We are getting closer to Robocop every day.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Since March, there are many areas that have changed because of COVID19. Going to a restaurant, the adoption of telemedicine, changes in retail shopping. These are all areas where robots are helping the fight against COVID.

Traditionally robots are used in the manufacturing sector. Since the deployment of 5G speeds is coming, robots are rapidly being tested in other sectors. Specifically, the service and medical sectors.

Boston Dynamics stated that they have seen surges in demand for robots that can do dull, dangerous, and dirty tasks. If you have don’t know who Boston Dynamics is, they just offered their robotic dog for sale to the public for $74,500. I’m not sure how these robots are helping the fight against COVID. Maybe as a therapy dog, but demand is up.

Robots in the Medical field

Robots are being deployed to disinfect hallways and rooms in hospitals. This frees humans to do more value-added work. These are more sophisticated than your Roomba, and your cat can’t ride it.

Some robots are being used to deliver meals to patients. They are also being used in dispensing medicine to patients. This helps cut down the interaction between nurses and infected patients.

Other types of robots are being fitted with medical devices that doctors can use to monitor patient conditions remotely. Imagine a robot taking your temperature, blood pressure, and other vitals without seeing a doctor or nurse. Some robots are being used to monitor patients from their homes and provide monitoring.

A firm in Thailand is working on developing an electronic nose for detecting breast cancer and microneedles for blood sugar testing. They are also working on developing a robot that can take swabs from your nose to test for the coronavirus.

Robots are being used as receptionists for patient intake. When you check-in, you provide patient information to the robot and the robot does the rest. Since the robot has access to a scheduling software, it can deliver the patient where they need to be.

Terra Drone is delivering infectious samples to labs for testing. This is being tested in China. Terra Drone states that there has been a 50% reduction in the time it takes for delivery vs. road transportation.

Amazon is testing their six-wheeled delivery robot called scout in Irvine, California. Obviously, it is designed to deliver Amazon goods and is being partnered with an Amazon ambassador who makes sure it doesn’t run into things or people. Given that Amazon owns Wholefoods, one can imagine they will begin delivering groceries to quarantined people very soon.

In some countries, robots are being used to provide public service announcements about social distancing and enforcing quarantines. In other countries, they are being used to take the public's temperatures. We are getting closer to Robocop every day.

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>08ee0faa-e4cd-4e9e-b426-7c0246295988Thu, 09 Jul 2020 04:00:00 -070004:44nofull101Robots are being used beyond the factory floor. Learn how robots are helping the fight against COVID and keeping front-line workers safe!Tom Reed: Lean Enthusiast & President of American LeanFour Tips for Being an Excellent Project ManagerAs you progress through your Lean Game Plan, there will be times when you conduct Rapid Improvement Events that will be 2-5 days. There will also be times when you have to manage larger projects, maybe six sigma projects that are larger and more cross-functional. Regardless, here are four tips for being an excellent project manager.

Tip 1 Only do projects that matter

It will be hard to be an excellent project manager if you are leading a project that doesn’t matter. Capture the ROI before beginning any major project. Make sure you have leadership support.

Establish a governance team for the project that includes leadership outside of stakeholders of the project. Use a PICK chart to narrow options to the easiest and highest payback projects from the large list of options. Facilitate the project selection process if you can.

Tip 2 Have a clear outcome

Ask for clarity on the impact on the customer, quality, on-time delivery, or impact to the bottom line. If the project impacts the customer, develop a customer journey map before beginning the project. Capture customer benefits.

If it impacts quality, try to understand the current cost of quality before beginning and the expected improvement. If your company is spending $2M on quality-related issues and this project will save $200,000 that’s 10%. A great project.

Develop a future state so that everyone is clear on what the process will look like at the completion of the project. Develop that clear outcome.

Tip 3 Have a project schedule and milestones

One of the nice things about using the six sigma DMAIC (define, measure, analyze, improve, and control) framework is that it has milestones and tollgate reviews. Get approval from the governance team before moving onto the next step.

If you aren’t familiar with this framework, just google it. There are millions of pages about DMAIC.

Beyond using a framework, make sure you know what the steps of the project are. Who is managing the different parts of the project and when the completion dates are. Use a tracker like Asana, Jira, or Trello.

Use a communication tool like Slack, Microsoft Teams, and Zoom to communicate with the project team.

Tip 4 Lead with excellence and service 

Identify the things you can do as a project manager that will make the project excellent. Is it the quality of thinking used in the planning? Is it the quality of questions that are raised? Is it the quality of communication among the team members?

What about the level of service that you provide as an excellent project manager? Yes, deliver results, but you do that with other people. What can you do to serve and support team members? How can you use your project management skills to help people?

Brainstorm ways that you can make your team members think “Wow, this experience was awesome! We made a change and it was great to work with such an excellent project manager!”

As always, it is an honor to serve serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

As you progress through your Lean Game Plan, there will be times when you conduct Rapid Improvement Events that will be 2-5 days. There will also be times when you have to manage larger projects, maybe six sigma projects that are larger and more cross-functional. Regardless, here are four tips for being an excellent project manager.

Tip 1 Only do projects that matter

It will be hard to be an excellent project manager if you are leading a project that doesn’t matter. Capture the ROI before beginning any major project. Make sure you have leadership support.

Establish a governance team for the project that includes leadership outside of stakeholders of the project. Use a PICK chart to narrow options to the easiest and highest payback projects from the large list of options. Facilitate the project selection process if you can.

Tip 2 Have a clear outcome

Ask for clarity on the impact on the customer, quality, on-time delivery, or impact to the bottom line. If the project impacts the customer, develop a customer journey map before beginning the project. Capture customer benefits.

If it impacts quality, try to understand the current cost of quality before beginning and the expected improvement. If your company is spending $2M on quality-related issues and this project will save $200,000 that’s 10%. A great project.

Develop a future state so that everyone is clear on what the process will look like at the completion of the project. Develop that clear outcome.

Tip 3 Have a project schedule and milestones

One of the nice things about using the six sigma DMAIC (define, measure, analyze, improve, and control) framework is that it has milestones and tollgate reviews. Get approval from the governance team before moving onto the next step.

If you aren’t familiar with this framework, just google it. There are millions of pages about DMAIC.

Beyond using a framework, make sure you know what the steps of the project are. Who is managing the different parts of the project and when the completion dates are. Use a tracker like Asana, Jira, or Trello.

Use a communication tool like Slack, Microsoft Teams, and Zoom to communicate with the project team.

Tip 4 Lead with excellence and service 

Identify the things you can do as a project manager that will make the project excellent. Is it the quality of thinking used in the planning? Is it the quality of questions that are raised? Is it the quality of communication among the team members?

What about the level of service that you provide as an excellent project manager? Yes, deliver results, but you do that with other people. What can you do to serve and support team members? How can you use your project management skills to help people?

Brainstorm ways that you can make your team members think “Wow, this experience was awesome! We made a change and it was great to work with such an excellent project manager!”

As always, it is an honor to serve serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>77870da6-27f0-4d40-8cd7-4fe24db9a40aWed, 08 Jul 2020 04:00:00 -070004:27nofull100During your Lean Game Plan, there will be times when you have to manager larger projects. Here are four tips to being an excellent project manager!Tom Reed: Lean Enthusiast & President of American LeanHow to make Change Stick in Your OrganizationDriving improvement and change in an organization is hard. It requires a lot of heavy lifting. Employees rarely embrace change because the mind doesn’t like uncertainty. When you talk about change, that leads to an uncertain future in many people’s minds. Here are four tips to make change stick in your organization.

1. Your company is being too casual about it

There is a saying in Lean, what is your burning platform? Early adopters ran into the very thing this blog is about. Employees don’t embrace change on their own.

If you develop a reason for change that all the employees can understand they will help any way that they can. Present a compelling reason why your company needs to change.

Ensure that everyone in the company understands top leadership is driving the burning platform. Without leadership support, nothing will happen.

Is it your competition? Reduced demand for your goods and services? The impact that COVID has had on your company? Develop that burning platform and share it with everyone in the company.

2. Share your Management System

Having a simple message in your Management System presents your burning platform to the employees. In daily huddles review the management system every day. Yes, every day, until everyone realizes this is your True North. This is why you exist as an organization.

It’s also the reason they come to work every day and add value. Hopefully, you have chosen employees that support the True North management system.

3. Use coaches to drive improvements

Lean transformation requires constant coaching. Coaching of leaders, mid-level managers, supervisors, and employees. It is easy for everyone to get distracted by conducting the day-to-day business.

It’s important to have coaches where that is their full-time job. It’s helpful to engage Lean consultants from the outside because they typically have broader experience than “homegrown” talent. At least in the beginning.

Make sure your coaches know that Lean is not just a set of tools, but for genuine success, requires employee engagement. Make sure they are hungry, humble, and smart and can communicate at all levels of the organization.

4. Share your successes

You must share all of your wins with the company. Not just the big wins, landing new customers, recent product releases, etc. But the small wins too.

Reducing lead time by 1%. Increasing equipment up-time by 2% for the month. Improving on-time delivery by 3% in the last quarter. Having 25 employees engaged in Lean activities in the last month.

Share all the wins with the company so employees know things are improving. You are moving toward the True North vision. Unless the employees were involved in the actual Lean events, they may never know the great improvements that are being made in the company.

If you follow these tips, you will be able to make change stick in your organization!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean...]]>Driving improvement and change in an organization is hard. It requires a lot of heavy lifting. Employees rarely embrace change because the mind doesn’t like uncertainty. When you talk about change, that leads to an uncertain future in many people’s minds. Here are four tips to make change stick in your organization.

1. Your company is being too casual about it

There is a saying in Lean, what is your burning platform? Early adopters ran into the very thing this blog is about. Employees don’t embrace change on their own.

If you develop a reason for change that all the employees can understand they will help any way that they can. Present a compelling reason why your company needs to change.

Ensure that everyone in the company understands top leadership is driving the burning platform. Without leadership support, nothing will happen.

Is it your competition? Reduced demand for your goods and services? The impact that COVID has had on your company? Develop that burning platform and share it with everyone in the company.

2. Share your Management System

Having a simple message in your Management System presents your burning platform to the employees. In daily huddles review the management system every day. Yes, every day, until everyone realizes this is your True North. This is why you exist as an organization.

It’s also the reason they come to work every day and add value. Hopefully, you have chosen employees that support the True North management system.

3. Use coaches to drive improvements

Lean transformation requires constant coaching. Coaching of leaders, mid-level managers, supervisors, and employees. It is easy for everyone to get distracted by conducting the day-to-day business.

It’s important to have coaches where that is their full-time job. It’s helpful to engage Lean consultants from the outside because they typically have broader experience than “homegrown” talent. At least in the beginning.

Make sure your coaches know that Lean is not just a set of tools, but for genuine success, requires employee engagement. Make sure they are hungry, humble, and smart and can communicate at all levels of the organization.

4. Share your successes

You must share all of your wins with the company. Not just the big wins, landing new customers, recent product releases, etc. But the small wins too.

Reducing lead time by 1%. Increasing equipment up-time by 2% for the month. Improving on-time delivery by 3% in the last quarter. Having 25 employees engaged in Lean activities in the last month.

Share all the wins with the company so employees know things are improving. You are moving toward the True North vision. Unless the employees were involved in the actual Lean events, they may never know the great improvements that are being made in the company.

If you follow these tips, you will be able to make change stick in your organization!

As always, it’s an honor to serve you, and I hope this helps you and your organization get a little better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>bb4b7186-67fb-42f2-8f79-0855d8a0cd99Tue, 07 Jul 2020 04:00:00 -070005:12nofull99Driving change in an organization is hard. It requires a lot of heavy lifting. Here are four tips to make change stick in your organization!Tom Reed: Lean Enthusiast & President of American LeanFour Tips for Having Difficult ConversationsWhen you lead people, there will be times when you have difficult conversations with employees. To make these conversations successful with both party's emotions intact, here are four tips for having difficult conversations.

Tip 1. Don’t enter the conversation in an emotional state

We’ve all heard the advice to count to ten before answering when upset. There is a reason for that. Counting to ten helps you calm down and control your emotions.

When you are planning on having a difficult conversation with someone that you lead, it’s important not to enter the conversation in the wrong mindset. Remember, conversations should be 50-50. Point out areas where they can improve, but it’s about the other person as much as it is you.

Try to come from a place of humility and service when having a tough conversation. When you react in the moment, you might say something that you regret, and your message won’t be heard because they are reacting to your response.

Tip 2. Have a plan

What is the outcome you desire from the conversation? Are there actions that you would like them to take? Are there improvements that you would like them to make? How do you want to make them feel at the end of the conversation? How do you want to feel at the end of the conversation?

Planning will allow you to make sure you cover the relevant points. If you have a conversation without a plan, conversation loops open that never close. They might be out of your office before you realize, “I forgot to cover x,y,z.”

Tip 3. Don’t demand

Instead of saying “I’ve heard, you have been doing X, instead I need you to do Y” use a more problem-solving approach. When you say I saw X now do Y, that is only taking your perspective into account. It isn’t a conversation, it’s a directive.

Try something like, “I noticed you are doing X. Can we talk about some ways that we can move to Y?” Then stop and listen. Let them brainstorm ways to get to Y activity. Work through the solutions together. They will appreciate the opportunity to develop their path to success.

If it is safety or regulations that must be followed, then remind them of the importance of following the procedure for their safety. Assume they forgot or don’t know to begin with.

Tip 4. Have empathy and expectations

Communicate with empathy. You don’t know what they are facing in their personal life outside of work. Maybe they have to take care of sick relatives. Maybe their spouse just lost a job. Maybe they are a new parent and aren’t getting much sleep at night. Come from a place of service and humility.

Set expectations even when communicating with empathy. Empathy doesn’t mean you communicate without expectations of change. Hopefully, you have planned, let them develop their solution and you can set expectations for success.

I believe that if you follow these four tips for having difficult conversations, your tough conversations will go much better!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

When you lead people, there will be times when you have difficult conversations with employees. To make these conversations successful with both party's emotions intact, here are four tips for having difficult conversations.

Tip 1. Don’t enter the conversation in an emotional state

We’ve all heard the advice to count to ten before answering when upset. There is a reason for that. Counting to ten helps you calm down and control your emotions.

When you are planning on having a difficult conversation with someone that you lead, it’s important not to enter the conversation in the wrong mindset. Remember, conversations should be 50-50. Point out areas where they can improve, but it’s about the other person as much as it is you.

Try to come from a place of humility and service when having a tough conversation. When you react in the moment, you might say something that you regret, and your message won’t be heard because they are reacting to your response.

Tip 2. Have a plan

What is the outcome you desire from the conversation? Are there actions that you would like them to take? Are there improvements that you would like them to make? How do you want to make them feel at the end of the conversation? How do you want to feel at the end of the conversation?

Planning will allow you to make sure you cover the relevant points. If you have a conversation without a plan, conversation loops open that never close. They might be out of your office before you realize, “I forgot to cover x,y,z.”

Tip 3. Don’t demand

Instead of saying “I’ve heard, you have been doing X, instead I need you to do Y” use a more problem-solving approach. When you say I saw X now do Y, that is only taking your perspective into account. It isn’t a conversation, it’s a directive.

Try something like, “I noticed you are doing X. Can we talk about some ways that we can move to Y?” Then stop and listen. Let them brainstorm ways to get to Y activity. Work through the solutions together. They will appreciate the opportunity to develop their path to success.

If it is safety or regulations that must be followed, then remind them of the importance of following the procedure for their safety. Assume they forgot or don’t know to begin with.

Tip 4. Have empathy and expectations

Communicate with empathy. You don’t know what they are facing in their personal life outside of work. Maybe they have to take care of sick relatives. Maybe their spouse just lost a job. Maybe they are a new parent and aren’t getting much sleep at night. Come from a place of service and humility.

Set expectations even when communicating with empathy. Empathy doesn’t mean you communicate without expectations of change. Hopefully, you have planned, let them develop their solution and you can set expectations for success.

I believe that if you follow these four tips for having difficult conversations, your tough conversations will go much better!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0618ba55-3f88-4334-b952-31213d4d52a6Mon, 06 Jul 2020 04:00:00 -070004:22nofull98When you lead people, there will be times when you have to have difficult conversations. Here are four tips to make those difficult conversations better!Tom Reed: Lean Enthusiast & President of American LeanWhat American Lean Means to MeAs we approach the Fourth of July- America's Independence Day, I want to reflect on why I chose the name American Lean for my business and American Lean weekday for my podcast. It is very personal for me.

When I was an Industrial Engineering student at Huffy bicycle in Celina, Ohio we hired Arthur Anderson (now Accenture) to come and provide some consulting for us. At the end of their time there, they presented their report-out and suggested that we embrace this new manufacturing methodology being used in Japan called Lean manufacturing.

This was the late 1980's. There wasn't much information regarding Lean and Dr. Womack was completing his research in Japan. The machine that changed the world- his book was not published yet. It wouldn't come out until 1990. The Goal was published in 1984 but it didn't specifically mention Lean. It was about Theory of Constraints.

Here we were in the middle of Ohio in a union shop being told that the reason Japanese plants were implementing Lean is because they were smarter than us. Really, that is what we were told. That was like waving a red flag in front of a bull.

I can remember the Industrial Engineering manager coming back from the presentation just livid. He was upset about two things.

1.  They gave us a canned presentation with Huffy's numbers written in. This was after being on-site for months.
2. They charged us $100,000 for the consulting with a pre-formed conclusion that they probably gave everyone.

But, we did hear them. They suggested that we use focused factories. Instead of being departmentally focused you align everything required to build a bike into smaller factories. Including each line having its own paint line, which was not feasible.

They suggested that we use kanban and pull systems to minimize WIP. This is great except Huffy had been around since the 60's and had a piece-rate goal and paid people more the more product they produced. Which of course, drives up inventory.

At the management level, they worked through many of these issues with the Union. At the Industrial engineering level where I was, we focused on developing welding cells. We deployed kanban squares to control the amount of WIP coming from the area that made rims for the bikes. We had every square inch of the facility in Autocad- Version 1.  BTW, if you had to regenerate the whole factory with everything in it, it took 45 minutes.

Why did I go through this long backstory? Because we didn't use the Japanese language as we were making improvements. We had cells, we had pull systems, we used mistake-proofing.

I've spent 25 years helping companies implement Lean methodologies. I know all the Lean vernacular. Kanban, kaizen, poke-yoke, Hoshin Kanri, Heijunka, Muda, Kata, Gemba. I've consulted at a firm that is very Toyota based. I also consulted at a firm that was Demand Flow driven which didn't use any foreign language.

My hope is that American Lean Consulting can help 1000 companies a year. Admittedly, we are a long way from that. The reason for American Lean is that we don't use confusing terms.  Also, it really isn't part of my DNA. I learned how to transform companies without confusing lingo. I want American manufacturing companies to improve their global competitiveness! I don't want any barriers to the adoption of Lean principles that I know can help any size company in any industry

I know, I've been in most industries. I've worked with companies from the size of Procter & Gamble to family-owned machine shops. I've learned from every one of them.

Here's to America. We are far from perfect as a country, but like implementing Lean, my hope on this Fourth of July, we can get a little bit better every...]]>As we approach the Fourth of July- America's Independence Day, I want to reflect on why I chose the name American Lean for my business and American Lean weekday for my podcast. It is very personal for me.

When I was an Industrial Engineering student at Huffy bicycle in Celina, Ohio we hired Arthur Anderson (now Accenture) to come and provide some consulting for us. At the end of their time there, they presented their report-out and suggested that we embrace this new manufacturing methodology being used in Japan called Lean manufacturing.

This was the late 1980's. There wasn't much information regarding Lean and Dr. Womack was completing his research in Japan. The machine that changed the world- his book was not published yet. It wouldn't come out until 1990. The Goal was published in 1984 but it didn't specifically mention Lean. It was about Theory of Constraints.

Here we were in the middle of Ohio in a union shop being told that the reason Japanese plants were implementing Lean is because they were smarter than us. Really, that is what we were told. That was like waving a red flag in front of a bull.

I can remember the Industrial Engineering manager coming back from the presentation just livid. He was upset about two things.

1.  They gave us a canned presentation with Huffy's numbers written in. This was after being on-site for months.
2. They charged us $100,000 for the consulting with a pre-formed conclusion that they probably gave everyone.

But, we did hear them. They suggested that we use focused factories. Instead of being departmentally focused you align everything required to build a bike into smaller factories. Including each line having its own paint line, which was not feasible.

They suggested that we use kanban and pull systems to minimize WIP. This is great except Huffy had been around since the 60's and had a piece-rate goal and paid people more the more product they produced. Which of course, drives up inventory.

At the management level, they worked through many of these issues with the Union. At the Industrial engineering level where I was, we focused on developing welding cells. We deployed kanban squares to control the amount of WIP coming from the area that made rims for the bikes. We had every square inch of the facility in Autocad- Version 1.  BTW, if you had to regenerate the whole factory with everything in it, it took 45 minutes.

Why did I go through this long backstory? Because we didn't use the Japanese language as we were making improvements. We had cells, we had pull systems, we used mistake-proofing.

I've spent 25 years helping companies implement Lean methodologies. I know all the Lean vernacular. Kanban, kaizen, poke-yoke, Hoshin Kanri, Heijunka, Muda, Kata, Gemba. I've consulted at a firm that is very Toyota based. I also consulted at a firm that was Demand Flow driven which didn't use any foreign language.

My hope is that American Lean Consulting can help 1000 companies a year. Admittedly, we are a long way from that. The reason for American Lean is that we don't use confusing terms.  Also, it really isn't part of my DNA. I learned how to transform companies without confusing lingo. I want American manufacturing companies to improve their global competitiveness! I don't want any barriers to the adoption of Lean principles that I know can help any size company in any industry

I know, I've been in most industries. I've worked with companies from the size of Procter & Gamble to family-owned machine shops. I've learned from every one of them.

Here's to America. We are far from perfect as a country, but like implementing Lean, my hope on this Fourth of July, we can get a little bit better every day. Enjoy time with family and friends and be safe!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f4bd4128-ef05-491b-9e88-e25d8d6bed53Fri, 03 Jul 2020 04:00:00 -070004:58nofull97Tom Reed: Lean Enthusiast & President of American LeanThree Benefits of Edge ComputingSince COVID19 has driven everyone to work from home (WFH), the importance of cloud computing has become more relevant. Right now about 8M people are working from home part of the time. To help with this transition, your company might enjoy the benefits of edge computing.

I’m sure you have heard of cloud computing. Many software products that we use are now cloud-based. Think of Microsoft 365. It used to be you had to download software to your computer and that was how you accessed it.

Updates were slow and then had to be sent via DVDs or however you bought the software, to begin with. Now that Microsoft Software as a Service is in the cloud, updates can be immediate. You can access the software from anywhere.

Cloud storage works well in most cases, but there are performance improvements to be gained by using edge computing. Edge computing processes data closer to the source which means not all your data has to be processed in the cloud.

Let’s look at three benefits of edge computing.

1. Reduced Bandwidth Strain

Michael Dell says that edge computing will be the next big thing. Reducing operational and bandwidth strain is why. Smart sensors and other connected devices within your facilities will generate terabytes of data per minute.

Imagine if you send all of that data to the cloud to be analyzed. There will be enormous demands on bandwidth. Couple that with the activities of running the business and management systems, and it could get expensive to manage that data.

Freeing up your cloud servers to perform business applications will benefit your WFM employees.

2. A Reduction in Latency

In a cloud-based solution, data is sent to the large data servers, processed, and then sent back to the edge near the user. This transmission causes latency or delays in getting the information for remote workers.

This might not seem like a big deal, but imagine if you are pulling and picking orders in a fulfillment warehouse facing increased demand because everyone is ordering product on-line. You are using AR glasses to show you what to pick.

If the data has to transmit from the cloud to your glasses that latency could slow down your picking efficiency. It would be better to receive that information from a closer source, an edge computing resource.

3. Increased Security

As an increased number of employees are working from home, that means more data is being accessed from non-secure locations. Increased access points give cybercriminals multiple points of entry into a business system.

Using edge computing, the information can be analyzed locally with less information being sent to the main data servers. This means there is less transmission of sensitive and secure information between devices and the cloud.

If there is less transmission of sensitive data, there is better security for your business!

Cloud computing and edge computing is not an either/or scenario. I believe most companies will use a combination of both where it makes sense to do so. As Michael Dell says, edge computing will be the next big thing! I hope that you investigate the benefits of edge computing for your business.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Since COVID19 has driven everyone to work from home (WFH), the importance of cloud computing has become more relevant. Right now about 8M people are working from home part of the time. To help with this transition, your company might enjoy the benefits of edge computing.

I’m sure you have heard of cloud computing. Many software products that we use are now cloud-based. Think of Microsoft 365. It used to be you had to download software to your computer and that was how you accessed it.

Updates were slow and then had to be sent via DVDs or however you bought the software, to begin with. Now that Microsoft Software as a Service is in the cloud, updates can be immediate. You can access the software from anywhere.

Cloud storage works well in most cases, but there are performance improvements to be gained by using edge computing. Edge computing processes data closer to the source which means not all your data has to be processed in the cloud.

Let’s look at three benefits of edge computing.

1. Reduced Bandwidth Strain

Michael Dell says that edge computing will be the next big thing. Reducing operational and bandwidth strain is why. Smart sensors and other connected devices within your facilities will generate terabytes of data per minute.

Imagine if you send all of that data to the cloud to be analyzed. There will be enormous demands on bandwidth. Couple that with the activities of running the business and management systems, and it could get expensive to manage that data.

Freeing up your cloud servers to perform business applications will benefit your WFM employees.

2. A Reduction in Latency

In a cloud-based solution, data is sent to the large data servers, processed, and then sent back to the edge near the user. This transmission causes latency or delays in getting the information for remote workers.

This might not seem like a big deal, but imagine if you are pulling and picking orders in a fulfillment warehouse facing increased demand because everyone is ordering product on-line. You are using AR glasses to show you what to pick.

If the data has to transmit from the cloud to your glasses that latency could slow down your picking efficiency. It would be better to receive that information from a closer source, an edge computing resource.

3. Increased Security

As an increased number of employees are working from home, that means more data is being accessed from non-secure locations. Increased access points give cybercriminals multiple points of entry into a business system.

Using edge computing, the information can be analyzed locally with less information being sent to the main data servers. This means there is less transmission of sensitive and secure information between devices and the cloud.

If there is less transmission of sensitive data, there is better security for your business!

Cloud computing and edge computing is not an either/or scenario. I believe most companies will use a combination of both where it makes sense to do so. As Michael Dell says, edge computing will be the next big thing! I hope that you investigate the benefits of edge computing for your business.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>fabc2dbe-d50b-4841-a0ac-c8b1167a03a7Thu, 02 Jul 2020 04:00:00 -070004:38nofull96Tom Reed: Lean Enthusiast & President of American LeanFive Tips for Effective Mangement WalksThree weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Effective Management Walks.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Operator Coaching Cards

These are elements of standard work that we want team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Leader Standard Work

Often abbreviated LSW leader standard work is just like it sounds. These are activities that the supervisor or area lead should complete each day.

Management (Gemba) Walks

Gemba means to go to where the value is added. This is the top-level of the three layers of sustain.

I coach companies to conduct their management walks once a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening. Here are some tips for effective management walks.

1. Follow a standard route

The purpose of a management walk is to review the activities in the business, review metrics, discuss any opportunities, and make decisions on-the-spot if possible.

This starts with following a standard route. Like coaching cards and leader standard work, it’s important for leadership to follow standard work. For a management walk, that includes following a pre-determined route.

Stops on the route should include each performance board in the company. Hopefully, you are tracking performance within your office processes and the floor. I worked with a water meter company and our monthly walks included the departments in the shop, quality, purchasing, engineering, marketing, and then we alternated every other month between accounting, IT, order entry, and customer service.

2. Start in your PMO

Begin your monthly management walk in your PMO or Project Management Office. This is the war room that shares all the global company information. Your True North management system, your overall business metrics, your A3’s and Rapid Improvement Event charters are displayed for everyone to see.

This is a great place to review the overall performance of the business before investigating further.

3. Have a scribe

Since this is a monthly gathering of the leadership team, have someone take notes as you go through the walk. Even better, have someone record it on their phone. That way ideas and action items don’t get lost.

4. Make decisions

The purpose of visiting the performance boards in the different areas is to assess if any course corrections need to be made to support the overall business performance. If the performance of an area is not what it should be, review their plan of action. If decisions need to be made, that can remove roadblocks, or provide support, make them during the walk if you can.

Since the management team is together, you can decide or assign an action item to the leader.

5. Post the results in the PMO

After you have completed your management walk, return to the PMO, and post any action items or relevant activities that need to be followed up. This increases transparency within the company and goes a long way to increasing engagement.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are Three weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Effective Management Walks.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Operator Coaching Cards

These are elements of standard work that we want team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Leader Standard Work

Often abbreviated LSW leader standard work is just like it sounds. These are activities that the supervisor or area lead should complete each day.

Management (Gemba) Walks

Gemba means to go to where the value is added. This is the top-level of the three layers of sustain.

I coach companies to conduct their management walks once a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening. Here are some tips for effective management walks.

1. Follow a standard route

The purpose of a management walk is to review the activities in the business, review metrics, discuss any opportunities, and make decisions on-the-spot if possible.

This starts with following a standard route. Like coaching cards and leader standard work, it’s important for leadership to follow standard work. For a management walk, that includes following a pre-determined route.

Stops on the route should include each performance board in the company. Hopefully, you are tracking performance within your office processes and the floor. I worked with a water meter company and our monthly walks included the departments in the shop, quality, purchasing, engineering, marketing, and then we alternated every other month between accounting, IT, order entry, and customer service.

2. Start in your PMO

Begin your monthly management walk in your PMO or Project Management Office. This is the war room that shares all the global company information. Your True North management system, your overall business metrics, your A3’s and Rapid Improvement Event charters are displayed for everyone to see.

This is a great place to review the overall performance of the business before investigating further.

3. Have a scribe

Since this is a monthly gathering of the leadership team, have someone take notes as you go through the walk. Even better, have someone record it on their phone. That way ideas and action items don’t get lost.

4. Make decisions

The purpose of visiting the performance boards in the different areas is to assess if any course corrections need to be made to support the overall business performance. If the performance of an area is not what it should be, review their plan of action. If decisions need to be made, that can remove roadblocks, or provide support, make them during the walk if you can.

Since the management team is together, you can decide or assign an action item to the leader.

5. Post the results in the PMO

After you have completed your management walk, return to the PMO, and post any action items or relevant activities that need to be followed up. This increases transparency within the company and goes a long way to increasing engagement.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>297030ed-d6ec-4491-a2b3-1c25b57d152dWed, 01 Jul 2020 04:00:00 -070004:52nofull95Tom Reed: Lean Enthusiast & President of American LeanTips to Improve Culture, Connection and CamaraderieSince the COVID19 pandemic, many employees have been asked to work from home. How can you build connections with people that you can’t walk up to and start a conversation? Here are tips to improve culture, connection, and camaraderie.

Culture

1. Develop a True North Management System

Your True North Management system acts as a manifesto for the organization. It acts as a rallying cry, a set of rules that everyone abides by. Often, it provides the reason many employees are there.

It includes your Mission and Vision, but it is more than that. It provides a framework when the company is deciding. Decisions made from the leadership group should reflect the True North Management System.

2. Choose wisely

When selecting team members to join your team, share your Management System, and try to understand if they will be an excellent fit. If the Management System resonates with them, their actions will support it.

That support is reflected in the culture. When everyone is aligned with the management system your culture will take care of itself. These are just two tips to improve culture of the many that exist.

Connection

1. Develop communities outside of natural workgroups

Now that you have your True North for the organization and you have some team members, it’s time to develop your community. Companies form natural workgroups based upon job function. I believe it makes sense to develop connections and communities outside of the natural workgroups.

Brainstorm ways you can provide different communities in your company. Can you start a new-hire community? Can you have a new mother/father community? A Peloton bike rider community? A Cooking/recipe community?

The opportunities are endless for your organization to offer communities for employees to explore.

2. Design the experience

Put yourself in the shoes of someone that would join a community. What do you think they would like to see? How are they treated? Do they feel welcomed? How much freedom do they have? Is it guided? Where will it be hosted? A great brand-new community hosting service is called Circle.

Camaraderie

1. Have a weekly retrospective

One way to increase camaraderie is to have a weekly retrospective. This is taken from Agile. At the end of each software development sprint, they have a retrospective to understand what went well and how they can improve.

Do the same thing with your team each week. On Friday’s have a retrospective. Ask your team members, probably via Zoom, what their biggest wins were for the week. Congratulate everyone.

Then ask what their biggest struggles were for the week. Have a five to ten-minute discussion about how to eliminate the struggles. This activity will help build camaraderie as team members problem solve and support their teammates.

2. Have a show and tell

We all did this in elementary school right? After your retrospective, let employees have a show and tell. Each person gets one minute. They can show their pet, kids, crafts, whatever is appropriate. Rejoice in the fact everyone gets to know their teammates better every week.

When people get to know their co-workers on a personal level, the camaraderie explodes!

Rate and Review Here

More show notes are Since the COVID19 pandemic, many employees have been asked to work from home. How can you build connections with people that you can’t walk up to and start a conversation? Here are tips to improve culture, connection, and camaraderie.

Culture

1. Develop a True North Management System

Your True North Management system acts as a manifesto for the organization. It acts as a rallying cry, a set of rules that everyone abides by. Often, it provides the reason many employees are there.

It includes your Mission and Vision, but it is more than that. It provides a framework when the company is deciding. Decisions made from the leadership group should reflect the True North Management System.

2. Choose wisely

When selecting team members to join your team, share your Management System, and try to understand if they will be an excellent fit. If the Management System resonates with them, their actions will support it.

That support is reflected in the culture. When everyone is aligned with the management system your culture will take care of itself. These are just two tips to improve culture of the many that exist.

Connection

1. Develop communities outside of natural workgroups

Now that you have your True North for the organization and you have some team members, it’s time to develop your community. Companies form natural workgroups based upon job function. I believe it makes sense to develop connections and communities outside of the natural workgroups.

Brainstorm ways you can provide different communities in your company. Can you start a new-hire community? Can you have a new mother/father community? A Peloton bike rider community? A Cooking/recipe community?

The opportunities are endless for your organization to offer communities for employees to explore.

2. Design the experience

Put yourself in the shoes of someone that would join a community. What do you think they would like to see? How are they treated? Do they feel welcomed? How much freedom do they have? Is it guided? Where will it be hosted? A great brand-new community hosting service is called Circle.

Camaraderie

1. Have a weekly retrospective

One way to increase camaraderie is to have a weekly retrospective. This is taken from Agile. At the end of each software development sprint, they have a retrospective to understand what went well and how they can improve.

Do the same thing with your team each week. On Friday’s have a retrospective. Ask your team members, probably via Zoom, what their biggest wins were for the week. Congratulate everyone.

Then ask what their biggest struggles were for the week. Have a five to ten-minute discussion about how to eliminate the struggles. This activity will help build camaraderie as team members problem solve and support their teammates.

2. Have a show and tell

We all did this in elementary school right? After your retrospective, let employees have a show and tell. Each person gets one minute. They can show their pet, kids, crafts, whatever is appropriate. Rejoice in the fact everyone gets to know their teammates better every week.

When people get to know their co-workers on a personal level, the camaraderie explodes!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1538ac5b-71f6-4e9f-b85c-fff12d15dc4cTue, 30 Jun 2020 04:00:00 -070005:17nofull94Tom Reed: Lean Enthusiast & President of American LeanHow to Apply the Correct Leadership Style in any Situation

One of the most powerful frameworks I’ve been exposed to during my leadership career is called situational leadership. I was fortunate to be a young man when I was exposed to this framework and put it into practice. The best part is that it is simple and effective. It will help you apply the correct leadership style in any situation.

The basic premise is that it is best to apply the correct leadership style with employees given their ability around a certain task. If you can do this, it eliminates their frustration. Situational leadership is based upon selecting the correct leadership style from one of four styles. Guiding, Delegating, Directing, and Motivating. The style you deploy depends upon your employee’s ability to complete a task. The quadrant you choose is based upon the employee’s skill and will.

If they have a high will but low skill, you will have to guide them and give them lots of coaching. If they have a low will and low skill, Direct them. If they have a high will and high skill, you can delegate tasks to them. If they have a low will and high skill you will have to Motivate them.

Let’s look at some examples.

Envision a new employee, they probably have a high will- they are excited to be there, but their skills may be low. In this scenario, you need to provide a lot of training and guidance. If you were to delegate responsibilities to them, what do you think will happen? How successful do you think they will be?

Looking at another situation, if an employee has a low skill and low will, you need to direct them. Because they seem to have lost their commitment, it is important to identify what is happening. Are there constraints that they cannot work through? Have they lost commitment because they haven’t received praise? Learn what is happening and tap into motivators for them.

Another quadrant shows what to do if the employee has high skill and low will. This employee will need some additional motivation. As a leader, learn what motivates them, provide praise, and understand if there are constraints that are impeding their success. These employees have lots of skill, you need to reinvigorate them.

Finally, there will be employees that have high will and high skill. While it might seem like you would want all employees to be like this, they won’t have that ability around every given task. Please understand employees move through the matrix depending upon a task they have been assigned.

Imagine that you are a mechanic in a repair shop. You love to work on fixing and changing brakes. You have high skill and high will around changing brakes, so the shop owner delegates that activity to you. A car comes in that needs engine repair. Because you are such an awesome mechanic, the owner delegates the job to you.

The problem is, you have a high will but low skill around doing engine repairs. Even though you have mentioned you aren’t that familiar with engine repairs it is still delegated to you. How does that make you feel? Do you feel as though you were heard? Are you concerned about doing a good job? You probably feel frustrated.

