As a follow up to our 9-part “Ready for Change” article series, our next step down the “Lean” path is to introduce other tools and methods to reduce waste and time. The first in this new bi-monthly series focuses on SMED, Single Minute Exchange of Die, and how this...

As a follow up to our last article, How the DMAIC Process Helps Sustain Achievements and Drive Continuous Improvements, below is another example and case study based on the need to reduce design cycle time. After setting the parameters, I will outline the DMAIC Lean method and demonstrate how...

As the next and final step in the DMAIC process, the Control phase is perhaps the most critical! You have identified and Defined the scope of a challenge. Collected data and statistically Measured the baseline of the current process and/or output. Analyzed the current procedures and...

Last month’s article, Using the DMAIC Lean Method to Accomplish Improvement and Take the First Steps to New Goals, used a case study to explore the DMAIC Lean method. This month another case study will be used to  demonstrate how this process can be implemented in your...

We’re now at the point where everyone is on board with the idea of change. Management and staff have indicated a willingness to take steps to improve. So how do we proceed? What processes learned from Lean Manufacturing can we use to make progress? As discussed last month in the 5th...

As the owner of your company, you have outlined new goals to improve and grow your company. You have reached consensus; each staff member understands your vision and that change will bring mutual benefits. Key management has committed to the changes required to move forward. You have committed...

You have reached consensus and each staff member understands your vision and that change will bring benefits. Key management has committed to the changes required to move forward. You have sought and obtained “buy-in” from the members of your company and clearly defined (WIIFT)...

You have reached a tipping point and have come to the realization that continuing down your current path will only yield greater pain and more of the same results. Change will bring benefits, you and the senior staff have identified what is in it for the key drivers, and management has committed...

The pace of today’s business requires agility and the ability to change. But beware, “change” can be difficult on you, your staff, and your company. Sometimes change is accomplished with small steps, other times you might have to destruct the very structures that have taken...

The pace of today’s business requires agility and change to maintain success. That is the reality of our situation. But be warned: “change” is difficult. Sometimes it requires tinkering, other times it means tearing down the very structures that have taken you to the point of...