Comments on: Helping our Friend from Down Under: Part Two http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/ Lean Manufacturing, Six Sigma, Lean Six Sigma, and Kaizen Sat, 12 May 2012 15:25:36 +0000 hourly 1 http://wordpress.org/?v=3.3.2 By: Curious Cat Management Improvement Blog » Management Improvement Carnival #49 http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/comment-page-1/#comment-2789 Curious Cat Management Improvement Blog » Management Improvement Carnival #49 Wed, 10 Dec 2008 17:12:32 +0000 http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/#comment-2789 [...] Helping our Friend from Down Under by Ron Pereira - “Go to Gemba. The thing that separates the pretenders from the contenders is the willingness of management to get up from their big office and comfy chairs in order to head to the place the actual work is done.” [...] [...] Helping our Friend from Down Under by Ron Pereira – “Go to Gemba. The thing that separates the pretenders from the contenders is the willingness of management to get up from their big office and comfy chairs in order to head to the place the actual work is done.” [...]

]]> By: Ron Pereira http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/comment-page-1/#comment-2719 Ron Pereira Mon, 24 Nov 2008 14:23:48 +0000 http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/#comment-2719 Hi Sunil, my comments about results was more focused on ensuring you are doing kaizen for the right reasons... and that reason should be to make the company more profitable in the long run. This is to say that we shouldn't be overly concerned by metrics like "number of people certified" or other nebulous metrics. To answer your question directly... don't wait! Be aggressive with your improvements. Set a goal for yourself and those around you to make something better each and every day. Anything. Just make it better. The results will come. I promise you! Hi Sunil, my comments about results was more focused on ensuring you are doing kaizen for the right reasons… and that reason should be to make the company more profitable in the long run. This is to say that we shouldn’t be overly concerned by metrics like “number of people certified” or other nebulous metrics.

To answer your question directly… don’t wait! Be aggressive with your improvements. Set a goal for yourself and those around you to make something better each and every day. Anything. Just make it better. The results will come. I promise you!

]]> By: Sunil Yadav http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/comment-page-1/#comment-2717 Sunil Yadav Mon, 24 Nov 2008 04:32:48 +0000 http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/#comment-2717 hi, As you said in your article that results are four letter word.rightly so,but what should we do if we are not seeing any immmediate impact on balance sheet with Kaizen activities.Shall we continue our improvement & wait for results later on or shall we wait for results to show & then carry out next kaizen. hi,
As you said in your article that results are four letter word.rightly so,but what should we do if we are not seeing any immmediate impact on balance sheet with Kaizen activities.Shall we continue our improvement & wait for results later on or shall we wait for results to show & then carry out next kaizen.

]]> By: Sheila R. http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/comment-page-1/#comment-2712 Sheila R. Fri, 21 Nov 2008 18:02:55 +0000 http://lssacademy.com/2008/11/21/helping-our-friend-from-down-under-part-two/#comment-2712 I especially like your comment about managers going to the floor. At least at my company most of our managers would not be caught dead on the shop floor. This probably explains why we have struggled to sustain our Lean program. I especially like your comment about managers going to the floor. At least at my company most of our managers would not be caught dead on the shop floor. This probably explains why we have struggled to sustain our Lean program.

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