When you continuously use the incorrect leadership style for given tasks, employees get frustrated. It is important to apply the correct leadership style to keep employees engaged and happy!

As always, it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are

One of the most powerful frameworks I’ve been exposed to during my leadership career is called situational leadership. I was fortunate to be a young man when I was exposed to this framework and put it into practice. The best part is that it is simple and effective. It will help you apply the correct leadership style in any situation.

The basic premise is that it is best to apply the correct leadership style with employees given their ability around a certain task. If you can do this, it eliminates their frustration. Situational leadership is based upon selecting the correct leadership style from one of four styles. Guiding, Delegating, Directing, and Motivating. The style you deploy depends upon your employee’s ability to complete a task. The quadrant you choose is based upon the employee’s skill and will.

If they have a high will but low skill, you will have to guide them and give them lots of coaching. If they have a low will and low skill, Direct them. If they have a high will and high skill, you can delegate tasks to them. If they have a low will and high skill you will have to Motivate them.

Let’s look at some examples.

Envision a new employee, they probably have a high will- they are excited to be there, but their skills may be low. In this scenario, you need to provide a lot of training and guidance. If you were to delegate responsibilities to them, what do you think will happen? How successful do you think they will be?

Looking at another situation, if an employee has a low skill and low will, you need to direct them. Because they seem to have lost their commitment, it is important to identify what is happening. Are there constraints that they cannot work through? Have they lost commitment because they haven’t received praise? Learn what is happening and tap into motivators for them.

Another quadrant shows what to do if the employee has high skill and low will. This employee will need some additional motivation. As a leader, learn what motivates them, provide praise, and understand if there are constraints that are impeding their success. These employees have lots of skill, you need to reinvigorate them.

Finally, there will be employees that have high will and high skill. While it might seem like you would want all employees to be like this, they won’t have that ability around every given task. Please understand employees move through the matrix depending upon a task they have been assigned.

Imagine that you are a mechanic in a repair shop. You love to work on fixing and changing brakes. You have high skill and high will around changing brakes, so the shop owner delegates that activity to you. A car comes in that needs engine repair. Because you are such an awesome mechanic, the owner delegates the job to you.

The problem is, you have a high will but low skill around doing engine repairs. Even though you have mentioned you aren’t that familiar with engine repairs it is still delegated to you. How does that make you feel? Do you feel as though you were heard? Are you concerned about doing a good job? You probably feel frustrated.

When you continuously use the incorrect leadership style for given tasks, employees get frustrated. It is important to apply the correct leadership style to keep employees engaged and happy!

As always, it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a5376a68-213e-498f-bac4-e5490894bb64Mon, 29 Jun 2020 04:00:00 -070005:34nofull93What if you could always apply the correct leadership style in any situation? Learn how to become an awesome leader in this podcast!Tom Reed: Lean Enthusiast & President of American LeanHow Binoculars Helped Tulkoff Foods Become LeanerOne of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode ninety-two of the American Lean Weekday podcast

Tulkoff Foods is headquartered in Baltimore Maryland. They employ roughly 50 employees in their world class co-packing food operation. 

These are some key points taken from my interview with the President of Tulkoff Foods, Phil Tulkoff.

Started in the 1920’a Phil is part of the third generation leading Tulkoff. Phil has been with Tulkoff for fifteen years.

1.  “When I got here, I started asking questions. We learned that we were shorting customers on their orders. If we never started measuring, we would not have know that.”

2. “There was a lot of low hanging fruit that we focused on. It was important that we train everyone in the company on Lean concepts. That way they can speak the same language.”

3.  “People on the floor were very receptive. One of our more tough groups understood and implemented 5S right away. It made sense to them and they did it without their manager telling them to do so.”

4. “Networking with other local companies helped us realize we should pull order on the off shifts. At first they didn’t like working those shifts, now they love it.”

5. “We used to write order information with a sharpie on a pallet. That pallet might be 40 feet in the air. One of out forklift drivers had a pair of binoculars so he could read the information. We fixed that right away. We printed large print from a computer on the floor so you didn’t need binoculars to read the order information.”

6. “Train everyone in the company on Lean topics so they can speak the same language.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode ninety-two of the American Lean Weekday podcast

Tulkoff Foods is headquartered in Baltimore Maryland. They employ roughly 50 employees in their world class co-packing food operation. 

These are some key points taken from my interview with the President of Tulkoff Foods, Phil Tulkoff.

Started in the 1920’a Phil is part of the third generation leading Tulkoff. Phil has been with Tulkoff for fifteen years.

1.  “When I got here, I started asking questions. We learned that we were shorting customers on their orders. If we never started measuring, we would not have know that.”

2. “There was a lot of low hanging fruit that we focused on. It was important that we train everyone in the company on Lean concepts. That way they can speak the same language.”

3.  “People on the floor were very receptive. One of our more tough groups understood and implemented 5S right away. It made sense to them and they did it without their manager telling them to do so.”

4. “Networking with other local companies helped us realize we should pull order on the off shifts. At first they didn’t like working those shifts, now they love it.”

5. “We used to write order information with a sharpie on a pallet. That pallet might be 40 feet in the air. One of out forklift drivers had a pair of binoculars so he could read the information. We fixed that right away. We printed large print from a computer on the floor so you didn’t need binoculars to read the order information.”

6. “Train everyone in the company on Lean topics so they can speak the same language.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>9ffbd88d-cb76-40f3-bd5d-d1b963fbfd66Fri, 26 Jun 2020 04:00:00 -070012:08nofull92Tom Reed: Lean Enthusiast & President of American LeanFive Tips for Developing your Cloud StrategyNow that COVID19 has driven everyone to the safety of their homes, many organizations realize that they don’t have an effective cloud strategy. Let me re-phrase that, they don’t have ANY cloud strategy.

You need one. My crystal ball broke, so I can’t tell you what the future looks like, but I think it is safe to say, there will be more employees working from home.

What is a cloud strategy? Is it a simple manifesto that states we will store everything in the cloud? You probably have a strategic plan. A cloud strategy is a strategic plan focused on handling digital assets and artifacts. It shouldn’t stand alone but it should be a supporting piece of the overall strategic plan.

1. Get more than IT’s input

One of the worst things you can do is develop a cloud strategy with only the IT group's input. It needs to be holistic and take into account the needs and requirements of all aspects of the business.

What are the needs of the manufacturing floor? How will data be transferred to the cloud from the many sensors attached to equipment and machines? Is it a better option to use edge computing for this information?

What are the needs of the legal team? Procurement? Sales and marketing? Customer service, etc. Some information collected by these departments is confidential. Is the cloud the right place for this information?

2. Cloud strategy is not an implementation plan

Developing a strategy for deploying cloud methodologies comes first. It lays out the strategic elements and needs of the different users. It is less technical and more developmental than the implementation plan.

The implementation plan, like all implementation plans, includes steps, milestones, technical validations, testing, etc. It is the “how-to” or roadmap of deploying the cloud strategy.

3. It’s not too late to develop your cloud strategy

Your IT team might have had to scramble starting in March 2020. That doesn’t mean you can’t take the time to develop a well thought out cloud strategy now. Take the time to be thorough. The recent change provides you with a better picture of what your needs will be in the future.

4. “We’re moving everything to the cloud”

That might sound awesome, but not everything belongs in the cloud. Some businesses can’t have information stored in the cloud.

I do a lot of work in the aerospace supply chain. Think machine shops. Many have been discouraged by their Prime customers in the aerospace and defense arena against storing their information in the cloud. Several Primes have told them they can’t store the primes information in the cloud.

While it sounds great, it might not be a reality for your business. Use your cloud strategy to ensure you understand what you can and can’t do regarding this.

5. We're guaranteed savings

You might save money, you might not. Automatically assuming your company will see huge savings is something to be cautious about.

Yes, maybe you won’t have the on-premise infrastructure costs, but you will have off-premise storage and data costs. Why do you think AWS (Amazon’s) cloud storage makes up 13% of their sales and 62% of their operating income?

I hope you consider these five elements as you develop the cloud strategy for your organization.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

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]]>00ea108e-387d-47c0-a598-34cc692177a7Thu, 25 Jun 2020 04:00:00 -070004:53nofull91Tom Reed: Lean Enthusiast & President of American LeanBenefit from Leader Standard WorkTwo weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Leader Standard Work.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Operator Coaching Cards

These are elements of standard work that we want the team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Management (Gemba) Walks

Gemba means to go to where the value is added. This is the top-level in the three levels of sustain.

I coach companies to conduct their management walks one a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening.

Leader Standard Work (LSW)

Those are the first and third levels of sustain. Leader Standard Work, often abbreviated LSW is just like it sounds. These are activities that the supervisor or area lead should complete each day.

Depending upon what roles you have in the business, your LSW can take up more of your day, or very little of your day.

Since most managers, directors, and executives aren’t guided by more than a job description, there isn’t much in the way of daily structure. They should use Leader Standard Work although it may take only a few minutes a day.

They should check on the business KPI’s. They should follow the numbers for their area or business unit. They should check on the status of strategic initiatives they are driving. If proper communication dashboards are developed this may consume little of their day.

A large piece of their day should comprise daily mentoring and coaching of their direct reports. Changing a culture across an organization takes a lot of mentoring and coaching. Not only are there Lean methods to incorporate, but a servant leadership mindset also needs to be allowed to form and take root.

For a supervisor, coaching cards are more process-driven. Take a walk through the area five times a day. Hold a daily stand-up meeting. Watch the shift start-up process.

Prepare tomorrow’s labor plan. Measure hourly production. Monitor and observe the coaching card completion. Monitor in-process Kanban discipline. These are all activities that a supervisor can monitor daily.

Check with your leadership mentor and reflect on what is going well and not well. Discuss struggles and work together to develop solutions. Discuss how the adoption of the Lean Management System is coming along.

If you deploy LSW within your organization, you will be amazed at how quickly your business will improve.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

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Follow me on Two weeks ago, I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on Leader Standard Work.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Operator Coaching Cards

These are elements of standard work that we want the team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Management (Gemba) Walks

Gemba means to go to where the value is added. This is the top-level in the three levels of sustain.

I coach companies to conduct their management walks one a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening.

Leader Standard Work (LSW)

Those are the first and third levels of sustain. Leader Standard Work, often abbreviated LSW is just like it sounds. These are activities that the supervisor or area lead should complete each day.

Depending upon what roles you have in the business, your LSW can take up more of your day, or very little of your day.

Since most managers, directors, and executives aren’t guided by more than a job description, there isn’t much in the way of daily structure. They should use Leader Standard Work although it may take only a few minutes a day.

They should check on the business KPI’s. They should follow the numbers for their area or business unit. They should check on the status of strategic initiatives they are driving. If proper communication dashboards are developed this may consume little of their day.

A large piece of their day should comprise daily mentoring and coaching of their direct reports. Changing a culture across an organization takes a lot of mentoring and coaching. Not only are there Lean methods to incorporate, but a servant leadership mindset also needs to be allowed to form and take root.

For a supervisor, coaching cards are more process-driven. Take a walk through the area five times a day. Hold a daily stand-up meeting. Watch the shift start-up process.

Prepare tomorrow’s labor plan. Measure hourly production. Monitor and observe the coaching card completion. Monitor in-process Kanban discipline. These are all activities that a supervisor can monitor daily.

Check with your leadership mentor and reflect on what is going well and not well. Discuss struggles and work together to develop solutions. Discuss how the adoption of the Lean Management System is coming along.

If you deploy LSW within your organization, you will be amazed at how quickly your business will improve.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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]]>cfddb6c4-3fbd-48fd-aa98-b9c2bd9280b6Wed, 24 Jun 2020 04:00:00 -070003:22nofull90Tom Reed: Lean Enthusiast & President of American LeanUse Intrapreneurs to Pivot Your Business FasterSince the COVID19 pandemic has impacted many businesses, some have had to pivot to stay in business. Putting the right team in place quickly can help you pivot your business quickly. Even General Motors has been able to pivot to making respirators and masks to help fight COVID19.

Idea People

This can be anyone in the organization, but my guess is, you know who your creative thinkers are. Get them together in a room and do some brainstorming to see what they come up with.

Don’t give them constraints when they begin the brainstorming process. Let them know that you would like as many ideas to pivot your company as they can come up with. Give them some help in the form of….

Outsiders

These can be customers, suppliers, your kids, professors with specialized knowledge outside of your business. Let this group work with the idea people brainstorming.

Kids that haven’t had the creativity drummed out of them by schooling often come up with great ideas. They probably won’t pre-judge their ideas. They are digital and social media natives. You’d be surprised how they connect the dots with something they have seen on social media and how it might apply to your company.

Outsiders with specialized knowledge can be a source of great ideas too. What if you were a mining company stuck on ideas but engaged an entomologist who is an expert on ants. That professor could add all kinds of insight into better ways to mine.

Functional Area Representatives

After your outsiders and idea people have come up with a list of ideas, get representatives from the functional areas of your business involved.

The representatives will have to supply some resources to make the new product or business happen. Make sure to select representatives that like to try new things.

Intrapreneurs

These are the dreamers with a plan. They are the employees in your company that gets stuff done. They work through or around roadblocks.

They are well connected in your company. They know who to go to for sponsorship of the best ideas. They know who from the functional areas can spare resources and will lend support.

They are successfully running their own outside businesses or run a piece of the company you are in. They are the entrepreneurs who happen to work inside your company. They can paint a vision of the pivoted business.

Sponsors

These are the upper management leaders who will need to remove or eliminate organizational roadblocks. If they support an idea it is their job to obtain financial support. They can develop a quick financial story to see if the ideas make sense.

All of these resources need to be a part of your intrapreneurial team. Putting them together with the right support will allow them to pivot your business quickly!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Since the COVID19 pandemic has impacted many businesses, some have had to pivot to stay in business. Putting the right team in place quickly can help you pivot your business quickly. Even General Motors has been able to pivot to making respirators and masks to help fight COVID19.

Idea People

This can be anyone in the organization, but my guess is, you know who your creative thinkers are. Get them together in a room and do some brainstorming to see what they come up with.

Don’t give them constraints when they begin the brainstorming process. Let them know that you would like as many ideas to pivot your company as they can come up with. Give them some help in the form of….

Outsiders

These can be customers, suppliers, your kids, professors with specialized knowledge outside of your business. Let this group work with the idea people brainstorming.

Kids that haven’t had the creativity drummed out of them by schooling often come up with great ideas. They probably won’t pre-judge their ideas. They are digital and social media natives. You’d be surprised how they connect the dots with something they have seen on social media and how it might apply to your company.

Outsiders with specialized knowledge can be a source of great ideas too. What if you were a mining company stuck on ideas but engaged an entomologist who is an expert on ants. That professor could add all kinds of insight into better ways to mine.

Functional Area Representatives

After your outsiders and idea people have come up with a list of ideas, get representatives from the functional areas of your business involved.

The representatives will have to supply some resources to make the new product or business happen. Make sure to select representatives that like to try new things.

Intrapreneurs

These are the dreamers with a plan. They are the employees in your company that gets stuff done. They work through or around roadblocks.

They are well connected in your company. They know who to go to for sponsorship of the best ideas. They know who from the functional areas can spare resources and will lend support.

They are successfully running their own outside businesses or run a piece of the company you are in. They are the entrepreneurs who happen to work inside your company. They can paint a vision of the pivoted business.

Sponsors

These are the upper management leaders who will need to remove or eliminate organizational roadblocks. If they support an idea it is their job to obtain financial support. They can develop a quick financial story to see if the ideas make sense.

All of these resources need to be a part of your intrapreneurial team. Putting them together with the right support will allow them to pivot your business quickly!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>2fb14ea0-556c-4d8d-a7e4-71db44e66f30Tue, 23 Jun 2020 04:00:00 -070004:47nofull89Tom Reed: Lean Enthusiast & President of American LeanFour Tips to Become a Great LeaderMany people enter the management ranks of an organization. They manage to the best of their ability and do a great job. There aren’t many who become true leaders. Leading requires a different operating framework. Here are some tips to become a great leader.

 1. Cast a Vision

When a leader casts a vision, they suggest that things will be different. They acknowledge that to grow as an organization, things need to change. They are presenting what they believe the future will look like. Who wants to work at a company where there is no future vision for the organization?

Establishing that vision is where the Lean Management System comes in. The Management System includes the True North of the organization. It shares the values and goals of the organization in a visual form that can be shared with everyone in the company.

2. Enlist others

As a leader, when you have presented your vision for the future, realize it’s impossible to complete that vision by yourself. You need to enlist the help of others that also want to see that vision come to life. Hopefully, you enlisted their input in helping you craft the vision for the company.

Now it’s time to enlist the larger group of employees. Share your Management System with employees. Have communication meetings where you discuss the Management System and how it ties back to the company vision.

3. Empower the group to move forward

You’ve done a great job and some heavy lifting. You and your team have crafted a compelling Vision and Management System. Now you have to empower the group to move forward. This means giving people the decision-making authority, trust, and autonomy to let them make the vision a reality.

Everyone on the team must have the tools, knowledge, skills, training, and technology to make something great happen in the company. This can’t a blip event. Some leaders can come in, present a compelling vision, enlist the help of others, do some training then aren’t around to do the hard work

Empowering teams of people requires a lot of continuous coaching. It requires continuous training. It requires constantly reminding employees of the Management System and why it’s in place. Day in and day out coaching. Everybody is five years old reminding.

4. Encourage over a long period

As I mentioned a second ago, it’s easy to come in, generate excitement over a vision then disappear. Company changing, culture-changing leadership requires encouragement and support of the team over a long period. Years.

While it is possible to have success quickly within a Lean transformation, true Lean transformation, and culture change take years. As a leader, you have to stay steady, consistent, and provide encouragement when things don’t go as hoped or expected. This requires leadership for the long haul. I hope you are up to the challenge!

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]]>e08d22ae-5be6-4288-8b27-6ec36c69c46eMon, 22 Jun 2020 04:00:00 -070004:08nofull88Tom Reed: Lean Enthusiast & President of American LeanThe $10M benefits of Industry 5.0One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. In this episode, I interview Michael Rada from the Czech Republic about what Industry 5.0 might look like. It is episode eighty-seven of the American Lean Weekday podcast.

Given the increasing speed of adoption of Industry 4.0 is it too early to start thinking about what Industry 5.0 looks like? Listen to this expert who shares some ideas of what it will look like. Michael Rada from the Czech Republic has been on a journey to curate best practices within waste reduction and human-centered practices.

The headlines scream about how many jobs will be lost to the adoption of Industry 4.0 due to the increased use of technology. What if a human-centered approach focusing on eliminating all forms of waste is the next frontier? This expert believes that is where we are heading.

1.  Industry 5.0 is an evolution, not a new Industry revolution. This will take into account the human element as well as the elimination of all forms of waste.
2. A six-step format has been developed as a framework to ensure there is consistency across all implementations.
3. A leading supplier of electronics saved $10M US dollars from three projects focused upon all forms of waste

Michael can be reached at michael.rada@gmail.com

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]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. In this episode, I interview Michael Rada from the Czech Republic about what Industry 5.0 might look like. It is episode eighty-seven of the American Lean Weekday podcast.

Given the increasing speed of adoption of Industry 4.0 is it too early to start thinking about what Industry 5.0 looks like? Listen to this expert who shares some ideas of what it will look like. Michael Rada from the Czech Republic has been on a journey to curate best practices within waste reduction and human-centered practices.

The headlines scream about how many jobs will be lost to the adoption of Industry 4.0 due to the increased use of technology. What if a human-centered approach focusing on eliminating all forms of waste is the next frontier? This expert believes that is where we are heading.

1.  Industry 5.0 is an evolution, not a new Industry revolution. This will take into account the human element as well as the elimination of all forms of waste.
2. A six-step format has been developed as a framework to ensure there is consistency across all implementations.
3. A leading supplier of electronics saved $10M US dollars from three projects focused upon all forms of waste

Michael can be reached at michael.rada@gmail.com

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More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>47f32f46-43fa-492f-99b1-6196c5f52203Fri, 19 Jun 2020 04:00:00 -070007:52nofull87Tom Reed: Lean Enthusiast & President of American LeanBenefit from the Speed of Hybrid ManufacturingI read an article today in Machine Design about how certain types of industries are using 3D printing to supplement their main production. This is a process referred to as Hybrid Manufacturing.

We all use plastic parts every day. Most of us never think twice about these parts are made. We take it for granted that it is light, strong, colorful, and meets our needs.

Many plastic parts are manufactured through a process called injection molding. Plastic resin is heated to a high enough temperature until it will flow like water.

This resin is then pushed by a hydraulic ram into molds. These molds allow the plastic to flow where we want it to take the shape of the part. The plastic cools and then the plastic part is ejected from the mold. Watch this video if you want to see a cool representation. https://youtu.be/b1U9W4iNDiQ

I went through that explanation to share that those molds are made of steel are expensive and have long lead times to manufacture. This makes it hard to make rapid changes for prototyping or new product development.

Welcome 3D printing. Molds of heat resistant material can be 3D printed and used for low volume production or prototyping. I consulted years ago with a company that made the plastic interior parts for Boeing. Think of the air adjustments above your head or the service light. They could easily use 3D printing to make molds for prototypes.

Casting is another area where you can take advantage of 3D printing. Industries like jewelry fabrication or dentistry use casting to make jewelry and new teeth!

Jewelers can design a piece and then 3D print it using casting resin. When the design is placed in a sand mold then burned away by the hot gold, you have a beautiful piece of jewelry left behind.

Overmolding is another area where 3D printing will support hybrid manufacturing. In overmolding, you take a softer material and mold it into the harder plastic. Let the two cool and you now have a completed part of two materials!

You know those cheap little trays that products like razors come in? That is a process called vacuum forming. Thin sheets of the material are clamped in place over the 3D printed mold. The material is heated and then a vacuum is pulled over the mold. Once the sheet cools, you have your tray!

As you can see there are many ways hybrid manufacturing is being used to support the company’s main business. As 3D printing becomes cheaper and more readily available, this will only speed up!

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]]>I read an article today in Machine Design about how certain types of industries are using 3D printing to supplement their main production. This is a process referred to as Hybrid Manufacturing.

We all use plastic parts every day. Most of us never think twice about these parts are made. We take it for granted that it is light, strong, colorful, and meets our needs.

Many plastic parts are manufactured through a process called injection molding. Plastic resin is heated to a high enough temperature until it will flow like water.

This resin is then pushed by a hydraulic ram into molds. These molds allow the plastic to flow where we want it to take the shape of the part. The plastic cools and then the plastic part is ejected from the mold. Watch this video if you want to see a cool representation. https://youtu.be/b1U9W4iNDiQ

I went through that explanation to share that those molds are made of steel are expensive and have long lead times to manufacture. This makes it hard to make rapid changes for prototyping or new product development.

Welcome 3D printing. Molds of heat resistant material can be 3D printed and used for low volume production or prototyping. I consulted years ago with a company that made the plastic interior parts for Boeing. Think of the air adjustments above your head or the service light. They could easily use 3D printing to make molds for prototypes.

Casting is another area where you can take advantage of 3D printing. Industries like jewelry fabrication or dentistry use casting to make jewelry and new teeth!

Jewelers can design a piece and then 3D print it using casting resin. When the design is placed in a sand mold then burned away by the hot gold, you have a beautiful piece of jewelry left behind.

Overmolding is another area where 3D printing will support hybrid manufacturing. In overmolding, you take a softer material and mold it into the harder plastic. Let the two cool and you now have a completed part of two materials!

You know those cheap little trays that products like razors come in? That is a process called vacuum forming. Thin sheets of the material are clamped in place over the 3D printed mold. The material is heated and then a vacuum is pulled over the mold. Once the sheet cools, you have your tray!

As you can see there are many ways hybrid manufacturing is being used to support the company’s main business. As 3D printing becomes cheaper and more readily available, this will only speed up!

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Schedule a free 1/2 call with Tom Reed.

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Follow me on Twitter@dailyleancoach

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]]>382e9fb1-193c-4038-a904-d0cb9a1ae57eThu, 18 Jun 2020 04:00:00 -070004:40nofull86Tom Reed: Lean Enthusiast & President of American LeanGain Huge Benefits from Coaching CardsLast week I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on coaching cards.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Coaching cards, called Kamishibai cards in Japanese facilities are small elements of standard work for team members to complete each day. The tasks can range from 6S to TPM activities or anything that you want team members to accomplish each day or shift.

You can have team members conduct activities multiple times per shift if required. Coaching cards provide the area leader with a visual signal that the standard work has been completed.

Coaching cards have a red end and a green end. You can also use a red side and a green side. When the standard work is complete by the operator, he/she places the card on the coaching cardboard.

If they complete all of the standard work, they place the green end or green side up. If they aren’t able to complete the standard work, they place the red end or red side up.

As a department leader, you can visually see the status of completion when you walk by. The red or green end shares the status with you immediately. As a leader, you don’t have to track down employees to ask questions.

Here is where the coaching aspect comes in. You walk by your department where coaching cards are displayed. They all are hanging with the green end up. This is the signal that all of the standard work has been completed.

On you walk through the department you notice some tools haven’t been put in the designated spaces where they belong. Yet the coaching card shows the 6S activity is complete. What do you do?

This is a coaching opportunity with the employees of the area. Take the coaching card and turn the red end up. I coach companies to laminate them so you can write on them with erasable markers. You can write a note on the card sharing what you noticed regarding the quality of the standard work.

A better suggestion is to gather the group together and explain your expectations regarding the quality of the standard work. Don’t single anyone out. Chances are you don’t know who exactly completed the standard work.

Coaching cards are there to provide coaching opportunities and they are not meant to be punitive. Share your expectations. Show employees what you expect.

Coaching cards will have a dramatic impact on the success of your sustain activities. They are a fantastic tool to ensure items such as 6S and TPM get accomplished daily. Easy to deploy and use they will help you sustain the Lean basics!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

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Schedule a free 1/2 call with Tom Reed.

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Follow me on Twitter@dailyleancoach

Join me on Last week I introduced the concept of a layered approach to support your sustain efforts. This week I want to go into more depth on coaching cards.

First, let’s do a re-cap. The three layers of support are coaching cards, leader standard work, and management or Gemba walks. Each layer supports the layer above it.

Coaching cards, called Kamishibai cards in Japanese facilities are small elements of standard work for team members to complete each day. The tasks can range from 6S to TPM activities or anything that you want team members to accomplish each day or shift.

You can have team members conduct activities multiple times per shift if required. Coaching cards provide the area leader with a visual signal that the standard work has been completed.

Coaching cards have a red end and a green end. You can also use a red side and a green side. When the standard work is complete by the operator, he/she places the card on the coaching cardboard.

If they complete all of the standard work, they place the green end or green side up. If they aren’t able to complete the standard work, they place the red end or red side up.

As a department leader, you can visually see the status of completion when you walk by. The red or green end shares the status with you immediately. As a leader, you don’t have to track down employees to ask questions.

Here is where the coaching aspect comes in. You walk by your department where coaching cards are displayed. They all are hanging with the green end up. This is the signal that all of the standard work has been completed.

On you walk through the department you notice some tools haven’t been put in the designated spaces where they belong. Yet the coaching card shows the 6S activity is complete. What do you do?

This is a coaching opportunity with the employees of the area. Take the coaching card and turn the red end up. I coach companies to laminate them so you can write on them with erasable markers. You can write a note on the card sharing what you noticed regarding the quality of the standard work.

A better suggestion is to gather the group together and explain your expectations regarding the quality of the standard work. Don’t single anyone out. Chances are you don’t know who exactly completed the standard work.

Coaching cards are there to provide coaching opportunities and they are not meant to be punitive. Share your expectations. Show employees what you expect.

Coaching cards will have a dramatic impact on the success of your sustain activities. They are a fantastic tool to ensure items such as 6S and TPM get accomplished daily. Easy to deploy and use they will help you sustain the Lean basics!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>63c6455c-0c48-42eb-b28f-5265492c7f6cWed, 17 Jun 2020 04:00:00 -070004:08nofull85Tom Reed: Lean Enthusiast & President of American LeanFour Tips to Build a Proactive CultureMany company cultures are reactive. People love firefighting. Something happens and then everyone reacts to what happened. Decisions are made with little data collection. I’m sure your company isn’t like that but in case you are, here are four tips to build a proactive culture.

1. Establish the company Lean Management System

When you operate without a Lean Management System it is like trying to run a computer without an operating system. Employees aren’t aligned with what matters to the organization.

Using a Lean Management System helps guide everyone’s decision making. It reflects the True North of the company. Everyone knows when deciding if it supports the Lean Management System it will support the company culture.

2. Hold daily communication meetings

Just last week, I was maturing the communication process with a machine shop. They began having daily meetings in the departments. The next step was to follow standard work for the communication meetings.

Holding daily 10-15 minute communication meetings is a great first step to becoming less reactive. Begin by asking each employee if they have any safety issues. Then ask if they have any quality issues.

Make each employee answer verbally, yes, or no. Initially, they may not offer much, but as time moves forward, they will share safety and quality issues that you can take care of. Collecting this information goes a long way in helping you build a proactive culture.

3. Introduce problem resolution activities to the meetings

After about three to six months of conducting daily meetings, introduce problem resolution activities to the daily meetings. This is referred to as daily problem-solving.

Begin the process by conducting a Pareto analysis on the quality issues within the department or area. I suggest starting with the most frequent issue first.

Collect data to better understand the current condition. Develop a hypothesis of why you think the issue is occurring. Brainstorm improvement ideas. Develop a challenge to reduce the quality issue by a certain timeframe.

Then follow a Plan, Do, Check, Act (PDCA) process. Establish what you want to trial. Conduct the trials and learn what happens. If you get the results you are looking for, great! If not, conduct another set of trials and begin a new PDCA cycle.

4. Track everything on a communication board

As you deploy daily meetings and problem resolution activities, track everything on a communication board. This lets everyone know what is going on.

If you have maintenance issues that come up during a daily meeting, place the maintenance work order on the board so the employees know it is being taken care of.

Show your True North, the data collected and the PDCA cycles completed during the problem resolution. Place the meeting standard work on the board so that each meeting is identical within your company!

Using these four tips will help you build a consistent proactive culture across the entire organization.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Many company cultures are reactive. People love firefighting. Something happens and then everyone reacts to what happened. Decisions are made with little data collection. I’m sure your company isn’t like that but in case you are, here are four tips to build a proactive culture.

1. Establish the company Lean Management System

When you operate without a Lean Management System it is like trying to run a computer without an operating system. Employees aren’t aligned with what matters to the organization.

Using a Lean Management System helps guide everyone’s decision making. It reflects the True North of the company. Everyone knows when deciding if it supports the Lean Management System it will support the company culture.

2. Hold daily communication meetings

Just last week, I was maturing the communication process with a machine shop. They began having daily meetings in the departments. The next step was to follow standard work for the communication meetings.

Holding daily 10-15 minute communication meetings is a great first step to becoming less reactive. Begin by asking each employee if they have any safety issues. Then ask if they have any quality issues.

Make each employee answer verbally, yes, or no. Initially, they may not offer much, but as time moves forward, they will share safety and quality issues that you can take care of. Collecting this information goes a long way in helping you build a proactive culture.

3. Introduce problem resolution activities to the meetings

After about three to six months of conducting daily meetings, introduce problem resolution activities to the daily meetings. This is referred to as daily problem-solving.

Begin the process by conducting a Pareto analysis on the quality issues within the department or area. I suggest starting with the most frequent issue first.

Collect data to better understand the current condition. Develop a hypothesis of why you think the issue is occurring. Brainstorm improvement ideas. Develop a challenge to reduce the quality issue by a certain timeframe.

Then follow a Plan, Do, Check, Act (PDCA) process. Establish what you want to trial. Conduct the trials and learn what happens. If you get the results you are looking for, great! If not, conduct another set of trials and begin a new PDCA cycle.

4. Track everything on a communication board

As you deploy daily meetings and problem resolution activities, track everything on a communication board. This lets everyone know what is going on.

If you have maintenance issues that come up during a daily meeting, place the maintenance work order on the board so the employees know it is being taken care of.

Show your True North, the data collected and the PDCA cycles completed during the problem resolution. Place the meeting standard work on the board so that each meeting is identical within your company!

Using these four tips will help you build a consistent proactive culture across the entire organization.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>7a7af0ed-0a3c-4a0e-bfd9-c9fc0bdd72d8Tue, 16 Jun 2020 04:00:00 -070004:35nofull84Tom Reed: Lean Enthusiast & President of American LeanIt's Physical Distancing not Social Distancing- Don't Leave Your Employees on an IslandGiven everything that is going on right now with the Covid19 pandemic, you are urged to wear a mask and keep six feet away from other people to stop the spread of the virus. Unfortunately, this gained the name of Social Distancing. In reality, what is being suggested is physical distancing.

As a leader, you must encourage social interaction amongst your employees even if they have to stay six feet apart. Here are three tips you can use as a leader to encourage social interaction, not social distancing.

1. Schedule 10-15 minute calls with your employees

There is so much change going on and it may be hard for many of your employees to adapt to the change. Realize that two months- sixty days ago they were working next to their co-workers and friends. Then they were told to go home. What??? They are socially distancing from their co-workers, not working shoulder to shoulder with them.

Many people need daily interaction with their co-workers. They are not used to working at home. It is lonely. They are balancing the needs of their family and children along with work. Yes, many companies are learning that their employees can work at home without losing productivity, but is from the perspective of the company, not the employee.

Take 2 hours during the week and set up back-to-back Zoom calls with your employees. Don’t focus on how they are doing with work, ask how they are doing adapting to the new environment. Find out if there are any barriers that you can remove as a leader. Learn about any hobbies they might have. Are there new activities they have begun during the pandemic?

2. Have open and honest communication

I’ve spoken about this in previous blogs, but the human mind does not like uncertainty. Our mind develops all kinds of worse case scenarios even though only about 4% of what we worry about ever happens.

Lacking information, employees will develop doom day scenarios. Even if what you know is imperfect, share information with them. Frame it from the backdrop of “Here’s what I know at this minute. Could things change, yes.”

3. Limit your social media intake

That may sound counter-intuitive since I’m suggesting you increase your social interaction with your employees. Some horrendous things are occurring in the US right now. It’s hard to keep a positive mind-set and be a positive role model when you are inundated with doom and gloom 24-7.

I think it is fine to spend a little time catching up but we consume social media that reaffirms our beliefs. Your company and your employees need you to be a strong leader right now.

Focus upon leading to the best of your ability and doing whatever you can to keep your company moving forward and your employees engaged. That is a lot of heavy lifting. It’s important to focus on the important aspects of running your business and leave the negative commentary to others.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Given everything that is going on right now with the Covid19 pandemic, you are urged to wear a mask and keep six feet away from other people to stop the spread of the virus. Unfortunately, this gained the name of Social Distancing. In reality, what is being suggested is physical distancing.

As a leader, you must encourage social interaction amongst your employees even if they have to stay six feet apart. Here are three tips you can use as a leader to encourage social interaction, not social distancing.

1. Schedule 10-15 minute calls with your employees

There is so much change going on and it may be hard for many of your employees to adapt to the change. Realize that two months- sixty days ago they were working next to their co-workers and friends. Then they were told to go home. What??? They are socially distancing from their co-workers, not working shoulder to shoulder with them.

Many people need daily interaction with their co-workers. They are not used to working at home. It is lonely. They are balancing the needs of their family and children along with work. Yes, many companies are learning that their employees can work at home without losing productivity, but is from the perspective of the company, not the employee.

Take 2 hours during the week and set up back-to-back Zoom calls with your employees. Don’t focus on how they are doing with work, ask how they are doing adapting to the new environment. Find out if there are any barriers that you can remove as a leader. Learn about any hobbies they might have. Are there new activities they have begun during the pandemic?

2. Have open and honest communication

I’ve spoken about this in previous blogs, but the human mind does not like uncertainty. Our mind develops all kinds of worse case scenarios even though only about 4% of what we worry about ever happens.

Lacking information, employees will develop doom day scenarios. Even if what you know is imperfect, share information with them. Frame it from the backdrop of “Here’s what I know at this minute. Could things change, yes.”

3. Limit your social media intake

That may sound counter-intuitive since I’m suggesting you increase your social interaction with your employees. Some horrendous things are occurring in the US right now. It’s hard to keep a positive mind-set and be a positive role model when you are inundated with doom and gloom 24-7.

I think it is fine to spend a little time catching up but we consume social media that reaffirms our beliefs. Your company and your employees need you to be a strong leader right now.

Focus upon leading to the best of your ability and doing whatever you can to keep your company moving forward and your employees engaged. That is a lot of heavy lifting. It’s important to focus on the important aspects of running your business and leave the negative commentary to others.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>77b6a558-ff76-4c62-8d2d-4238492b7ea6Mon, 15 Jun 2020 04:00:00 -070004:18nofull83Tom Reed: Lean Enthusiast & President of American LeanImplementing Flow Lines Saves $200K and Increases Throughput by 30%One of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode eighty-two of the American Lean Weekday podcast

Geater Machining and Manufacturing is headquartered in Independence, Iowa. They employ roughly 500 employees in their world class machine shop. 

These are some key points taken from my interview with the Manager of Finishing Operations, Ashley Osbourne.

Ashley manages five departments at Geater that prep parts, paint parts, de-prep parts, and mark or screen print parts. She also manages the in-house chemical line and the powder coat area.

1.  “When we did our first Rapid Improvement Event we were 600-800 hours behind in the paint department. Analyzing the top paint usage we separated the booths, reduced change over time and installed In-Process-Kanbans or IPK’s to keep work moving to the painters.”

2. “Then the bottleneck moved to our preparation operations. We had to do something there to keep up.”

3.  We implemented flow lines for the de-prep operations. This was a huge culture shift. Employees went from working on one job at a time but doing the whole job, to only doing their part as part of the line. 

