I have visited numerous organizations who have invested years undertaking Lean activities (value stream mapping, A3 problem solving, visual management, leader standard work, Kaizen, etc.) but have little to show for their efforts in terms of sustained value stream performance, quality, productivity, effectiveness, safety, and efficiency gains. Is it possible that we’ve gone on “autopilot” and are just going through the motions without engaging our minds? Have we become robotic in our Lean thinking and doing? Have we become so comfortable with the knowledge of Lean that we have lost touch with the being of Lean?
Over the years, I have noticed some common misperceptions about coaching effective problem solving skills and developing lean thinking. Here’s a few: 1) It’s not about being smart (and it’s not about you). Good coaching is not about your intelligence and ability to solve the issue the learner (e.g., person you are coaching) is attempting to […]
I recently received an email from a colleague of mine who, after 15 years in IT, was wondering if Lean (and particularly Lean IT) is just an over-used term losing its value. Today we hear and read about Agile, DevOps, ITSM, IT4IT, Lean Startup and other frameworks all purporting to transform and revolutionize the effectiveness […]
Have you ever issued what you thought was an inspiring challenge for your team, only to discover they were underwhelmed and far from motivated? Many organizations that have mission statements displayed in their lobby, company values laminated on the back of employee badges, and team banners hung from rafters proclaiming lofty goals – but it […]
The stakes are simple but high: When IT stops, the business stops, and when it flows, it positions the business for success. But the sector – with its complexity, cross-functional interdependencies and conflicting priorities – presents a “perfect storm” ...