Comments on: The Coffee Kaizen http://lssacademy.com/2009/09/22/the-coffee-kaizen/ Lean Manufacturing, Six Sigma, Lean Six Sigma, and Kaizen Wed, 01 Feb 2012 21:21:25 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: larry p http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-4024 larry p Sun, 06 Dec 2009 16:27:21 +0000 http://lssacademy.com/?p=1429#comment-4024 Enlightening employees #1 and #2 may work and you can always include reminders near the coffee pot. Changing their behavior is ultimately your goal but i am sure this is the way they act at home so you have tough job ahead of you. You should have hired people that were going to act more like owners than customers. Employee #3 should purchase a coffee pot ith a timer to turn off the burner and pour the hot coffee in to an insulated pot. Enlightening employees #1 and #2 may work and you can always include reminders near the coffee pot. Changing their behavior is ultimately your goal but i am sure this is the way they act at home so you have tough job ahead of you. You should have hired people that were going to act more like owners than customers. Employee #3 should purchase a coffee pot ith a timer to turn off the burner and pour the hot coffee in to an insulated pot.

]]> By: Jamie Flinchbaugh http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3886 Jamie Flinchbaugh Mon, 28 Sep 2009 22:34:28 +0000 http://lssacademy.com/?p=1429#comment-3886 I'm glad you're using The Hitchhiker's Guide to Lean for a book club. I think that's my favorite use of it. Maybe you'll share your impressions either at Amazon.com or on www.theleanlibrary.com. I would really appreciate it and I know potential readers do as well. Jamie I’m glad you’re using The Hitchhiker’s Guide to Lean for a book club. I think that’s my favorite use of it. Maybe you’ll share your impressions either at Amazon.com or on http://www.theleanlibrary.com. I would really appreciate it and I know potential readers do as well.

Jamie

]]> By: Rick Foreman http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3884 Rick Foreman Mon, 28 Sep 2009 12:17:31 +0000 http://lssacademy.com/?p=1429#comment-3884 Vaughan; Great point about common sense and the fact that lean implementation can not be done with isolation and still be successful in changing thinking patterns. Jamie; We're having fun in our book clubs with the Hitchhiker's Guide to Lean. We highly recommend it. Il Meglio; Sorry but I'm not so good with my Spanish. Thanks for everyone's feedback. Vaughan; Great point about common sense and the fact that lean implementation can not be done with isolation and still be successful in changing thinking patterns.

Jamie; We’re having fun in our book clubs with the Hitchhiker’s Guide to Lean. We highly recommend it.

Il Meglio; Sorry but I’m not so good with my Spanish.

Thanks for everyone’s feedback.

]]> By: Jamie Flinchbaugh http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3869 Jamie Flinchbaugh Sun, 27 Sep 2009 00:09:07 +0000 http://lssacademy.com/?p=1429#comment-3869 Thanks for the mention of The Hitchhiker's Guide to Lean (www.hitchhikersguidetolean.com). Interesting analogy. Of course I would probably just brew a pot for myself. Jamie Flinchbaugh Thanks for the mention of The Hitchhiker’s Guide to Lean (www.hitchhikersguidetolean.com). Interesting analogy. Of course I would probably just brew a pot for myself.

Jamie Flinchbaugh

]]> By: Il meglio della blogosfera lean #5 http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3866 Il meglio della blogosfera lean #5 Sat, 26 Sep 2009 06:34:54 +0000 http://lssacademy.com/?p=1429#comment-3866 [...] The Coffee Kaizen dal blog Lean Six Sigma Academy, guest post di Rick Foreman, che spiega come pensano di lean tre persone diverse: uno che non lo conosce, uno che conosce i metodi ma non i principi e uno che conosce i principi… (traduzione automatica) [...] [...] The Coffee Kaizen dal blog Lean Six Sigma Academy, guest post di Rick Foreman, che spiega come pensano di lean tre persone diverse: uno che non lo conosce, uno che conosce i metodi ma non i principi e uno che conosce i principi… (traduzione automatica) [...]

]]> By: Vaughan Parry http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3857 Vaughan Parry Thu, 24 Sep 2009 09:41:47 +0000 http://lssacademy.com/?p=1429#comment-3857 The most fundemental point I take from this analogy is that no matter how much training one may receive it cannot be deployed in isolation. The application of basic training must also be amalgamated with 'common sense approach' (an element of training not always explored) which we use almost daily in our private lives. This invariably enables us to find the best way forward to reduce waste and also makes change more palatable. I believe employee #3 has engaged fully with the above enabling thinking outside the box to be employed. The most fundemental point I take from this analogy is that no matter how much training one may receive it cannot be deployed in isolation. The application of basic training must also be amalgamated with ‘common sense approach’ (an element of training not always explored) which we use almost daily in our private lives. This invariably enables us to find the best way forward to reduce waste and also makes change more palatable.
I believe employee #3 has engaged fully with the above enabling thinking outside the box to be employed.