4. “Out least experienced operator did the simplest job, then the next most experienced operator did the paint knifing, then the most experienced operator does the paint touch-up. This also made our training much easier.”

5. “The results from 2018 to 2019 were that we reduced the rework hours from 6300 a year to 2600 hours a year. Our re-work cost went from $385,000 to $186,000 which is a $200,000 reduction.”

6. “Get management aligned, then attack your most pressing problems. It’s also important to get employee buy-in.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode eighty-two of the American Lean Weekday podcast

Geater Machining and Manufacturing is headquartered in Independence, Iowa. They employ roughly 500 employees in their world class machine shop. 

These are some key points taken from my interview with the Manager of Finishing Operations, Ashley Osbourne.

Ashley manages five departments at Geater that prep parts, paint parts, de-prep parts, and mark or screen print parts. She also manages the in-house chemical line and the powder coat area.

1.  “When we did our first Rapid Improvement Event we were 600-800 hours behind in the paint department. Analyzing the top paint usage we separated the booths, reduced change over time and installed In-Process-Kanbans or IPK’s to keep work moving to the painters.”

2. “Then the bottleneck moved to our preparation operations. We had to do something there to keep up.”

3.  We implemented flow lines for the de-prep operations. This was a huge culture shift. Employees went from working on one job at a time but doing the whole job, to only doing their part as part of the line. 

4. “Out least experienced operator did the simplest job, then the next most experienced operator did the paint knifing, then the most experienced operator does the paint touch-up. This also made our training much easier.”

5. “The results from 2018 to 2019 were that we reduced the rework hours from 6300 a year to 2600 hours a year. Our re-work cost went from $385,000 to $186,000 which is a $200,000 reduction.”

6. “Get management aligned, then attack your most pressing problems. It’s also important to get employee buy-in.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>3c017b35-9d13-4c9d-93e6-4a3e041c3089Fri, 12 Jun 2020 04:00:00 -070009:36nofull82Tom Reed: Lean Enthusiast & President of American LeanDid You Know there is an Industry 5.0?It seems like we are just learning about Industry 4.0 and the enablers that will impact that digital transformation. Now companies are discussing what Industry 5.0 looks like.

Earlier in the year, I talked about the use of cobots to support Industry 4.0. Industry 5.0 is based on humans and robots working together in close proximity. Given the advances in sensors, cobots no longer need to be kept in a cage away from humans.

Smart sensors deployed on a cobot allow the cobot to work directly on an assembly line alongside human counterparts. Some of the smaller cobots only weigh 30 pounds and can handle about 6 pounds of material. These cobots can complete tasks such as screwing screws or tightening bolts into place. Tasks typically completed by humans today.

Larger cobots can handle activities like machine tending, packaging, material handling and driving larger screws and tightening bolts. Given a large variety of grippers, they can handle many tasks.

How will this drive Industry 5.0?

1. They will be deployed to improve the customization of mass-produced products

Imagine if Sony 3D printed the outer case of a PS5. Yes, the new Playstation due at any time from Sony. What if you were giving this as a Holiday gift and wanted to engrave a personal note on the outer case. A Cobot could handle engraving unit after unit with each note being unique.

No setup required. Customer units could be kicked off the production line and a cobot could add the customization and the unit could be added back to the production line to continue its journey into a box.

2. Product Inspection

Cobots can be used as the primary inspection tool for products and suspect units can be routed to an employee for further verification. They could be deployed alongside employees in a line and using vision sensors ensure that the employee completed the work required at their operation.

Product assembly errors are dramatically reduced when a cobot is part of a check, do, check scenario.

3. Deburring and CNC machine tending

What would happen in your machine shop if a cobot could unload machined parts from a CNC machine, deburr the parts and then neatly stack them for movement to the next machining operation?

Advances in deburring flat and rough surfaces are happening at a rapid pace. Having a cobot arm next to the machinist would allow the machinist to monitor and manage additional machines.

Reducing deburr operations means there is less “blending” of a surface that a talented deburr operator needs to accomplish. They can focus on completing more complicated deburr work that the cobot can’t complete.

In Industry 5.0 your co-worker might not want to go out after work for beers, but it will help you get more done and make your work a whole lot easier!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on It seems like we are just learning about Industry 4.0 and the enablers that will impact that digital transformation. Now companies are discussing what Industry 5.0 looks like.

Earlier in the year, I talked about the use of cobots to support Industry 4.0. Industry 5.0 is based on humans and robots working together in close proximity. Given the advances in sensors, cobots no longer need to be kept in a cage away from humans.

Smart sensors deployed on a cobot allow the cobot to work directly on an assembly line alongside human counterparts. Some of the smaller cobots only weigh 30 pounds and can handle about 6 pounds of material. These cobots can complete tasks such as screwing screws or tightening bolts into place. Tasks typically completed by humans today.

Larger cobots can handle activities like machine tending, packaging, material handling and driving larger screws and tightening bolts. Given a large variety of grippers, they can handle many tasks.

How will this drive Industry 5.0?

1. They will be deployed to improve the customization of mass-produced products

Imagine if Sony 3D printed the outer case of a PS5. Yes, the new Playstation due at any time from Sony. What if you were giving this as a Holiday gift and wanted to engrave a personal note on the outer case. A Cobot could handle engraving unit after unit with each note being unique.

No setup required. Customer units could be kicked off the production line and a cobot could add the customization and the unit could be added back to the production line to continue its journey into a box.

2. Product Inspection

Cobots can be used as the primary inspection tool for products and suspect units can be routed to an employee for further verification. They could be deployed alongside employees in a line and using vision sensors ensure that the employee completed the work required at their operation.

Product assembly errors are dramatically reduced when a cobot is part of a check, do, check scenario.

3. Deburring and CNC machine tending

What would happen in your machine shop if a cobot could unload machined parts from a CNC machine, deburr the parts and then neatly stack them for movement to the next machining operation?

Advances in deburring flat and rough surfaces are happening at a rapid pace. Having a cobot arm next to the machinist would allow the machinist to monitor and manage additional machines.

Reducing deburr operations means there is less “blending” of a surface that a talented deburr operator needs to accomplish. They can focus on completing more complicated deburr work that the cobot can’t complete.

In Industry 5.0 your co-worker might not want to go out after work for beers, but it will help you get more done and make your work a whole lot easier!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>2a52ebb3-14c6-4c5f-b534-3ef46de8c4b7Thu, 11 Jun 2020 04:00:00 -070004:59nofull81Tom Reed: Lean Enthusiast & President of American LeanIntroducing the Three Levels of SustainOne of the many questions I receive from companies on their Lean transformation is “These Rapid Improvement Events are great but how do we sustain the gains we make?” The answer is to cascade your sustain efforts using three levels of sustain!

You might believe sustain is only done at the operator or team member level. You know, it’s the fifth S in 6S. Nothing could be further from the truth. There are levels of sustain that are the responsibility of supervisors or leads and upper management. These are besides what team members complete.

Over the next three weeks we will go into more depth regarding each level, but here is a brief introduction.

1. Operator Coaching Cards

These are elements of standard work that we want the team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Preventive maintenance items can also be included on a coaching card. Are there small elements of Preventive Maintenance that you want operators to complete each day? Are there oil levels that they should check and fill? Elements of a machine that need to be greased every day or once a week? Are there filters that need changed or settings that need to be checked? These are small elements of Preventive Maintenance that we can ask operators to complete using a coaching card.

2. Leader Standard Work

This is the next layer in our three levels of sustain. Leader standard work is just like it sounds. These are activities that the supervisor or area lead should complete each day.

For a supervisor, these will be less task-driven and more process-driven. Take a walk through the area five times a day. Hold a daily stand-up meeting. Watch the shift start-up process.

Prepare tomorrow’s labor plan. Measure hourly production. Monitor and observe the coaching card completion. Monitor in-process Kanban discipline. These are all activities that a supervisor can monitor daily.

3. Management (Gemba) Walks

Since I began implementing Lean in the 1980s. We used to call it management by walking around. That activity is now referred to as a Gamba walk. Roughly translated, Gemba means to go to where the value is added. This is the top-level in the three levels of sustain.

I coach companies to conduct their management walks once a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening.

You can start your Management walk in your Lean Promotion Office to review the metrics of the business and the status of your Lean transformation.

From there develop standard work- a standard path the leadership team follows on the walk. Visit every department or area of your business and don’t forget the office processes.

Stop at each department's performance board. Ask questions. Decide on the spot. Identify further action items that need to be taken in each area. Add those to your management walk notes. Review the activity of the Leader Standard Work and the coaching cards.

I have seen management teams replace long monthly meetings with ½ hour management walks and make better decisions throughout the business! Next week, I will cover coaching cards in depth.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are One of the many questions I receive from companies on their Lean transformation is “These Rapid Improvement Events are great but how do we sustain the gains we make?” The answer is to cascade your sustain efforts using three levels of sustain!

You might believe sustain is only done at the operator or team member level. You know, it’s the fifth S in 6S. Nothing could be further from the truth. There are levels of sustain that are the responsibility of supervisors or leads and upper management. These are besides what team members complete.

Over the next three weeks we will go into more depth regarding each level, but here is a brief introduction.

1. Operator Coaching Cards

These are elements of standard work that we want the team members to complete each day within their work area. This is a great way to sustain your 6S. You can put the elements you want to be completed each day on a coaching card.

Preventive maintenance items can also be included on a coaching card. Are there small elements of Preventive Maintenance that you want operators to complete each day? Are there oil levels that they should check and fill? Elements of a machine that need to be greased every day or once a week? Are there filters that need changed or settings that need to be checked? These are small elements of Preventive Maintenance that we can ask operators to complete using a coaching card.

2. Leader Standard Work

This is the next layer in our three levels of sustain. Leader standard work is just like it sounds. These are activities that the supervisor or area lead should complete each day.

For a supervisor, these will be less task-driven and more process-driven. Take a walk through the area five times a day. Hold a daily stand-up meeting. Watch the shift start-up process.

Prepare tomorrow’s labor plan. Measure hourly production. Monitor and observe the coaching card completion. Monitor in-process Kanban discipline. These are all activities that a supervisor can monitor daily.

3. Management (Gemba) Walks

Since I began implementing Lean in the 1980s. We used to call it management by walking around. That activity is now referred to as a Gamba walk. Roughly translated, Gemba means to go to where the value is added. This is the top-level in the three levels of sustain.

I coach companies to conduct their management walks once a month with the leadership team. This gets everyone out of the offices and to the shop floor to “see” what is happening.

You can start your Management walk in your Lean Promotion Office to review the metrics of the business and the status of your Lean transformation.

From there develop standard work- a standard path the leadership team follows on the walk. Visit every department or area of your business and don’t forget the office processes.

Stop at each department's performance board. Ask questions. Decide on the spot. Identify further action items that need to be taken in each area. Add those to your management walk notes. Review the activity of the Leader Standard Work and the coaching cards.

I have seen management teams replace long monthly meetings with ½ hour management walks and make better decisions throughout the business! Next week, I will cover coaching cards in depth.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>6ed2d7a1-55cd-4bf8-a541-e1f379f525e9Wed, 10 Jun 2020 04:00:00 -070005:15nofull80How is your company doing on sustaining your Lean efforts? Lean how to improve using three levels of sustain in this podcast!Tom Reed: Lean Enthusiast & President of American LeanHow to Build High-Performance TeamsMuch of your Lean transformation will be driven by employee engagement and teams. Value Stream Mapping teams. Rapid Improvement teams. TPM teams. 6S teams. Safety teams. Problem-solving teams. People working closely together on teams to make a positive change within your business. Here are tips to build high-performance teams.

1. Provide clarity and measurements for the team

For a team to perform at a high level, everyone on the team needs to know what they are there to accomplish. Think about teams that win championships. They don’t set out at the beginning of the year to be .500. They set out with the clarity to win the championship.

These teams measure metrics along the way and make changes based upon what the metrics tell them. Success starts with a team and a project charter. Be very clear on what success looks like for the team from day one. Make sure everyone on the team knows the metrics they are being measured against. Employees like to know what the score is and where they stand. Provide them with that information.

2. Identify the top five skills that will lead to success

What are the five critical skills you need on the team to win? Establishing teams that are entirely homogenous will not produce enough tension amongst the team to push each other.

If you are undertaking a software coding project do you think everyone on the team needs to be a coder? Someone needs to manage deliverables. Someone else needs to communicate between the coders and the end-user. Make a list of the top skills required to build high-performance teams.

3. Look for team members that are humble, hungry and smart

Team dynamics will drive whether the team is successful. Realize that every team will go through the four stages of forming, storming, norming, and performing. Choosing team members with high emotional intelligence and a servant leader mindset will enable the group to move through these four stages quickly.

If possible, have employees on the team you have identified as high potential employees and gauge how well they work with others. This is a great avenue for testing their people skills. They might be hungry but they also need to fit the culture and work toward the greater good of the organization.

Finally, if you want to build a high-performance team, you’ll need some high-performance people on it. Make sure they are smart in the areas you are trying to impact, not just book smart.

4. Establish the participation period

Some teams will come together for a specific purpose like a Rapid Improvement Event and then disband. Other teams will meet regularly to support more global business activities like safety, 6S, and TPM.

If the teams are taking on the global business activities, set a roll-off time frame for team members. Maybe everyone takes part for a minimum of nine months. Then you replace one team member each quarter after that.

Establish the rules upfront so that everyone knows the expectations and keeps their energy and excitement high when taking part. Having worked with hundreds of teams, I know that if you follow these suggestions, you will build high-performance teams and your improvement will soar!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Much of your Lean transformation will be driven by employee engagement and teams. Value Stream Mapping teams. Rapid Improvement teams. TPM teams. 6S teams. Safety teams. Problem-solving teams. People working closely together on teams to make a positive change within your business. Here are tips to build high-performance teams.

1. Provide clarity and measurements for the team

For a team to perform at a high level, everyone on the team needs to know what they are there to accomplish. Think about teams that win championships. They don’t set out at the beginning of the year to be .500. They set out with the clarity to win the championship.

These teams measure metrics along the way and make changes based upon what the metrics tell them. Success starts with a team and a project charter. Be very clear on what success looks like for the team from day one. Make sure everyone on the team knows the metrics they are being measured against. Employees like to know what the score is and where they stand. Provide them with that information.

2. Identify the top five skills that will lead to success

What are the five critical skills you need on the team to win? Establishing teams that are entirely homogenous will not produce enough tension amongst the team to push each other.

If you are undertaking a software coding project do you think everyone on the team needs to be a coder? Someone needs to manage deliverables. Someone else needs to communicate between the coders and the end-user. Make a list of the top skills required to build high-performance teams.

3. Look for team members that are humble, hungry and smart

Team dynamics will drive whether the team is successful. Realize that every team will go through the four stages of forming, storming, norming, and performing. Choosing team members with high emotional intelligence and a servant leader mindset will enable the group to move through these four stages quickly.

If possible, have employees on the team you have identified as high potential employees and gauge how well they work with others. This is a great avenue for testing their people skills. They might be hungry but they also need to fit the culture and work toward the greater good of the organization.

Finally, if you want to build a high-performance team, you’ll need some high-performance people on it. Make sure they are smart in the areas you are trying to impact, not just book smart.

4. Establish the participation period

Some teams will come together for a specific purpose like a Rapid Improvement Event and then disband. Other teams will meet regularly to support more global business activities like safety, 6S, and TPM.

If the teams are taking on the global business activities, set a roll-off time frame for team members. Maybe everyone takes part for a minimum of nine months. Then you replace one team member each quarter after that.

Establish the rules upfront so that everyone knows the expectations and keeps their energy and excitement high when taking part. Having worked with hundreds of teams, I know that if you follow these suggestions, you will build high-performance teams and your improvement will soar!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

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]]>1ff2a5b1-5d72-43cf-b251-9cda96623a13Tue, 09 Jun 2020 04:00:00 -070004:34nofull79Tom Reed: Lean Enthusiast & President of American LeanLevel Five Leadership in LeanLevel Five Leadership: The Pinnacle

Whether we are talking about a businessman, a football coach, or a teacher; there is one thing they all have in common…they are leaders. But what level of leadership are they? How do they treat their employees? What do they think about results and deadlines?

Every leader operates at his/her level. According to John C. Maxwell, there are five levels. In his book, “The 5 Levels of Leadership,” he describes five leadership levels that lead to a phase of leadership maturity. For the past few weeks, we have looked at the other four leadership levels. In this blog post on this topic, we discuss Level 5: The Pinnacle.

A leader who reaches Level five is rare. Not only is leadership at this level a culmination of leading well on the other four levels, but it also requires high skill and some natural leadership ability. It takes a lot to develop other leaders so they reach Level 4; that’s what Level 5 leaders do. The individuals who reach Level 5 lead so well for so long that they create a legacy of leadership in the organization they serve. Think of the reverence Jack Welch used to receive.

Pinnacle leaders stand out from everyone else. They are a cut above, and they bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

In a Lean Enterprise Institute blog on Lean Leadership, Jim Womack (2006) said that every organization must address the 3Ps: purpose, processes, and people. He believes that most organizations struggle because the purpose is not defined, the processes are not specified, and the people are not engaged. In his view, these 3Ps are the responsibility of the leaders and managers of Lean organizations.

Womack further believes that one problem in traditional organizations is that leaders tend to have a vertical focus, and managers think vertically to optimize their area, department, or function.

Lean managers think horizontally, in the direction that value flows through the organization. A level 5 leader in a Lean organization can quickly:

• Assess the gaps in their leadership systems and organizational structure that need to be addressed to allow the culture of problem-solving and continuous improvement to develop.
• Identify core behaviors and practices that characterize lean leaders.
• Clarify their role as a leadership change agent.
• Develop an action plan that addresses identified gaps.

Most leaders who reach the Pinnacle do so later in their careers. This level is not a resting place for leaders to stop and view their success. It is a reproducing place from which they make the greatest impact on their lives. That’s why leaders who reach the Pinnacle should make the most of it while they can. With gratitude and humility, they should lift as many leaders as they can, tackle as many great challenges as possible, and extend their influence to make a positive difference beyond their organization and industry.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 5

• I can name several specific people whom I have encouraged to speak hard truths to me, and they do.
• I am using my influence to instill values in my organization.
• The course of my organization is set by me or by a team of which I am a part.
• I have developed many leaders who are developers of leaders.
• I enjoy the interaction and...]]>Level Five Leadership: The Pinnacle

Whether we are talking about a businessman, a football coach, or a teacher; there is one thing they all have in common…they are leaders. But what level of leadership are they? How do they treat their employees? What do they think about results and deadlines?

Every leader operates at his/her level. According to John C. Maxwell, there are five levels. In his book, “The 5 Levels of Leadership,” he describes five leadership levels that lead to a phase of leadership maturity. For the past few weeks, we have looked at the other four leadership levels. In this blog post on this topic, we discuss Level 5: The Pinnacle.

A leader who reaches Level five is rare. Not only is leadership at this level a culmination of leading well on the other four levels, but it also requires high skill and some natural leadership ability. It takes a lot to develop other leaders so they reach Level 4; that’s what Level 5 leaders do. The individuals who reach Level 5 lead so well for so long that they create a legacy of leadership in the organization they serve. Think of the reverence Jack Welch used to receive.

Pinnacle leaders stand out from everyone else. They are a cut above, and they bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

In a Lean Enterprise Institute blog on Lean Leadership, Jim Womack (2006) said that every organization must address the 3Ps: purpose, processes, and people. He believes that most organizations struggle because the purpose is not defined, the processes are not specified, and the people are not engaged. In his view, these 3Ps are the responsibility of the leaders and managers of Lean organizations.

Womack further believes that one problem in traditional organizations is that leaders tend to have a vertical focus, and managers think vertically to optimize their area, department, or function.

Lean managers think horizontally, in the direction that value flows through the organization. A level 5 leader in a Lean organization can quickly:

• Assess the gaps in their leadership systems and organizational structure that need to be addressed to allow the culture of problem-solving and continuous improvement to develop.
• Identify core behaviors and practices that characterize lean leaders.
• Clarify their role as a leadership change agent.
• Develop an action plan that addresses identified gaps.

Most leaders who reach the Pinnacle do so later in their careers. This level is not a resting place for leaders to stop and view their success. It is a reproducing place from which they make the greatest impact on their lives. That’s why leaders who reach the Pinnacle should make the most of it while they can. With gratitude and humility, they should lift as many leaders as they can, tackle as many great challenges as possible, and extend their influence to make a positive difference beyond their organization and industry.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 5

• I can name several specific people whom I have encouraged to speak hard truths to me, and they do.
• I am using my influence to instill values in my organization.
• The course of my organization is set by me or by a team of which I am a part.
• I have developed many leaders who are developers of leaders.
• I enjoy the interaction and friendship of a small circle of leaders with whom I am taking the leadership journey.
• I am still at the top of my game, and the positive impact I am making is strong.
• I can name at least one person who would be ready to step in and take my place should I leave my current position.
• I influence outside of my organization.
• People from outside of my specific industry seek me out for leadership advice.
• I am using my influence and resources for causes greater than myself or my organization.

In leadership, you are only as good as the lowest level you’ve mastered. I want to remind you that even if you scored high in one of the higher levels (see the self-assessment in my previous blogs) if you scored poor on a lower level, your leadership is on that lower level. That is where you will need to give your attention when working with people to improve your leadership ability.

¹ The 5 Levels of Leadership, John Maxwell

As always it is an honor serving you and I hope that you and your company are getting better every day!

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Schedule a free 1/2 call with Tom Reed.

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]]>40e209a6-8736-41ff-9caf-274eff0e5fdbMon, 08 Jun 2020 04:00:00 -070005:42nofull78Tom Reed: Lean Enthusiast & President of American LeanElkay Manufacturing Improves their Supply Chain with LeanOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode seventy-seven of the American Lean Weekday podcast. Ron shares how Elkay improves its supply chain with Lean.

Elkay Manufacturing is headquartered in Downers Grove, Illinois, and is celebrating its 100^th anniversary this year! They employ roughly 3,500 employees across 29 locations worldwide.

These are some key points taken from my interview with the Global Supplier Quality Manager, Ron Gamboa.

I was fortunate to mentor Ron when he was a co-op student at my alma mater- the University of Cincinnati. I was a consultant at an MEP and he was the first co-op student we ever hired. He set the bar high for students after him! He was sharp then and continues to improve organizations with his knowledge and skills.

1. We take a larger view when working with our Asian suppliers. It’s more than getting more widgets per hour. We want to develop them for the long term. Elkay improves its supply chain in Asia.
2. “It has taken one to two years to build up the level of trust with one key supplier, but it had paid benefits.”
3. We have dedicated Continuous Improvement teams using Value Stream Mapping to re-optimize some of our key processes.
4. “We noticed we were taking short-cuts in some of our processes. We should take the opportunity to remove the waste and make those processes more efficient.”
5. We have focused on office processes to eliminate time. Up to 40% of your lead time can be a result of inefficient office processes.
6. “Take baby steps. Put in place trust, communication, transparency, and knowledge and your change efforts will be a lot easier!”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode seventy-seven of the American Lean Weekday podcast. Ron shares how Elkay improves its supply chain with Lean.

Elkay Manufacturing is headquartered in Downers Grove, Illinois, and is celebrating its 100^th anniversary this year! They employ roughly 3,500 employees across 29 locations worldwide.

These are some key points taken from my interview with the Global Supplier Quality Manager, Ron Gamboa.

I was fortunate to mentor Ron when he was a co-op student at my alma mater- the University of Cincinnati. I was a consultant at an MEP and he was the first co-op student we ever hired. He set the bar high for students after him! He was sharp then and continues to improve organizations with his knowledge and skills.

1. We take a larger view when working with our Asian suppliers. It’s more than getting more widgets per hour. We want to develop them for the long term. Elkay improves its supply chain in Asia.
2. “It has taken one to two years to build up the level of trust with one key supplier, but it had paid benefits.”
3. We have dedicated Continuous Improvement teams using Value Stream Mapping to re-optimize some of our key processes.
4. “We noticed we were taking short-cuts in some of our processes. We should take the opportunity to remove the waste and make those processes more efficient.”
5. We have focused on office processes to eliminate time. Up to 40% of your lead time can be a result of inefficient office processes.
6. “Take baby steps. Put in place trust, communication, transparency, and knowledge and your change efforts will be a lot easier!”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>349724f2-d617-4732-acbd-c1f0d476cf52Fri, 05 Jun 2020 04:00:00 -070010:29nofull77Tom Reed: Lean Enthusiast & President of American LeanDoes your Company have Enough Industry 4.0 Skills?As the COVID-19 pandemic continues to change the face of business and manufacturing as we used to know it, the pressure to increase the use of technology will increase. That might be great if you are making the robots or automated material handling equipment used in warehouses, your demand will increase, but what about the end-user? Does your company have enough Industry 4.0 skills to take advantage of this opportunity?

Will companies find the talent to deploy new technology? Who will service these machines as they eventually need preventive maintenance or repair? Who will set them up in your shop? How will you manage the communication across 5G networks so this spendy, shiny new technology can communicate with each other?

During WWII we won the war because we mobilized our manufacturing base quickly and could train new factory workers quickly and efficiently. We accomplished that feat using a method call Training Within Industry or TWI.

By the end of the war, 16,500 companies and 1.6 million workers had trained in this method. Then it was deployed across Europe and Japan to help rebuild their infrastructures.

TWI comprises four elements- JI which is Job Instruction. JM which is Job Methods. JR- Job Relations and PD which is Program Development. Program development is the overall development of a TWI training program.

Job relations, as it sounds, trained supervisors how to deal with employees fairly and effectively. Job Methods teaches employees how to evaluate the efficiency of their jobs and provide suggestions for improvement. Today that is called Lean.

Job Instruction is the largest effort of the four and trained experienced workers on how to break down jobs into defined steps. Coach the employee for some time until they are competent and then slowly remove the coaching.

This blog isn’t about TWI but to share that there are very old-school methods to train employees quickly on how to use very cutting edge technology.

Since the pressure and speed to adopt Industry 4.0 technologies will increase don’t fear you won’t be able to keep up. TWI is an excellent way to train your employees for the new century!

There is a non-profit organization called the Manufacturing Skills Standard Council (MSSC) that is releasing June 1, 2020 a certified production technician 4.0 certification for interested employees.

The training will cover Industry 4.0 enablers such as 5G, artificial intelligence, autonomous robots, additive manufacturing, data analytics, IIoT (Industrial Internet of Things), augmented reality, nanomanufacturing, and advanced materials.

I’m not associated with them but I came across them while researching this blog. If you have employees that are already technicians or are interested in up-skilling then you might want to share this information with them. I'm sure this training can provide your company with increased Industry 4.0 skills.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

As the COVID-19 pandemic continues to change the face of business and manufacturing as we used to know it, the pressure to increase the use of technology will increase. That might be great if you are making the robots or automated material handling equipment used in warehouses, your demand will increase, but what about the end-user? Does your company have enough Industry 4.0 skills to take advantage of this opportunity?

Will companies find the talent to deploy new technology? Who will service these machines as they eventually need preventive maintenance or repair? Who will set them up in your shop? How will you manage the communication across 5G networks so this spendy, shiny new technology can communicate with each other?

During WWII we won the war because we mobilized our manufacturing base quickly and could train new factory workers quickly and efficiently. We accomplished that feat using a method call Training Within Industry or TWI.

By the end of the war, 16,500 companies and 1.6 million workers had trained in this method. Then it was deployed across Europe and Japan to help rebuild their infrastructures.

TWI comprises four elements- JI which is Job Instruction. JM which is Job Methods. JR- Job Relations and PD which is Program Development. Program development is the overall development of a TWI training program.

Job relations, as it sounds, trained supervisors how to deal with employees fairly and effectively. Job Methods teaches employees how to evaluate the efficiency of their jobs and provide suggestions for improvement. Today that is called Lean.

Job Instruction is the largest effort of the four and trained experienced workers on how to break down jobs into defined steps. Coach the employee for some time until they are competent and then slowly remove the coaching.

This blog isn’t about TWI but to share that there are very old-school methods to train employees quickly on how to use very cutting edge technology.

Since the pressure and speed to adopt Industry 4.0 technologies will increase don’t fear you won’t be able to keep up. TWI is an excellent way to train your employees for the new century!

There is a non-profit organization called the Manufacturing Skills Standard Council (MSSC) that is releasing June 1, 2020 a certified production technician 4.0 certification for interested employees.

The training will cover Industry 4.0 enablers such as 5G, artificial intelligence, autonomous robots, additive manufacturing, data analytics, IIoT (Industrial Internet of Things), augmented reality, nanomanufacturing, and advanced materials.

I’m not associated with them but I came across them while researching this blog. If you have employees that are already technicians or are interested in up-skilling then you might want to share this information with them. I'm sure this training can provide your company with increased Industry 4.0 skills.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1687e12a-5cb9-40cf-9bd4-f1a1295f10b4Thu, 04 Jun 2020 04:00:00 -070004:46nofull76Tom Reed: Lean Enthusiast & President of American LeanSetting up Your Lean Promotion OfficeYour organization has developed current state and future state value stream maps. You have identified waste opportunities that exist and have laid out your quarterly Lean Game Plan. Now it is time to set up your Lean Promotion Office. This is the “war room” or headquarters for all your lean communication, planning, and Rapid Improvement Events.

I realize there are thousands of ways to set up a Lean Promotion Office but I would like to provide you with some examples I have seen work well.

1. Set it up in a Plan, Do, Check, Act format

Each wall can hold one activity of the Deming Wheel. On the plan wall, use your Vision elements, mission statement, and your lean management system. You can also include a DOWNTIME poster and PICK chart if you will hold rapid improvement events in this area.

2. Have supplies in the room for Value Stream mapping.

Have supplies such as markers and stickie notes for VSM’s as well. Make sure there is a roll of butcher paper on a holder. You can place a whiteboard on the wall which becomes your DO wall, but your Value Stream Maps might be bigger than what a whiteboard can hold.

3. On your Check wall show your A3’s or project charters.

For the projects in the works or upcoming in the next 90 days use a plastic holder on a wall and insert your project charters. If you have collected baseline data from a process or work area this is a great place to include that information.

This is also where you want to include your quarterly Lean Game Plan. This lets everyone in the organization know what Rapid Improvement Events are being held and when they are being held.

Depending upon how large your room is, you can include Rapid Improvement Event report outs. This adds another layer of communication and success sharing with the entire organization.

4. The Act wall includes items such as a problem resolution board, your top KPI’s, and the results from management (Gemba) walks.

Identify any open action items such as work orders, safety issues, decisions, and other actions that need to be taken.  Place the results from your monthly management walks on this board. If there is room, you can place Standard Work for Leader activities on this wall. This provides a visual reminder that the activites are being completed.

A lean promotion office is a must for any organization serious about true lean transformation. It is the hub for communication and information sharing. If possible, it should be used for Rapid Improvement Event activities. Being in a room specific to supporting lean activities drives home the importance of the transformation.

Dedicating a place where ideas can be shared, brainstorming occurs, and creativity happens will provide huge benefits to your company. As we continue with the Lean 101 series I will provide some pictures of Lean promotion offices that I have seen. Hopefully, it will inspire you for developing yours!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Your organization has developed current state and future state value stream maps. You have identified waste opportunities that exist and have laid out your quarterly Lean Game Plan. Now it is time to set up your Lean Promotion Office. This is the “war room” or headquarters for all your lean communication, planning, and Rapid Improvement Events.

I realize there are thousands of ways to set up a Lean Promotion Office but I would like to provide you with some examples I have seen work well.

1. Set it up in a Plan, Do, Check, Act format

Each wall can hold one activity of the Deming Wheel. On the plan wall, use your Vision elements, mission statement, and your lean management system. You can also include a DOWNTIME poster and PICK chart if you will hold rapid improvement events in this area.

2. Have supplies in the room for Value Stream mapping.

Have supplies such as markers and stickie notes for VSM’s as well. Make sure there is a roll of butcher paper on a holder. You can place a whiteboard on the wall which becomes your DO wall, but your Value Stream Maps might be bigger than what a whiteboard can hold.

3. On your Check wall show your A3’s or project charters.

For the projects in the works or upcoming in the next 90 days use a plastic holder on a wall and insert your project charters. If you have collected baseline data from a process or work area this is a great place to include that information.

This is also where you want to include your quarterly Lean Game Plan. This lets everyone in the organization know what Rapid Improvement Events are being held and when they are being held.

Depending upon how large your room is, you can include Rapid Improvement Event report outs. This adds another layer of communication and success sharing with the entire organization.

4. The Act wall includes items such as a problem resolution board, your top KPI’s, and the results from management (Gemba) walks.

Identify any open action items such as work orders, safety issues, decisions, and other actions that need to be taken.  Place the results from your monthly management walks on this board. If there is room, you can place Standard Work for Leader activities on this wall. This provides a visual reminder that the activites are being completed.

A lean promotion office is a must for any organization serious about true lean transformation. It is the hub for communication and information sharing. If possible, it should be used for Rapid Improvement Event activities. Being in a room specific to supporting lean activities drives home the importance of the transformation.

Dedicating a place where ideas can be shared, brainstorming occurs, and creativity happens will provide huge benefits to your company. As we continue with the Lean 101 series I will provide some pictures of Lean promotion offices that I have seen. Hopefully, it will inspire you for developing yours!

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>f51acbd8-c20d-4b97-b663-bf6f84d1f94dWed, 03 Jun 2020 04:00:00 -070004:06nofull75Tom Reed: Lean Enthusiast & President of American LeanTwo Reasons Why Change is HardWhy change is hard. I could give a short answer and say that it is because you have to work with people. Why are people so hard to deal with in making a change? It comes down to two things hard for people to deal with.

1. Uncertainty

The human mind doesn’t like uncertainty. It likes order and bases decisions on previous experiences. Which of these options gives you the most anxiety?

I am going to re-design your job. I am definitely going to re-design your job. I might or might not re-design your job.

In the first two scenarios, you know that something will happen. In the last scenario, you are unsure. That causes worry and anxiety.

Jack Nitsche a professor of psychology at the University of Wisconsin states “Uncertainty lays the groundwork for anxiety because anxiety is always future-oriented. The human brain has the capacity to imagine all the worst things that can happen.” The more uncertainty there is the more your mind will fixate on the worst-case scenario.

I suggest companies use a “no-layoff clause” because of Lean activities when they communicate with the workforce about a Lean transformation. Even if someone’s work may change, they will still be employed, and this helps ease worst-case scenario thinking.

2. Struggle

Have you been working in a part of the business that you know very well and can do your work without thinking too about how to do your work? Because of a Rapid Improvement Event, you now have to operate as a member of a larger team or as part of a cell.

Your work is changing. You’re asked to do things differently. This will require you to struggle for a bit until you learn the new methods.

People like to stay in their comfort zones. We all do. Moving out of our comfort zone is where real improvement takes place, but you will also struggle for a while until you get good at the new activity. That’s okay. Realize anyone who is a master was once a disaster.

I can remember years ago working with Stryker Medical and we developed a flow line that would increase the output of a product considerably. After the changes were made, there was an employee who was visibly upset as we moved to an assembly line process. Tears were involved. She thought I was an evil person for guiding this change.

Two weeks later when I visited the company, she was all smiles. She was back to her happy self. She even gave me a hug when I was ready to leave at the end of the week. She was proud of the attention that the new line was receiving. She was able to train others in the process. She had time to work through the struggle.

It’s important as the company makes changes to develop a ramp-up period for success. Realize that people will struggle until they get used to the new job duties. Develop job aids and standard work for employees to follow to ease the transition.

Conduct daily improvement meetings to gather feedback from employees impacted by the change. Work with them to gather their ideas to make even more improvements in the new process.

Listen to their concerns and act upon them. Employees have to know that their concerns are being heard and acted upon. Use tools like a continuous improvement action item list and place it in their work area so they know their concerns are being addressed.

If you work hard to remove uncertainty and help team members through their struggle, your change efforts will be much more successful!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

Why change is hard. I could give a short answer and say that it is because you have to work with people. Why are people so hard to deal with in making a change? It comes down to two things hard for people to deal with.

1. Uncertainty

The human mind doesn’t like uncertainty. It likes order and bases decisions on previous experiences. Which of these options gives you the most anxiety?

I am going to re-design your job. I am definitely going to re-design your job. I might or might not re-design your job.

In the first two scenarios, you know that something will happen. In the last scenario, you are unsure. That causes worry and anxiety.

Jack Nitsche a professor of psychology at the University of Wisconsin states “Uncertainty lays the groundwork for anxiety because anxiety is always future-oriented. The human brain has the capacity to imagine all the worst things that can happen.” The more uncertainty there is the more your mind will fixate on the worst-case scenario.

I suggest companies use a “no-layoff clause” because of Lean activities when they communicate with the workforce about a Lean transformation. Even if someone’s work may change, they will still be employed, and this helps ease worst-case scenario thinking.

2. Struggle

Have you been working in a part of the business that you know very well and can do your work without thinking too about how to do your work? Because of a Rapid Improvement Event, you now have to operate as a member of a larger team or as part of a cell.

Your work is changing. You’re asked to do things differently. This will require you to struggle for a bit until you learn the new methods.

People like to stay in their comfort zones. We all do. Moving out of our comfort zone is where real improvement takes place, but you will also struggle for a while until you get good at the new activity. That’s okay. Realize anyone who is a master was once a disaster.

I can remember years ago working with Stryker Medical and we developed a flow line that would increase the output of a product considerably. After the changes were made, there was an employee who was visibly upset as we moved to an assembly line process. Tears were involved. She thought I was an evil person for guiding this change.

Two weeks later when I visited the company, she was all smiles. She was back to her happy self. She even gave me a hug when I was ready to leave at the end of the week. She was proud of the attention that the new line was receiving. She was able to train others in the process. She had time to work through the struggle.

