From the category archives:

kanban

Kanban, Flow, Pull and Crying Babies

by Pete Abilla April 19, 2010

Kanban is a signaling system, designed to trigger an action.  If you think about your experience, there are Kanban systems all around us – indeed, they might be so obvious that we miss them.  In this article we discuss a simple Kanban system, the 7 simplified principles of Kanban, and an everyday example from my own [...]

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Freedom within Framework

by Pete Abilla January 29, 2010

A fence keeps us safe from harm – often, from harming ourselves and from harming others.  In deployments of Lean Thinking at organizations, the principle of Freedom within Framework describes our approach well. Disambiguating the Fence A fence can be understood a few different ways: A Silo: A fence marks “mine” from “yours”.  This is [...]

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Lean Thinking and the Amazon Kindle

by Pete Abilla December 11, 2009

I receive emails from recruiters – frequently.  So, as a favor to them, I am posting a job for your interest: the hiring company is Amazon.com. Below is one job description and contact information, but if you go to the Amazon.com website, there are over 50 open positions looking for people with experience in Lean [...]

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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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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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