]]> By: Rick Foreman http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3855 Rick Foreman Wed, 23 Sep 2009 15:38:06 +0000 http://lssacademy.com/?p=1429#comment-3855 Mark; You're point is well taken and represents past dictatorship type management systems, which do not empower or show respect for employees. In this instant, Tim's response is accurate in pointing out that the Estimating manager is getting the importance of thinking lean and is actually thinking about how others might approach lean. We're having lunch today, for discussion on how to get lean into the DNA of an organization that used to have poor structure for embracing lean and change. This is simply an analogy of someone pondering the difference between a one-time lean event vs daily continuous improvement thinking. Although just an example, a real scenario would present the challenge of engaging and influencing employees #1 & #2 on how to view an improvement through their eyes. I think it correlates with root cause analysis and the tendency for people to stop with the 2nd "why," while never getting to the real meaning of a situation. Thanks for the feedback. Rick Mark;
You’re point is well taken and represents past dictatorship type management systems, which do not empower or show respect for employees. In this instant, Tim’s response is accurate in pointing out that the Estimating manager is getting the importance of thinking lean and is actually thinking about how others might approach lean. We’re having lunch today, for discussion on how to get lean into the DNA of an organization that used to have poor structure for embracing lean and change. This is simply an analogy of someone pondering the difference between a one-time lean event vs daily continuous improvement thinking. Although just an example, a real scenario would present the challenge of engaging and influencing employees #1 & #2 on how to view an improvement through their eyes. I think it correlates with root cause analysis and the tendency for people to stop with the 2nd “why,” while never getting to the real meaning of a situation. Thanks for the feedback. Rick

]]> By: Tim Stewart http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3853 Tim Stewart Wed, 23 Sep 2009 14:29:36 +0000 http://lssacademy.com/?p=1429#comment-3853 Mark, I think the point is employee #3 "thinks" lean. This is important since training (which employee 2 has) is not enough. The person must take this training and do something with it. At least that is what I take from this story. As far as root cause for why these problems exist - not enough info to say. Mark, I think the point is employee #3 “thinks” lean.

This is important since training (which employee 2 has) is not enough. The person must take this training and do something with it. At least that is what I take from this story.

As far as root cause for why these problems exist – not enough info to say.

]]> By: Mark Graban http://lssacademy.com/2009/09/22/the-coffee-kaizen/comment-page-1/#comment-3852 Mark Graban Wed, 23 Sep 2009 12:08:05 +0000 http://lssacademy.com/?p=1429#comment-3852 This is an interesting exercise, but it feels a bit "blame-y" toward employees #1 and #2. What's wrong with guy #1 anyway? Sheesh. Maybe guy #1 just doesn't have the innate knack for improvement. Is everyone born with that? Maybe not, just the way I'm not born with an ability to leap higher off the ground than former Piston Bill Lambeer ever could (which is about zero inches). Or, more likely, guy #1 USED to have the knack for improvement, but it was beaten out of him by previous management at this parable company or at a previous company. After being told "just do your job" so many times, most people just quit and give up trying to make anything better. "Meh, that's the company's money, I don't care if it's wasted on electricity" -- that's a mindset that develops over time due to bad management. So I like the parable -- great contribution, Rick. But I'd ask the readers to take it a step further. What's the root cause of employee #1 and #2's behavior here? Mark This is an interesting exercise, but it feels a bit “blame-y” toward employees #1 and #2. What’s wrong with guy #1 anyway? Sheesh.

Maybe guy #1 just doesn’t have the innate knack for improvement. Is everyone born with that? Maybe not, just the way I’m not born with an ability to leap higher off the ground than former Piston Bill Lambeer ever could (which is about zero inches).

Or, more likely, guy #1 USED to have the knack for improvement, but it was beaten out of him by previous management at this parable company or at a previous company. After being told “just do your job” so many times, most people just quit and give up trying to make anything better. “Meh, that’s the company’s money, I don’t care if it’s wasted on electricity” — that’s a mindset that develops over time due to bad management.

So I like the parable — great contribution, Rick. But I’d ask the readers to take it a step further. What’s the root cause of employee #1 and #2′s behavior here?

Mark

]]>