It’s important as the company makes changes to develop a ramp-up period for success. Realize that people will struggle until they get used to the new job duties. Develop job aids and standard work for employees to follow to ease the transition.

Conduct daily improvement meetings to gather feedback from employees impacted by the change. Work with them to gather their ideas to make even more improvements in the new process.

Listen to their concerns and act upon them. Employees have to know that their concerns are being heard and acted upon. Use tools like a continuous improvement action item list and place it in their work area so they know their concerns are being addressed.

If you work hard to remove uncertainty and help team members through their struggle, your change efforts will be much more successful!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

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]]>cf12c951-d3b2-459c-b0bb-e92734574e12Tue, 02 Jun 2020 04:00:00 -070005:11nofull74Tom Reed: Lean Enthusiast & President of American LeanLevel Four Leadership in LeanLevel 4 Leadership: People Development

John Maxwell in “The Five Levels of Leadership” writes that with Level 3 leaders, the emphasis is on personal and corporate productivity and this ability to create a highly productive team, department, or organization shows a higher level of leadership ability than most others display. To reach the upper levels of leadership that create elite organizations, leaders must then transition from producers to developers. Why? Because people are an organization’s most appreciable asset.

Good leaders at Level 4 invest their time, energy, money, and thinking into growing others as leaders. How does this emphasis on people and people's decisions translate into action? Leaders on the People Development level of leadership shift their focus from the production achieved by others to the development of their potential. They put only 20% of their focus on their productivity while putting 80% of it on developing and leading others. This can be a difficult shift for highly productive people used to getting their hands dirty, but it’s a change that can revolutionize an organization and give it a much brighter future.

Lean, the word used to describe what was originally Toyota’s management system, is about continuous improvement and respect for people. Ultimately, Lean is a leadership and management approach to developing an organization filled with problem solvers.

In a lean management system, the role of the leader is to develop other leaders by coaching them to lead improvement efforts. Coaching does not mean telling them what to do. It means agreeing on challenging targets and providing corrective feedback on good processes to understand the problem, identifying potential countermeasures, and seeing them through to implementation, and monitoring results. It is learning throughout which the leader of the effort must engage team members. It is a team effort led by a leader who is also being carefully coached.

The coaching relationship and how to develop one's coaching skills can be honed through A3 thinking. Katie Anderson, in a blog post titled, “Building Capability, Transforming Organizations, suggests developing a personal improvement A3 as a tool you can use to help you identify what gaps you need to close in yourself to better be able to coach while developing others.

Here are some elements to include in your Personal Improvement A3:

Background:

Why should I improve myself as a coach/leader who creates an organization filled with problem solvers? Why this? Why now?

Current condition:

What are the habits/actions I take (strengths and limitations)? What are the outcomes of these habits/actions?

Problem statement:

(one concise sentence)

Goals/targets:

What is the new desired condition? What does good look like? How much? By when?

Analysis:

What are the reasons for my current performance (strong habits and limiting habits)? Why is there a gap?

Proposed countermeasures:

What experiments will I try on myself to become a better coach/leader of problem solvers?

Plan:

What next steps will I take and when? What is my practice plan to develop new habits and close the gap?

Follow up:

How will I know there is an improvement? How will I know if I’m off-plan? How will I make time to practice? What is my process for ongoing reflection and PDCA? Whom else will I involve?

The main challenge for leaders at this level is to put the growth of others first, above their interests. The more leaders with the right qualities, the better this will be for the organization’s ability to build a culture filled with problem solvers. The more new leaders are trained, the more this leads to...]]>Level 4 Leadership: People Development

John Maxwell in “The Five Levels of Leadership” writes that with Level 3 leaders, the emphasis is on personal and corporate productivity and this ability to create a highly productive team, department, or organization shows a higher level of leadership ability than most others display. To reach the upper levels of leadership that create elite organizations, leaders must then transition from producers to developers. Why? Because people are an organization’s most appreciable asset.

Good leaders at Level 4 invest their time, energy, money, and thinking into growing others as leaders. How does this emphasis on people and people's decisions translate into action? Leaders on the People Development level of leadership shift their focus from the production achieved by others to the development of their potential. They put only 20% of their focus on their productivity while putting 80% of it on developing and leading others. This can be a difficult shift for highly productive people used to getting their hands dirty, but it’s a change that can revolutionize an organization and give it a much brighter future.

Lean, the word used to describe what was originally Toyota’s management system, is about continuous improvement and respect for people. Ultimately, Lean is a leadership and management approach to developing an organization filled with problem solvers.

In a lean management system, the role of the leader is to develop other leaders by coaching them to lead improvement efforts. Coaching does not mean telling them what to do. It means agreeing on challenging targets and providing corrective feedback on good processes to understand the problem, identifying potential countermeasures, and seeing them through to implementation, and monitoring results. It is learning throughout which the leader of the effort must engage team members. It is a team effort led by a leader who is also being carefully coached.

The coaching relationship and how to develop one's coaching skills can be honed through A3 thinking. Katie Anderson, in a blog post titled, “Building Capability, Transforming Organizations, suggests developing a personal improvement A3 as a tool you can use to help you identify what gaps you need to close in yourself to better be able to coach while developing others.

Here are some elements to include in your Personal Improvement A3:

Background:

Why should I improve myself as a coach/leader who creates an organization filled with problem solvers? Why this? Why now?

Current condition:

What are the habits/actions I take (strengths and limitations)? What are the outcomes of these habits/actions?

Problem statement:

(one concise sentence)

Goals/targets:

What is the new desired condition? What does good look like? How much? By when?

Analysis:

What are the reasons for my current performance (strong habits and limiting habits)? Why is there a gap?

Proposed countermeasures:

What experiments will I try on myself to become a better coach/leader of problem solvers?

Plan:

What next steps will I take and when? What is my practice plan to develop new habits and close the gap?

Follow up:

How will I know there is an improvement? How will I know if I’m off-plan? How will I make time to practice? What is my process for ongoing reflection and PDCA? Whom else will I involve?

The main challenge for leaders at this level is to put the growth of others first, above their interests. The more leaders with the right qualities, the better this will be for the organization’s ability to build a culture filled with problem solvers. The more new leaders are trained, the more this leads to productive teams.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 4

• I schedule and follow through with training and development for all the members of my team on a regular, consistent basis.
• When deadlines loom or work becomes urgent, we never cancel our training and development sessions.
• I consistently take risks by giving people responsibilities and authority that will stretch them.
• I spend a significant amount of time every month mentoring up‑and-​­coming leaders.
• I know thoroughly the strengths and weaknesses of all the people I lead.
• I individualize the way I train, develop, and mentor my people.
• I spend the most strategic and significant mentoring time with the people who have the highest capacity, talent, and potential.
• I have a history of moving people from position to position to help find their fit.
• I am continually giving people feedback, not just during formal reviews.
• My team or department is considered by others to be the best trained (or one of the best) in the organization.

If you marked eight or more of the above statements true for you, then you have mastered Level 4 leadership.

 Next week’s blog will discuss Level 5 Leadership: Pinnacle, people follow you for who you are and what you have done.

¹ The 5 Levels of Leadership, John Maxwell

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>7b0e85cf-7b07-4e71-b218-da79f6c7725dMon, 01 Jun 2020 04:00:00 -070005:45nofull73Tom Reed: Lean Enthusiast & President of American LeanFive steps to Take Now to Prepare for the FutureI heard Alex Rodriguez on a podcast with Gary Vaynerchuck yesterday and he made a great point about the current times. He said that Joe Torre would tell him during a rain delay that the players that went to the back and ate burgers during the rain delay wouldn’t perform as well after the delay as the players who kept their head in the game, rode the bike to stay warm, etc. Joe said it was important to prepare for the future.

What type of player do you want to be? Now before I continue, I am not a Yankees fan. I grew up watching the Big Red Machine (the Reds) in the seventies. But these are sage words from arguably two of the greatest to be involved in baseball.

Alex has become a very successful businessman now, and he mentioned that the current COVID-19 situation is just a rain delay. What are you going to do with your business during this time? Are you going to go eat burgers or prepare for the future?

Here five steps you can take to prepare for the future:

1. Contact your customers

Now is the time to pick up the phone and have a conversation with your customers. All of them. Find out how they are doing.   Ask if there are other ways you can assist them. There could be people in your network that could assist them. Let them know that your company is there for them.

Make sure you pick up the phone yourself. It’s great that you might have your sales team reach out, but it is often at the salesperson to the buyer level. Have a business owner to business owner or CEO to CEO conversation.

2. Conduct a Pareto analysis of your top products

Yes, some companies have pivoted to making masks and ventilators to support the fight against COVID-19. There will come a time when demand for these items will tail off and it’s important that you understand your top items and focus on those.

Why? Most likely companies will continue to order your best sellers. That probably won’t change. By developing a Pareto analysis (80-20 rule) you can focus remaining efforts on becoming more efficient in producing those items.

You can develop flow lines and use pull systems on these items to improve cash flow. I have written a series of blogs and done many podcasts about using pull systems to improve cash flow.

3. Develop a Lean Game Plan

There are four steps to my Lean Game Plan to keep it simple. As A-Rod said, this is a rain delay. Take the time to keep your head in the game. You can accomplish a lot in less time because you aren’t fighting as many fires right now. Imagine what your business will be like if much of the waste is removed from your processes. What market share can you gain with improved quality, reduced cost, and better on-time delivery?

4. Invest in Technology

While this sounds counter-intuitive given the thought process of holding onto cash. Machine manufacturers are being very aggressive right now with pricing. I have a client that pulled the trigger two weeks ago on a new machine they were contemplating and they saved $65,000.

My bet is, as time moves on incentives will increase in the form of tax breaks to purchase capital equipment. I know it happened after 2008 and my bet it will happen again. Identify equipment that you want to replace and make it happen.

5. Have open communication with your employees

I hope that you are a leader that is not afraid to have open conversations with your staff. The one thing the human mind does not like is uncertainty. Typically our minds will develop all kinds of worst-case scenarios when in reality only 4% of what we fear will happen.

Let employees know this is a time to band together to make the organization better...]]>I heard Alex Rodriguez on a podcast with Gary Vaynerchuck yesterday and he made a great point about the current times. He said that Joe Torre would tell him during a rain delay that the players that went to the back and ate burgers during the rain delay wouldn’t perform as well after the delay as the players who kept their head in the game, rode the bike to stay warm, etc. Joe said it was important to prepare for the future.

What type of player do you want to be? Now before I continue, I am not a Yankees fan. I grew up watching the Big Red Machine (the Reds) in the seventies. But these are sage words from arguably two of the greatest to be involved in baseball.

Alex has become a very successful businessman now, and he mentioned that the current COVID-19 situation is just a rain delay. What are you going to do with your business during this time? Are you going to go eat burgers or prepare for the future?

Here five steps you can take to prepare for the future:

1. Contact your customers

Now is the time to pick up the phone and have a conversation with your customers. All of them. Find out how they are doing.   Ask if there are other ways you can assist them. There could be people in your network that could assist them. Let them know that your company is there for them.

Make sure you pick up the phone yourself. It’s great that you might have your sales team reach out, but it is often at the salesperson to the buyer level. Have a business owner to business owner or CEO to CEO conversation.

2. Conduct a Pareto analysis of your top products

Yes, some companies have pivoted to making masks and ventilators to support the fight against COVID-19. There will come a time when demand for these items will tail off and it’s important that you understand your top items and focus on those.

Why? Most likely companies will continue to order your best sellers. That probably won’t change. By developing a Pareto analysis (80-20 rule) you can focus remaining efforts on becoming more efficient in producing those items.

You can develop flow lines and use pull systems on these items to improve cash flow. I have written a series of blogs and done many podcasts about using pull systems to improve cash flow.

3. Develop a Lean Game Plan

There are four steps to my Lean Game Plan to keep it simple. As A-Rod said, this is a rain delay. Take the time to keep your head in the game. You can accomplish a lot in less time because you aren’t fighting as many fires right now. Imagine what your business will be like if much of the waste is removed from your processes. What market share can you gain with improved quality, reduced cost, and better on-time delivery?

4. Invest in Technology

While this sounds counter-intuitive given the thought process of holding onto cash. Machine manufacturers are being very aggressive right now with pricing. I have a client that pulled the trigger two weeks ago on a new machine they were contemplating and they saved $65,000.

My bet is, as time moves on incentives will increase in the form of tax breaks to purchase capital equipment. I know it happened after 2008 and my bet it will happen again. Identify equipment that you want to replace and make it happen.

5. Have open communication with your employees

I hope that you are a leader that is not afraid to have open conversations with your staff. The one thing the human mind does not like is uncertainty. Typically our minds will develop all kinds of worst-case scenarios when in reality only 4% of what we fear will happen.

Let employees know this is a time to band together to make the organization better than before. Include employees in the decision-making process. Invite their perspectives. You might be surprised by what you learn!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>b469751f-d584-450a-a599-56af80b53a03Fri, 29 May 2020 04:00:00 -070005:58nofull72Tom Reed: Lean Enthusiast & President of American LeanAre you Adopting Industry 4.0 Quickly Enough?As the COVID-19 pandemic has shown us, companies can pivot quickly and produce entirely different products in a short period of time. The need for ventilators, n95 face masks, and other personal protective gear has made companies pivot quickly. Are you adopting Industry 4.0 quickly enough?

Even organizations as large as General Motors (GM) have pivoted. They won a $489MM award to build 30,000 ventilators for the US Government to stockpile. They will deliver all 30,000 by the end of August 2020 which is only five months since they began the process.

What does this prove? Manufacturers typically think in a linear fashion. We do x, then y, then z. Supply chains take years to develop, except when they don’t. Many companies have pivoted quickly to produce products to fight COVID-19.

Now with social distancing requirements that will probably be here for a while, companies of all sizes are facing pressure to increase the speed of Industry 4.0 adoption. Cobots, 5G networks, big data, additive manufacturing are all elements that need to be deployed quickly for increased worker safety.

Here are some suggestions that can help you adopt elements of Industry 4.0 quickly.

1. Develop a Smart Value Stream™

We use a Smart Value Stream™ to develop what your Industry 4.0 opportunities look like quickly. This information provides you with a plan and time frame for adoption. It shouldn’t take months to develop what your future state can look like. It should take days.

2. Start small and inexpensively

As you can see above, there are many elements for a full Industry 4.0 digital transformation. Does that mean you have to implement all of these enablers at once? Of course not.

Start with a smart plug. Smart plugs can be attached to a sensor and provide them with more control functions. It can be programmed to act as a timer, counter, or a frequency monitor.

Regardless, there are inexpensive ways to learn how Industry 4.0 works in your business.

3. Get professional guidance

This isn’t a DIY project. There are communication protocols, cyber-security, data storage and retrieval issues, hardware and software concerns. Too many moving parts to manage yourself.

Get referred to someone that you can trust that has done digital implementations before. Make sure they are partnered with a firm that understands manufacturing. There is nothing worse than setting tech people loose in your factory without a firm grasp of manufacturing.

I know that you can use these guidelines for adopting Industry 4.0 quickly.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on As the COVID-19 pandemic has shown us, companies can pivot quickly and produce entirely different products in a short period of time. The need for ventilators, n95 face masks, and other personal protective gear has made companies pivot quickly. Are you adopting Industry 4.0 quickly enough?

Even organizations as large as General Motors (GM) have pivoted. They won a $489MM award to build 30,000 ventilators for the US Government to stockpile. They will deliver all 30,000 by the end of August 2020 which is only five months since they began the process.

What does this prove? Manufacturers typically think in a linear fashion. We do x, then y, then z. Supply chains take years to develop, except when they don’t. Many companies have pivoted quickly to produce products to fight COVID-19.

Now with social distancing requirements that will probably be here for a while, companies of all sizes are facing pressure to increase the speed of Industry 4.0 adoption. Cobots, 5G networks, big data, additive manufacturing are all elements that need to be deployed quickly for increased worker safety.

Here are some suggestions that can help you adopt elements of Industry 4.0 quickly.

1. Develop a Smart Value Stream™

We use a Smart Value Stream™ to develop what your Industry 4.0 opportunities look like quickly. This information provides you with a plan and time frame for adoption. It shouldn’t take months to develop what your future state can look like. It should take days.

2. Start small and inexpensively

As you can see above, there are many elements for a full Industry 4.0 digital transformation. Does that mean you have to implement all of these enablers at once? Of course not.

Start with a smart plug. Smart plugs can be attached to a sensor and provide them with more control functions. It can be programmed to act as a timer, counter, or a frequency monitor.

Regardless, there are inexpensive ways to learn how Industry 4.0 works in your business.

3. Get professional guidance

This isn’t a DIY project. There are communication protocols, cyber-security, data storage and retrieval issues, hardware and software concerns. Too many moving parts to manage yourself.

Get referred to someone that you can trust that has done digital implementations before. Make sure they are partnered with a firm that understands manufacturing. There is nothing worse than setting tech people loose in your factory without a firm grasp of manufacturing.

I know that you can use these guidelines for adopting Industry 4.0 quickly.

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>4b8bdd48-602c-4b7b-bfaf-72b349daba1aThu, 28 May 2020 04:00:00 -070004:41nofull71Tom Reed: Lean Enthusiast & President of American LeanDeveloping Your Lean Game PlanLast week I talked about developing a future state Value Stream Map. After you have developed what you want the organization to look like in the future, now comes the hard work of moving toward that future state. That calls for developing your Lean Game Plan.

I believe there is a simple way to ensure you will have a successful Lean Innovation- one that involves true culture change. This entails developing your own Lean Game Plan one quarter at a time. To keep it simple, focus on four steps in your Lean Game Plan.

1. Define your championship (Vision)

The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. It’s important that they agree upon a few Key Performance Indicators that measure the performance of the business.

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short period of time.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

2. Employee training camps

This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provides a background they can rely on when they participate in RIE’s.

3. Follow the Lean Game Plan

Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure that they occur.

Ensure teams have a report-out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient to generating employee engagement and culture change.

4. Half time adjustments

Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that have been completed.

Have a monthly meeting to review the events, formally close events and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course corrections and you should do the same!

After you develop your Lean Game Plan, post it in your Lean Promotion Office for everyone to refer to. Socialize it through your internal communications- newspaper, intranet, whatever you use to share information. It becomes your roadmap for this quarter for everyone to follow!

he organizations that I have coached over the years that adopt this simple framework have better results compared to organizations that don’t.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Last week I talked about developing a future state Value Stream Map. After you have developed what you want the organization to look like in the future, now comes the hard work of moving toward that future state. That calls for developing your Lean Game Plan.

I believe there is a simple way to ensure you will have a successful Lean Innovation- one that involves true culture change. This entails developing your own Lean Game Plan one quarter at a time. To keep it simple, focus on four steps in your Lean Game Plan.

1. Define your championship (Vision)

The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. It’s important that they agree upon a few Key Performance Indicators that measure the performance of the business.

I had a client whose mantra was to measure what matters. They went from measuring thirty KPI’s to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short period of time.

Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time.

2. Employee training camps

This should go without saying, but I’ve seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren’t trying to make them experts but expose them to Lean concepts. This helps provides a background they can rely on when they participate in RIE’s.

3. Follow the Lean Game Plan

Using Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure that they occur.

Ensure teams have a report-out after every event. Video the report-out in case members of leadership can’t attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient to generating employee engagement and culture change.

4. Half time adjustments

Review your RIE library quarterly. After you have been conducting RIE’s for a while, you will develop a library of events that have been completed.

Have a monthly meeting to review the events, formally close events and ensure you are sustaining the gains. If you are not seeing improvement to your KPI’s after two quarters, don’t be afraid to make changes. Sports teams often make half-time course corrections and you should do the same!

After you develop your Lean Game Plan, post it in your Lean Promotion Office for everyone to refer to. Socialize it through your internal communications- newspaper, intranet, whatever you use to share information. It becomes your roadmap for this quarter for everyone to follow!

he organizations that I have coached over the years that adopt this simple framework have better results compared to organizations that don’t.

As always it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1dc15441-9b5f-4d57-bca0-ef43188d18d9Wed, 27 May 2020 04:00:00 -070004:51nofull70Tom Reed: Lean Enthusiast & President of American LeanTips for Developing a Culture of Personal ResponsibilityHave you worked in an organization where no one seems to take any personal responsibility for meeting their deliverables, deadlines, or project results? As a top performer, how does that make you feel? Let’s talk about how we can develop a culture of personal responsibility and drive results!

1. Understand the Aim of the organization

Everyone must understand the aim of the organization. What are the goals for this quarter? For the year? How will we handle business in a pandemic? I have mentioned before the importance of a Lean management system that shows the True North of the company. A Lean management system provides the Aim of the company.

Provide performance metrics relevant to supporting the Lean management system. Make sure that team members understand how their personal responsibility supports the company goals. Connect the dots between their actions and the outcomes of the department or their area of responsibility.

2. This drives everyone’s Attention

To meet the Aim of the organization it will require everyone’s attention on doing the right things to meet the Aim of the company. Daily huddles or quick scrum meetings increase people’s attention on doing what is necessary to support the current goals.

Are you having these daily reminders? If not, begin having brief 10-15 minute huddles. Review metrics so that team members can understand how they are performing. People want to know the score. Share it with them. These go a long way toward improving personal responsibility.

3. Measure People’s Attitude

You aren’t given an attitude, you choose an attitude. Who wants to be around the person who is always negative or grumbling to themselves about how much work stinks. No one.

Use the daily meetings and huddles to measure employee attitudes about their work. Lead the meetings with a positive attitude and it will become contagious. As part of the meeting make sure and ask if there are any roadblocks that you can remove.

Sometimes, people are afraid to ask for help. Being upfront about removing roadblocks shows that everyone is being treated with the same concern. If employees know that they can ask for help, their attitudes improve. They feel less frustrated.

4. Take Action

Now that everyone understands the Aim of the company, focuses their Attention with positive Attitudes, ensure you are focusing on the right actions. I know many organizations develop long-term strategic plans. A problem with that is business is rapidly changing. Unexpected things happen like COVID-19 which has brought the world to it's collective knees.

I prefer to use a quarterly action plan tied to longer-term goals. What actions can you take this quarter that will enable you to meet the overall annual goals?

Operating with this sense of urgency drives personal responsibility. Team members can’t blow off deadlines and deliverables when there are 90-day goals to meet. Shorten your window of focus and watch employee personal responsibility soar!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Have you worked in an organization where no one seems to take any personal responsibility for meeting their deliverables, deadlines, or project results? As a top performer, how does that make you feel? Let’s talk about how we can develop a culture of personal responsibility and drive results!

1. Understand the Aim of the organization

Everyone must understand the aim of the organization. What are the goals for this quarter? For the year? How will we handle business in a pandemic? I have mentioned before the importance of a Lean management system that shows the True North of the company. A Lean management system provides the Aim of the company.

Provide performance metrics relevant to supporting the Lean management system. Make sure that team members understand how their personal responsibility supports the company goals. Connect the dots between their actions and the outcomes of the department or their area of responsibility.

2. This drives everyone’s Attention

To meet the Aim of the organization it will require everyone’s attention on doing the right things to meet the Aim of the company. Daily huddles or quick scrum meetings increase people’s attention on doing what is necessary to support the current goals.

Are you having these daily reminders? If not, begin having brief 10-15 minute huddles. Review metrics so that team members can understand how they are performing. People want to know the score. Share it with them. These go a long way toward improving personal responsibility.

3. Measure People’s Attitude

You aren’t given an attitude, you choose an attitude. Who wants to be around the person who is always negative or grumbling to themselves about how much work stinks. No one.

Use the daily meetings and huddles to measure employee attitudes about their work. Lead the meetings with a positive attitude and it will become contagious. As part of the meeting make sure and ask if there are any roadblocks that you can remove.

Sometimes, people are afraid to ask for help. Being upfront about removing roadblocks shows that everyone is being treated with the same concern. If employees know that they can ask for help, their attitudes improve. They feel less frustrated.

4. Take Action

Now that everyone understands the Aim of the company, focuses their Attention with positive Attitudes, ensure you are focusing on the right actions. I know many organizations develop long-term strategic plans. A problem with that is business is rapidly changing. Unexpected things happen like COVID-19 which has brought the world to it's collective knees.

I prefer to use a quarterly action plan tied to longer-term goals. What actions can you take this quarter that will enable you to meet the overall annual goals?

Operating with this sense of urgency drives personal responsibility. Team members can’t blow off deadlines and deliverables when there are 90-day goals to meet. Shorten your window of focus and watch employee personal responsibility soar!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

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]]>d39bc9bf-4516-4b4f-a01d-ede684e354ebTue, 26 May 2020 04:00:00 -070004:37nofull69Tom Reed: Lean Enthusiast & President of American LeanLevel Three Leadership in LeanLevel Three Leadership – Production: Making Things Happen Separates Real Leaders  

For the past few weeks, this blog has been reviewing “The Five Levels of Leadership” by John Maxwell and how those levels relate to lean leadership. This week’s blog will discuss Level 3: Production.

The 5 Levels are like a staircase – all the higher levels rest on the lower ones. Every leader must pass through every level to get to the next one. For example, Level 2 builds on Level 1. You cannot be a Level 3 leader until you’ve mastered Level 2. But once you’ve built a relationship with your people, you’re ready to focus on producing results.

The Production level is where leadership takes off and advances to another level. Production qualifies and separates true leaders from people who merely occupy leadership positions. Good leaders always make things happen. They get results. They can, and usually do, make a significant impact on an organization. Not only are they productive individually, but their teams are productive. This ability gives Level three leaders confidence, credibility, and increased influence.

Good leaders know their team. Great leaders leverage the talents of their team to accomplish goals. Level three is about creating a winning team. As Peter Drucker—considered to be the person who invented management and the foundations of modern business—said, “There are two types of people in the business community; those who produce results, and those who give you reasons they didn’t.”

Lean leadership is defined by the ability to empower and enable people. It revolves around the concept of helping people achieve professional and personal growth allowing them to take pride in both themselves and their work. As a Level three leader, you have built trust and respect at Level 2, and, as a result, others will follow you. This kind of leadership promotes the development of a continuous improvement culture in an organization, through worker interaction, decision-making, and communication.

Using a skills matrix will help you discover the skills and talents of your team and ensure you are using them to further the vision of the organization. A skills matrix considers five levels of capability:

• I don’t know how to do something
• I can do it generally
• I can do it well
• I am certified as capable of doing it
• I can teach others to do it.

It is the role of the leader to use a skills matrix to determine the key processes, who need training in what areas, and who is best able to teach those skills. Once there is clarity, the leader can coach the members of the group to facilitate skills development.

See the blog for the skills matrix

No one can fake Level three leadership. Either you’re producing for the organization and adding to its bottom line or you’re not. Thomas Watson, the founder of IBM, noted, “The outstanding leaders of every age are those who set their quotas and constantly exceed them.” That is a good description of Level three leaders. They are self-motivated and productive. As a result, they create momentum and develop an environment of success, which makes the team better and stronger.

Some people never move from Level 2 Permission to Level 3 Production. Why? They can’t produce results. When that is the case, it’s usually because they lack the self-discipline, work ethic, or organization skills to be productive. If you want to go to higher levels of leadership, you have to produce. There is no other way around it.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one that you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

• I consistently hit targets and goals in my work.
• Good people always want...]]>Level Three Leadership – Production: Making Things Happen Separates Real Leaders  

For the past few weeks, this blog has been reviewing “The Five Levels of Leadership” by John Maxwell and how those levels relate to lean leadership. This week’s blog will discuss Level 3: Production.

The 5 Levels are like a staircase – all the higher levels rest on the lower ones. Every leader must pass through every level to get to the next one. For example, Level 2 builds on Level 1. You cannot be a Level 3 leader until you’ve mastered Level 2. But once you’ve built a relationship with your people, you’re ready to focus on producing results.

The Production level is where leadership takes off and advances to another level. Production qualifies and separates true leaders from people who merely occupy leadership positions. Good leaders always make things happen. They get results. They can, and usually do, make a significant impact on an organization. Not only are they productive individually, but their teams are productive. This ability gives Level three leaders confidence, credibility, and increased influence.

Good leaders know their team. Great leaders leverage the talents of their team to accomplish goals. Level three is about creating a winning team. As Peter Drucker—considered to be the person who invented management and the foundations of modern business—said, “There are two types of people in the business community; those who produce results, and those who give you reasons they didn’t.”

Lean leadership is defined by the ability to empower and enable people. It revolves around the concept of helping people achieve professional and personal growth allowing them to take pride in both themselves and their work. As a Level three leader, you have built trust and respect at Level 2, and, as a result, others will follow you. This kind of leadership promotes the development of a continuous improvement culture in an organization, through worker interaction, decision-making, and communication.

Using a skills matrix will help you discover the skills and talents of your team and ensure you are using them to further the vision of the organization. A skills matrix considers five levels of capability:

• I don’t know how to do something
• I can do it generally
• I can do it well
• I am certified as capable of doing it
• I can teach others to do it.

It is the role of the leader to use a skills matrix to determine the key processes, who need training in what areas, and who is best able to teach those skills. Once there is clarity, the leader can coach the members of the group to facilitate skills development.

See the blog for the skills matrix

No one can fake Level three leadership. Either you’re producing for the organization and adding to its bottom line or you’re not. Thomas Watson, the founder of IBM, noted, “The outstanding leaders of every age are those who set their quotas and constantly exceed them.” That is a good description of Level three leaders. They are self-motivated and productive. As a result, they create momentum and develop an environment of success, which makes the team better and stronger.

Some people never move from Level 2 Permission to Level 3 Production. Why? They can’t produce results. When that is the case, it’s usually because they lack the self-discipline, work ethic, or organization skills to be productive. If you want to go to higher levels of leadership, you have to produce. There is no other way around it.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one that you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

• I consistently hit targets and goals in my work.
• Good people always want to work with me and my team.
• People see me as an expert in my field and seek me out to learn from me.
• I am constantly setting and achieving higher goals for myself, even when my superiors don’t set them for me.
• My performance in my work often carries the team to a higher level.
• I give my best to whatever I do.
• I am comfortable with the idea that others are watching how I perform and follow my example.
• I am known as a problem solver, and I often get difficult tasks done.
• My work is very consistent daily.
• I have systems and routines that help me perform at a very high level.

If you marked eight or more of the above statements is true for you, you have mastered Level 3 Leadership.

Next week’s blog will discuss Level 4 Leadership: People Development

¹ The 5 Levels of Leadership, John Maxwell

As always it is an honor serving you and I hope that you and your company are getting better every day!

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]]>9426f821-6404-41e5-aeb1-037773c86c2eMon, 25 May 2020 04:00:00 -070006:06nofull68Tom Reed: Lean Enthusiast & President of American LeanLearn what this Essential Business is Doing to Keep Employees SafeOne of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode sixty-seven of the American Lean Weekday podcast

KV Engineering is a machine shop located in Santa Ana, California and primarily supports the Aerospace and Defense industry. Established in 1984 starting with one manual mill in a garage, they have grown into a 22,000 square foot facility with 60 employees and thirty machines. They have machining, sheet metal and assembly under one roof.

These are some key points taken from my interview with the President of KV Engineering, Christie Vu.

1.  We are having the janitors wipe down door knobs, light fixtures and machines three times a day.

2. “We are taking employees temperatures when they come to work. Everyone has to wear a mask for protection.”

3.  We are limiting visitors into the building. They have to fill out a COVID form and we also take their temperatures.

4. “Unfortunately, we have closed the lunch area to keep people from gathering for lunch. They have to eat outside or in their cars.”

5. “We have added a third shift to spread out the employees.”

6. “We are enabling many of the office employees to work from home.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>One of the key elements on my American Lean Weekday podcast are the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This podcast can be found here. It is episode sixty-seven of the American Lean Weekday podcast

KV Engineering is a machine shop located in Santa Ana, California and primarily supports the Aerospace and Defense industry. Established in 1984 starting with one manual mill in a garage, they have grown into a 22,000 square foot facility with 60 employees and thirty machines. They have machining, sheet metal and assembly under one roof.

These are some key points taken from my interview with the President of KV Engineering, Christie Vu.

1.  We are having the janitors wipe down door knobs, light fixtures and machines three times a day.

2. “We are taking employees temperatures when they come to work. Everyone has to wear a mask for protection.”

3.  We are limiting visitors into the building. They have to fill out a COVID form and we also take their temperatures.

4. “Unfortunately, we have closed the lunch area to keep people from gathering for lunch. They have to eat outside or in their cars.”

5. “We have added a third shift to spread out the employees.”

6. “We are enabling many of the office employees to work from home.”

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>44d3e981-58c5-4849-848e-5a0dac116566Fri, 22 May 2020 04:00:00 -070005:12nofull67Tom Reed: Lean Enthusiast & President of American LeanAdditive Manufacturing in Industry 4.0As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. As a reminder, the nine key enablers are listed below. Additive manufacturing will be a key enabler and is being deployed quite often right now.

Some of the key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

I'm sure that we all aware that additive manufacturing or 3D printing is being used to print parts for face shields for the brave workers that are currently fighting COVID 19. It goes to show you how quickly the adoption has been for this technology that can be used in your own home letting you turn your house into a factory!

Let’s understand what additive manufacturing- often referred to as 3D printing is. Just like it sounds, additive manufacturing (AM) can use computer-directed machines to add layer upon layer of material to create complex shapes. Each layer bonds to the preceding layer of partially melted material. Additive Manufacturing can be used in many different materials such as thermoplastic, powdered metal, ceramics, glass, composites, and even food substances like chocolate. Usually, to create the complex shape that AM produces you would machine away material through milling, drilling, boring, etc.

There are seven types of additive manufacturing:

Material Extrusion

this is the form of 3D printing that you are most familiar with. Spooled polymers are extruded through a heated nozzle and added by an arm that travels horizontally. As material thickness increases by adding layers, the base of the printer moves vertically to allow for the increased thickness. This technique is being used to 3D print items as large as a house. https://youtu.be/wCzS2FZoB-I

Directed Energy Deposition

This is like material extrusion except a laser or electron beam melts metal feedstock or powdered metal. It also can use other materials as well such as polymers and ceramics.

Material jetting

A print head moves back and forth adding material as it moves. Layers harden as they cool or are cured by UV light.

Binder Jetting

Similar to material jetting with the only difference being that it alternates layers of material with layers of a binder.

Sheet Lamination

There are two types of sheet lamination. The first is called UAM or ultrasonic additive manufacturing. This entails using thin sheets of metal- think foil, and ultrasonically welding them to the layer below then machining material away where it is not needed. https://youtu.be/5s0J-7W4i6s Laminated Object Manufacturing is similar but uses paper as a material and glue to bond each layer.

Vat Polymerization

This was the very first AM method starting in 1975. Vat Polymerization creates an object in a vat of liquid resin photopolymer. A process called photopolymerization cures each layer using UV light directed by mirrors.

Powder Bed Fusion

This method uses lasers, electron beams or thermal print heads to melt fine layers of material in a 3D space. There are many types of Powder Bed Fusion techniques most of which are based upon sintering. Sintering is heating metal without liquefying it.

Just like heating toner to adhere to the paper. Direct Metal Laser Sintering (DMLS)- a laser sinters each layer of powdered metal so that the metal particles adhere to each other. Direct Metal Laser Melting (DMLM) and Electron...]]>As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. As a reminder, the nine key enablers are listed below. Additive manufacturing will be a key enabler and is being deployed quite often right now.

Some of the key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

I'm sure that we all aware that additive manufacturing or 3D printing is being used to print parts for face shields for the brave workers that are currently fighting COVID 19. It goes to show you how quickly the adoption has been for this technology that can be used in your own home letting you turn your house into a factory!

Let’s understand what additive manufacturing- often referred to as 3D printing is. Just like it sounds, additive manufacturing (AM) can use computer-directed machines to add layer upon layer of material to create complex shapes. Each layer bonds to the preceding layer of partially melted material. Additive Manufacturing can be used in many different materials such as thermoplastic, powdered metal, ceramics, glass, composites, and even food substances like chocolate. Usually, to create the complex shape that AM produces you would machine away material through milling, drilling, boring, etc.

There are seven types of additive manufacturing:

Material Extrusion

this is the form of 3D printing that you are most familiar with. Spooled polymers are extruded through a heated nozzle and added by an arm that travels horizontally. As material thickness increases by adding layers, the base of the printer moves vertically to allow for the increased thickness. This technique is being used to 3D print items as large as a house. https://youtu.be/wCzS2FZoB-I

Directed Energy Deposition

This is like material extrusion except a laser or electron beam melts metal feedstock or powdered metal. It also can use other materials as well such as polymers and ceramics.

Material jetting

A print head moves back and forth adding material as it moves. Layers harden as they cool or are cured by UV light.

Binder Jetting

Similar to material jetting with the only difference being that it alternates layers of material with layers of a binder.

Sheet Lamination

There are two types of sheet lamination. The first is called UAM or ultrasonic additive manufacturing. This entails using thin sheets of metal- think foil, and ultrasonically welding them to the layer below then machining material away where it is not needed. https://youtu.be/5s0J-7W4i6s Laminated Object Manufacturing is similar but uses paper as a material and glue to bond each layer.

Vat Polymerization

This was the very first AM method starting in 1975. Vat Polymerization creates an object in a vat of liquid resin photopolymer. A process called photopolymerization cures each layer using UV light directed by mirrors.

Powder Bed Fusion

This method uses lasers, electron beams or thermal print heads to melt fine layers of material in a 3D space. There are many types of Powder Bed Fusion techniques most of which are based upon sintering. Sintering is heating metal without liquefying it.

