Improving TWI Part 2

Note: This article is part two of a ten part series written by Art Smalley in conjunction with the 2014 TWI Summit hosted by Lean Frontiers. Art helped facilitate a meeting of TWI thought leaders that is held each year during the Summit. Following this meeting, Smalley composed his thoughts and opinions in a series of papers aimed to support the TWI community’s body of knowledg...
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Improving TWI Part 1

Note: This article is part one of a ten part series written by Art Smalley in conjunction with the 2014 TWI Summit hosted by Lean Frontiers. Art helped facilitate a meeting of TWI thought leaders that is held each year during the Summit. Following this meeting, Smalley composed his thoughts and opinions in a series of papers aimed to support the TWI community’s body of knowledg...
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Lean Conformance vs. TPS Performance

Here is a response to a question about multi-purpose cells I gave to a question over on the Lean Edge. The main question asked here is “have workplaces moved to multi-purpose cells or do we still see isolated operators on the shop floor (現場 / Genba)”? The statement implies that was what “Toyota” was teaching us 20 years ago.  Well that last part I sort of doubt it. In re...
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Toyota and In-sourcing vs. Outsourcing Decisions

Here is a response I gave over on the Lead Edge to a question about Toyota and in-sourcing versus outsourcing decisions. I honestly don’t know if there is a specific “lean way” for organizing value through out the supply chain. Lean is a pretty subjective term these days and I find as much difference of opinion on the topic as I do agreement. I expect a lot of different ...
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Dynamics of Problem Solving

Here is a response I gave over on the Lead Edge to a question about problem solving, the scientific method, and cooperation across departments. This particular questions asks why it is so hard to cooperate across functions to solve problems by using the scientific method. Not the exact wording but close enough for short discussion. Problem solving via any method (scientific ...
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Reflections on the Lean Start Up

Here is a response I gave over on the Lean Edge to a question pertaining to the success of the "Lean Start Up". I think there is a lot to like about the book The Lean Start Up and certainly something to learn from it as well. The book has done extraordinarily well in terms of sales and recognition. There are some shortcomings of the book when it comes to actual Lean practice...
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Houshin Kanri Advice

Here is a response issued to a question from a practitioner over on the Lean Edge site about implementing Houshin Kanri. For a company which is pulling in different directions I think that spending some time establishing and improving their Houshin process will yield significant benefits. The trick like in most things to make sure you get it right or the “tool” will not nece...
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Degrees of Pressure

Here is a response I gave to a question issued over on the Lean Edge. The question pertains to highlighting problems and increased pressure on workers I am not sure that this particular question is really about “Lean”. I think this is mainly a question about performance in general and why certain groups excel in the long run while others slowly enter the gravitational field ...
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Standard Lean Logic Flaw

This is a cross posting from over at the Lead Edge website. The Lean Global Networks asks a question about changing standards and having to re-train everyone. This implies improvement is limited by the ability to conduct training. This question unfortunately reminds me of the old adage in problem solving that vague fuzzy problem statements lead to poor causal analysis and th...
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