ATEEP is the framework that we use to help accelerate and make change stick. We’ve covered alignment in Framework for Change Management Part I and team in Framework for Change Management Part II. This post we’ll cover the first E experimentation. Before we talk about experimenting I want to first talk about the difference between learning goals and performance goals. A performance goal is a goal that most of us are familiar with. Something like I want to loose 10 pounds in 6 months, or we want to reduce defects by 5%. A learning goal would be “I want to learn nutrition science and change psychology so that I can loose 10 pounds.” Another example would be “We want to learn how to produce a better widget so that we can reduce the defects by 5%.” Th subtle difference is that we don’t assume we know he answer with learning goals. Experimenting is part of the learning process and you won’t always be succeeding. This is an important part – you will not be successful with every experiment you run.
ATEEP is the framework that we use to help accelerate and make change stick. We’ve covered alignment in Framework for Change Management Part I. This post we’ll cover T(eam) and why it’s important to the goals you want to achieve. Team refers to the people that you decide to put in charge to get the project done. When you put together a team you are not only putting technical experts but it’s important to put influencers as well. We’ve found that you need about 40-60% of the workforce involved in some way with the project to create a tipping point. It can be as low as 20% if you have the right influencers on the team but not all teams have such strong influencers.
In the last post How to Triple Your Chances of Hitting Your 2017 Productivity and Quality Goals we talked about how addressing behavior is just as important as technical changes when it comes to achieving hard goals. We used the frame work ATEEP:
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How to Triple Your Chances of Hitting Your 2017 Productivity and Quality goals
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In a previous article, Lean Manufacturing Concepts and How to Use Them Part I, we talked about wastes, flow, and over burdening as core concepts of Lean. For part II we are going to look at autonomation (aka jidoka) and continuous improvement (aka kaizen) and radical change/improvement (aka kaikaku).
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Lean Manufacturing Concepts and How to Use Them Part II
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In Lean manufacturing the top three concepts you need to know about are Muda (Waste), Mura (Flow), Muri (overburdening). For why and how these three concepts became the focus of Lean Manufacturing read Is Lean Right for My Company. Waste is defined as Transportation Inventory Motion Waiting Over-production Over-processing Defects or the acronym TIM WOOD. Flow is how well a product moves through it’s path with minimal issues and as fast as possible. Overburdening refers to the people working. Are you giving them too much work and how do you know if you are? On the flip side you also want to understand how to determine value as well.
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Lean Manufacturing Concepts And How to Use Them Part I
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The answer is absolutely and Hell no! Let me go in to detail as to why it’s both. Lean manufacturing has a history spanning back over 100 years informally and formally since Toyota in the 1960s. It’s grown to other industries and goes by names like Lean Healthcare, Lean Government, Lean for Offices, Lean for Services, Lean IT, Lean for Financial Industry, Lean Startup, Agile, etc. In all its forms Lean is used as a way to deliver better service/products to the customer and reduce inefficiencies. At least what most would consider Lean. I want to introduce another framing and that Lean is designed to be competitive in your market.
Daily meetings are a critical way to set your culture, make improvements, and get a touch on your operations. Have you been a part of a day stand up meeting? What did you notice about your daily stand up meetings? How are you running the meetings? Let’s first take the purpose.
Purpose of a Daily Stand Up Meeting
This will have to be up to you to decide what you ultimate purpose is but here are some to consider:
- Performance related
- Culture change
- Teaching and Training
- All of the above
People who practice Lean will tel you to to remove waste, make product flow, and reduce over burdening (via standardization). These are great tenants and are the corner stone of nay Lean program. One area that gets ignored is increasing the value. Honestly Lean does a terrible job at focusing on increasing value and creating value beyond just reducing waste. The good news is that there are several tools that will help focus on the value side. Value refers to the job to be done for the customer. The job to be done is what the customer needs/wants. An example of this is a customer walks into a hardware shop and asks for a 1/4 inch drill bit. The customer doesn’t want a drill bit, the customer wants a 1/4 in hole. The job to be done is where you will generate value.
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Now that you have have your Takt time and your Value Stream Maps the next step is to create your station map. The first step is to figure out how many stations you need. This is done by taking your total time in your future state map and dived it by 40% of the takt time. Each station should be around 40% of your takt time for any particular value stream. The 40% allows for flexibility and you will have more stations than people. This allows for flexing production up and down based on volume. You can use another number besides 40% but 40% tends to work well for most cases. If your total time to build a unit is greater than takt time then use the calculation we just mentioned. If it is less than or equal to takt then you have freedom to choose how you want to break apart the stations.