Just like heating toner to adhere to the paper. Direct Metal Laser Sintering (DMLS)- a laser sinters each layer of powdered metal so that the metal particles adhere to each other. Direct Metal Laser Melting (DMLM) and Electron Beam Melting (EBM) each melt the material as layers are added. These are used for more dense finished items. Years ago, I consulted with a company in Chicago named Sciaky that was working on perfecting the process for Lockheed Martin to EBM large aerospace parts. You can see an example of this here: https://youtu.be/NxwrJNWIT3E

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>be4db2ec-9c61-48fd-b0cd-8e30146cce2cThu, 21 May 2020 04:00:00 -070006:42nofull66Additive manufacturing (AM) or 3D printing is alreay being used in many people's homes. Did you know there were 7 types of AM? Learn more in this blog.Tom Reed: Lean Enthusiast & President of American LeanDeveloping Future State Value Stream MapsIf you have read my book the Lean Game Plan, you know that I talk about Value Stream Mapping as an enabler to help your organization understand where you should focus your improvement efforts. This blog will cover how to develop a future state value stream map.

If you have never completed a Value Stream Map (VSM) for your organization, your first step should be to develop an Enterprise Value Stream Map (EVSM). This shows how the entire organization adds value to the customer. It covers from the time the phone rings until you deliver a product or service to your customer.

In my last blog, I talked about developing a current state Value Stream Map which shows your business as it stands. After developing a current state Value Stream Map the next step in the process is to complete a Future State Value Stream Map. Think of this as what you want to be when you grow up. Since the goal of Value Stream Mapping is to identify waste, a future state Value Stream Map provides the roadmap that for your organization to head toward.

Here we can see our Value Stream Map with Rapid Improvement Bursts attached to the various processes that we want to conduct a Rapid Improvement Event within. Some Rapid Improvement Event types may have to be repeated several times to get the improvements that will impact the Value Stream. In the example above, the set-up reduction Rapid Improvement Events may have to be conducted several times to get to a future state of 10 minutes set up times. It is often easy to cut the set-up times in half with the first event but takes more effort to continually keep cutting the set-up times in half.

Looking at the Rapid Improvement Events that have been identified in this case, there is easily six to twelve-months worth of improvement activities identified. Post this in your Lean Promotion office and continually work toward the future state!

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>If you have read my book the Lean Game Plan, you know that I talk about Value Stream Mapping as an enabler to help your organization understand where you should focus your improvement efforts. This blog will cover how to develop a future state value stream map.

If you have never completed a Value Stream Map (VSM) for your organization, your first step should be to develop an Enterprise Value Stream Map (EVSM). This shows how the entire organization adds value to the customer. It covers from the time the phone rings until you deliver a product or service to your customer.

In my last blog, I talked about developing a current state Value Stream Map which shows your business as it stands. After developing a current state Value Stream Map the next step in the process is to complete a Future State Value Stream Map. Think of this as what you want to be when you grow up. Since the goal of Value Stream Mapping is to identify waste, a future state Value Stream Map provides the roadmap that for your organization to head toward.

Here we can see our Value Stream Map with Rapid Improvement Bursts attached to the various processes that we want to conduct a Rapid Improvement Event within. Some Rapid Improvement Event types may have to be repeated several times to get the improvements that will impact the Value Stream. In the example above, the set-up reduction Rapid Improvement Events may have to be conducted several times to get to a future state of 10 minutes set up times. It is often easy to cut the set-up times in half with the first event but takes more effort to continually keep cutting the set-up times in half.

Looking at the Rapid Improvement Events that have been identified in this case, there is easily six to twelve-months worth of improvement activities identified. Post this in your Lean Promotion office and continually work toward the future state!

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>62ddb9ab-cbff-403f-ad73-ee5a9876b60cWed, 20 May 2020 04:00:00 -070004:54nofull65After you develop a current state VSM's, it is important to develop a future state value stream map to work toward. Learn how to do that here!Tom Reed: Lean Enthusiast & President of American LeanThree Tips to Help Your Team Make Good DecisionsWhen part of a team focused on making improvements, many opportunities arise when you have to make good decisions. Where are we going to put this equipment? How many should we design the line for? Who needs to be in this event?

There are many opportunities to make decisions during a three, four, or five day Rapid Improvement Event. Here are three brief tips that you can use that will help your team make good decisions.

1. Make the decision as early as possible in the process

Often, when you come to a roadblock or a decision is required, people respond with we’ll figure it out later. When later comes, the pressure has mounted because time has passed and a decision needs to be made immediately. Which leads to less than stellar decision making.

To guard against this, decide as soon as it comes up in your Rapid Improvement Events. Or even earlier if you have a pre-meeting or pre-training. If you know some issues need to have good decisions then discuss them before you get into a time-bound Rapid Improvement Event.

2. Know your criteria for making a decision

Some companies use consensus. Some companies use seniority or rank. Some companies never make decisions. Which kind of organization are you?

In a Rapid Improvement Event, make sure that everyone knows how decisions will be made. Include the decision-making process in the event charter. Include a no-rank clause for the RIE team. Regardless of one’s position in the organization, within the Rapid Improvement Event, everyone has the same rank.

You might also consider the old Newspaper headline. If your decision was to be on the front page of the newspaper- or in everyone’s Facebook feed- would you be proud of that decision?

3. Collect data from informed people

This isn't the time to ask your neighbor for their input. Chances are there are experts in your business that have seen and experienced a lot. Seek them out for advice during your event. If you are impacting an area of the business, go to people working in that area of the business and ask them questions.

Someone within your business or at previous companies have faced whatever decision you are facing now. Seek them out through LinkedIn and ask their opinion.

Collect as much data from informed sources as you can quickly and then decide using whatever decision making process you have settled on as a group.

As you follow these tips, you and your companies decisions will improve and your employee engagement will grow.  Employees will have more confidence that you will “get it right” and your business growth will explode!

As always, it’s an honor to serve you and I hope this helps you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>79ef9efc-e62a-4648-9010-4f3f662a5a1fTue, 19 May 2020 04:00:00 -070004:39nofull64Here are three tips that you can use to help your teams make good decisions. Keep these in mind during your improvement activities for success!Tom Reed: Lean Enthusiast & President of American LeanLevel Two Leadership in LeanLevel Two Leadership – Permission – You Can’t Lead People Until You Like People 

John Maxwell, in his book “The 5 Levels of Leadership” writes that this leadership level is about the human relationships that the leader has built up around him. Making the shift from Level 1 leadership -Position to Level 2 leadership- Permission is a person’s first real step into leadership.

Leadership is influence, and when a leader learns to function on the Permission level, everything changes. This is where people do more than merely comply with orders. They start to follow. And they do so because they want to, not because they have to. Why? Because the leader influences people with relationships, not just position.

Building relationships develop a foundation for effectively leading others. It also breaks down organizational silos as people connect across the lines between their job descriptions or departments. The more barriers come down and relationships deepen, the broader the foundation for leading others becomes.

As a Level 2 leader, team management and team-building skills are skills that must be mastered. The most fundamental team management skill managers must master is the motivation of their team and their team members. You cannot accomplish your goals as a manager or team leader unless your team is motivated to perform, produce, and to deliver the results needed.

Motivating each of the individuals on your team requires recognition by the manager or team leader that each team member’s motivation needs are different and that the primary source of their motivation comes from within the individual. And motivating the team requires a different approach from motivating the team members.

Within lean management, teamwork is a further aspect of engaging individuals by getting them to build strong relationships across process steps, staff functions, and with suppliers. As Dr. Ishikawa once famously noted: the coworkers in the next step of the process are not our enemies, they are our customers.

Motivation is relevant to lean because it's motivation through engagement. The article, How Do I Keep My Lean Team Motivated For The Long Term, by Michael Bale’, lists three key dimensions of motivation in a lean management system: autonomy, mastery, and purpose.

Autonomy recognizes the need for individuals to have some control over what they do when they do it, who they do it with, and how they do it. The Andon system, for example, gives a very large amount of control to the individual worker over the entire chain. This is an essential part of lean management which requires careful nurturing and constant leadership to develop as it should.

Mastery is about the drive to become better at what we do. Most of our organizations emphasize compliance over competence, an approach that kills engagement and kaizen every time. Mastery is about seeing your abilities not as finite but as infinitely improvable. This is the core of the kaizen spirit and this what people find so rewarding in kaizen when it is encouraged.

Purpose is a strong need in most of us: we want to take part in something bigger, more enduring than our day-to-day. A key aspect of respect is to work hard at sharing the objectives of the company with every employee so they understand the larger picture.

When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. And that can change the entire working environment. The old saying is true: people go along with leaders they get along with. You can like people without leading them, but you cannot lead people well without liking them. That’s what Level 2 is all about.

Leadership...]]>Level Two Leadership – Permission – You Can’t Lead People Until You Like People 

John Maxwell, in his book “The 5 Levels of Leadership” writes that this leadership level is about the human relationships that the leader has built up around him. Making the shift from Level 1 leadership -Position to Level 2 leadership- Permission is a person’s first real step into leadership.

Leadership is influence, and when a leader learns to function on the Permission level, everything changes. This is where people do more than merely comply with orders. They start to follow. And they do so because they want to, not because they have to. Why? Because the leader influences people with relationships, not just position.

Building relationships develop a foundation for effectively leading others. It also breaks down organizational silos as people connect across the lines between their job descriptions or departments. The more barriers come down and relationships deepen, the broader the foundation for leading others becomes.

As a Level 2 leader, team management and team-building skills are skills that must be mastered. The most fundamental team management skill managers must master is the motivation of their team and their team members. You cannot accomplish your goals as a manager or team leader unless your team is motivated to perform, produce, and to deliver the results needed.

Motivating each of the individuals on your team requires recognition by the manager or team leader that each team member’s motivation needs are different and that the primary source of their motivation comes from within the individual. And motivating the team requires a different approach from motivating the team members.

Within lean management, teamwork is a further aspect of engaging individuals by getting them to build strong relationships across process steps, staff functions, and with suppliers. As Dr. Ishikawa once famously noted: the coworkers in the next step of the process are not our enemies, they are our customers.

Motivation is relevant to lean because it's motivation through engagement. The article, How Do I Keep My Lean Team Motivated For The Long Term, by Michael Bale’, lists three key dimensions of motivation in a lean management system: autonomy, mastery, and purpose.

Autonomy recognizes the need for individuals to have some control over what they do when they do it, who they do it with, and how they do it. The Andon system, for example, gives a very large amount of control to the individual worker over the entire chain. This is an essential part of lean management which requires careful nurturing and constant leadership to develop as it should.

Mastery is about the drive to become better at what we do. Most of our organizations emphasize compliance over competence, an approach that kills engagement and kaizen every time. Mastery is about seeing your abilities not as finite but as infinitely improvable. This is the core of the kaizen spirit and this what people find so rewarding in kaizen when it is encouraged.

Purpose is a strong need in most of us: we want to take part in something bigger, more enduring than our day-to-day. A key aspect of respect is to work hard at sharing the objectives of the company with every employee so they understand the larger picture.

When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. And that can change the entire working environment. The old saying is true: people go along with leaders they get along with. You can like people without leading them, but you cannot lead people well without liking them. That’s what Level 2 is all about.

Leadership Assessment¹

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 2 Leadership Questions

• People outside of my department or area of responsibility respect my opinions and frequently seek me out for advice.
• I know my strengths and weaknesses and rarely get blindsided in my work.
• I genuinely like most people and want to help them.
• I am very consistent and even-​­tempered in my interaction with the people who work for me.
• When I say something to the people on my team, they always know they can count on it because I am trustworthy.
• I have developed solid relationships with all of the people who work for me.
• The people who work with me find me likable and pleasant nearly 100 percent of the time.
• When I need to have a candid conversation with team members to correct errors or take care of problems, I follow through and don’t allow too much time to go by.
• I believe that employees desire more than just a fair day’s pay for a fair day’s work; most desire encouragement and I give it to them.
• I have developed relationships with everyone who works for me.

1- John Maxell- The 5 Levels of Leadership

If you marked eight or more of the above statements as true for you, you have mastered Level 2 Leadership.

Next week’s blog will discuss Level 3 Leadership: Production

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>e443c68d-218f-4c33-8965-ad2f686d84f6Mon, 18 May 2020 04:00:00 -070006:27nofull63Tom Reed: Lean Enthusiast & President of American LeanLean in a Printed Circuit Board Company that sees Huge SavingsOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

NeoTech in Longmont, Colorado is a contract manufacturer that primarily supports the Aerospace and Defense industry. NeoTech is the combination of Natel, EPIC Technologies added in 2013 and OnCore Manufacturing which was purchased in 2015.

Locations include California, Nevada, Ohio, Colorado, Illinois, Massachusetts, Mexico, and China. The Longmont location has about 150 employees across multiple shifts.

These are some key points taken from my interview with the Business Unit Director at the Longmont, Colorado location, Jon Good.

1. Starting in 2008 they made significant improvements, but they were unable to sustain their efforts because management wasn’t totally supportive. In 2018 they realized it was time to re-invigorate their Lean journey because of additional employees and the intensely competitive nature of their industry.
2. They now have management buy-in and have been on a consistent monthly basis for the last 2.5 years. The goal is to increase “ease of business and make the place easier to run,” according to Jon.
3. Some of the initial struggles are people’s pre-conceived notions and time commitments.
4. “We learned that it is easier to free up people using shorter, two-day events.”
5. “Eliminating the count-back process saved the company $150,000 in the first year.”
6. “Because we have many people involved in the events, I have seen some talents from employees I might not have seen before. If we get everybody involved, it spreads like wildfire.”
7. “Make sure that you have management support and find a consultant that you can trust to keep you on track.”

To hear Jon’s interview please join us on the podcast at Americanlean.com episode seven.

You can join my YouTube channel here to listen to the podcast episodes!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

NeoTech in Longmont, Colorado is a contract manufacturer that primarily supports the Aerospace and Defense industry. NeoTech is the combination of Natel, EPIC Technologies added in 2013 and OnCore Manufacturing which was purchased in 2015.

Locations include California, Nevada, Ohio, Colorado, Illinois, Massachusetts, Mexico, and China. The Longmont location has about 150 employees across multiple shifts.

These are some key points taken from my interview with the Business Unit Director at the Longmont, Colorado location, Jon Good.

1. Starting in 2008 they made significant improvements, but they were unable to sustain their efforts because management wasn’t totally supportive. In 2018 they realized it was time to re-invigorate their Lean journey because of additional employees and the intensely competitive nature of their industry.
2. They now have management buy-in and have been on a consistent monthly basis for the last 2.5 years. The goal is to increase “ease of business and make the place easier to run,” according to Jon.
3. Some of the initial struggles are people’s pre-conceived notions and time commitments.
4. “We learned that it is easier to free up people using shorter, two-day events.”
5. “Eliminating the count-back process saved the company $150,000 in the first year.”
6. “Because we have many people involved in the events, I have seen some talents from employees I might not have seen before. If we get everybody involved, it spreads like wildfire.”
7. “Make sure that you have management support and find a consultant that you can trust to keep you on track.”

To hear Jon’s interview please join us on the podcast at Americanlean.com episode seven.

You can join my YouTube channel here to listen to the podcast episodes!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>b0e40863-0446-4973-bfb5-326562afa3d7Fri, 15 May 2020 04:00:00 -070008:05nofull62Neotech saves $150,000 from their Lean efforts using American Lean. The success of this event propelled them to continue their Lean journey.Tom Reed: Lean Enthusiast & President of American LeanWhat Would You Have Your Digital Twins DoAs I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. I list the nine key enablers below. The adoption of 5G internet speeds will enable Digital Twins to add value for your customers.

Some of the key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

We’ve all heard the comment that we can’t be in two places at once. What if you could be in two places at once? What would you have your digital twins do? Today I want to provide some basic information on one of the key enablers of Industry 4.0- The Digital Twins.

First, let’s talk about what a digital twin is. It is the digital replication of any physical object or system across its entire lifecycle.  The virtual model can be anything- an entire system, a bridge, a tunnel, a wind turbine, and an elevator, etc.

Sensors on the physical “thing” provide information to the digital model so that anyone looking at the digital model can understand how the physical asset is performing. Some interesting outcomes come about by understanding how a physical asset performs in the real world.

Engineers can better understand how the asset performs. By analyzing the data and turning it into useful information, engineers can predict when a maintenance issue might occur and can provide preventive steps to minimize downtime. Being connected to a physical asset from a distance allows for troubleshooting and even maintenance from far away. This is especially useful in an industry such as wind turbine farms where reaching the turbines may not be an easy task.

Another benefit is that you learn how physical assets are being used by the customer which provides tremendous insight into future revisions, service offerings, and product quality. The collection of this information allows for shorter new product development cycles and ideation. This leads to four major opportunities:

1. Add increased value to your product offerings

Since you are collecting large amounts of data, what value-added services can you provide to your customers that will make their lives easier/better? Can you provide better more accurate servicing of the physical assets? Can you suggest when they need to conduct preventive maintenance so that they can plan it for optimum times?

2. MRO improvements

Companies with asset-heavy strategies keep lots of spare parts on hand to ensure their assets continue running. Often, they purchase too many repair and replacement items increasing their MRO spend or they do the exact opposite, they carry no spare items and hope that they can buy replacement parts quickly when something breaks. If you can provide a data-driven spare item list, that is a great benefit to your customers.

3. Shortened New Product Development Cycles

It’s great to collect data, but you have to turn the data into information. Turning data into information will allow your engineers and designers to quickly develop new products that can address product shortcomings or issues. Using asset information instead of focus groups will provide better insights into the needs of the customers.

4. Drives Organizational Change

Using all of the information as a backdrop, your organization will have to become more flexible and agile to succeed in a digital environment. It won’t be new product development then operations, it will have to become new product development and operations.

The focus will be...]]>As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. I list the nine key enablers below. The adoption of 5G internet speeds will enable Digital Twins to add value for your customers.

Some of the key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

We’ve all heard the comment that we can’t be in two places at once. What if you could be in two places at once? What would you have your digital twins do? Today I want to provide some basic information on one of the key enablers of Industry 4.0- The Digital Twins.

First, let’s talk about what a digital twin is. It is the digital replication of any physical object or system across its entire lifecycle.  The virtual model can be anything- an entire system, a bridge, a tunnel, a wind turbine, and an elevator, etc.

Sensors on the physical “thing” provide information to the digital model so that anyone looking at the digital model can understand how the physical asset is performing. Some interesting outcomes come about by understanding how a physical asset performs in the real world.

Engineers can better understand how the asset performs. By analyzing the data and turning it into useful information, engineers can predict when a maintenance issue might occur and can provide preventive steps to minimize downtime. Being connected to a physical asset from a distance allows for troubleshooting and even maintenance from far away. This is especially useful in an industry such as wind turbine farms where reaching the turbines may not be an easy task.

Another benefit is that you learn how physical assets are being used by the customer which provides tremendous insight into future revisions, service offerings, and product quality. The collection of this information allows for shorter new product development cycles and ideation. This leads to four major opportunities:

1. Add increased value to your product offerings

Since you are collecting large amounts of data, what value-added services can you provide to your customers that will make their lives easier/better? Can you provide better more accurate servicing of the physical assets? Can you suggest when they need to conduct preventive maintenance so that they can plan it for optimum times?

2. MRO improvements

Companies with asset-heavy strategies keep lots of spare parts on hand to ensure their assets continue running. Often, they purchase too many repair and replacement items increasing their MRO spend or they do the exact opposite, they carry no spare items and hope that they can buy replacement parts quickly when something breaks. If you can provide a data-driven spare item list, that is a great benefit to your customers.

3. Shortened New Product Development Cycles

It’s great to collect data, but you have to turn the data into information. Turning data into information will allow your engineers and designers to quickly develop new products that can address product shortcomings or issues. Using asset information instead of focus groups will provide better insights into the needs of the customers.

4. Drives Organizational Change

Using all of the information as a backdrop, your organization will have to become more flexible and agile to succeed in a digital environment. It won’t be new product development then operations, it will have to become new product development and operations.

The focus will be brought to removing silos that exist in the organization. The organization will have to become more agile in the data collection, data interpretation, new product development, and manufacturing cycle to stay ahead of others fully engaged in a Digital Transformation.

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>177b61b7-b351-446a-8581-877558b646b5Thu, 14 May 2020 04:00:00 -070005:41nofull61Now that 5G speeds are approaching, your company can learn how your product performs in the fields and develop new services using Digital Twins!Tom Reed: Lean Enthusiast & President of American LeanHow to Develop a Current State Value Stream MapIf you have read my book the Lean Game Plan, you know I talk about Value Stream Mapping as the first step to understand where you should focus your improvement efforts. If you have never completed a Value Stream Map for your organization, it will be helpful to develop l an Enterprise Value Stream Map (EVSM).

An EVSM shows how the entire organization adds value to the customer. An EVSM shows what happens from the time the phone rings until you deliver a product or service to your customer. After you have developed an EVSM you might develop a Value Stream Map (VSM) for a specific product family or process within your organization that you believe contains waste.

Value Stream Maps should help you “see” where the waste is within your organization so you can go about eliminating the waste. Value Stream Mapping allows you to see the flow of processes and the flow of information. Because they are icon-based, they can be used within any industry. If you know how to read the icons you can understand how an organization adds value to the customer. A common practice is to develop value Stream Maps for your current state of operations first. See the whole show notes for an icon map.

The commonly used icons are the process/data boxes, outside source icon, the operator box, the inventory triangle, and the movement arrows. If information is shared electronically the lightning bolt is used to show that information sharing. The truck, fork truck, or rail icon shows delivery or movement of material. We identify inspection by using the look icon.

The most important element to include in a Value Stream Map is a timeline across the bottom that shows the ratio of value-added to non-value-added work. I have seen current state Value Stream Maps with Value Added ratios as low as 2-5%. Low ratios are common because companies have a lot of inventory or huge queues between operations. Sometimes orders get stuck in the office processes for lengthy periods, which causes delays.

When beginning your Value Stream Map, first understand the order of the processes and focus on getting them in the correct order. It is easiest to use long pieces of butcher paper spread out on a conference room table. Then you can develop the steps of the process using icons written on sticky notes. Because they are on sticky notes, if you need to move them around it is easy to do.

Once you get your processes in the correct order, then you can fill in your process boxes with the information about that process. Information to collect includes Cycle time (think of this as touch time), set-up times if they exist, yield if a problem, number of operators, and number of shifts the process operates. If it is an office process, you can also include % C&A which is % Complete and Accurate.

After you have your processes in the correct order with inventory and delays identified, it is time to take your Value Stream (or a picture of it) to the area that you are mapping and walk it backward through the processes. Why do you think it is important to walk it backward?

This helps you identify any mistakes that you might have made when developing your map. It is not uncommon to skip steps! Walking your map backward helps you capture the steps that you might have missed.

Another reason to walk your map backward is to use this time to conduct a waste walk. Take notepads with you as you journey backward and interview people in the processes- especially office processes.

Ask them what they struggle with. Ask them how long it takes to do their work. Look for piles of inventory and count parts. Look for piles of files. Ask how long work sits between operations so you can capture the time as a delay. Use the eight...]]>If you have read my book the Lean Game Plan, you know I talk about Value Stream Mapping as the first step to understand where you should focus your improvement efforts. If you have never completed a Value Stream Map for your organization, it will be helpful to develop l an Enterprise Value Stream Map (EVSM).

An EVSM shows how the entire organization adds value to the customer. An EVSM shows what happens from the time the phone rings until you deliver a product or service to your customer. After you have developed an EVSM you might develop a Value Stream Map (VSM) for a specific product family or process within your organization that you believe contains waste.

Value Stream Maps should help you “see” where the waste is within your organization so you can go about eliminating the waste. Value Stream Mapping allows you to see the flow of processes and the flow of information. Because they are icon-based, they can be used within any industry. If you know how to read the icons you can understand how an organization adds value to the customer. A common practice is to develop value Stream Maps for your current state of operations first. See the whole show notes for an icon map.

The commonly used icons are the process/data boxes, outside source icon, the operator box, the inventory triangle, and the movement arrows. If information is shared electronically the lightning bolt is used to show that information sharing. The truck, fork truck, or rail icon shows delivery or movement of material. We identify inspection by using the look icon.

The most important element to include in a Value Stream Map is a timeline across the bottom that shows the ratio of value-added to non-value-added work. I have seen current state Value Stream Maps with Value Added ratios as low as 2-5%. Low ratios are common because companies have a lot of inventory or huge queues between operations. Sometimes orders get stuck in the office processes for lengthy periods, which causes delays.

When beginning your Value Stream Map, first understand the order of the processes and focus on getting them in the correct order. It is easiest to use long pieces of butcher paper spread out on a conference room table. Then you can develop the steps of the process using icons written on sticky notes. Because they are on sticky notes, if you need to move them around it is easy to do.

Once you get your processes in the correct order, then you can fill in your process boxes with the information about that process. Information to collect includes Cycle time (think of this as touch time), set-up times if they exist, yield if a problem, number of operators, and number of shifts the process operates. If it is an office process, you can also include % C&A which is % Complete and Accurate.

After you have your processes in the correct order with inventory and delays identified, it is time to take your Value Stream (or a picture of it) to the area that you are mapping and walk it backward through the processes. Why do you think it is important to walk it backward?

This helps you identify any mistakes that you might have made when developing your map. It is not uncommon to skip steps! Walking your map backward helps you capture the steps that you might have missed.

Another reason to walk your map backward is to use this time to conduct a waste walk. Take notepads with you as you journey backward and interview people in the processes- especially office processes.

Ask them what they struggle with. Ask them how long it takes to do their work. Look for piles of inventory and count parts. Look for piles of files. Ask how long work sits between operations so you can capture the time as a delay. Use the eight wastes as a guide for identifying waste in the processes.

After you have conducted your waste walk, double-check your process order, and make sure they are in the correct order. Capture any electronic communication between operations. Understand the scheduling process. Add in your inventory and delay triangles. Complete your process box information.

Complete your timeline of value-added to non-value-added work across the bottom. Don’t be surprised if your current state map shows you have less than 50% value-added work!

Next time we will discuss developing your Future State Value Stream Map.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>661058ab-8e72-483d-ace4-cc7dff48f10bWed, 13 May 2020 04:00:00 -070005:41nofull60A key element for a successful Lean Transformation is developing Current State Value Stream Maps. Learn best practices here!Tom Reed: Lean Enthusiast & President of American LeanHow to Deal with Frustrating People in an RIEOccasionally, within a Rapid Improvement Event, or daily interactions, we will deal with frustrating people. Given the speed of an RIE it's hard to slow down to deal with those frustrating people on the spot. Here are four tips to help you deal with frustrating people in an RIE.

Keep perspective and have patience

Often when we get frustrated with people it’s because we are in a hurry ourselves. Maybe they had a deliverable to meet but didn’t deliver on time. We often make assumptions about people that aren’t true. They’re lazy, or they did this on purpose to make me look bad. All kinds of crazy things go through our minds.

Realize though, that you probably don’t know the whole picture. Especially with everything that is going on in the current COVID environment. Maybe they had a sick child at home that kept them up all night. They could have had a death in the family or found out someone close to them needs to be quarantined.

Please be patient and keep perspective with the business environment today.

Have you truly been clear about what you need from that person?

Maybe you assumed they knew what you want but they didn’t want to ask questions for clarity. When they deliver something else you become frustrated. That is a sure sign that you did not deliver clear expectations of the deliverable.

Within the Rapid Improvement Event framework, everyone is working as a team and at a very fast pace. It could be that you didn't give clear expectations to a team member because of the speed of the event. Maybe they got different input from others on the team.

That is why it is important to follow an RIE charter. This keeps the RIE team focused and provides the guard rails within the event. It forces the group to have a laser-like focus.

Consider peoples confidence and competence before you judge their actions

As I mentioned last week there is a psychological framework called the competence-confidence loop. The more someone does something the more confident they become in doing that task. This helps drive their willingness to complete a task.

A great tool to rely on as a leader that will help you reduce frustration is called situational leadership. It considers a person’s skill and will around a task before assigning it to them. A key thing to remember is that it is task-specific. The same person may have different skills/will around different tasks.

Let’s use a mechanic as an example. His/her skill/will might be high when doing brake work and you can delegate that work to them. Maybe their skill/will is low on engine repairs. Yet you delegate an engine repair job to them. How is that going to make them feel? Likely, they will be frustrated yet they might not say anything to you.

Given their skill/will around this task, this is not the correct leadership style to use in this case. You can’t delegate to someone who has a low skill/high will. You have to directly supervise them in this case. Keep this in mind as you consider what work you assign to employees.

Realize you can’t control everything

People get frustrated because things happen that are outside of their control. Realize it is not your job to control everything and everybody. It’s impossible.

Have a servant leader mindset. Realize that you might not know everything that is going on with an employee and their situation. Understand that maybe you haven’t been 100% clear on what you want and people are not mind readers. Perhaps you haven’t applied the correct leadership style around a task and your employee is frustrated and that you can’t control everything.

Keep these things in mind and you will be on the path to being frustrated less often!

As always, it is an honor serving you and I hope that you...]]>Occasionally, within a Rapid Improvement Event, or daily interactions, we will deal with frustrating people. Given the speed of an RIE it's hard to slow down to deal with those frustrating people on the spot. Here are four tips to help you deal with frustrating people in an RIE.

Keep perspective and have patience

Often when we get frustrated with people it’s because we are in a hurry ourselves. Maybe they had a deliverable to meet but didn’t deliver on time. We often make assumptions about people that aren’t true. They’re lazy, or they did this on purpose to make me look bad. All kinds of crazy things go through our minds.

Realize though, that you probably don’t know the whole picture. Especially with everything that is going on in the current COVID environment. Maybe they had a sick child at home that kept them up all night. They could have had a death in the family or found out someone close to them needs to be quarantined.

Please be patient and keep perspective with the business environment today.

Have you truly been clear about what you need from that person?

Maybe you assumed they knew what you want but they didn’t want to ask questions for clarity. When they deliver something else you become frustrated. That is a sure sign that you did not deliver clear expectations of the deliverable.

Within the Rapid Improvement Event framework, everyone is working as a team and at a very fast pace. It could be that you didn't give clear expectations to a team member because of the speed of the event. Maybe they got different input from others on the team.

That is why it is important to follow an RIE charter. This keeps the RIE team focused and provides the guard rails within the event. It forces the group to have a laser-like focus.

Consider peoples confidence and competence before you judge their actions

As I mentioned last week there is a psychological framework called the competence-confidence loop. The more someone does something the more confident they become in doing that task. This helps drive their willingness to complete a task.

A great tool to rely on as a leader that will help you reduce frustration is called situational leadership. It considers a person’s skill and will around a task before assigning it to them. A key thing to remember is that it is task-specific. The same person may have different skills/will around different tasks.

Let’s use a mechanic as an example. His/her skill/will might be high when doing brake work and you can delegate that work to them. Maybe their skill/will is low on engine repairs. Yet you delegate an engine repair job to them. How is that going to make them feel? Likely, they will be frustrated yet they might not say anything to you.

Given their skill/will around this task, this is not the correct leadership style to use in this case. You can’t delegate to someone who has a low skill/high will. You have to directly supervise them in this case. Keep this in mind as you consider what work you assign to employees.

Realize you can’t control everything

People get frustrated because things happen that are outside of their control. Realize it is not your job to control everything and everybody. It’s impossible.

Have a servant leader mindset. Realize that you might not know everything that is going on with an employee and their situation. Understand that maybe you haven’t been 100% clear on what you want and people are not mind readers. Perhaps you haven’t applied the correct leadership style around a task and your employee is frustrated and that you can’t control everything.

Keep these things in mind and you will be on the path to being frustrated less often!

As always, it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>fec30950-33ad-4ad7-a9c0-8671bb1339f9Tue, 12 May 2020 04:00:00 -070005:45nofull59Tom Reed: Lean Enthusiast & President of American LeanLevel One Leaders in LeanResearch states that "46% of all improvement initiatives fail because of lack of leadership."¹ Having too many Level One Leaders will kill your Lean transformation. Here is how to identify them!

Much has already been written on Lean Leadership. Jim Womack and John Shook at the Lean Enterprise Institute (LEI) describe the evolution of leadership models as going from ‘Do it my way’ (old Dictator style) to ‘Do it your way’ (1980s Empowerment style) to ‘Follow me … and let’s figure this out together’ (Lean style).

This week’s blog focuses on the ‘Do it my way’ style, John Maxwell’s Level 1 Leader who people follow because they have to.

Level 1: Position

This is the lowest level of leadership—the entry-level. People who only make it to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people. Their people only follow them within the stated boundaries of their authority.

Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position. This means that position is a fine starting point, but every leader should aspire to grow beyond Level 1.

Level One Leaders

Kathy Caprino, in a recent Forbes blog, “Six Behaviors That Will Block Your Leadership Success,” describes six behaviors of a leader that will stymie your success as a leader and crush the potential of your team.

These behaviors are often found in Level 1 leaders and need to be solved to move up to the next level of leadership, Level 2: Permission.

These are the six fundamental behavior shifts essential for Level 1 leaders.

See the blog for the chart!

Leadership Assessment²

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 1

• I don’t have to remind the people who work for me I am the leader.
• I think of each person who works for me as a person, not just in terms of his or her function or role.
• Most days I look forward to going to work.
• I recognize that the position I’ve been given is an opportunity to learn, not turf to be guarded.
• The people who work for me will work above and beyond their job descriptions.
• I know that dealing with people's problems is a part of leading and have accepted that as part of the job.
• I possess the desire to learn more about leadership and become a better leader.
• I think of my job in terms of work to be accomplished and give very little focus on the career path and the positions I desire to achieve along the way.
• One of my primary objectives is to assist the people who work for me.
• Most people find it easy to work with me.

If you marked eight or more of the previous statements as true for you, then you have probably already established yourself as a leader on Level 1 and have moved to the higher levels. Congratulations!

2- 5 levels of Leadership; John Maxwell

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Research states that "46% of all improvement initiatives fail because of lack of leadership."¹ Having too many Level One Leaders will kill your Lean transformation. Here is how to identify them!

Much has already been written on Lean Leadership. Jim Womack and John Shook at the Lean Enterprise Institute (LEI) describe the evolution of leadership models as going from ‘Do it my way’ (old Dictator style) to ‘Do it your way’ (1980s Empowerment style) to ‘Follow me … and let’s figure this out together’ (Lean style).

This week’s blog focuses on the ‘Do it my way’ style, John Maxwell’s Level 1 Leader who people follow because they have to.

Level 1: Position

This is the lowest level of leadership—the entry-level. People who only make it to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people. Their people only follow them within the stated boundaries of their authority.

Position is the only level that does not require ability and effort to achieve. Anyone can be appointed to a position. This means that position is a fine starting point, but every leader should aspire to grow beyond Level 1.

Level One Leaders

Kathy Caprino, in a recent Forbes blog, “Six Behaviors That Will Block Your Leadership Success,” describes six behaviors of a leader that will stymie your success as a leader and crush the potential of your team.

These behaviors are often found in Level 1 leaders and need to be solved to move up to the next level of leadership, Level 2: Permission.

These are the six fundamental behavior shifts essential for Level 1 leaders.

See the blog for the chart!

Leadership Assessment²

Read the following ten statements and place a checkmark next to each one you agree is true for you. Answer using your first instinct. Please do not skip questions, and do not go back and change any of your responses.

Level 1

• I don’t have to remind the people who work for me I am the leader.
• I think of each person who works for me as a person, not just in terms of his or her function or role.
• Most days I look forward to going to work.
• I recognize that the position I’ve been given is an opportunity to learn, not turf to be guarded.
• The people who work for me will work above and beyond their job descriptions.
• I know that dealing with people's problems is a part of leading and have accepted that as part of the job.
• I possess the desire to learn more about leadership and become a better leader.
• I think of my job in terms of work to be accomplished and give very little focus on the career path and the positions I desire to achieve along the way.
• One of my primary objectives is to assist the people who work for me.
• Most people find it easy to work with me.

If you marked eight or more of the previous statements as true for you, then you have probably already established yourself as a leader on Level 1 and have moved to the higher levels. Congratulations!

2- 5 levels of Leadership; John Maxwell

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>bb96a2d5-90d1-41a2-8bab-2d5f68a22086Mon, 11 May 2020 04:00:00 -070005:25nofull58Tom Reed: Lean Enthusiast & President of American LeanInside Secrets on Working with Fortune 100 CompaniesOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week is a little different, I share the mic with James, a buyer at a Multi-National Fortune 100 company. He shares inside secrets on supplying a Fortune 100 company.

James is unique in that he worked with both a supplier to Fortune 100 companies and is now a buyer from the same supplier base. He has been on both sides of the equation. Some key points:

1.  As a supplier, they grew from 3M to 16M and used their Lean journey as a sales tool.  Their customers included Boeing, Northrup Grumman, Woodward, and other large Primes.
2. These Primes were looking for systems and processes that would improve OTD, quality, and price. They were expecting improvements in operations as well as office processes like accounting.
3. Primes are looking for suppliers that can handle terms of 60-120 days.
4. They want suppliers that are flexible and can handle re-schedules in today's environment.
5. They want suppliers that can communicate in a concise manner.
6. Suppliers that can take on a large amount of work and separate themselves from others are key.

Key Tips:

1. Have a website that is brief and includes your equipment, approvals, is current and correct! Supplying a Fortune 100 company means you need to constantly update your website.

2. Share your Lean journey. Include before and after pictures. Be vocal about the improvements that you have made!

3. As a company, your ROI will be greater if you bring in outside consultants to guide you on your journey. They will reduce your learning curve!

As always it is an honor to serve you and I hope you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. This week is a little different, I share the mic with James, a buyer at a Multi-National Fortune 100 company. He shares inside secrets on supplying a Fortune 100 company.

