Spotlight on CI


         Practical solutions for the real world

 July 2019                                                                 Suburban Philadelphia, PA                                               


On My Mind:

Manny Veloso 


Combating the Whirlwind

People are so busy these days working on urgent activities to keep the business running that there never seems to be enough time for the important improvement activities that need to get done to ensure the long-term success of the organization.  We call the flurry of urgent daily activities the "whirlwind" and we need to control it.

How many times have you started a workday with a list of goals to accomplish for the day and something unexpected happened?  Perhaps some emergency meeting or other pressing issues that seemed to pop out of nowhere to consume most all of your day.  I think it’s happened to all of us over time.  After all, those urgent items are real issues that need to be dealt with.

What can we do about it?

In these busy times I think it’s more important than ever to take a look at what you do in a day and how you do it.  Create a standard work for yourself and really track what you do in a day.  Meetings, emails, social networking and unexpected issues are some of the time-sucks that eat away at productive time.

One easy way to measure how much time is spent on meetings and emails is to track the time spent in 15 minute increments for a week.  Then, at the end of the week if you spent most of your time in meetings and processing email you have to consider some changes in your routine.

Lean thinking helps reduce non-value added time in your day.  Why are meetings automatically an hour long?  If you use effective meeting management tools, like timed agendas, cutting meetings down to 45 or even 30 minutes will save a significant amount of time in your day. 

Ask yourself if the meeting is really necessary?  Calculate how much money the meeting cost the organization and then double the value due to all the things you could have accomplished if you weren’t in the meeting.  Was it worth the cost?  If your meetings are just for updates on current status, there are more effective ways to make sure people stay informed. 

Rule of thumb:  after a successful meeting, something should have changed, been resolved, or been created.  No more meetings with nothing accomplished.

Email is a silent assassin of time.  How many emails do you get that are mailing lists or advertisements for things you’re not interested in.  Consider unsubscribing just to reduce the volume of email in your Inbox. 

Also, set standard work for who is included on emails.  Some of this is personal and varies by the manager.  For me, if somebody sends a standard request for information from my team then I don’t need to be included on it.  If the item is a problem due to urgency or a second or third request that has gone unfilled, then I want to know about it.  Let’s not include people “just in case” they might want to know.  And please don’t “Reply all” unless everyone needs to stay in the loop. 

Prioritize what is truly important for the business to succeed.  Addressing the daily whirlwind will keep the business going today; but it’s time spent on implementing improvemens, thus minimizing the whirlwind, that will keep it going for the long term.  Schedule the time for continuous improvement activities rather than finding some available time.  Effective people don’t have to-do lists, they have schedules. 

Plan the work and work the plan.  Pay attention to balance.  Complete activities with long-term benefits as well as the urgent, short-term ones.

Henry Ford grew up on a farm and used to tell a story about how a typical farmer thought nothing of carrying buckets of water up stairs or ladders every day, rather than taking the time once to lay a few lengths of pipe to eliminate the wasted effort.  Are you carrying water or laying pipe in your business?

Enjoy your summer.  All the best.


Upcoming Events:

The topic of Lean in the construction industry will be the focus of the next webinar I'm going to be co-hosting on August 29 along with Howard Zwick and the friendly folks at CPA Technology, LLC.  Won't you join us?  Registration links not available yet.  Stay tuned.   

If you want to learn more about a structured CI process, I have a Lean Practitioner Certification class starting September 12.  Check the website for more information under 'Training Events'.  Project coaching is part of the course.  You can access the page by clicking here. 

If you're an old hand at Lean and are ready for a new challenge why not try some Six Sigma Green Belt training? It's still CI but with a different toolkit based on data and statistics to go after different problems. Project coaching is part of the course to help walk you through applying new concepts to your company issues.  A new class starts September 10.  Check the website for more information under 'Training Events'.  You can access the page by clicking here 

Kata in Real World Situations

Formal Definition of Kata
Kata is a term used to describe how Toyota uses a formal approach to train its employees (AKA 'learners') improve their continuous improvement (CI) skills. This article addresses 5 questions to use when talking with people on the shop floor to use the kata approach to improve processes without all of the formality.  It steps the learner through the process of improvement  in a natural easy-to-use way that helps them build their skills.

READ MORE: Kata in Real World Situations

"If you can't write it down then you don't understand it."

Admiral Hyman Rickover, Father of the Nuclear Navy  

CI Terms Defined


" VA vs NVA Activities"

Value-Added vs Non-Value-Added Activities are one of the most basic tools in the Lean world.  A Value-Added Activity occurs "when you change the form, fit or function of material or information at the request of the customer at the desired production and quality rates"  since that is a mouthful for people to remember a shorter definition is "something the customer is willing to pay for".

Please note that the customer does indeed pay for Non-Value-Added activities, just that they do not want to pay for them if given the choice.

We say either we are adding value or we are adding cost in the form of waste and those are all Non-Value-Added activities.  One example of a Value-Added activity would be entering a customer order and scheduling it.  Based on our definition the customer wants this activity to occur.  However, delaying the customer delivery because of an inventory error resulting in out-of-stock items would be an example of waste.

 Video Links from Youtube:  

 Big Bang Theory Cinema Problem- At under 2 minutes see some problem solving tools in action.  

The Expert:  Progress Meeting - Less than 3 minutes long.  Perhaps you've sat through some of these meetings before. 

 boat dock