Browsing All Posts filed under »lean«

Success is…

January 23, 2015 by

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When you see success, you don’t often see the sweat equity that went into it; the daily incremental effort that moved the needle. You don’t see the setbacks, failure or frustration. In fact, in most cases it seems as if success came quickly and easily. The reality is that for most people, success was about […]

First They Will Laugh

July 8, 2014 by

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Some of the greatest innovations were first fodder for amusement and commentary. With persistence, what was once fodder became novelty, as people became more interested and curious. As curiosity rose, so so did fascination, adulation, disruption, and ultimately success. As they say, you know you have arrived when they copy you… Any doubt? Ask Apple.. […]

STEM careers for Women and Girls

March 31, 2014 by

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Great info gram from Forbes that reminds us of the work we have in educating AND exciting women and girls about STEM – science, technology, engineering, and math

Learning to Take Third Party Feedback Regardless of the Source

August 31, 2013 by

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Everyone has an opinion about everything it seems.  It can be particularly frustrating when those opinions come in the form of candid, constructive feedback from a third-party.  The frustration is rooted in not knowing the intentions of the third-party in providing such feedback – is it based on observation or speculation, is it intended to […]

The End Result is Often Not as Important as the Journey

August 31, 2013 by

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For the most part, it’s been argued that the point is that you are there (where ever that is) regardless of how you got there. Well, sometimes, how you got there is just as, if not more important. Sometimes the value of the journey is worth sacrificing (albeit a controllable one) the outcome. In the […]

The Value of Problem Solving

August 15, 2013 by

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Problem solving strategies provide a great deal of value in an organization’s efforts to implement lean principles.  Effective problem solving strategies allow the organization to drill down to the root cause and any contributing factors of safety incidents, quality spills, and variations to standardized processes.  These deviations can then be contained, controlled or completely eliminated.  […]

Stranger Theory or Using Visuals to Make Your Workplace Speak

June 19, 2013 by

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From a lean standpoint, stranger theory implies that an organization’s workplace should have visuals that are so clear and easily understood that even a stranger can “go and see” the status of the operations at any given point.   The visual controls used should meet the needs of the operations team and the leadership team in […]