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Kicking Off The New Year With Resolutions As SMART Goals TAGS: | | | | | | | | | | | | | | | | | | It’s January 1, 2013!! (Well, okay, when this is posted it will be January 2.) That means everyone is going nuts with resolutions for the new year. And in about …Continue reading →

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Future State? Blow Up the Current State. TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | Sometimes when we look to create an ideal future state of a process or situation, we are so heavily anchored in the non-ideal current state that our biases and familiarity …Continue reading →

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Politics and (the Lack of) Root Cause Analysis TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | As a continuous improvement practitioner, I have a significant disdain for politics. By politics, in this case I’m referring to the democratic elections and campaigning by individuals running for public …Continue reading →

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College Football Rule Changes and PDSA TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Recently I wrote about the lack of PDCA – the continuous improvement framework of Plan-Do-Check-Act – and how it affects college football teams because they don’t have the luxury of …Continue reading →

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Toyota Way Principle #13: Decide Slowly Through Consensus, Implement Rapidly TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (This is part of a series of posts covering the 14 principles from The Toyota Way. Today we’re examining The Toyota Way principle 13.) One of the risks of implementing changes or …Continue reading →

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What P90X and Lean Have in Common TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | We’ve all seen the infomercials. (Or have you? Maybe I need to minimize my late-night television viewing.) P90X is the relatively new home workout philosophy that consists of a training regimen …Continue reading →

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Toyota Way Principle #10, Notre Dame Football, and RKG’s TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (This is part of a series of posts examining the 14 principles of The Toyota Way. Today we look at The Toyota Way principle 10.) We’ve already dissected how the University …Continue reading →

Troy Polamalu, NFL, Concussions, and Cheating the System TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | The NFL is currently in the midst of a large lawsuit on behalf of retired players who are suing the league for health-related issues caused by on-field concussions during their …Continue reading →

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Dr. Sheldon Cooper and Positive Behavior Modification TAGS: | | | | | | | | | | | | | | | | | Look, change can be hard and influencing others to change behaviors can be even more difficult. Let’s witness a technique Dr. Sheldon Cooper from The Big Bang Theory uses to …Continue reading →

A Lamborghini & Process vs. System TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | I have encountered multiple scenarios in my career where upper management was under the impression that putting in fancy new systems and technology would dramatically boost productivity and the quickness …Continue reading →

Vision and Value TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Everybody has the opportunity to create value, in one fashion or another. A person can merely be a “warm body” that stands in as part of a process creating a …Continue reading →

The Big Oops with the Barclays Center TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | You know the phrases “too many chefs in the kitchen” and “too many Chiefs, not enough Indians” or “a camel is a horse designed by a committee?” Too many people …Continue reading →

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Toyota Way Principle #8 and Implementing Technology that Helps TAGS: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | One of my current clients has a two-pronged plan for improving a process that is absorbing a lot of resources (people, time, risk, money). The first prong is to optimize …Continue reading →

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