Our Paradigms

LEAN Practitioners always ask us how to make their implementation efforts more effective and efficient. Like most of you, resources and time is in limited supply… In order to maximize your efforts so you can reap the rewards for achieving your desired results and KPIs, we will explain the elements of Our Paradigms for implementing LEAN, and why they are so important.

Inside-Out Approach

The Inside-Out Approach is also referred to as the Circle of Influence [1], where your actions, non-actions, and decisions have a direct impact on your outcomes. The key is to focus your implementation efforts on those things that you can control and influence, thus enabling you to make effective changes.  Therefore, you make changes within […]

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Seek the Value-Added

This may seem straightforward and obvious, but our approach should seek-out and focus on those activities that add value.  But what do we mean by that? – Value-Added Activities include: Focusing on What is Important to the Business Quick Wins and/or “Low Hanging Fruit” Achieving Your Desired Results, and/or Getting KPI Results Ensuring Your Roadmap

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Pilot Area

The Pilot Area is the designation of a single process or work cell.  The purpose of designating a Pilot Area is to use it as a testbed for the implementation and application of LEAN principles and concepts. As a testbed, the Pilot Area will be your space to learn and understand how to approach the

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Core Team

The Core Team is the formation of a small group of key personnel, predominately representatives from the Pilot Area. [1]  Their purpose is to focus on the implementation and application of LEAN principles and concepts in the Pilot Area.  Nevertheless, there should be a strong emphasis on learning and experimenting in their efforts, as to

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Application of the PDCA Cycle

If you’re unfamiliar or need a refresher with the basic concepts of PDCA, or Toyota’s iteration of the PDCA Cycle, we’ve provided a link to our resources: Learn more about the Traditional PDCA Explanation, from Wikipedia. Learn more about Toyota’s Iteration of the PDCA Cycle Training. [1] From this continuous improvement and problem-solving method, we

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Jishuken, Learn by Doing

Jishuken, is loosely translated from Japanese as “Learn by Doing”.  It is the experiential learning style that can only take place by “learning through reflection on doing”…  As we have just discussed the Application of the PDCA Cycle [1], you can now understand why this is an important approach to your implementation efforts! Jishuken means

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Dynamic Learning

Most LEAN principles and concepts are taught in a linear approach.  This is understandable since many of us first learn and process new information and complex methods in this simple way.  What is important to keep in mind is that the LEAN principles and concepts, and more importantly the implementation and application is definitely not

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Mental Models

Taken from Getting the Right Things Done by Pascal Dennis [1], Mental Models are a person’s assumptions about how the world works, based upon their temperament, education, experiences, and perceptions.  They are the “glasses” we all wear, which filter and often distort reality.  Ultimately, they are important because they affect what we see and what

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Pareto Principle

The Pareto Principle (also known as the 80/20 Rule, the Law of the Vital Few, or the Principle of Factor Sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. [1] The distribution is claimed to appear in several different aspects relevant to business.  For example: 80% of

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Applying the RACI Team Model

The RACI Team Model is used to facilitate effective and efficient team performance.  The model does this by promoting collaboration between multi-functional teams as it seeks to clarify project-specific roles and responsibilities.  However, these are independent from formal organizational reporting structures. RACI is an acronym representing the following words, which represent specific roles and responsibilities:

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Leadership Commitment and Involvement

Leadership within the context of the Toyota Production System (TPS) or the LEAN Business System [1] follows traditional leadership and management practices.  However, there are additional LEAN implementation and application responsibilities that hold greater emphasis for LEAN Leaders on what the core management behaviors are. LEAN Leaders are Distinguished by Their Emphasis on Core Management

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KPIs (Key Performance Indicators)

A KPI is a Key Performance Indicator [1], which is a type of performance measurement.  KPIs evaluate the success of an organization, plant, product line(s), product(s), program(s), project(s), and/or focus on a single process or work cell.  They often drive potential improvements, so KPIs are routinely associated with performance improvement initiatives. What is important to

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Employee Engagement and Participation

Employee responsibilities within the context of the Toyota Production System (TPS) or the LEAN Business System [1] follows traditional job responsibility practices.  However, there are additional LEAN implementation and application responsibilities that hold greater emphasis for LEAN Practioners on what the core behaviors are. LEAN Practioners are Distinguished by Their Emphasis on Core Behaviors to

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Developing people is key to achieving sustainability of your desired results through LEAN implementation and application, so that is why leadership involvement [1] is an important aspect of the LEAN Business System. [2]  A critical responsibility of this involvement is coaching, and the Mentor/Mentee relationship. Developing People Through Coaching is Key to achieving Sustainability of

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