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…

Identify waste and its impact on people who do the work. Practitioners: tactical, and integrative This is a loaded little sentence.  We could simply start with what is waste.  Or we could focus on the impact of waste.  We could also debate this idea of ‘people who do the work’. …

Gather, analyze, and use data and information to support problem-solving. Practitioners: tactical, integrative, and strategic Data and information are in abundance.  Abundance Can Overwhelm.  Some of it is useful and some of it is not.  Do you know the difference?  Despite this abundance, sometimes data is ignored in the problem-solving…

Develop and manage toward SMART goals. Practitioners: tactical, integrative, and strategic There will always be concepts that are shared across philosophical approaches. As I encounter them, my initial response is often to scoff. SMART goals did not originate in the Toyota Production System. I am not even sure where or…

Encourage and support the attainment of stretch goals that focus on increasing customer value. Practitioners: strategic The first system of the four that shows up in my thinking today, with this concept in mind, is the strategy system.  It Starts with Strategy Deployment.  Our annual strategy deployment process evolves out…

Use A3 to conduct projects. Practitioners: tactical, and integrative A problem-solving system of some kind is a necessary element in the change process of the performance system. Consistency in practice is building our problem-solving muscle. The language used to describe this system varies, depending on who taught you continuous improvement….

Encourage and share best practices. Practitioners: tactical, integrative, and strategic Adopt, Adapt, or Abandon This one seems simple on the surface, and that is what makes is so dangerous.  What is wrong with sharing best practices is how we go about the practice.  Immediately a phrase I picked up from…

Facilitate and develop plans that move change from current state to future state. Practitioners: tactical, integrative, and strategic To unpack this concept, we might look at failure modes that are common in improvement projects.  What moves us from current state to future state makes all the difference.  For example, a…

Break down barriers that prevent progress and encourage the participation of all stakeholders. Practitioners: tactical, integrative, and strategic This idea is shared by all the practitioner levels.  The assumption here is that to accomplish this objective, one must have achieved some level of authority in the organization.  The common thought…