James is unique in that he worked with both a supplier to Fortune 100 companies and is now a buyer from the same supplier base. He has been on both sides of the equation. Some key points:

1.  As a supplier, they grew from 3M to 16M and used their Lean journey as a sales tool.  Their customers included Boeing, Northrup Grumman, Woodward, and other large Primes.
2. These Primes were looking for systems and processes that would improve OTD, quality, and price. They were expecting improvements in operations as well as office processes like accounting.
3. Primes are looking for suppliers that can handle terms of 60-120 days.
4. They want suppliers that are flexible and can handle re-schedules in today's environment.
5. They want suppliers that can communicate in a concise manner.
6. Suppliers that can take on a large amount of work and separate themselves from others are key.

Key Tips:

1. Have a website that is brief and includes your equipment, approvals, is current and correct! Supplying a Fortune 100 company means you need to constantly update your website.

2. Share your Lean journey. Include before and after pictures. Be vocal about the improvements that you have made!

3. As a company, your ROI will be greater if you bring in outside consultants to guide you on your journey. They will reduce your learning curve!

As always it is an honor to serve you and I hope you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>a33331f7-b6a2-492b-9f1f-454e47a3036dFri, 08 May 2020 04:00:00 -070012:21nofull57In this interview, I speak with James a strategic buyer, and he shares the secrets of supplying a Fortune 100 company. Listen to his tips here!Tom Reed: Lean Enthusiast & President of American LeanAugmented Reality- Seeing is BelievingAs I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. I list the nine key enablers below. This blog post will introduce augmented reality.

Key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

Augmented reality (AR) is not a pretend world like many Virtual Reality worlds are, but it is an aid that provides computer-generated images to enhance our real reality. These enhancements can take the form of graphics, sounds, or tactile feedback.

Imagine that you are a mechanic for a mining company operating in severe conditions. Your task is to conduct maintenance as quickly given the severe conditions. If you had AR glasses on, as you approached the piece of equipment the oil filter location would appear on your glasses with a diagram of the correct tool to use to remove it. As you remove the oil filter the glasses move you through each step in the process. This is an example of augmented reality.

This type of AR is superimposition augmented reality. It replaces the view of the original object with an augmented view of the object. Object recognition is key because an application can’t replace a real view with an augmented view if it can’t tell what the object is.

A second type is triggered by using a QR code to trigger an augmented view when it reads the QR code. This is referred to as marker-based augmented reality.

Markerless augmented reality is GPS based AR and is something that you are probably familiar with. It provides information based upon your location using your smartphone and helps you navigate within your surroundings. Most smartphone GPS systems provide this option.

The fourth augmented reality is called Projection Based Augmented Reality.  Like it sounds, it projects an image onto a surface. It understands the human interaction that occurs by differentiating between the expected image with a disturbed image from human interaction. I can remember being in a restaurant several years ago and a patron was using a projection-based keyboard that looked like a laser attached to their Ipad. It was very cool.

Although still in its infancy, augmented reality is being used in many ways and is picking up steam as a key enabler.

1. Complex manufacturing

Using prints to build a complex object which contains thousands of parts is outdated and can lead to errors. Using augmented reality provides an operator with the latest instructions, can provide videos for assembly, and can track to ensure that all work steps are completed.

2. Maintenance

As I mentioned at the beginning of the blog, superimposition augmented reality is being deployed to increase the effectiveness of the maintenance of many of their products. This helps reduce maintenance and downtime on the equipment.

3. Quality Assurance

Using AR inspectors can use an overlay of the correct part to understand if the current parts under inspection are within the specification. This can dramatically reduce the time required to inspect parts. I have a client that uses a piece of equipment that looks like a copier to measure sheet metal parts to see if they are within tolerance.

There are many exciting uses for AR and as it becomes quicker and cheaper with each generation, its deployment will only increase. Exciting times!

As always it is an honor serving you and I hope that you and your company are getting better every day!

As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. I list the nine key enablers below. This blog post will introduce augmented reality.

Key enablers of Smart Manufacturing include:

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots-Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

Augmented reality (AR) is not a pretend world like many Virtual Reality worlds are, but it is an aid that provides computer-generated images to enhance our real reality. These enhancements can take the form of graphics, sounds, or tactile feedback.

Imagine that you are a mechanic for a mining company operating in severe conditions. Your task is to conduct maintenance as quickly given the severe conditions. If you had AR glasses on, as you approached the piece of equipment the oil filter location would appear on your glasses with a diagram of the correct tool to use to remove it. As you remove the oil filter the glasses move you through each step in the process. This is an example of augmented reality.

This type of AR is superimposition augmented reality. It replaces the view of the original object with an augmented view of the object. Object recognition is key because an application can’t replace a real view with an augmented view if it can’t tell what the object is.

A second type is triggered by using a QR code to trigger an augmented view when it reads the QR code. This is referred to as marker-based augmented reality.

Markerless augmented reality is GPS based AR and is something that you are probably familiar with. It provides information based upon your location using your smartphone and helps you navigate within your surroundings. Most smartphone GPS systems provide this option.

The fourth augmented reality is called Projection Based Augmented Reality.  Like it sounds, it projects an image onto a surface. It understands the human interaction that occurs by differentiating between the expected image with a disturbed image from human interaction. I can remember being in a restaurant several years ago and a patron was using a projection-based keyboard that looked like a laser attached to their Ipad. It was very cool.

Although still in its infancy, augmented reality is being used in many ways and is picking up steam as a key enabler.

1. Complex manufacturing

Using prints to build a complex object which contains thousands of parts is outdated and can lead to errors. Using augmented reality provides an operator with the latest instructions, can provide videos for assembly, and can track to ensure that all work steps are completed.

2. Maintenance

As I mentioned at the beginning of the blog, superimposition augmented reality is being deployed to increase the effectiveness of the maintenance of many of their products. This helps reduce maintenance and downtime on the equipment.

3. Quality Assurance

Using AR inspectors can use an overlay of the correct part to understand if the current parts under inspection are within the specification. This can dramatically reduce the time required to inspect parts. I have a client that uses a piece of equipment that looks like a copier to measure sheet metal parts to see if they are within tolerance.

There are many exciting uses for AR and as it becomes quicker and cheaper with each generation, its deployment will only increase. Exciting times!

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>841fb00d-487b-4ef4-89f4-04b115d1fb83Thu, 07 May 2020 04:00:00 -070004:31nofull56A key enabler for Indsutry 4.0 will be Augmented Reality. Get introduced to how it will impact your business and three areas for deployment here!Tom Reed: Lean Enthusiast & President of American LeanHow to Increase Cash Flow without Laying Off Employees Part 4In the previous blog, I talked about setting up our pull chains for the parts that support the top 80% of the products you sell to customers. We calculated the quantities we need to keep at each location within the pull chain. In this blog, let’s talk about how we will signal when we are out of parts in one of our bins and what happens next. We will do that using pull cards.

The whole purpose of a pull system is to react to what is happening on the shop floor based upon consumption. MRP systems operate by looking at future orders, calculating when you need to start those orders to meet a delivery date, then providing suggested start dates and purchase suggestions. This is awesome if your customers never change their minds. What happens when your customer pulls in delivery dates or worse pushes out delivery dates? Your purchasing group now spends a lot of time expediting or de-expediting material. MRP was never designed to be a shop floor inventory control system.

Pull systems react to signals based upon the actual consumption of the material during the production process. If your customers push out delivery dates, you won’t consume material and won’t receive a signal to order or make more. The same thing happens if they pull in orders. Your material bins will turn more quickly than designed and you will receive signals to replenish material more often than designed. Either way, we want to use pull cards to signal when to do something.

Pull cards have a minimum of five pieces of information on them:

1. Part number
2. Part Description
3. Quantity
4. Where the part is used (consumed)
5. Where the part is replenished (where we get more)

You can put company logos on them, bar-code them, even RFID chip them but at a minimum, you need these five pieces of information. A usual deployment of pull cards is to place them on each bin of material that we have in the pull system. When the bin goes empty, and only when it is empty, that is our signal to take the bin or pull the card and go get more at the re-supply location.

While that bin is gone are you out of parts? No! You have a second container worth of material. If you have constant demand, about the time the second container is going empty the first container will return. On average there is about one container’s worth of material in the system.

A key thing to keep in mind is that once you deploy pull cards, you will have to periodically audit them. They can fall off containers, people stick them in their pockets and take them home. All kinds of things happen and if they disappear you won’t get a signal that you are out of material when a bin goes empty.

You often learn that you are missing a card if you keep receiving purchase suggestions from your ERP system but you haven’t seen a card in a while for that part. This is a sign that you should investigate to see if a card is missing.

Again I am sharing the article from 1998 where a small family-owned company used this entire process to reduce inventories and free cash. This article proves that pull systems are powerful and can help you improve your overall inventory turns and free up cash for your business. I am a huge fan!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

In the previous blog, I talked about setting up our pull chains for the parts that support the top 80% of the products you sell to customers. We calculated the quantities we need to keep at each location within the pull chain. In this blog, let’s talk about how we will signal when we are out of parts in one of our bins and what happens next. We will do that using pull cards.

The whole purpose of a pull system is to react to what is happening on the shop floor based upon consumption. MRP systems operate by looking at future orders, calculating when you need to start those orders to meet a delivery date, then providing suggested start dates and purchase suggestions. This is awesome if your customers never change their minds. What happens when your customer pulls in delivery dates or worse pushes out delivery dates? Your purchasing group now spends a lot of time expediting or de-expediting material. MRP was never designed to be a shop floor inventory control system.

Pull systems react to signals based upon the actual consumption of the material during the production process. If your customers push out delivery dates, you won’t consume material and won’t receive a signal to order or make more. The same thing happens if they pull in orders. Your material bins will turn more quickly than designed and you will receive signals to replenish material more often than designed. Either way, we want to use pull cards to signal when to do something.

Pull cards have a minimum of five pieces of information on them:

1. Part number
2. Part Description
3. Quantity
4. Where the part is used (consumed)
5. Where the part is replenished (where we get more)

You can put company logos on them, bar-code them, even RFID chip them but at a minimum, you need these five pieces of information. A usual deployment of pull cards is to place them on each bin of material that we have in the pull system. When the bin goes empty, and only when it is empty, that is our signal to take the bin or pull the card and go get more at the re-supply location.

While that bin is gone are you out of parts? No! You have a second container worth of material. If you have constant demand, about the time the second container is going empty the first container will return. On average there is about one container’s worth of material in the system.

A key thing to keep in mind is that once you deploy pull cards, you will have to periodically audit them. They can fall off containers, people stick them in their pockets and take them home. All kinds of things happen and if they disappear you won’t get a signal that you are out of material when a bin goes empty.

You often learn that you are missing a card if you keep receiving purchase suggestions from your ERP system but you haven’t seen a card in a while for that part. This is a sign that you should investigate to see if a card is missing.

Again I am sharing the article from 1998 where a small family-owned company used this entire process to reduce inventories and free cash. This article proves that pull systems are powerful and can help you improve your overall inventory turns and free up cash for your business. I am a huge fan!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1aa9ad57-aa8e-4ef4-ba15-861e122c75e6Wed, 06 May 2020 04:00:00 -070004:59nofull55In this podcast we cover the proper use of pull cards, the tool that signals when you are out of parts and drives the entire system!Tom Reed: Lean Enthusiast & President of American LeanHow to Increase Your Confidence as a Lean CoordinatorWhat if you are the employee assigned to guide your companies Lean journey but you have little experience? Here is how you can increase your confidence.

1. Have Confidence in your Lean Abilities

In our minds, we believe that we have to know everything there is to know about Lean before we can confidently deliver results. We overcomplicate things. Increase confidence with the decision to be confident in what you are doing. This is a choice that you make every day. Choose to have confidence!

The reality is you have to be one page ahead of your students in the book. If you think your algebra teacher knew everything there was to know about algebra- guess again. They were one page ahead of you as a student. Have confidence that you will bring about change in your Lean Transformation

2. Increase confidence by gaining competence

Psychologists call it the confidence-competence loop. The more that you do something and the more competent you become the more confident you are in doing that thing.

Think about when you began to drive a car. It was scary at first. I know I scared my Dad when he was teaching me to drive. Nothing like taking a sharp turn on a country road at 50 miles an hour.

When you go into a situation for the first time, be okay with being uncertain. It’s fine if you are uncomfortable. Move forward anyway and you will develop your skills around leading a Lean transformation. Eventually, you will reach the point where you will say to yourself “I feel confident in doing this!”

3. Gain momentum through action

Building confidence is led through action. Your company won’t wait for the perfect plan, the perfect time, the perfect quarter to improve. Competitors are working every day to get better and will drive your organization to improve.

Martin Luther King said you don’t need to see the whole staircase to take the first step. Congratulate yourself and your company by taking the first step. Having that first Rapid Improvement Event. Developing the first Value Stream Maps. Training people on Lean concepts. Putting together the first quarter of activities in your Lean Game Plan.

6S is a great first activity on a Lean journey. I can remember working at a Machine shop in Iowa and the first event we ever conducted was a 6S event in their paint department. The paint department was on the main aisle as you walked through the building.

After the event when everything was nice and organized, other departments began asking when they could have events in their areas. They all wanted to look like the new paint department. It built huge momentum in their company.

4. Develop a support system

There will time in the beginning when you won’t feel you are making as much progress as you would like. It is important to develop a support system. Join a mastermind group in the area. Search for an experienced coach that can guide you and provide positive feedback.

Join a group such as AME to learn more about Lean. Learn from this podcast. Anything that can provide a support system and help you learn. Reach out to me with questions. I am always available to help!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are What if you are the employee assigned to guide your companies Lean journey but you have little experience? Here is how you can increase your confidence.

1. Have Confidence in your Lean Abilities

In our minds, we believe that we have to know everything there is to know about Lean before we can confidently deliver results. We overcomplicate things. Increase confidence with the decision to be confident in what you are doing. This is a choice that you make every day. Choose to have confidence!

The reality is you have to be one page ahead of your students in the book. If you think your algebra teacher knew everything there was to know about algebra- guess again. They were one page ahead of you as a student. Have confidence that you will bring about change in your Lean Transformation

2. Increase confidence by gaining competence

Psychologists call it the confidence-competence loop. The more that you do something and the more competent you become the more confident you are in doing that thing.

Think about when you began to drive a car. It was scary at first. I know I scared my Dad when he was teaching me to drive. Nothing like taking a sharp turn on a country road at 50 miles an hour.

When you go into a situation for the first time, be okay with being uncertain. It’s fine if you are uncomfortable. Move forward anyway and you will develop your skills around leading a Lean transformation. Eventually, you will reach the point where you will say to yourself “I feel confident in doing this!”

3. Gain momentum through action

Building confidence is led through action. Your company won’t wait for the perfect plan, the perfect time, the perfect quarter to improve. Competitors are working every day to get better and will drive your organization to improve.

Martin Luther King said you don’t need to see the whole staircase to take the first step. Congratulate yourself and your company by taking the first step. Having that first Rapid Improvement Event. Developing the first Value Stream Maps. Training people on Lean concepts. Putting together the first quarter of activities in your Lean Game Plan.

6S is a great first activity on a Lean journey. I can remember working at a Machine shop in Iowa and the first event we ever conducted was a 6S event in their paint department. The paint department was on the main aisle as you walked through the building.

After the event when everything was nice and organized, other departments began asking when they could have events in their areas. They all wanted to look like the new paint department. It built huge momentum in their company.

4. Develop a support system

There will time in the beginning when you won’t feel you are making as much progress as you would like. It is important to develop a support system. Join a mastermind group in the area. Search for an experienced coach that can guide you and provide positive feedback.

Join a group such as AME to learn more about Lean. Learn from this podcast. Anything that can provide a support system and help you learn. Reach out to me with questions. I am always available to help!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>fbe872c0-9c11-4c7d-8080-4c3cb451ad43Tue, 05 May 2020 04:00:00 -070005:17nofull54How confident are you as you begin your Lean Transformation? Here are four steps that you can take to increase confidence as a Lean coordinator!Tom Reed: Lean Enthusiast & President of American LeanFive Levels of Leadership Applied to LeanWhen talking about Lean, people often focus on the process management part. They focus on value stream mapping and try to improve processes while neglecting to update leadership and management systems. The lean leadership model is based on one crucial belief – the leader’s goal is to raise new leaders. To do that, leaders must become teachers and coaches. A good roadmap is a book- The 5 Levels of Leadership.

In his book, “The 5 Levels of Leadership” John Maxwell details the concept of 5 levels of leadership. The levels represent stages in leadership development starting with being the boss who people follow because you have been appointed as their leader, to reaching the pinnacle of leadership, when you are followed because of who you are and what you represent.

In a series of upcoming blogs, we will discuss each of these levels and how they apply lean leadership. You will learn:

How to fulfill the role of a leader, teacher, and coach

Raise your effectiveness and improve your performance

How to extend your influence beyond your immediate reach and time

A roadmap for taking the journey to the highest level of leadership

Leadership is a process, not a position. There was a time when people used the terms leadership and management interchangeably. Most people now recognize that there is a significant difference between the two.

Management is at its best when things stay the same.

Leadership deals with people and their dynamics, which are continually changing. They are never static. The challenge of leadership is to create change and facilitate growth. Those require movement, which is required to move up from one level of leadership to the next.

Too often when people think of their journey into leadership, then envision a career path. What they should consider is their own leadership development! Good leadership isn’t about advancing yourself. It’s about advancing your team.

The Lean principles of continuous improvement, respect for people, and a relentless focus on delivering customer value are making teams and organizations rethink the practices that might have guided them for decades. For Lean to be effective, it needs effective Lean leaders — to champion Lean principles, offer guidance, and ensure that Lean is being used to optimize the entire organizational system for value delivery. Lead people well and help members of your team to become effective leaders, and a successful career path is almost guaranteed.

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>When talking about Lean, people often focus on the process management part. They focus on value stream mapping and try to improve processes while neglecting to update leadership and management systems. The lean leadership model is based on one crucial belief – the leader’s goal is to raise new leaders. To do that, leaders must become teachers and coaches. A good roadmap is a book- The 5 Levels of Leadership.

In his book, “The 5 Levels of Leadership” John Maxwell details the concept of 5 levels of leadership. The levels represent stages in leadership development starting with being the boss who people follow because you have been appointed as their leader, to reaching the pinnacle of leadership, when you are followed because of who you are and what you represent.

In a series of upcoming blogs, we will discuss each of these levels and how they apply lean leadership. You will learn:

How to fulfill the role of a leader, teacher, and coach

Raise your effectiveness and improve your performance

How to extend your influence beyond your immediate reach and time

A roadmap for taking the journey to the highest level of leadership

Leadership is a process, not a position. There was a time when people used the terms leadership and management interchangeably. Most people now recognize that there is a significant difference between the two.

Management is at its best when things stay the same.

Leadership deals with people and their dynamics, which are continually changing. They are never static. The challenge of leadership is to create change and facilitate growth. Those require movement, which is required to move up from one level of leadership to the next.

Too often when people think of their journey into leadership, then envision a career path. What they should consider is their own leadership development! Good leadership isn’t about advancing yourself. It’s about advancing your team.

The Lean principles of continuous improvement, respect for people, and a relentless focus on delivering customer value are making teams and organizations rethink the practices that might have guided them for decades. For Lean to be effective, it needs effective Lean leaders — to champion Lean principles, offer guidance, and ensure that Lean is being used to optimize the entire organizational system for value delivery. Lead people well and help members of your team to become effective leaders, and a successful career path is almost guaranteed.

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>fec23501-0de7-4c0d-8cb3-ae73e4d0df1dMon, 04 May 2020 04:00:00 -070004:29nofull53Tom Reed: Lean Enthusiast & President of American LeanKeep Better Score with Lean AccountingLean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement!

Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements.

These are some key points taken from my interview with Lean accounting expert Jerry Solomon.

1.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.
2.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"
3.  "People want to know the score an Lean accounting helps."
4. "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting."
5. "We empowered the people to run the business, put visuals in place."
6. "We tripled the growth rate in that part of the business."

 To hear Jerry’s interview please join us on the podcast at Americanlean.com episode fifty-two.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>Lean accounting may not sound very exciting, but this podcast episode with Jerry Solomon brings all kinds of energy and excitement!

Jerry shares how he moved from an accounting role into VP of Operations roles and shares the struggles of getting business performance information that employees can use to make improvements.

These are some key points taken from my interview with Lean accounting expert Jerry Solomon.

1.  I was asked to move from the COO position to running operations. What a difference. I went from being a provider of information to a consumer and saw some big problems.
2.  "We felt people in offices working on spreadsheets know better. It doesn't work that way! I saw how excited people can get, how they want to help us solve problems"
3.  "People want to know the score an Lean accounting helps."
4. "We did everything on our Lean journey, 5, setup reduction, then you realize you need to take it seriously. We implemented four value streams from beginning to end. Changed financial reporting."
5. "We empowered the people to run the business, put visuals in place."
6. "We tripled the growth rate in that part of the business."

 To hear Jerry’s interview please join us on the podcast at Americanlean.com episode fifty-two.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

 

 

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>bdcd4a84-ab54-435e-8cbf-ee74ffb9e25dFri, 01 May 2020 04:00:00 -070016:23nofull52Tom Reed: Lean Enthusiast & President of American LeanThe Cobots are Coming!As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. The nine key enablers are listed below. In this blog, I want to talk about how cobots will enable you to expand your operations.

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots - Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

As we continue our discussion about the nine key enablers of Industry 4.0 I want to talk about cobots or Autonomous robots. What is a cobot and do you need to be concerned about your job? There have been all kinds of predictions about the number of jobs that will be replaced through technology. Some estimates are in the range of 20 million jobs will be replaced in the next decade.

I don’t know, I can remember being in the paper industry in the nineties and we were petrified of paperless offices. It was supposed to eliminate the need for paper. Guess what? Our demand went up!

First, let’s understand what a cobot is. Cobots are the latest generation of automation designed to work alongside humans. Benefitting from improvements in computing power, sensors, and vision systems, cobots work next to humans. They don’t have to be kept in the caged area and warn “Danger Will Robinson.”

Cobots are easy to program, quick to set up, and flexible not fixed. Using their sensors and vision systems they are safe near humans. They can sense human presence and either stop or reverse their motion. They are being deployed to make cars, package Amazon boxes, and pick and pull items in a warehouse. Even driving is being replaced by autonomous vehicles which are very advanced cobots. If you have a palletizing machine or a programmable CMM you are already using cobots.

Cobots are being deployed in dirty and dangerous operations where eliminating the human is beneficial for safety reasons. Here are five ways to get started with cobots according to the Rethink Robotics Blog.

1. Identify and prioritize the right tasks

Think highly repetitive, mundane, challenging or dangerous tasks for a human to complete. Packaging, picking orders, CNC machine tending, metal stamping, and bending are all great places to consider.

2. Educate and reassure the workforce

When beginning the discussion about cobots employees will naturally be concerned about losing their jobs. It is important to educate the workforce about cobots and where the deployment will be- monotonous, error-prone processes leaving the employee free to do tasks that require more dexterity, thinking, and reasoning.

3. Think 24/7 365

Cobots need not take breaks or even go home. They can operate in a lights-out scenario on second and third shifts preparing work for when humans return on the day shift. This can improve output. I have personally worked with machine shops that use CNC machines attached to pallet systems. The pallet systems index jobs into the CNC so that jobs can be completed in a lights out manner. For many machine shops, this is key to increasing their output without adding skilled machinists.

4. Utilize your supplier's expertise

This isn’t a DIY project. Listen to your cobot supplier about how to best deploy cobots given your unique situation and business goals. Establish a ramp-up plan to work out programming issues.

5. Learn from your employees and peers

Cobots work alongside people. After working with cobots a while I am sure your employees will]]>As I mentioned in the original Industry 4.0 blog, nine key enablers support Industry 4.0 or Smart Manufacturing. The nine key enablers are listed below. In this blog, I want to talk about how cobots will enable you to expand your operations.

1. Cyber Security/Blockchain
2. Cloud Computing
3. IIoT- Industrial Internet of Things
4. Big Data
5. System Integration
6. Autonomous Robots - Cobots
7. Additive Manufacturing- 3D printing
8. Augmented reality
9. Simulation/Digital Twins

As we continue our discussion about the nine key enablers of Industry 4.0 I want to talk about cobots or Autonomous robots. What is a cobot and do you need to be concerned about your job? There have been all kinds of predictions about the number of jobs that will be replaced through technology. Some estimates are in the range of 20 million jobs will be replaced in the next decade.

I don’t know, I can remember being in the paper industry in the nineties and we were petrified of paperless offices. It was supposed to eliminate the need for paper. Guess what? Our demand went up!

First, let’s understand what a cobot is. Cobots are the latest generation of automation designed to work alongside humans. Benefitting from improvements in computing power, sensors, and vision systems, cobots work next to humans. They don’t have to be kept in the caged area and warn “Danger Will Robinson.”

Cobots are easy to program, quick to set up, and flexible not fixed. Using their sensors and vision systems they are safe near humans. They can sense human presence and either stop or reverse their motion. They are being deployed to make cars, package Amazon boxes, and pick and pull items in a warehouse. Even driving is being replaced by autonomous vehicles which are very advanced cobots. If you have a palletizing machine or a programmable CMM you are already using cobots.

Cobots are being deployed in dirty and dangerous operations where eliminating the human is beneficial for safety reasons. Here are five ways to get started with cobots according to the Rethink Robotics Blog.

1. Identify and prioritize the right tasks

Think highly repetitive, mundane, challenging or dangerous tasks for a human to complete. Packaging, picking orders, CNC machine tending, metal stamping, and bending are all great places to consider.

2. Educate and reassure the workforce

When beginning the discussion about cobots employees will naturally be concerned about losing their jobs. It is important to educate the workforce about cobots and where the deployment will be- monotonous, error-prone processes leaving the employee free to do tasks that require more dexterity, thinking, and reasoning.

3. Think 24/7 365

Cobots need not take breaks or even go home. They can operate in a lights-out scenario on second and third shifts preparing work for when humans return on the day shift. This can improve output. I have personally worked with machine shops that use CNC machines attached to pallet systems. The pallet systems index jobs into the CNC so that jobs can be completed in a lights out manner. For many machine shops, this is key to increasing their output without adding skilled machinists.

4. Utilize your supplier's expertise

This isn’t a DIY project. Listen to your cobot supplier about how to best deploy cobots given your unique situation and business goals. Establish a ramp-up plan to work out programming issues.

5. Learn from your employees and peers

Cobots work alongside people. After working with cobots a while I am sure your employees will come up with additional ways to make improvements or use cobots in ways you didn’t think about. Gather their suggestions as you evaluate the usage of additional cobots.

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>c9cd1b30-fc62-4eba-8ee3-1ca9349f28f2Thu, 30 Apr 2020 04:00:00 -070006:15nofull51Learn about cobots and the impact to manufacturing and Industry 4.0. Read about the five ways to successfuly get started using cobots!Tom Reed: Lean Enthusiast & President of American LeanHow to Increase Cash Flow Without Laying Off Employees Part 3In the previous blog, we talked about setting up our pull chain for the parts that support the top 80% of the products you sell to customers. We discussed understanding the pull chain for each type of part that goes into your finished product. Next, we need to consider the customer demand for the products that make up your top 80% of sales.

Assuming that we want to keep two day’s worth of material at the assembly location, four days of material in the supermarket, and our supplier takes 20 days to replenish an order, how much material do we need at each location?

Let’s look at each of the items in the formula. The D is the demand of the parent the parts go into. Q is the quantity of this part that the parent consumes R is the replenishment time, or how long it takes to replenish a pull quantity when it is empty. P is package size. If the part comes in a plastic bag that contains fifty pieces that is the package size. The default quantity in this formula is one.

Calculate the bin quantity for each location. To set up our pull system, we’ll use a two-bin system. Imagine two bins each with the same part and quantity in them.  When the first bin goes empty are we out of parts?

No, because we have a second bin full of parts. The formula calculates how many parts we need to keep in the two bins based upon the replenishment time. It is important to realize you have to put the aggregate parent demand into daily demand since we are calculating pull quantities based upon how many days of material we need.

We can see that this part is used in parents A, F, G, and Q. Each of those parents' demand is shown divided by the number of working days to calculate a daily quantity D. In this example we build 250 units a year and there are 250 working days. Our D quantity in this example would be one.

This is multiplied by how many are used on each parent which is Q. Round this quantity to the next highest whole number. It’s impossible to have ½ of a part. Just so you are aware, these two numbers D and Q should stay static.

Now, all we have to do is multiply ∑(D x Q) by the replenishment time R. This number varies depending upon how much material we want to carry at each location. Continuing this process with the rest of the parents F, G and Q we see that we need to carry 52 parts to support two days of replenishment time in assembly.

This is two containers each with 26 parts in them for a total of 52 parts. The Supermarket quantity is 104 since we are carrying 4 days of material- 4 x 26. This means each container in the warehouse has 52 pieces in them.

The warehouse quantity if the only one we can’t control. We need two containers each with 520 pieces in them since it takes the supplier twenty days to replenish an order. If we only kept 20 days total, then after day 10 the first bin would go empty and go the supplier and they would take 20 days to respond. That would not be good.

Something to consider, while it sounds like you have 40 days of material in the warehouse, realize most of the time only the second container is full. The first container is being emptied on a daily basis. On average, there will be one container’s worth of material in the system. This is how you can get to 12 or more turns easily and quickly. This will have a dramatic positive impact on your cash flow!

Next week we will finish our pull discussion by covering the pull cards that we will want to use to support the system.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

In the previous blog, we talked about setting up our pull chain for the parts that support the top 80% of the products you sell to customers. We discussed understanding the pull chain for each type of part that goes into your finished product. Next, we need to consider the customer demand for the products that make up your top 80% of sales.

Assuming that we want to keep two day’s worth of material at the assembly location, four days of material in the supermarket, and our supplier takes 20 days to replenish an order, how much material do we need at each location?

Let’s look at each of the items in the formula. The D is the demand of the parent the parts go into. Q is the quantity of this part that the parent consumes R is the replenishment time, or how long it takes to replenish a pull quantity when it is empty. P is package size. If the part comes in a plastic bag that contains fifty pieces that is the package size. The default quantity in this formula is one.

Calculate the bin quantity for each location. To set up our pull system, we’ll use a two-bin system. Imagine two bins each with the same part and quantity in them.  When the first bin goes empty are we out of parts?

No, because we have a second bin full of parts. The formula calculates how many parts we need to keep in the two bins based upon the replenishment time. It is important to realize you have to put the aggregate parent demand into daily demand since we are calculating pull quantities based upon how many days of material we need.

We can see that this part is used in parents A, F, G, and Q. Each of those parents' demand is shown divided by the number of working days to calculate a daily quantity D. In this example we build 250 units a year and there are 250 working days. Our D quantity in this example would be one.

This is multiplied by how many are used on each parent which is Q. Round this quantity to the next highest whole number. It’s impossible to have ½ of a part. Just so you are aware, these two numbers D and Q should stay static.

Now, all we have to do is multiply ∑(D x Q) by the replenishment time R. This number varies depending upon how much material we want to carry at each location. Continuing this process with the rest of the parents F, G and Q we see that we need to carry 52 parts to support two days of replenishment time in assembly.

This is two containers each with 26 parts in them for a total of 52 parts. The Supermarket quantity is 104 since we are carrying 4 days of material- 4 x 26. This means each container in the warehouse has 52 pieces in them.

The warehouse quantity if the only one we can’t control. We need two containers each with 520 pieces in them since it takes the supplier twenty days to replenish an order. If we only kept 20 days total, then after day 10 the first bin would go empty and go the supplier and they would take 20 days to respond. That would not be good.

Something to consider, while it sounds like you have 40 days of material in the warehouse, realize most of the time only the second container is full. The first container is being emptied on a daily basis. On average, there will be one container’s worth of material in the system. This is how you can get to 12 or more turns easily and quickly. This will have a dramatic positive impact on your cash flow!

Next week we will finish our pull discussion by covering the pull cards that we will want to use to support the system.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>15182251-c50a-4df0-8dbc-db77afb42ea6Wed, 29 Apr 2020 04:00:00 -070007:12nofull50Using pull chains and calculating how much inventory you need at each pull chain location is a powerful step to erduce inventory and increase cash flow!Tom Reed: Lean Enthusiast & President of American LeanHow to Hold Meetings that Add ValueDo your daily activities and meetings add value as they should be? Do your employees routinely miss your meetings? The analysis shows that out of each day, employees conduct Non-Value-Added activity up to an average of 280 minutes per day. That is 4.6 hours a day.

NVA Meetings (reactive)- 80 minutes

NVA Phone calls- 30 minutes

NVA Email communication- 80 minutes

Repeat system failures- 40 minutes

Rework- 20 minutes

Report generation and excess tracking- 30 minutes

This adds up to about 70,000 minutes a year which is 145 days of non-value-added time. Much of that results from reactive meeting time.  Here are some steps that can help you improve your meetings and increase attendance.

1. Set the goal of the meeting

If it is an update meeting, have a prepared order of presentation and give them a set amount of time to present their information and answer questions. If we hold the meeting to make decisions or conduct brainstorming have the tools such as a P.I.C.K. chart ready so you can quickly move through the brainstorming and decision process. Make sure everyone is aware of the purpose of the meeting so they can come prepared.

2. Invite only who is necessary

Things bog down when there are too many people in the room and it becomes a cat-herding exercise. Amazon used to have a two-pizza rule. Teams (and meetings) should only be as large can be fed by two pizzas.  Something to keep in mind when planning your meetings.

3. Ask three questions

This is used in agile with scrum teams. The scrum master asks- 1. What did you get accomplished yesterday? 2. What are you working on today? 3. Are there any roadblocks? Scrum meetings are a fifteen-minute long communication across the entire project team.

You may not be developing software but are there two-three questions that you can ask to keep everyone focused. Maybe the questions have to do with safety and quality. Regardless, there are ways to quickly get a pulse of what is happening.

4. Be present

I don’t know about you, but I hate it when everyone is on their phone, on their laptop, or doing other activities while they should be present. If they need their laptop to present information that is fine, but otherwise they need to pay attention. Having to repeat what is said many times adds to the length of the meeting and decreases the attention of the team members. I have seen organizations collect phones, make participants pay $1 into a pot if they are on their phones. I have also seen companies remove chairs from conference rooms so meetings don’t drag on forever. What have you seen that keeps people engaged?

5. Close with a plan of action

If it is an update or status meeting, thank everyone for their attendance. If it is a decision-making meeting close with a plan of action. Use a project charter with assigned duties as part of the action items. Establish follow up activities and dates for all involved and post them to your Kanban or Trello board so you don’t lose track of them. In the example above, this company used actual post-it notes as part of its visual project management. Using visual tools help you have meetings that add value.

You can make meetings shorter, more value-added and productive by following these simple steps.

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are Do your daily activities and meetings add value as they should be? Do your employees routinely miss your meetings? The analysis shows that out of each day, employees conduct Non-Value-Added activity up to an average of 280 minutes per day. That is 4.6 hours a day.

NVA Meetings (reactive)- 80 minutes

NVA Phone calls- 30 minutes

NVA Email communication- 80 minutes

Repeat system failures- 40 minutes

Rework- 20 minutes

Report generation and excess tracking- 30 minutes

This adds up to about 70,000 minutes a year which is 145 days of non-value-added time. Much of that results from reactive meeting time.  Here are some steps that can help you improve your meetings and increase attendance.

1. Set the goal of the meeting

If it is an update meeting, have a prepared order of presentation and give them a set amount of time to present their information and answer questions. If we hold the meeting to make decisions or conduct brainstorming have the tools such as a P.I.C.K. chart ready so you can quickly move through the brainstorming and decision process. Make sure everyone is aware of the purpose of the meeting so they can come prepared.

2. Invite only who is necessary

Things bog down when there are too many people in the room and it becomes a cat-herding exercise. Amazon used to have a two-pizza rule. Teams (and meetings) should only be as large can be fed by two pizzas.  Something to keep in mind when planning your meetings.

3. Ask three questions

This is used in agile with scrum teams. The scrum master asks- 1. What did you get accomplished yesterday? 2. What are you working on today? 3. Are there any roadblocks? Scrum meetings are a fifteen-minute long communication across the entire project team.

You may not be developing software but are there two-three questions that you can ask to keep everyone focused. Maybe the questions have to do with safety and quality. Regardless, there are ways to quickly get a pulse of what is happening.

4. Be present

I don’t know about you, but I hate it when everyone is on their phone, on their laptop, or doing other activities while they should be present. If they need their laptop to present information that is fine, but otherwise they need to pay attention. Having to repeat what is said many times adds to the length of the meeting and decreases the attention of the team members. I have seen organizations collect phones, make participants pay $1 into a pot if they are on their phones. I have also seen companies remove chairs from conference rooms so meetings don’t drag on forever. What have you seen that keeps people engaged?

5. Close with a plan of action

If it is an update or status meeting, thank everyone for their attendance. If it is a decision-making meeting close with a plan of action. Use a project charter with assigned duties as part of the action items. Establish follow up activities and dates for all involved and post them to your Kanban or Trello board so you don’t lose track of them. In the example above, this company used actual post-it notes as part of its visual project management. Using visual tools help you have meetings that add value.

You can make meetings shorter, more value-added and productive by following these simple steps.

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>25690e59-9691-46f9-92b5-7fc58050e78eTue, 28 Apr 2020 04:00:00 -070005:31nofull49Here are some tips that will help you hold meetings that add value and don't stink. Learn how to hold meetings that people want to participate in!Tom Reed: Lean Enthusiast & President of American LeanMastermind Groups Can Speed Up Your Lean ResultsFor many middle-market organizations, they want to speed up their Lean Transformation as quickly as possible, but they don’t have experienced Lean professionals on their staff. A great way to speed up a new Lean coordinator's learning is to encourage them to join  Mastermind groups.

I led Mastermind groups in the late nineties consisting of four companies within different industry segments and we conducted round-robin Rapid Improvement Events (RIE) at these four companies. Each month one company would host a Rapid Improvement Event at their location with Lean coordinators from each of the other three companies as part of the RIE team.

