Category: OpEx 4 OpEx

Eliminate barriers by establishing and enabling effective communication across suppliers, customers, and stakeholders, as appropriate. Practitioners: strategic The focus on this concept is strategic in nature.  When I first read this concept, I thought in terms of the highest-level value stream.  From end to end – supplier, organization, customer.  Where…

Lead problem solving projects. Practitioners: tactical, and integrative  The four words in number 132 bring with them so much baggage.  What exactly is problem solving?  Does your organization have a common problem-solving practice, or is it a free-for-all? The more we practice this behavior, the more experience we have with…

Request and review fact-based process knowledge from others. Practitioners: tactical, integrative, and strategic We all have our own ideas about why and how things work.  From incomplete information and the opinions of others, we weave together a story that fits with our view of the world.  Our experiences with similar…

Use tools and techniques to build relationships in the extended value stream (e.g. joint projects with customers and/or suppliers using lean tools/methods) Practitioners: Strategic One of my first experiences with this concept was with a large global manufacturer and one of our customers.  The idea came from a conversation between…

When possible and applicable, determine ROI from improvement activities. Practitioners: tactical, integrative, and strategic Identifying the source of value is not always an easy task.  It is much more difficult if you wait until the improvement project is complete.  Teams should be establishing and validating the assumptions of value throughout…

Actively lead and/or participate in process improvement teams. Practitioners: tactical, integrative, and strategic It may seem obvious, but when one examines the presence of all three participants, tactical, integrative, and strategic, how often do we see complete participation.  Unfortunately, the answer is not often enough.  Why is complete participation so…

Set expectations that human development is an integral part of all employee-related practices and programs. Practitioners: strategic When I read this statement, I am immediately reminded of the three prime agreements between board and executive – value creation, resource allocation, and cultural aspiration.  My own translation into my client organizations…

Develop and enable the implementation of common management and reporting systems across the enterprise. Practitioners: strategic The first idea that surfaces when I read this concept is the impact of management and reporting from my past.  Implementing this idea improved not only the use of my time, but also the…

Develop lean models for selling and supplier development. Practitioners: strategic I have coined a term, PPX, or Process Performance eXcellence.  My little catch phase is – wherever there’s a process and there’s a process everywhere.  Naturally, we should broaden our perspective beyond the constraints of lean manufacturing.  Some of my…

Use single minute exchange of die (SMED) to assist in conducting projects. Practitioners: tactical, and integrative What is SMED?  Sometimes it is translated quick change over (QCO) to help make sense of the idea.  In its original conception, it was the reduction of change over time for a die in…