Software Engineering, Human Resources, Affiliate Marketing, Paid Search Marketing, the Office, Customer Service, the Environment, Product Development, and Medical Billing
47,176 other people have already downloaded it!
In the Treatise on Principles Concerning Human Knowledge, published in 1685, George Berkeley said: We have first raised the dust, and then we complain that we cannot see. Berkeley was describing something entirely different, but his comment is, I believe, an accurate indictment of most, or all, business problems that we face.
Readers — thoughts? Agree or Disagree? What is your story?
 |
 |
 |
||
This post was written by Pete Abilla | ||||
 |
 |
 |
 |
|
|
How To Be A Human
Six Sigma Workbook For Dummies — The Raffle
Jeff Bezos and Root Cause Analysis
A Mindless Worker is a Happy Worker
The Apple iPhone Supply Chain
The Toyota A3 Report
Ask Mary Poppendieck Anything!
A Lean Case Interview
Batch-and-Queue or Single-Piece Flow
Multi-Tasking Leads to Lower Productivity
queueing theory: part 1
Zero Defects is Wrong Approach
Overmanaged and Underled
Pull Systems, Push Systems: The Paper Airplane Game
Queueing, Disneyland, and FastPass
Operational Excellence is not a Substitute for Effective Leadership or a Good Strategy
Quality and Continuous Improvement; Lean Manufacturing Training and Consulting, Process Improvement, How to Learn Six Sigma, Leadership Development and Coaching, Operations Research and Queueing Theory. Other stuff too.
Sponsors: Private Tutor, Salt Lake City Math Tutor, Alabama Math Tutors, Las Vegas Math Tutor, New York City Math Tutors, CFA Tutor, GMAT Tutor, LSAT Tutor, Organic Chemistry Tutor
{ 1 comment… read it below or add one }
We have first raised the dust, and then we complain that we cannot see. After twenty plus years in manufacturing and lean endeavors, I’ve found that our culture gets most excited about the possibilities of improvement, without truly understanding the brevity of which might be uncovered in the process. In addition, it can be quite painful to acknowledge how unefficient something under our watch can be. We have recently encountered some humbling experiences for companies that have been around 80 years and thought they had a pretty good handle on things. After multiple gembas, the lights came on and the realization of the true condition exposed by digging down to uncover the real root causes became obvious. This is the place the dust is raised but Lean leadership must provide the support system to help others truly “see” through dust towards the bigger picture. I believe the whining about not seeing is realizing that process wise you had a big gash in the process or processes you owned and when exposed it just plain hurts and you would rather not see it. The great part is one must raise the dust to truly find out where you are before you can determine where you are going.