From the category archives:

ishikawa

Respect for People, Underutilized People, and Waste

by Pete Abilla September 24, 2009

The two pillars in Lean Thinking are Continuous Improvement and Respect for People.  What is not well understood is that most of what we know as The Toyota Production System comes from these two pillars.  The Lean sub-culture tends to over-emphasize the “tools” of Kaizen, but miss the point altogether, since the tools stem or [...]

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Unappetizing Spaghetti Diagrams

by Pete Abilla August 9, 2009
This entry is part 18 of 28 in the series Lean and Six Sigma

A Spaghetti Diagram is a simple visual tool to demonstrate the flow of material, flow of information, and flow of money in a process. The word “spaghetti” is descriptive because it describes flow that is not easily understood, can’t easily be followed, or if the flow is literally all over the place.  Indeed, a Spaghetti [...]

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The Source of Dirt

by Pete Abilla May 26, 2009

In Amazon’s 2008 letter to shareholders, Jeff Bezos shares about a Kaizen event he participated in: At a fulfillment center recently, one of our Kaizen experts asked me, “I’m in favor of a clean fulfillment center, but why are you cleaning? Why don’t you eliminate the source of dirt?” I’ve spoken numerous times about Bezos [...]

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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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Not Accountable, Not Responsible

by Pete Abilla August 9, 2008

Team size can make a big difference in the success of your service or product. What is counterintuitive for most people is that the larger the team size, the lower the likelihood of success for your service or product.  Why? Entropy can set in and large teams are inherently bad vehicles for communication. More insipid, [...]

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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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