Over a year, your Lean coordinator will take part in twelve RIE’s. Each company has a minimum of three professionally coached RIE’s and the Lean coordinators see how the methodologies apply in different industry settings speeding up their learning and understanding.

There are also additional benefits to being in a mastermind group with other companies in your area:

1. You get to increase your network

Being part of a mastermind group will allow you to meet other like-minded business leaders in your area. If you aren’t part of an organization like Vistage International, it seems like you are going at it alone. A Mastermind allows you to meet others and learn from them.

2. You speed up your learning

Imagine if you only conducted 3-4 RIE’s in your facility a year. I realize that isn’t many, but for many mid-market companies, it is about all that they can handle. It would take your coordinator three years to be involved in twelve RIEs. Being part of a Mastermind Group will cut the learning curve by 66%.

3. You learn by doing

Becoming a Lean coordinator or facilitator isn’t a skill can be read about in a book and then applied. There are so many micro-skills wrapped into being successful that the only way to learn is by doing. How to lead teams, how to get and keep people engaged, how to present report-outs, using the Lean methodologies.

There are many things to learn, and you just have to do it. Learning with others helps everyone involved. You are exposed to different viewpoints, different ideas, solutions and learn how to improve an organization together.

4. Fear is eliminated

When you are working with others who are also learning by doing, the fear goes away. Since you are part of a group at an organization outside of your own, you can learn at your own pace. The pressure upon you to know all the answers when beginning your Lean journey is eliminated. You receive coaching from a professional Lean coach and are within a safe environment to learn and ask questions.

5. You need a Coach

It is important at the beginning that you are coached by a professional that has been there before and knows how to navigate the challenges of making an organization better. They should be experienced enough to have led several hundred RIE’s across many industries and companies.

6. It’s less expensive

Because you are having three events at your location, you are only paying for 25% of the total investment. You only pay for your portion of the activities, yet your employee gets 100% of the participation. Who wouldn’t like to receive 100% of hands-on learning at 25% of the cost?

I know that Mastermind groups are a great way for organizations to take advantage of the results that a Lean Transformation can provide!

To learn about our Mastermind groups at Americanlean.com/contact.

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

For many middle-market organizations, they want to speed up their Lean Transformation as quickly as possible, but they don’t have experienced Lean professionals on their staff. A great way to speed up a new Lean coordinator's learning is to encourage them to join  Mastermind groups.

I led Mastermind groups in the late nineties consisting of four companies within different industry segments and we conducted round-robin Rapid Improvement Events (RIE) at these four companies. Each month one company would host a Rapid Improvement Event at their location with Lean coordinators from each of the other three companies as part of the RIE team.

Over a year, your Lean coordinator will take part in twelve RIE’s. Each company has a minimum of three professionally coached RIE’s and the Lean coordinators see how the methodologies apply in different industry settings speeding up their learning and understanding.

There are also additional benefits to being in a mastermind group with other companies in your area:

1. You get to increase your network

Being part of a mastermind group will allow you to meet other like-minded business leaders in your area. If you aren’t part of an organization like Vistage International, it seems like you are going at it alone. A Mastermind allows you to meet others and learn from them.

2. You speed up your learning

Imagine if you only conducted 3-4 RIE’s in your facility a year. I realize that isn’t many, but for many mid-market companies, it is about all that they can handle. It would take your coordinator three years to be involved in twelve RIEs. Being part of a Mastermind Group will cut the learning curve by 66%.

3. You learn by doing

Becoming a Lean coordinator or facilitator isn’t a skill can be read about in a book and then applied. There are so many micro-skills wrapped into being successful that the only way to learn is by doing. How to lead teams, how to get and keep people engaged, how to present report-outs, using the Lean methodologies.

There are many things to learn, and you just have to do it. Learning with others helps everyone involved. You are exposed to different viewpoints, different ideas, solutions and learn how to improve an organization together.

4. Fear is eliminated

When you are working with others who are also learning by doing, the fear goes away. Since you are part of a group at an organization outside of your own, you can learn at your own pace. The pressure upon you to know all the answers when beginning your Lean journey is eliminated. You receive coaching from a professional Lean coach and are within a safe environment to learn and ask questions.

5. You need a Coach

It is important at the beginning that you are coached by a professional that has been there before and knows how to navigate the challenges of making an organization better. They should be experienced enough to have led several hundred RIE’s across many industries and companies.

6. It’s less expensive

Because you are having three events at your location, you are only paying for 25% of the total investment. You only pay for your portion of the activities, yet your employee gets 100% of the participation. Who wouldn’t like to receive 100% of hands-on learning at 25% of the cost?

I know that Mastermind groups are a great way for organizations to take advantage of the results that a Lean Transformation can provide!

To learn about our Mastermind groups at Americanlean.com/contact.

Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day!

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]]>cc8a6861-a836-4598-90a1-c89f1f983c77Mon, 27 Apr 2020 04:00:00 -070004:41nofull48Mastermind groups are a fantastic way for your Lean coordinators to speed up their learning. The best part is you only pay 25% of the investment!Tom Reed: Lean Enthusiast & President of American LeanMD Engineering's Lean Journey Helped them Free Cash to GrowOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with MD Engineering.

MD Engineering founded in 1999 and located in Corona, California is a nationally recognized leading producer and distributor of quality machined products providing parts to the military, industrial and commercial manufacturers worldwide. They are a leading supplier of complex machined parts, assemblies, and “buy complete” components to the commercial aerospace, military, and contract manufacturing industries. With a strategic focus on lean manufacturing, they manufacture and assemble tight tolerance and short lead-time projects based on customers’ demands.

These are some key points taken from my interview with the Chief Operations Officer Ryan Cortes.

1.  MD began its Lean journey in 2009. They have been aggressively pursuing change for eleven years".
2.  "One of the things that we learned early on was the principles that Lean talks about were true! We ended the year with great sales dollars but had no cash in the bank. It was all tied up in inventory!"
3.  "If you have a dollar in cash you can spend it if you have a dollar tied up in inventory- you can't do anything with it. Cash is king in a small business."
4. "Lean absolutely applies in a machine shop setting. I can't think of a company that Lean is more applicable in than a machine shop."
5. I would get some training as you begin your Lean journey. I don't think the theory sinks in at first for the average person.
6. I wasn't optimistic about what Lean could do for us. I was trying to appease a customer. But as I learned more about it and MD Engineering embraced it, there is no doubt we would not have enjoyed the growth that we have had without a Lean transformation.

 To hear Ryan’s interview please join us on the podcast at Americanlean.com episode forty-seven.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations. These are keynotes from a conversation with MD Engineering.

MD Engineering founded in 1999 and located in Corona, California is a nationally recognized leading producer and distributor of quality machined products providing parts to the military, industrial and commercial manufacturers worldwide. They are a leading supplier of complex machined parts, assemblies, and “buy complete” components to the commercial aerospace, military, and contract manufacturing industries. With a strategic focus on lean manufacturing, they manufacture and assemble tight tolerance and short lead-time projects based on customers’ demands.

These are some key points taken from my interview with the Chief Operations Officer Ryan Cortes.

1.  MD began its Lean journey in 2009. They have been aggressively pursuing change for eleven years".
2.  "One of the things that we learned early on was the principles that Lean talks about were true! We ended the year with great sales dollars but had no cash in the bank. It was all tied up in inventory!"
3.  "If you have a dollar in cash you can spend it if you have a dollar tied up in inventory- you can't do anything with it. Cash is king in a small business."
4. "Lean absolutely applies in a machine shop setting. I can't think of a company that Lean is more applicable in than a machine shop."
5. I would get some training as you begin your Lean journey. I don't think the theory sinks in at first for the average person.
6. I wasn't optimistic about what Lean could do for us. I was trying to appease a customer. But as I learned more about it and MD Engineering embraced it, there is no doubt we would not have enjoyed the growth that we have had without a Lean transformation.

 To hear Ryan’s interview please join us on the podcast at Americanlean.com episode forty-seven.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>cd15f9be-896f-46eb-99d8-6895d1c55ce6Fri, 24 Apr 2020 04:00:00 -070013:14nofull47Tom Reed: Lean Enthusiast & President of American LeanSystems Integration in Industry 4.01. Requirements Gathering

What does your business hope to gain from undertaking an Industry 4.0 digital transformation? What do your systems do today and what would you like them to do? Do you know what customers expect from you regarding systems and scalability?  Will you be invited to a larger company’s private blockchain to collect data? These are all questions that you and your integrator should explore.

2. Analysis

Given the wants and needs of your company, the analysis stage is where your integrator will offer solutions for your company to consider. Every company is unique to a certain extent and the analysis phase will allow for solutions to be offered that will meet the needs of your business. Smart® Value Streams can help in collecting the information needed to aid in the analysis.

3. System Architecture and Integration Design

Completing the system architecture first will allow for the System Integration design phase to go smoother. The architecture phase is like it sounds, they develop blueprints of the subsystems that will make up your integrated system. Here a plan of integration is architected. Following the blueprint laid out by the system architecture, the Integration phase can begin. This is usually the most time-consuming aspect of an integration project. A digital representation of the architecture is developed and trialed.

4. Implementation

Depending upon how many systems need to be connected, this step can be very time consuming and data integrity and testing is key. Engineers will have to ensure that bugs have been removed so that your company can successfully use the integrated system as desired. Data testing and business process improvement need to be validated. Employee training needs to occur and a “go live” date established.

There are lots of moving parts in a System Integration transformation. Use your experienced project managers and Lean methods such as agile, scrum and process management to aid your success!

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>1. Requirements Gathering

What does your business hope to gain from undertaking an Industry 4.0 digital transformation? What do your systems do today and what would you like them to do? Do you know what customers expect from you regarding systems and scalability?  Will you be invited to a larger company’s private blockchain to collect data? These are all questions that you and your integrator should explore.

2. Analysis

Given the wants and needs of your company, the analysis stage is where your integrator will offer solutions for your company to consider. Every company is unique to a certain extent and the analysis phase will allow for solutions to be offered that will meet the needs of your business. Smart® Value Streams can help in collecting the information needed to aid in the analysis.

3. System Architecture and Integration Design

Completing the system architecture first will allow for the System Integration design phase to go smoother. The architecture phase is like it sounds, they develop blueprints of the subsystems that will make up your integrated system. Here a plan of integration is architected. Following the blueprint laid out by the system architecture, the Integration phase can begin. This is usually the most time-consuming aspect of an integration project. A digital representation of the architecture is developed and trialed.

4. Implementation

Depending upon how many systems need to be connected, this step can be very time consuming and data integrity and testing is key. Engineers will have to ensure that bugs have been removed so that your company can successfully use the integrated system as desired. Data testing and business process improvement need to be validated. Employee training needs to occur and a “go live” date established.

There are lots of moving parts in a System Integration transformation. Use your experienced project managers and Lean methods such as agile, scrum and process management to aid your success!

As always it is an honor serving you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>5e8ec013-f963-4d25-9b97-79a3d4f9eab9Thu, 23 Apr 2020 04:00:00 -070005:31nofull46Since there will be many systems that support Industry 4.0, Systems Integration will be key so your company can generate information from all of the data!Tom Reed: Lean Enthusiast & President of American LeanHow to Increase Cash Flow without Laying Off Employees Part 21. Conduct a Pareto analysis

Understand the 20% of your items that make up 80% of the demand by conducting a Pareto analysis. Focusing on the top items will allow you to have immediate gains in inventory turns and improve cash flow quickly. This is great for today’s environment when you might not be sure what your demand will be. Chances are your customers will still order your top items.

2. Review the BOM's for these items

After you understand the top sellers, review the Bill of Materials and understand what parts are consumed by the top items in the Pareto analysis. Realize that some parts may be used in multiple items. This is important because we will aggregate demand for these items.

3. Develop Pull Chains

Decide if you are going to use a supermarket to supply parts to the line or pull directly from the warehouse. A supermarket is just like it sounds. It is a location close to point of use that holds a wide variety of parts your line can pull from when the line runs out of parts.

A supermarket is useful when you have a very large facility or when your suppliers are not as consistent as you would like. They are also useful if you have a lot of internally machined components that have long lead times.

One example of a pull chain might look like this:

In this example, assembly is pulling material from the supermarket, the supermarket is pulling from the warehouse and the warehouse pulls material from the supplier.

 

Each part type may have a different pull chain and that is okay. Another example might be:

4. Calculate the Pull Chain Quantities

Now that you know the locations that each piece part goes through, you need to calculate the pull quantities for each location. The good thing about setting this up is that you are in control of the internal location quantities. The only quantity you cannot control is the warehouse quantity.

For the warehouse quantity, you have to keep enough material on hand to supply the supermarket while the supplier prepares your order. Ideally, you will partner with your suppliers and bring them into the conversation about what you are working to accomplish.

Every time you order a pull quantity’s worth of material it will always be the same quantity and roughly the same replenishment interval which will help your suppliers in planning and enable them to level their demand as well.

In our first example above, let's say you want to keep 2 days worth of material on the line, 4 days worth in the supermarket, and 8 days worth of part ABC in the warehouse. This would mean that our supplier for part ABC can re-supply our order in four days. We will set up the system using a two-bin system.

There will be two bins of part ABC at each location with half of the total days worth of demand. So at the line, there would be two bins each with one day worth of material to cover the two days.  There would be two bins in the supermarket with two days worth of material in them to cover the four days. The warehouse would have two bins with four days worth of material in them to cover the eight days.

The system works by rotating the bins when they are empty. This is the signal to replenish the empty container. The system reflects actual consumption, and you only order more material when you have a signal to do so. This is how you flush out a lot of excess inventory and keep it out for good! This is the first step to help you increase cash flow.

Next time, we will cover the calculations that will allow us to size our demand at each location in the pull chain.

As always, it is an honor to serve you and I hope that you and]]>1. Conduct a Pareto analysis

Understand the 20% of your items that make up 80% of the demand by conducting a Pareto analysis. Focusing on the top items will allow you to have immediate gains in inventory turns and improve cash flow quickly. This is great for today’s environment when you might not be sure what your demand will be. Chances are your customers will still order your top items.

2. Review the BOM's for these items

After you understand the top sellers, review the Bill of Materials and understand what parts are consumed by the top items in the Pareto analysis. Realize that some parts may be used in multiple items. This is important because we will aggregate demand for these items.

3. Develop Pull Chains

Decide if you are going to use a supermarket to supply parts to the line or pull directly from the warehouse. A supermarket is just like it sounds. It is a location close to point of use that holds a wide variety of parts your line can pull from when the line runs out of parts.

A supermarket is useful when you have a very large facility or when your suppliers are not as consistent as you would like. They are also useful if you have a lot of internally machined components that have long lead times.

One example of a pull chain might look like this:

In this example, assembly is pulling material from the supermarket, the supermarket is pulling from the warehouse and the warehouse pulls material from the supplier.

 

Each part type may have a different pull chain and that is okay. Another example might be:

4. Calculate the Pull Chain Quantities

Now that you know the locations that each piece part goes through, you need to calculate the pull quantities for each location. The good thing about setting this up is that you are in control of the internal location quantities. The only quantity you cannot control is the warehouse quantity.

For the warehouse quantity, you have to keep enough material on hand to supply the supermarket while the supplier prepares your order. Ideally, you will partner with your suppliers and bring them into the conversation about what you are working to accomplish.

Every time you order a pull quantity’s worth of material it will always be the same quantity and roughly the same replenishment interval which will help your suppliers in planning and enable them to level their demand as well.

In our first example above, let's say you want to keep 2 days worth of material on the line, 4 days worth in the supermarket, and 8 days worth of part ABC in the warehouse. This would mean that our supplier for part ABC can re-supply our order in four days. We will set up the system using a two-bin system.

There will be two bins of part ABC at each location with half of the total days worth of demand. So at the line, there would be two bins each with one day worth of material to cover the two days.  There would be two bins in the supermarket with two days worth of material in them to cover the four days. The warehouse would have two bins with four days worth of material in them to cover the eight days.

The system works by rotating the bins when they are empty. This is the signal to replenish the empty container. The system reflects actual consumption, and you only order more material when you have a signal to do so. This is how you flush out a lot of excess inventory and keep it out for good! This is the first step to help you increase cash flow.

Next time, we will cover the calculations that will allow us to size our demand at each location in the pull chain.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>08f3495e-5e37-4a6a-88b9-7ff6ed23a338Wed, 22 Apr 2020 04:00:00 -070008:30nofull45In this blog, I share the beginning steps to increase cash flow by using pull systems. Learn how you can free cash and keep your employees!Tom Reed: Lean Enthusiast & President of American LeanSay yes…and... to Improve Brainstorming and Engagement1. Say yes…and...

Try communicating with these two words to keep brainstorming moving along and engaging your employees. It shows you want to hear more from them and increases engagement.

2. Be flexible

It’s hard to be creative when you are rigid. Your brainstorming and creative process will be more authentic if you are flexible and will do a better job of meeting your customer's needs of tomorrow not yesterday. Allow the creative process to flourish and then filter the many ideas through an impact/effort matrix or P.I.C.K. chart to narrow down the best options for implementation. Develop an MVP and try it with targeted customers to gain feedback.

3. Use a ready fire aim process in your new product development

If you are able, try solutions before they are fully ready to get feedback from your target audience. This is referred to as an MVP or Minimum Viable Product and is often used in the software industry. Given 3D printing capabilities today, can you develop MVPs for manufactured products? The feedback you receive from early prototypes will help you understand if your customer assumptions were correct.

4. Give up attachment to preconceived ideas

Especially when brainstorming you want to allow the group to be as creative as possible without having a solution in mind. When you agree on a course of action make sure you commit and take action. Everyone has great ideas, but those that act upon them are the ones that win in the marketplace.

These are a few observations to keep in mind as you begin your Lean journey and the wonderful impact it can have on your culture!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>1. Say yes…and...

Try communicating with these two words to keep brainstorming moving along and engaging your employees. It shows you want to hear more from them and increases engagement.

2. Be flexible

It’s hard to be creative when you are rigid. Your brainstorming and creative process will be more authentic if you are flexible and will do a better job of meeting your customer's needs of tomorrow not yesterday. Allow the creative process to flourish and then filter the many ideas through an impact/effort matrix or P.I.C.K. chart to narrow down the best options for implementation. Develop an MVP and try it with targeted customers to gain feedback.

3. Use a ready fire aim process in your new product development

If you are able, try solutions before they are fully ready to get feedback from your target audience. This is referred to as an MVP or Minimum Viable Product and is often used in the software industry. Given 3D printing capabilities today, can you develop MVPs for manufactured products? The feedback you receive from early prototypes will help you understand if your customer assumptions were correct.

4. Give up attachment to preconceived ideas

Especially when brainstorming you want to allow the group to be as creative as possible without having a solution in mind. When you agree on a course of action make sure you commit and take action. Everyone has great ideas, but those that act upon them are the ones that win in the marketplace.

These are a few observations to keep in mind as you begin your Lean journey and the wonderful impact it can have on your culture!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>89225e30-4b6b-44e3-b3aa-f30a18e07904Tue, 21 Apr 2020 04:00:00 -070005:02nofull44Use the yes...and... priciple to improve your brainstorming and increase employee engagement. Give it a try and watch your employee engagement soar!Tom Reed: Lean Enthusiast & President of American LeanHow to Overcome Imposter Syndrome as a Lean Leader1. Establish a vision for your Lean transformation

This helps drive alignment and support. Develop a management system and share the vision with the entire organization. Employees will get behind the change effort then they can see there is a vision for change.

2. Select a few KPI's to measure the business

There is a saying in Lean that is very important- measure what matters. Don't go to the KPI smorgasbord when developing your KPI's. Keep them simple, and don't use so many that you confuse the organization. Develop KPI's that employees can impact through their performance.

3. Train everyone in the organization on Lean concepts

That way you don't have to do all of the heavy lifting by yourself. You won't feel like you have to be the smartest person in the room all of the time. It will remove the pressure and it’s more fun to work with lots of smart people.

4. Always use a project charter and champion for your Rapid Improvement Events

This ensures you understand the goals and boundaries for the event which leads to better success. Having a project champion allows you to coach and develop others in the use of Lean tools and techniques. This allows you to share your Lean knowledge in a one-on-one situation.

5. Celebrate success!

The biggest way to overcome doubting your accomplishments is by celebrating them as a group. After your successful report out, celebrate the improvement as a team. You spent several days together working hard to improve your organization. Celebrate that fact and get ready to do it again and again!

As always, I hope that you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

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]]>1. Establish a vision for your Lean transformation

This helps drive alignment and support. Develop a management system and share the vision with the entire organization. Employees will get behind the change effort then they can see there is a vision for change.

2. Select a few KPI's to measure the business

There is a saying in Lean that is very important- measure what matters. Don't go to the KPI smorgasbord when developing your KPI's. Keep them simple, and don't use so many that you confuse the organization. Develop KPI's that employees can impact through their performance.

3. Train everyone in the organization on Lean concepts

That way you don't have to do all of the heavy lifting by yourself. You won't feel like you have to be the smartest person in the room all of the time. It will remove the pressure and it’s more fun to work with lots of smart people.

4. Always use a project charter and champion for your Rapid Improvement Events

This ensures you understand the goals and boundaries for the event which leads to better success. Having a project champion allows you to coach and develop others in the use of Lean tools and techniques. This allows you to share your Lean knowledge in a one-on-one situation.

5. Celebrate success!

The biggest way to overcome doubting your accomplishments is by celebrating them as a group. After your successful report out, celebrate the improvement as a team. You spent several days together working hard to improve your organization. Celebrate that fact and get ready to do it again and again!

As always, I hope that you and your organization get a little bit better today.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>08cdd425-fbbd-49bc-b356-0962f196e6f2Mon, 20 Apr 2020 04:00:00 -070004:41nofull43There are times when we all feel the imposter syndrome. Here are five ways that you can overcome it and be a great Lean Leader!Tom Reed: Lean Enthusiast & President of American LeanCapco Inc. Seeing Benefits from Lean in 7 MonthsOnly 7 months into their Lean Journey- Capco Inc. a $65M company headquartered in Grand Junction, CO has seen benefits and inventory improvements by implementing Kanban.

Capco Inc. has 100,000 square feet, 404 employees and has been around since 1968. They are a Department of Defense critical supplier.

This interview is with the Paul Kobishop the Director of Production and Inventory control. He has over 30 years of lean experience and is a great example of how a company can speed up results by using an experienced coach.

"We have a product that has 2500 parts and we will implement kitting to help supply hardware to the lines for these products" Paul Kobishop mentioned.

"The biggest surprise has been the results from using kanban. Operators have fewer stock-outs and are able to keep working.

"Focusing upon the eight wastes is also important."

"Education plays a big step. We had to do a whole bunch of education to support the kanban effort."

"Two big takeaways-

1. It's important to have a document system
2. You have to have executive support

It's a multi-year process and they need to supply resources

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>Only 7 months into their Lean Journey- Capco Inc. a $65M company headquartered in Grand Junction, CO has seen benefits and inventory improvements by implementing Kanban.

Capco Inc. has 100,000 square feet, 404 employees and has been around since 1968. They are a Department of Defense critical supplier.

This interview is with the Paul Kobishop the Director of Production and Inventory control. He has over 30 years of lean experience and is a great example of how a company can speed up results by using an experienced coach.

"We have a product that has 2500 parts and we will implement kitting to help supply hardware to the lines for these products" Paul Kobishop mentioned.

"The biggest surprise has been the results from using kanban. Operators have fewer stock-outs and are able to keep working.

"Focusing upon the eight wastes is also important."

"Education plays a big step. We had to do a whole bunch of education to support the kanban effort."

"Two big takeaways-

1. It's important to have a document system
2. You have to have executive support

It's a multi-year process and they need to supply resources

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>ae423de7-44d0-469c-8931-727b324b9d0bFri, 17 Apr 2020 04:00:00 -070008:21nofull42Capco Inc. shares the benefits they have seen 7 months into their Lean journey from implementing kanban in their facility. They are a $65M company with 400 employees.Tom Reed: Lean Enthusiast & President of American LeanBig Data in Industry 4.0First, let’s understand what Big Data is and what it means to us in a connected world. Big data refers to very large data sets- petabytes (1024 terabytes) or exabytes (1024 petabytes) of data.

To put this into something you can envision, if a laptop has a 1TB hard drive, a petabyte uses 1024 laptops worth of storage. An exabyte would use 1,048,576 laptops worth of data. That’s a lot of data.

It can also refer to how companies handle large unstructured data and store information. Realize that this amount of data may be billions of unstructured records from millions of people and can comprise inputs like tweets, social media, customer records, mobile activity, etc.

The opportunity to analyze large amounts of information will provide dramatic improvements across supply chains. It’s great to collect lots of data, but it isn’t useful until you can turn it into information.

It is estimated that 33% of all this data is useful. Manufacturers are only using .5% of this useful data. Much less than the 33% that is helpful.

Imagine that you are part of a very large supply network to General Electric. They have invited you to take part in their private blockchain for suppliers.

You will add your machine information, quality/inspection information, operator, tool wear, preventive maintenance information, machine program, etc. directly into the blockchain. Your customers will have this information for review before the parts arrive on their dock. How does this help you?

1. Become a leader among suppliers

These scenarios are coming sooner than most suppliers realize. Many large companies have spent decades removing poor suppliers from their supply chains. Why not be a leader moving forward? Imagine the reduced friction across the supply chain when you enter part/product performance information into a closed blockchain. Be a leader, ask your customers when they will use closed blockchains.

2. Build to Order

In my original Industry 4.0 post, I presented a scenario where a dress was for sale 48 hours after being on a tv show. To build to order a manufacturer needs access to customer sales and demand data. Deploying predictive analytics will enable the manufacturer to adjust labor, machine utilization, and materials with increased accuracy. This reduces waste, increases productivity and improves on-time delivery performance.

3. Predictive and preventive maintenance

Thanks to the sensor technology that is available today, you can capture performance data in real-time from your operational equipment. This allows for better predictive maintenance opportunities. Analyzing data can pinpoint when preventive maintenance should occur before something breaks. You can schedule the PM with minimal interruptions to your operations.

You can collect data from units in the field and can provide service opportunities that didn’t exist before. If you can inform customers they need to conduct preventive maintenance on a unit, it can reduce warranty costs. Your company has just become much more valuable to that customer.

4. Improved product quality

What if you didn’t have to conduct an end unit inspection? What if the part attributes or unit performance was collected from the machining centers and test equipment on the line? You can include that information with the shipped units.

When predictive analytics are used to predict when a tool wears out or when a testing machine needs re-calibrated, etc. your overall quality will sky-rocket and your cost of quality will decrease dramatically.

5. Improved scheduling

Great improvements can be made using data analytics in scheduling machines, people and logistics. If accurate...]]>First, let’s understand what Big Data is and what it means to us in a connected world. Big data refers to very large data sets- petabytes (1024 terabytes) or exabytes (1024 petabytes) of data.

To put this into something you can envision, if a laptop has a 1TB hard drive, a petabyte uses 1024 laptops worth of storage. An exabyte would use 1,048,576 laptops worth of data. That’s a lot of data.

It can also refer to how companies handle large unstructured data and store information. Realize that this amount of data may be billions of unstructured records from millions of people and can comprise inputs like tweets, social media, customer records, mobile activity, etc.

The opportunity to analyze large amounts of information will provide dramatic improvements across supply chains. It’s great to collect lots of data, but it isn’t useful until you can turn it into information.

It is estimated that 33% of all this data is useful. Manufacturers are only using .5% of this useful data. Much less than the 33% that is helpful.

Imagine that you are part of a very large supply network to General Electric. They have invited you to take part in their private blockchain for suppliers.

You will add your machine information, quality/inspection information, operator, tool wear, preventive maintenance information, machine program, etc. directly into the blockchain. Your customers will have this information for review before the parts arrive on their dock. How does this help you?

1. Become a leader among suppliers

These scenarios are coming sooner than most suppliers realize. Many large companies have spent decades removing poor suppliers from their supply chains. Why not be a leader moving forward? Imagine the reduced friction across the supply chain when you enter part/product performance information into a closed blockchain. Be a leader, ask your customers when they will use closed blockchains.

2. Build to Order

In my original Industry 4.0 post, I presented a scenario where a dress was for sale 48 hours after being on a tv show. To build to order a manufacturer needs access to customer sales and demand data. Deploying predictive analytics will enable the manufacturer to adjust labor, machine utilization, and materials with increased accuracy. This reduces waste, increases productivity and improves on-time delivery performance.

3. Predictive and preventive maintenance

Thanks to the sensor technology that is available today, you can capture performance data in real-time from your operational equipment. This allows for better predictive maintenance opportunities. Analyzing data can pinpoint when preventive maintenance should occur before something breaks. You can schedule the PM with minimal interruptions to your operations.

You can collect data from units in the field and can provide service opportunities that didn’t exist before. If you can inform customers they need to conduct preventive maintenance on a unit, it can reduce warranty costs. Your company has just become much more valuable to that customer.

4. Improved product quality

What if you didn’t have to conduct an end unit inspection? What if the part attributes or unit performance was collected from the machining centers and test equipment on the line? You can include that information with the shipped units.

When predictive analytics are used to predict when a tool wears out or when a testing machine needs re-calibrated, etc. your overall quality will sky-rocket and your cost of quality will decrease dramatically.

5. Improved scheduling

Great improvements can be made using data analytics in scheduling machines, people and logistics. If accurate predictive models can be built around customer demand, the scheduling of your assets becomes more accurate. You can adjust your supply chain activities more accurately which leads to less expediting or pushing out materials. Increased stability in the planning process helps everyone across the supply chain.

Analyzing data is becoming more frequent by the day. I know of several $13M machine shops that are equipping their spindles with sensors so they can learn about up-time and tool wear. Like watching your children grow up it will be here in the blink of an eye.

As always it is an honor serving you and I hope that you and your company are getting better every day!

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]]>8e536d09-10bc-4513-9e6c-f1930814de45Thu, 16 Apr 2020 04:00:00 -070006:34nofull415g speeds will allow for the collection of large amounts of data. How will you turn that into information? Big Data will be key!Tom Reed: Lean Enthusiast & President of American LeanHow to Increase Cash Flow without Laying Off Employees-Part 1The natural tendency will be to reduce staffing levels when we are allowed to go back to work. This is the first part of a four-part series that will share a proven better way to increase cash flow.

If we are a $25M company with a gross margin of 36% like in the example above, our COGS is $16M.

Keeping 76 days of inventory that means we have 3.3 inventory turns. 250 working days/76 days of inventory = 3.3 inventory turns. Since we have 3.3 inventory turns that means we carry about $16M/3.3 turns = $4,840,000 in inventory.

If our direct labor cost is 14% of our COGS, our direct labor costs are $16M x .14 = $2,240,000.

Since we are trying to save cash, let’s look at the impact of reducing inventory or labor by 20%.

Inventory = $4,800,000 X .2= $960,000

Labor = $2,240,000 x .2 = $448,000

Our savings are greater if we can eliminate the inventory investment by 20%. After eliminating that inventory, we now have 4.1 inventory turns.

What would happen if we could get to 12 inventory turns? Our inventory investment would be $1.3M. Which is a savings of $3.5M over the original $4.8M inventory investment. For mid-market and SMB’s this is a realistic target.

How do you free up that cash without having continual shortages? One of the most effective ways is to implement pull systems in your business. Also called Kanban systems, these are fantastic for minimizing inventory investment and ensuring that you don’t run out of parts to keep your business running.

This blog is the first of a four-part series that will educate you on these powerful tools and how you can deploy them in your organization.

In the meantime, here is an article from the Cincinnati Post in 1998 talking about this technique. I deployed it within a family-owned crane manufacturer, and it helped them successfully weather the 911 crisis. Here is the link.

Next week, I will discuss how to get started using this powerful method!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>The natural tendency will be to reduce staffing levels when we are allowed to go back to work. This is the first part of a four-part series that will share a proven better way to increase cash flow.

If we are a $25M company with a gross margin of 36% like in the example above, our COGS is $16M.

Keeping 76 days of inventory that means we have 3.3 inventory turns. 250 working days/76 days of inventory = 3.3 inventory turns. Since we have 3.3 inventory turns that means we carry about $16M/3.3 turns = $4,840,000 in inventory.

If our direct labor cost is 14% of our COGS, our direct labor costs are $16M x .14 = $2,240,000.

Since we are trying to save cash, let’s look at the impact of reducing inventory or labor by 20%.

Inventory = $4,800,000 X .2= $960,000

Labor = $2,240,000 x .2 = $448,000

Our savings are greater if we can eliminate the inventory investment by 20%. After eliminating that inventory, we now have 4.1 inventory turns.

What would happen if we could get to 12 inventory turns? Our inventory investment would be $1.3M. Which is a savings of $3.5M over the original $4.8M inventory investment. For mid-market and SMB’s this is a realistic target.

How do you free up that cash without having continual shortages? One of the most effective ways is to implement pull systems in your business. Also called Kanban systems, these are fantastic for minimizing inventory investment and ensuring that you don’t run out of parts to keep your business running.

This blog is the first of a four-part series that will educate you on these powerful tools and how you can deploy them in your organization.

In the meantime, here is an article from the Cincinnati Post in 1998 talking about this technique. I deployed it within a family-owned crane manufacturer, and it helped them successfully weather the 911 crisis. Here is the link.

Next week, I will discuss how to get started using this powerful method!

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>ac16ac9c-0304-4985-adca-5b82a3acb43fWed, 15 Apr 2020 04:00:00 -070006:38nofull40In this first of a four-part series, I offer some options to increase cash flow in your manufacturing business. Learn what you can do today!Tom Reed: Lean Enthusiast & President of American LeanFour Ways to Improve Employee CommitmentWhen beginning your Lean journey many companies ask the question of how can we get employees engaged? Another question that goes through their mind is often WHY do I have to get people involved? The answer is simple. Employees who are included are committed. Here are four ways to increase employee commitment.

Many years ago, when conducting some 6S activities within a department the leaders wanted to keep the area building product while others on the Rapid Improvement Event team (RIE) did the 6S of the area for them. What’s the problem with this? How much employee commitment is there going to be in keeping up the area when the area employees weren't in the 6S event?

Guess what, when I returned on the next visit, I went to the area to check up on how they were keeping it up and they weren’t keeping it up at all. It’s no surprise, they weren’t included so they weren’t committed to the 6S sustain process. It was something that happened to them, not with them. I’m glad I learned that lesson early in my Lean career. Here are some things you can do to increase employee commitment.

1. Include a wide range of employees in your Value Stream Mapping event(s)

Value Stream Mapping should be the first activity when you begin your Lean journey so you can identify the waste opportunities. When you are creating an Enterprise Value Stream Map, ask employees to be part of the team that is doing the work, not just managers of the department.

This exposes the employees to Lean concepts and they will be positive ambassadors for the process with others in their department. They will help you identify waste that has been irritating them for years and they will be committed to helping you eliminate it.

2. Include future RIE area participants on a current RIE

It sounds like common sense but you would be surprised to know how few companies do this. One way to eliminate fear in the organization is to train and educate employees. By having someone from an area that a future RIE will be held in, on a current RIE, they will learn how the process works, see first-hand the benefits that can be gained and will be committed when the future event is held in their area.

3. Inclusion increases transparency

A key piece of a true Lean transformation is increasing transparency in the organization. Visual displays, performance boards, daily huddles all are tools to include employees in making the company better. They are also designed to increase transparency. Employees don’t have to worry about company performance if it is displayed for all to see. With increased information-sharing and transparency come increased commitment.

4. Inclusion increases trust in the organization

By including employees in Lean activities and events that are occurring in the organization, they are exposed to others in the organization besides their immediate supervisor. They get a sense of how different areas of the business operates which increases trust.

Companies may have employees that are four decades apart in age working in an organization, each with different perspectives. Having these multiple generations work on improvement activities together increases familiarity and trust between employees.

These are a few observations to keep in mind as you begin your Lean journey and the wonderful impact it can have on your culture!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are]]>When beginning your Lean journey many companies ask the question of how can we get employees engaged? Another question that goes through their mind is often WHY do I have to get people involved? The answer is simple. Employees who are included are committed. Here are four ways to increase employee commitment.

Many years ago, when conducting some 6S activities within a department the leaders wanted to keep the area building product while others on the Rapid Improvement Event team (RIE) did the 6S of the area for them. What’s the problem with this? How much employee commitment is there going to be in keeping up the area when the area employees weren't in the 6S event?

Guess what, when I returned on the next visit, I went to the area to check up on how they were keeping it up and they weren’t keeping it up at all. It’s no surprise, they weren’t included so they weren’t committed to the 6S sustain process. It was something that happened to them, not with them. I’m glad I learned that lesson early in my Lean career. Here are some things you can do to increase employee commitment.

1. Include a wide range of employees in your Value Stream Mapping event(s)

Value Stream Mapping should be the first activity when you begin your Lean journey so you can identify the waste opportunities. When you are creating an Enterprise Value Stream Map, ask employees to be part of the team that is doing the work, not just managers of the department.

This exposes the employees to Lean concepts and they will be positive ambassadors for the process with others in their department. They will help you identify waste that has been irritating them for years and they will be committed to helping you eliminate it.

2. Include future RIE area participants on a current RIE

It sounds like common sense but you would be surprised to know how few companies do this. One way to eliminate fear in the organization is to train and educate employees. By having someone from an area that a future RIE will be held in, on a current RIE, they will learn how the process works, see first-hand the benefits that can be gained and will be committed when the future event is held in their area.

3. Inclusion increases transparency

A key piece of a true Lean transformation is increasing transparency in the organization. Visual displays, performance boards, daily huddles all are tools to include employees in making the company better. They are also designed to increase transparency. Employees don’t have to worry about company performance if it is displayed for all to see. With increased information-sharing and transparency come increased commitment.

