From the category archives:

A3 Report

The Atomic Rules of Kaizen

by Pete Abilla February 18, 2009

Systems that are internally consistent and externally pragmatic stem from just a few rules.  Systems with exceedingly many rules typically fail or will not endure.  For example, Most mathematical truths stem from just a few axioms Music stems from just a handful of finite notes Most Martial Arts stem from a few principles of angle, [...]

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Jeff Bezos and Root Cause Analysis

by Pete Abilla January 23, 2009

unrelated update: Deconstructing the Apple iPhone Supply Chain I’m always impressed when CEO’s demonstrate Deming-like behavior as they lead; it’s rare, but there’s almost a magical, mobilizing, and inspiring force that happens when CEO’s or corporate leaders behave in a respectful, inspiring, common-sense, and thoughtful way. Today, I’m reminded of an experience back in 2004 [...]

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Maintain Forward Tension

by Pete Abilla July 20, 2008

One principle in Wing Chun is the maintaining of forward tension.  To explain, I’ll draw the distinction between Tension and Energy and show how this principle in Wing Chun can be applied to Change Management. Tension is a type of Energy A Wing Chun maxim goes as follows: soft and relaxed strength will put your [...]

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Fast Food Congestion

by Pete Abilla July 9, 2008

Every system has constraints — sometimes several — minor bottlenecks and major bottlenecks.  What makes managing constraints even more challenging is that bottlenecks move: up-and-down the process paths. I saw this phenomenon recently during a visit to a fast food restaurant, which I discuss in this post — but, my application of the Theory of [...]

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Do Not Run From Your Customers

by Pete Abilla July 6, 2008

I’ve spoken extensively about the unheralded — but, arguably, the most important — Pillar of The Toyota Production System: Respect for People. Today, I want to highlight an interesting company that appears to have done an amazing job at Participative Management and in eliminating fear and mediocrity in the workplace: Semco Group. I was first [...]

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Necessary but Insufficient

by Pete Abilla June 7, 2008

Motorola (MOT), the inventor of Six Sigma, is in big trouble. Even though it invented Six Sigma, this is a clear example that shows how Lean or Six Sigma are not a cure-all for corporate woes, but that good leadership and a winning strategy are key in a competitive world — Lean or Six Sigma [...]

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It’s the People also, not just the Tools

by Pete Abilla May 11, 2008

I spoke at a Lean Six Sigma conference last week, held in Chicago. The conference was packed with Supply Chain, Logistics, Fulfillment, Manufacturing, Transportation, Healthcare, and Service executives. During the conference, I heard a lot of chest-beating, neutron-jack-welch type of comments and also a lot of focus and emphasis on the “tools” of Operational Excellence. [...]

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Visual Mismanagement

by Pete Abilla March 12, 2008
This entry is part 8 of 8 in the series Visual Management Principles

A few months ago we adopted our baby girl, Mylie.  During that hospital experience, I had an encounter with a faucet fraught with featuritis and one that wasn’t humane and, during that same time, I noticed a piece of visual management in the hospital room that wasn’t effective in its intention to provide or share [...]

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Black Holes and Supply Chains

by Pete Abilla March 4, 2008

It’s critically important in any transaction to be able to answer the question “where’s my stuff” or “where are we in the process?” This requirement is often referred to as Traceability and Visibility; sometimes, people refer to this overall process as Click-to-Ship. Almost all transactions have Traceability and Visibility as a requirement. From the customer’s [...]

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