Continuing to build upon the Primary Elements in Our Paradigms for Implementing LEAN… the Secondary Elements will focus on the next set of principles that will make your program efforts more effective and efficient. These elements will also help build the structure for long-term sustainability.
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 […]
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
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 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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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 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