4. Inclusion increases trust in the organization

By including employees in Lean activities and events that are occurring in the organization, they are exposed to others in the organization besides their immediate supervisor. They get a sense of how different areas of the business operates which increases trust.

Companies may have employees that are four decades apart in age working in an organization, each with different perspectives. Having these multiple generations work on improvement activities together increases familiarity and trust between employees.

These are a few observations to keep in mind as you begin your Lean journey and the wonderful impact it can have on your culture!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>0b198240-49fc-4b54-a336-5bf0123fc61fTue, 14 Apr 2020 04:00:00 -070004:58nofull39Employees who are included in Lean activities are commited. Here are four ways that you can increase employee commitment!Tom Reed: Lean Enthusiast & President of American LeanHow to Coach Employees to Their PossibilitiesAs leaders, it is important to remember we are there to coach employees to their potential. This often gets overlooked because we get busy running the business, attending meeting after meeting (many of which are non-value added). Then, with the little energy we have left, we get around to doing our hardest work, coaching and directing employees.

What requires even more energy is coaching an employee or group that isn’t performing to expectations, which is our fault as their leader. Typically, we look at this scenario as having two options:

1.  We can let them go, which will destroy the culture.
2.  Spend the time and energy to coach employees to their possibilities.

There are a few steps to keep in mind to coach employees to their possibilities.

1. Master the role you are in before going to the next level

People often think if I can only get to X level then everything will be great! They aren’t patient enough to learn the building blocks and skills that will take them to the next level.

Most organizations have multiple levels and people receive additional responsibility after they have shown that they can succeed at their current level.

I can remember beginning in the workforce at a paper mill. Just out of college with an engineering degree, I thought it would be great if I got to be an area coordinator. The person running a department of the paper mill.  I didn’t know what I didn’t know. There were tons of skills I didn’t have as far as leading people were concerned.

Luckily, some leaders saw potential in me and started me as a floor supervisor so I could gain those skills. It was hard being a twenty-three-year-old supervisor in a Union environment, but I learned quickly. I had to succeed at the role I was in before proceeding to the next level.

2. Provide clarity on the activities for success

Ensure that your employees understand the correct activities for success. Is there standard work to follow? Do they know how to use the systems that support their job? Do they know who to go to when they have questions?

These are items that need to be in place for your employees to be successful. Sit down with them day one and ask what THEY want out of the job (besides a paycheck). Maybe they are saving to buy a house. They might want to learn new skills. Understand what is important to them so you can support them if they lose sight of the bigger picture as time moves forward.

3. Daily, then weekly, then monthly accountability

Let them know you believe they will be successful. Begin the process with a twice-daily check-in. At the beginning of the day let them share what they plan on doing that day. Have them share what they accomplished at the end of the day.

If after two weeks they have been successful, then let them check in on Monday and Friday for the remaining two weeks. If they have been successful during that time frame, chances are they are on their way to working toward their possibilities and you can keep in touch with a monthly check-in.

I have used this technique to coach employees. It takes effort but if you want to be a successful leader, it is a solid approach. Try it and let me know how it goes!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are As leaders, it is important to remember we are there to coach employees to their potential. This often gets overlooked because we get busy running the business, attending meeting after meeting (many of which are non-value added). Then, with the little energy we have left, we get around to doing our hardest work, coaching and directing employees.

What requires even more energy is coaching an employee or group that isn’t performing to expectations, which is our fault as their leader. Typically, we look at this scenario as having two options:

1.  We can let them go, which will destroy the culture.
2.  Spend the time and energy to coach employees to their possibilities.

There are a few steps to keep in mind to coach employees to their possibilities.

1. Master the role you are in before going to the next level

People often think if I can only get to X level then everything will be great! They aren’t patient enough to learn the building blocks and skills that will take them to the next level.

Most organizations have multiple levels and people receive additional responsibility after they have shown that they can succeed at their current level.

I can remember beginning in the workforce at a paper mill. Just out of college with an engineering degree, I thought it would be great if I got to be an area coordinator. The person running a department of the paper mill.  I didn’t know what I didn’t know. There were tons of skills I didn’t have as far as leading people were concerned.

Luckily, some leaders saw potential in me and started me as a floor supervisor so I could gain those skills. It was hard being a twenty-three-year-old supervisor in a Union environment, but I learned quickly. I had to succeed at the role I was in before proceeding to the next level.

2. Provide clarity on the activities for success

Ensure that your employees understand the correct activities for success. Is there standard work to follow? Do they know how to use the systems that support their job? Do they know who to go to when they have questions?

These are items that need to be in place for your employees to be successful. Sit down with them day one and ask what THEY want out of the job (besides a paycheck). Maybe they are saving to buy a house. They might want to learn new skills. Understand what is important to them so you can support them if they lose sight of the bigger picture as time moves forward.

3. Daily, then weekly, then monthly accountability

Let them know you believe they will be successful. Begin the process with a twice-daily check-in. At the beginning of the day let them share what they plan on doing that day. Have them share what they accomplished at the end of the day.

If after two weeks they have been successful, then let them check in on Monday and Friday for the remaining two weeks. If they have been successful during that time frame, chances are they are on their way to working toward their possibilities and you can keep in touch with a monthly check-in.

I have used this technique to coach employees. It takes effort but if you want to be a successful leader, it is a solid approach. Try it and let me know how it goes!

As always it is an honor to serve you. I hope that you and your company are getting better every day!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>81814360-aa36-4dc2-903d-e42eee0d9f77Mon, 13 Apr 2020 04:00:00 -070004:53nofull38Here are three suggestions to help you coach employees to their possibilities. Deploy these three methods and watch your team perform like rock stars!Tom Reed: Lean Enthusiast & President of American LeanLippert Component Inc. Uses Report Out Process to Celebrate and Drive Employee EngagementOne of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

Lippert Component Inc.  (LCI) in Goshen, Indiana world’s leading supplier of highly engineered products for the leisure and mobile transportation industries. LCI employs roughly 9000 employees throughout 70 locations worldwide. They have annual sales greater than $2.5 Billion dollars.  

These are some key points taken from my interview with the Director of Lean Manufacturing at the Lippert interiors division Sean Cale.

1. LCI began their Lean journey in 2014. They have been aggressively pursuing change for six years. Sean has a background in Humanitarian Lean which provides best practices to non-profits.

2. LCI uses a three-tiered structure to their improvements. They have just fix it’s- which employees are empowered to complete within a 24-hour period. They use A-3 driven problem solving events as the next level and then formal kaizen events. 

3. LCI is focused on “Driving a culture where everyone can become a change agent.”

4. “Flexibility is key.” Along with a flexible layout. “We change 100% of our SKU’s every year.” 

5. “Having leaders doing Lean projects on their own” is a huge win.

6. “The report-out process ties all of this together. “We use divisional competition to celebrate as a family and learn from each other!”

7. Five key elements for success- 1. Driven from the top 2. Strategic alignment 3. Invest in the team members 4. Expectations for completing Lean activities 5. Have a formal report out process

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>One of the key elements on my American Lean Weekday podcast is the weekly interviews that I conduct with companies on their Lean Journey. These companies are from various industries and are all different sizes. I have interviewed leaders from family-owned businesses to multi-national organizations.

Lippert Component Inc.  (LCI) in Goshen, Indiana world’s leading supplier of highly engineered products for the leisure and mobile transportation industries. LCI employs roughly 9000 employees throughout 70 locations worldwide. They have annual sales greater than $2.5 Billion dollars.  

These are some key points taken from my interview with the Director of Lean Manufacturing at the Lippert interiors division Sean Cale.

1. LCI began their Lean journey in 2014. They have been aggressively pursuing change for six years. Sean has a background in Humanitarian Lean which provides best practices to non-profits.

2. LCI uses a three-tiered structure to their improvements. They have just fix it’s- which employees are empowered to complete within a 24-hour period. They use A-3 driven problem solving events as the next level and then formal kaizen events. 

3. LCI is focused on “Driving a culture where everyone can become a change agent.”

4. “Flexibility is key.” Along with a flexible layout. “We change 100% of our SKU’s every year.” 

5. “Having leaders doing Lean projects on their own” is a huge win.

6. “The report-out process ties all of this together. “We use divisional competition to celebrate as a family and learn from each other!”

7. Five key elements for success- 1. Driven from the top 2. Strategic alignment 3. Invest in the team members 4. Expectations for completing Lean activities 5. Have a formal report out process

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>bf75b37f-e30c-4b1e-b680-197cfbdbe285Fri, 10 Apr 2020 04:00:00 -070014:39nofull37Tom Reed: Lean Enthusiast & President of American LeanIIoT in Industry 4.0Learn about the five benefits of IIoT in Industry 4.0

1. Reduced Maintenance costs and response time

Predictive analytics can provide a real-time picture of the state of your equipment. This allows you to conduct maintenance only when the equipment needs it and not before. Analyzing historical information means that you can have a better picture of maintenance parts to keep on hand to reduce response time. Also, a great business value add.

2. Condition monitoring on a real-time basis

IIoT will allow you to monitor off-site equipment. Imagine being able to remotely monitor elevators and understand when the best time is for them to be taken out of service with minimal interruption to the customer.

3. Predictive maintenance and improved TPM

Because you will have real-time monitoring this will let you know when the best time is to conduct preventive maintenance to minimize downtime.

4. Increased visibility into asset performance

Lifetime analysis of an asset provides you with a picture of how that asset had performed over its lifetime. Consistent repairs, outages, and trouble tracking can lead to better warranty claims and service.

5. Increased asset life

If we do a better job of deploying preventive maintenance, generate a clearer picture of asset usage and breakdowns, we can make decisions that will lead to increased asset life.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

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]]>Learn about the five benefits of IIoT in Industry 4.0

1. Reduced Maintenance costs and response time

Predictive analytics can provide a real-time picture of the state of your equipment. This allows you to conduct maintenance only when the equipment needs it and not before. Analyzing historical information means that you can have a better picture of maintenance parts to keep on hand to reduce response time. Also, a great business value add.

2. Condition monitoring on a real-time basis

IIoT will allow you to monitor off-site equipment. Imagine being able to remotely monitor elevators and understand when the best time is for them to be taken out of service with minimal interruption to the customer.

3. Predictive maintenance and improved TPM

Because you will have real-time monitoring this will let you know when the best time is to conduct preventive maintenance to minimize downtime.

4. Increased visibility into asset performance

Lifetime analysis of an asset provides you with a picture of how that asset had performed over its lifetime. Consistent repairs, outages, and trouble tracking can lead to better warranty claims and service.

5. Increased asset life

If we do a better job of deploying preventive maintenance, generate a clearer picture of asset usage and breakdowns, we can make decisions that will lead to increased asset life.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>315b90a4-8847-43f8-87cc-c5fb5c63b939Thu, 09 Apr 2020 06:30:00 -070006:32nofull36IIot will be a key enabler within Industry 4.0. Learn about the benefits and how to successfully deploy IIoT within your business!Tom Reed: Lean Enthusiast & President of American LeanKeep Employees Safe and Minimize WIP Using In-Process Kanbans (IPK's)Given what is happening, we should deploy everything possible to protect employees. That is why I want to share the In-Process-Kanban or IPK. What’s a Kanban? Kanban is the Japanese word for signal.

An In-Process-Kanban is a very high-tech device that signals you when to work or when not to work. I’m kidding, it’s not high-tech, it’s an X on the assembly line. It signals operators when to build, when to stop building, and when to flex to another operation.

Typically, these are used in assembly lines and they help facilitate three things:

1. Employee Flexing (moving to where work is available)
2. Absorbing work(er) imbalances
3. Minimizing WIP (Work in Progress)

By deploying IPK’s you can increase the distance between operators. As you can see in the example above, we have a fully staffed line. When each operator completes the work, they will put it in the X or IPK on the assembly line. The person next to them will pull the unit into their workstation, complete their work and if the IPK is empty, they will put it in their IPK.

peration 20 would pull the unit from operation 10 into their workstation, complete their work and put the unit in the IPK. If operation 30 hasn’t taken the unit from the IPK when they complete with the next unit, they would not build any more units. Normally, they would move to operation 30 to aid and assist but that isn’t the best idea to keep social distancing.

The rule for using IPK’s is you can have one unit in your workstation and one unit in your IPK then you stop or flex to an open operation. What’s flexing? It means that you move to where work can be done. In a line that uses IPK’s your operators will flex across a minimum of three operations. Their primary operation, one upstream and one downstream.

Upstream is away from the customer and downstream in toward the customer. In this example operation 30 is toward the customer and operation 10 is away from the customer. An important aspect of IPKs is that they allow you to operate the line even if employees don’t make it to work. You can run the line with a “hole” in it. Here is what it looks like.

Remembering the rule of having one unit in your workstation and one unit in your IPK and then you flex, what would the operator at operation 10 do? The operator would flex into operation 20, pull in the unit, complete the work and then put it in the downstream IPK. Since there isn’t a unit in the operation 10 IPK, they would flex back to operation 10, put the completed unit in the IPK then start another unit.

 The two operators would flex back and forth across the three operations to keep the product moving. The three benefits of flexing are:

1. Work is less monotonous
2. Flexing happens automatically, no supervision required
3. Operators know three operations which makes them more flexible

If your assembly lines are high volume and you measure against Takt times, operating a line with a “hole” in it means that Takt times will go by and you won’t get a product off the assembly line. Many companies use this as their way of handling reduced demand for their product. It’s easiest to use your smartest and most flexible asset- your employees than to re-balance the line.

If you would like virtual help in this topic or reviewing your line to see where this powerful method can be used, please contact me at tom@americanlean.com. I will be glad to help.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

Rate and Review Here

Given what is happening, we should deploy everything possible to protect employees. That is why I want to share the In-Process-Kanban or IPK. What’s a Kanban? Kanban is the Japanese word for signal.

An In-Process-Kanban is a very high-tech device that signals you when to work or when not to work. I’m kidding, it’s not high-tech, it’s an X on the assembly line. It signals operators when to build, when to stop building, and when to flex to another operation.

Typically, these are used in assembly lines and they help facilitate three things:

1. Employee Flexing (moving to where work is available)
2. Absorbing work(er) imbalances
3. Minimizing WIP (Work in Progress)

By deploying IPK’s you can increase the distance between operators. As you can see in the example above, we have a fully staffed line. When each operator completes the work, they will put it in the X or IPK on the assembly line. The person next to them will pull the unit into their workstation, complete their work and if the IPK is empty, they will put it in their IPK.

peration 20 would pull the unit from operation 10 into their workstation, complete their work and put the unit in the IPK. If operation 30 hasn’t taken the unit from the IPK when they complete with the next unit, they would not build any more units. Normally, they would move to operation 30 to aid and assist but that isn’t the best idea to keep social distancing.

The rule for using IPK’s is you can have one unit in your workstation and one unit in your IPK then you stop or flex to an open operation. What’s flexing? It means that you move to where work can be done. In a line that uses IPK’s your operators will flex across a minimum of three operations. Their primary operation, one upstream and one downstream.

Upstream is away from the customer and downstream in toward the customer. In this example operation 30 is toward the customer and operation 10 is away from the customer. An important aspect of IPKs is that they allow you to operate the line even if employees don’t make it to work. You can run the line with a “hole” in it. Here is what it looks like.

Remembering the rule of having one unit in your workstation and one unit in your IPK and then you flex, what would the operator at operation 10 do? The operator would flex into operation 20, pull in the unit, complete the work and then put it in the downstream IPK. Since there isn’t a unit in the operation 10 IPK, they would flex back to operation 10, put the completed unit in the IPK then start another unit.

 The two operators would flex back and forth across the three operations to keep the product moving. The three benefits of flexing are:

1. Work is less monotonous
2. Flexing happens automatically, no supervision required
3. Operators know three operations which makes them more flexible

If your assembly lines are high volume and you measure against Takt times, operating a line with a “hole” in it means that Takt times will go by and you won’t get a product off the assembly line. Many companies use this as their way of handling reduced demand for their product. It’s easiest to use your smartest and most flexible asset- your employees than to re-balance the line.

If you would like virtual help in this topic or reviewing your line to see where this powerful method can be used, please contact me at tom@americanlean.com. I will be glad to help.

As always, it is an honor to serve you and I hope that you and your company are getting better every day!

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]]>388864b1-e5ec-4fb2-9c15-d6dc1cc97706Wed, 08 Apr 2020 04:00:00 -070006:46nofull35Given the current importance of social distancing, it is important we do everything we can to keep employees safe. This powerful tool will be key!Tom Reed: Lean Enthusiast & President of American LeanFive Ways to Overcome Company ProcrastinationLearn the five reasons companies procrastinate and how you can overcome them

1. Overconfidence

The organization believes that it can implement Lean quickly with little effort. The reality is true culture change takes time. Yes, you might see savings as quickly as your first Rapid Improvement Event. I have written other blogs about that very thing.

Then what happens? Are you suddenly world-class? Are all your employees engaged in becoming daily problem solvers? Have you removed all the waste from your processes?

True Business Transformation takes time and requires a lot of leadership. As a leadership group, decide upon the culture and results that you desire from your business transformation. Make sure that you provide enough resources- time, money and people to ensure success.

2. You don’t know where to begin

I know that for me, this is a key reason that I procrastinate on tasks. The more you “think” about something, the more you get frustrated with yourself for not moving forward. Eventually, you either begin or you give up which causes more company angst.

One way around this problem is to find a trusted coach to guide you through the process. A good coach will guide and provide your organization with the confidence that it can make meaningful change. Coaches shorten your learning curve and provide a quicker path to success.

3. Your Company doesn’t believe that it’s important

I’ve said before that no company “has” to begin a Lean journey. But then no company “has” to stay in business either. Making your organization best in class regardless of size should be important to everyone in the organization.

Undertaking a Lean Transformation will require leadership to develop a True North vision for the organization. Implementing a Lean Management System can be used to increase urgency and drive procrastination out of the company.

4. Shiny object syndrome

Some companies start down a path and because they haven’t fully developed a long-term plan for their journey, the minute something else comes up they move on to that. Then they procrastinate when going back to what they should be working on.

That’s why it is important to develop a Lean Game Plan and stick to it one quarter at a time. Staying focused one quarter at a time allows for adjustments if required. Having the plan in place enables the organization to focus, eliminate procrastination and see results over an extended period of time. Review the Lean Management System with employees daily so that they understand this is not a "book of the month" type of scenario.

5. The organization doesn't have a "burning platform"

We live in a microwave society today. Everything is at our fingertips and we are used to instant results. We can get items delivered to our house in two hours. It is not easy to take a long term view of business today. True culture change takes time but is necessary to see outstanding results.

It takes great leadership to support, drive and supply the resources for a successful business transformation. It is important that leadership supports and celebrates the many small wins that will occur during the Lean journey.

Celebrating small wins with engaged employees builds momentum and will have an avalanche effect in your company!

I hope that if you are procrastinating in deciding to make your company better that you stop immediately. Chances are your competition is working every day to get better. Find a trusted coach that can guide you in a successful business transformation and eliminating procrastination in your organization.

Rate and Review...]]>Learn the five reasons companies procrastinate and how you can overcome them

1. Overconfidence

The organization believes that it can implement Lean quickly with little effort. The reality is true culture change takes time. Yes, you might see savings as quickly as your first Rapid Improvement Event. I have written other blogs about that very thing.

Then what happens? Are you suddenly world-class? Are all your employees engaged in becoming daily problem solvers? Have you removed all the waste from your processes?

True Business Transformation takes time and requires a lot of leadership. As a leadership group, decide upon the culture and results that you desire from your business transformation. Make sure that you provide enough resources- time, money and people to ensure success.

2. You don’t know where to begin

I know that for me, this is a key reason that I procrastinate on tasks. The more you “think” about something, the more you get frustrated with yourself for not moving forward. Eventually, you either begin or you give up which causes more company angst.

One way around this problem is to find a trusted coach to guide you through the process. A good coach will guide and provide your organization with the confidence that it can make meaningful change. Coaches shorten your learning curve and provide a quicker path to success.

3. Your Company doesn’t believe that it’s important

I’ve said before that no company “has” to begin a Lean journey. But then no company “has” to stay in business either. Making your organization best in class regardless of size should be important to everyone in the organization.

Undertaking a Lean Transformation will require leadership to develop a True North vision for the organization. Implementing a Lean Management System can be used to increase urgency and drive procrastination out of the company.

4. Shiny object syndrome

Some companies start down a path and because they haven’t fully developed a long-term plan for their journey, the minute something else comes up they move on to that. Then they procrastinate when going back to what they should be working on.

That’s why it is important to develop a Lean Game Plan and stick to it one quarter at a time. Staying focused one quarter at a time allows for adjustments if required. Having the plan in place enables the organization to focus, eliminate procrastination and see results over an extended period of time. Review the Lean Management System with employees daily so that they understand this is not a "book of the month" type of scenario.

5. The organization doesn't have a "burning platform"

We live in a microwave society today. Everything is at our fingertips and we are used to instant results. We can get items delivered to our house in two hours. It is not easy to take a long term view of business today. True culture change takes time but is necessary to see outstanding results.

It takes great leadership to support, drive and supply the resources for a successful business transformation. It is important that leadership supports and celebrates the many small wins that will occur during the Lean journey.

Celebrating small wins with engaged employees builds momentum and will have an avalanche effect in your company!

I hope that if you are procrastinating in deciding to make your company better that you stop immediately. Chances are your competition is working every day to get better. Find a trusted coach that can guide you in a successful business transformation and eliminating procrastination in your organization.

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>2c22242d-0605-4734-b5c6-a0f7bbd4ce3fTue, 07 Apr 2020 04:00:00 -070005:50nofull34Does your company have a culture of procrastination? If it does, here are five reasons why and what you can do to eliminate it on your Lean journey!Tom Reed: Lean Enthusiast & President of American LeanAttack the Problem Not the Person- Using a Fishbone DiagramThere are huge benefits to problem solving when an error occurs in your business. Learn four tips to use in this podcast!

1. Believe that the person is trying to do the right thing

It helps to have a belief that employees come to work every day to do their best work. Does that always happen? No. Automatically assuming that they have bad intentions will not provide you with the best mindset to begin the problem-solving process.

It’s easy to say in your mind that someone is a bad performer. Mentally, that gets you off the hook. Most times, that is not the reality. Deming said that a bad process will defeat a good person every time.

2. Go to where the work is being done and investigate for yourself

It’s easy to be an armchair quarterback. They should have done x,y or z. Go to the area or go to the process and observe what is happening.

Maybe you will observe a consistent pattern of errors. You might find out they were not properly trained by their mentor. You might learn there are no work instructions or that the work instructions are incorrect. There may be obvious reasons why there was an error. Go see for yourself.

3. Use a structured brainstorming tool to help you get to a root cause

If you haven’t seen a fishbone (Ishikawa) diagram before, here is one below. This is a shop floor or a transactional process-driven tool. When something happens, this tool helps you get to a root cause so you can mitigate that error from happening again.

The fishbone diagram uses 6 M’s to shorten and focus the team brainstorming effort. The intent is not to take this into the office and spend months coming up with a solution. The goal is to brainstorm quickly and put changes in place that your team believes will impact the root cause.

 4. Develop solutions as a team

When you get others involved it does several things. It allows employees to become engaged and learn to use problem-solving tools. It allows the organization to get better as a group.

When employees can implement improvements to a process to support company goals it becomes personal to them. They will do everything that they can to ensure improvements get implemented and that the errors don’t happen again!

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Schedule a free 1/2 call with Tom Reed.

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]]>There are huge benefits to problem solving when an error occurs in your business. Learn four tips to use in this podcast!

1. Believe that the person is trying to do the right thing

It helps to have a belief that employees come to work every day to do their best work. Does that always happen? No. Automatically assuming that they have bad intentions will not provide you with the best mindset to begin the problem-solving process.

It’s easy to say in your mind that someone is a bad performer. Mentally, that gets you off the hook. Most times, that is not the reality. Deming said that a bad process will defeat a good person every time.

2. Go to where the work is being done and investigate for yourself

It’s easy to be an armchair quarterback. They should have done x,y or z. Go to the area or go to the process and observe what is happening.

Maybe you will observe a consistent pattern of errors. You might find out they were not properly trained by their mentor. You might learn there are no work instructions or that the work instructions are incorrect. There may be obvious reasons why there was an error. Go see for yourself.

3. Use a structured brainstorming tool to help you get to a root cause

If you haven’t seen a fishbone (Ishikawa) diagram before, here is one below. This is a shop floor or a transactional process-driven tool. When something happens, this tool helps you get to a root cause so you can mitigate that error from happening again.

The fishbone diagram uses 6 M’s to shorten and focus the team brainstorming effort. The intent is not to take this into the office and spend months coming up with a solution. The goal is to brainstorm quickly and put changes in place that your team believes will impact the root cause.

 4. Develop solutions as a team

When you get others involved it does several things. It allows employees to become engaged and learn to use problem-solving tools. It allows the organization to get better as a group.

When employees can implement improvements to a process to support company goals it becomes personal to them. They will do everything that they can to ensure improvements get implemented and that the errors don’t happen again!

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>190178f6-c188-46f4-89da-5236e350a4beMon, 06 Apr 2020 04:00:00 -070004:31nofull33When errors occur, how do you react? Do you blame the person or do you problem solve? A Fishbone Diagram can help you problem-solve and engage employees!Tom Reed: Lean Enthusiast & President of American LeanGeater Machining Increased Throughput by 60% after one RIEHere are the key elements from my interview with VP of Operations Dan Heller of Geater Machining.

1. “We were able to increase throughput through the bottleneck process of paint by 60% after one Rapid Improvement Event.

 

2. “Lean applies to many areas, especially a machine shop. Any time you want to increase throughput, and save money, Lean applies.”

 

3. “Seeing the employees’ enthusiasm, give their ideas, be heard and provide their input is very exciting.”

 

4. The biggest successes have been the Rapid Improvement Events. “We have seen a huge benefit by getting everyone trained on Lean tropics.”

5. “Lean has helped us give employees a better work/life balance.”

 

6. “It’s important to find a consultant that knows the practical aspects of Lean not just the theory to help guide you on your Lean journey.”

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]]>Here are the key elements from my interview with VP of Operations Dan Heller of Geater Machining.

1. “We were able to increase throughput through the bottleneck process of paint by 60% after one Rapid Improvement Event.

 

2. “Lean applies to many areas, especially a machine shop. Any time you want to increase throughput, and save money, Lean applies.”

 

3. “Seeing the employees’ enthusiasm, give their ideas, be heard and provide their input is very exciting.”

 

4. The biggest successes have been the Rapid Improvement Events. “We have seen a huge benefit by getting everyone trained on Lean tropics.”

5. “Lean has helped us give employees a better work/life balance.”

 

6. “It’s important to find a consultant that knows the practical aspects of Lean not just the theory to help guide you on your Lean journey.”

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>e6f2529d-bac2-4686-ba3c-20ff5700eadaFri, 03 Apr 2020 04:00:00 -070007:52nofull32Hear how Geater Machining improved throughput by 60% after one Rapid Improvement Event. Hear about their wins and learn how you can have the same results!Tom ReedCloud Computing in Industry 4.0Cloud and Edge computing will allow for huge benefit in Industry 4.0. Learn about them in this podcast.

1. Big Data Analytics

Chances are, your cloud computing service provider can provide data analytics quickly. Using detailed data collection and analysis you can quickly understand how advertisements, social media campaigns, marketing, and internal business processes are performing.

2. Data recovery options

Having information in the cloud helps prevent on-premise disasters. What if your power goes out or you have software problems? Data recovery options can save your critical business functions and keep you operating.

3. Automatic updates

We've all gone to bed and overnight you have a new version of Windows or a new U2 album in your Itunes account. These occur because of automatic updates. With storage in the cloud, your service provider can provide automatic updates to software, data protection, and security. This ensures that your systems are always up to date and protects you from outdated firewalls, etc.

4. Pay as you go, model

Most cloud solution providers will charge you for only what you use. If you don’t need data analytics, you won’t get charged for it. If you begin to run out of storage space, you won’t have to purchase additional servers or equipment. The pay as you go model is also…

5. Scalable and flexible

Have you added an additional location for your business? Using cloud computing is scalable, flexible and can allow for access from anywhere. New users can easily be added without an investment in additional server equipment. You have scalability provided by the cloud service company.

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Schedule a free 1/2 call with Tom Reed.

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]]>Cloud and Edge computing will allow for huge benefit in Industry 4.0. Learn about them in this podcast.

1. Big Data Analytics

Chances are, your cloud computing service provider can provide data analytics quickly. Using detailed data collection and analysis you can quickly understand how advertisements, social media campaigns, marketing, and internal business processes are performing.

2. Data recovery options

Having information in the cloud helps prevent on-premise disasters. What if your power goes out or you have software problems? Data recovery options can save your critical business functions and keep you operating.

3. Automatic updates

We've all gone to bed and overnight you have a new version of Windows or a new U2 album in your Itunes account. These occur because of automatic updates. With storage in the cloud, your service provider can provide automatic updates to software, data protection, and security. This ensures that your systems are always up to date and protects you from outdated firewalls, etc.

4. Pay as you go, model

Most cloud solution providers will charge you for only what you use. If you don’t need data analytics, you won’t get charged for it. If you begin to run out of storage space, you won’t have to purchase additional servers or equipment. The pay as you go model is also…

5. Scalable and flexible

Have you added an additional location for your business? Using cloud computing is scalable, flexible and can allow for access from anywhere. New users can easily be added without an investment in additional server equipment. You have scalability provided by the cloud service company.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter@dailyleancoach

Join me on Linked In

]]>368a73a0-103d-448c-b6d0-02299ddd0565Thu, 02 Apr 2020 04:00:00 -070006:23nofull31Cloud computing will be the second key enabler within Indsustry 4.0. Data collection and analysis will drive the need for cloud computing in Industry 4.0!Tom ReedFive Steps for a Successful Waste WalkWaste Walks are an important first step in identifying waste in your business. Here are five steps to ensure you have a successful waste walk!

1. Walk the process backward

2. Take notes on the waste walk

3. Interview team members

4. Use a DOWNTIME chart to identify waste

5. Brainstorm ways to eliminate the waste

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]]>Waste Walks are an important first step in identifying waste in your business. Here are five steps to ensure you have a successful waste walk!

1. Walk the process backward

2. Take notes on the waste walk

3. Interview team members

4. Use a DOWNTIME chart to identify waste

5. Brainstorm ways to eliminate the waste

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>7b7270e3-8902-49a1-88ee-3074f56f8f75Wed, 01 Apr 2020 04:00:00 -070005:19nofull30There are wastes everywhere in your business. Here are five steps for conducting a successful waste walk to help you identify waste so you can eliminate it!Tom ReedFour Steps for Developing a Winning TeamLearn about the four steps for developing a winning team in this podcast!

1. Have good listening skills

Yes, we’ve all heard that we have two ears and one mouth and that we should listen twice as much as we speak. I’ve found this to be very good advice, but the problem is that when things pop into our heads, we feel as if we have to get them out right away or they will be lost forever.

No matter how hard it is for you, try to wait until the other person is done speaking before responding. If I think of several things to respond with, I’ve learned to curl those fingers to my thumb so I can keep track of how many ideas I had. Then when I respond I release a finger at a time.

2. Respect the other team members

In developing a winning team, everyone must operate from a place of mutual respect. Realize that people have been placed on the team for specific reasons. Understand that fact and respect why they are there. Each team member brings a unique viewpoint to the team. Diversity of thought and viewpoints lead to better solutions.

3. Have empathy

EQ (Emotional Quotient) is more important these days than IQ. Empathy is identifying and understanding other's situations, feelings, and emotions.

Maybe a team member had a baby that kept them up all night the previous night. Someone might have a loved one facing medical issues. We are all people that have lives outside of work. Try to be aware of a team member who seems out of sorts and provide support if you can.

4. Four stages of a team

Every team goes through the four stages of a team- Forming, storming, norming and performing. Realize it will happen and at a different pace for each team.

Some teams move through these phases quickly and for others, it may take the first three to five meetings. Realize it will happen and work to get through it as a team to become stronger together.

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]]>Learn about the four steps for developing a winning team in this podcast!

1. Have good listening skills

Yes, we’ve all heard that we have two ears and one mouth and that we should listen twice as much as we speak. I’ve found this to be very good advice, but the problem is that when things pop into our heads, we feel as if we have to get them out right away or they will be lost forever.

No matter how hard it is for you, try to wait until the other person is done speaking before responding. If I think of several things to respond with, I’ve learned to curl those fingers to my thumb so I can keep track of how many ideas I had. Then when I respond I release a finger at a time.

2. Respect the other team members

In developing a winning team, everyone must operate from a place of mutual respect. Realize that people have been placed on the team for specific reasons. Understand that fact and respect why they are there. Each team member brings a unique viewpoint to the team. Diversity of thought and viewpoints lead to better solutions.

3. Have empathy

EQ (Emotional Quotient) is more important these days than IQ. Empathy is identifying and understanding other's situations, feelings, and emotions.

Maybe a team member had a baby that kept them up all night the previous night. Someone might have a loved one facing medical issues. We are all people that have lives outside of work. Try to be aware of a team member who seems out of sorts and provide support if you can.

4. Four stages of a team

Every team goes through the four stages of a team- Forming, storming, norming and performing. Realize it will happen and at a different pace for each team.

Some teams move through these phases quickly and for others, it may take the first three to five meetings. Realize it will happen and work to get through it as a team to become stronger together.

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]]>a42f46bd-4d15-41d9-bbb5-ea60b6d11f20Tue, 31 Mar 2020 04:00:00 -070004:49nofull29Developing a winning team is important for succes in your Lean transformation. Learn four steps for success in this blog post!Tom ReedGreat Leadership begins with Self LeadershipLearn how to become a great leader using Leader Standard Work (LSW)!

1. Providing consistency

Leader Standard Work is what it sounds like. Daily standard work that doesn’t vary. It may only be half an hour of your day, but that consistency is important for your employees to see and model.

2. Ensures long-term success

Leader Standard Work ensures consistency over a long period which ensures you will be successful as a leader. Leader Standard Work isn’t a one-time act. It provides leaders with a framework they can follow and guarantees success if followed.

3. Increases employee engagement

Part of your LSW is to spend 10-15 minutes in daily huddles or conducting management walks at certain times of the day. This gives employees a greater opportunity to engage with you as a leader. Lines of communication are opened. They will share opportunities for improvement within their work areas.

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]]>Learn how to become a great leader using Leader Standard Work (LSW)!

1. Providing consistency

Leader Standard Work is what it sounds like. Daily standard work that doesn’t vary. It may only be half an hour of your day, but that consistency is important for your employees to see and model.

2. Ensures long-term success

Leader Standard Work ensures consistency over a long period which ensures you will be successful as a leader. Leader Standard Work isn’t a one-time act. It provides leaders with a framework they can follow and guarantees success if followed.

3. Increases employee engagement

Part of your LSW is to spend 10-15 minutes in daily huddles or conducting management walks at certain times of the day. This gives employees a greater opportunity to engage with you as a leader. Lines of communication are opened. They will share opportunities for improvement within their work areas.

Rate and Review Here

More show notes are here

Schedule a free 1/2 call with Tom Reed.

Buy the Lean Game Plan

Follow me on Twitter:

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]]>398ca311-6ac9-4aa4-8920-8b7f1eac5b55Mon, 30 Mar 2020 04:00:00 -070004:20nofull28Learn how to improve self leadership and become a great leader in this blog! Leader standard work drives consistency, leader success & employee engagement.Tom ReedFilter Minder uses Mixed Model Flow Line to Improve OperationsHere are some key takeaways from my interview with Lean Coordinator Allen Anderson:

1. Using mixed-model lines, they reduced WIP, co-located employees and made ergonomic improvements.

2. “Moving from batches of 50 to one-piece flow, we eliminated operator conflict.”

3. “It’s important to understand the change model that employees will go through. You need a people-centric approach. It can’t be a textbook approach”

4. “Surprised by how receptive employees can be when they realize Lean benefits them. Even some of the initial naysayers got on board.”

5. “It’s good to get some dedicated resources to guide and coach you. That way you can stay focused.”

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]]>Here are some key takeaways from my interview with Lean Coordinator Allen Anderson:

1. Using mixed-model lines, they reduced WIP, co-located employees and made ergonomic improvements.

2. “Moving from batches of 50 to one-piece flow, we eliminated operator conflict.”

3. “It’s important to understand the change model that employees will go through. You need a people-centric approach. It can’t be a textbook approach”

4. “Surprised by how receptive employees can be when they realize Lean benefits them. Even some of the initial naysayers got on board.”

5. “It’s good to get some dedicated resources to guide and coach you. That way you can stay focused.”

Rate and Review Here

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Schedule a free 1/2 call with Tom Reed.

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]]>2113abee-52d1-4cbd-aab0-5424eb9a6e7fFri, 27 Mar 2020 04:00:00 -070006:36nofull27Using mixed model lines, Filter Minder in Waterloo, Iowa improved their operations and are keeping jobs in America! Learn what they did in this blog.Tom ReedCybersecurity in Industry 4.0Cybersecurity will be integral in Industry 4.0. Learn five basic steps to take to protect your company's information.

1. Restrict User Access and Permissions

2. Enforce Domain and Network restrictions

3. Account for assets connected to the IT systems

4. Conduct User Education

5. Make Security a requirement

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]]>Cybersecurity will be integral in Industry 4.0. Learn five basic steps to take to protect your company's information.

1. Restrict User Access and Permissions

2. Enforce Domain and Network restrictions

3. Account for assets connected to the IT systems

4. Conduct User Education

5. Make Security a requirement

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]]>63a0dd44-1e67-45b1-a19c-9791c909dc0aThu, 26 Mar 2020 04:00:00 -070006:09nofull26Cybersecurity will be extremely important in the transition to Industry 4.0. Learn five basic techniques to protect your company data in this podcast!Tom Reed