Toyota Principle #9 – Grow leaders
Toyota Principle #9 – Grow leaders who thoroughly understand the work, live the philosophy and teach it to others. With Principle #9, we start to see how important culture.. read more
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Archive for the 'Lean Thoughts' Category
Toyota Principle #8 – Technology that serves
Toyota Principle #8 – Use only reliable, thoroughly tested technology that serves your people and processes. NOTE: This principle doesn’t eschew the use of technology. It simply states that,.. read more
Toyota Principle # 7 – Use Visual Control
Toyota Principle # 7 – Use Visual Control So No Problems Are Hidden For those of you who haven’t been exposed to the VISUAL nature of lean, here are some thoughts.. read more
Toyota Principle #5 – Build a culture of stopping to fix …
Toyota Principle #5 – Build a culture of stopping to fix the problem, to get quality right the first time One of the better known stories about creating a culture.. read more
Bully for Missy!
In 1999, as I was finishing my master’s thesis, I came across a small company: Title 9 Sports. Their name has since been changed to just Title Nine (http://www.titlenine.com/home.do), but.. read more
“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
Value Stream Map – Part 4: Material Flow
Remember, a Value Stream Map should be communicating to you and to your organization. So far we’ve examined how the flow chart and data boxes communicate. Now we’re going to.. read more
Value Stream Map – Part 2: The Data Box
In the picture at the top of the page, you can see both flow chart (discussed in my last post) and the data boxes below them. I’ve included the flow chart.. read more
Standard Work Combination Sheet
My last post concluded a discussion of Takt Time. So, if you’re working to Takt Time, how do you know when each operation in your process is supposed to start.. read more
Shadow Boxes
Lean practitioners are familiar with the concept of shadow boards. We frequently use them to organize tools so that it’s immediately evident if one is missing. If one is, a.. read more
Robert B. Camp, MBA, Lean Sensei
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