Toyota Principle #3 – Use “pull” systems to avoid overproduction
It’s been so long since I used a “push” system, I wonder sometimes if anyone still does. Then I realize how shallow the penetration of Lean has been into the.. read more
Getting to Lean, LLC | Robert B. Camp, Lean Transformation Coach | 704.798.6980 | robert@gettingtolean.com
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“No Problem is Problem”
I’m not sure to whom credit for that statement belongs. I suspect it is one that originates in the Japanese culture, part of their corporate wisdom. In the world of Lean,.. read more
Fun With 5S – The Garage Game
When I’m introducing 5S to a new audience, I like to get them comfortable with the concept. I ask how many have a garage. Usually about 2/3 of the audience.. read more
Distance vs. Frequency Chart
In a 5S Kaizen event, we eliminate as much from the work area as we can. What remains, we locate as close to the Point of Use (POU) as possible… read more
Spaghetti Diagrams
What’s a spaghetti Diagram you ask? It’s a really nifty tool that maps the movements of an individual operator during the making of one product. The map begins with a.. read more
Dealing with “Monuments”
“What’s a monument?” you ask. Most organizations have large pieces of equipment that weigh tons, are often half submerged or above the roof, sometimes contain liquids (like plating chemicals),.. read more
Kamishibai (紙芝居) Boards
Kamishibai is another of those Japanese terms that doesn’t translate easily into English. The concept is simple, but only recently duplicated in the Western World. Why learn about it? Because.. read more
Large Room Management (大部屋 Obeya)
A lot of Americans bridle at the use of Japanese terms to describe Lean things. I feel very much the opposite. Language springs from cultures and shared experiences. So, when.. read more
VSM Part #7 – Aftershock
I’ve had the good fortune to hear from some of my readers and noticed a few disturbing trends. It appears that there may be one more post I need to.. read more
VSM Part #6B – Importance to Decision-Making (“If this, then that”)
The VSM tells leaders* what is obstructing flow within the value stream. Trust me, there’s always something, but suppose this is the first time they’re reviewing the VSM. What are.. read more
Robert B. Camp, MBA, Lean Sensei
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