Comments on: Silver Bullets and Easy Answers — Always Appealing http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Jason Yip http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5586 Jason Yip Tue, 29 Sep 2009 04:46:48 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5586 If the learner hasn't learned, then the teacher hasn't taught.<br /><br />I suppose whether one is the client, student, teacher, consultant, etc. the useful thing is to consider what one can do rather than blame others. If the learner hasn't learned, then the teacher hasn't taught.

I suppose whether one is the client, student, teacher, consultant, etc. the useful thing is to consider what one can do rather than blame others.

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]]> By: Charles Hagood http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5571 Charles Hagood Fri, 25 Sep 2009 22:30:05 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5571 Mark, all I can say is amen. I grow weary of perspective clients wanting a 6 pack of Kaizen, a 5 day certification of some kind,and a "90 day path" for becoming Toyota like. Consultants worth their weight in salt should help clients understand that while these things may help the organization to get started, that Lean is a journey, its not the silver bullet they are seeking, and that there isn't a cookbook/one size fits all approach. There are too many folks out there advocating such craziness to make a sale, and many hospitals will fail, become frustrated, and feel it isn't what they expected, thus consider Lean as just another fad. It isn't. Thanks for asking this question as well. Sincerely, Charles Hagood Mark, all I can say is amen. I grow weary of perspective clients wanting a 6 pack of Kaizen, a 5 day certification of some kind,and a "90 day path" for becoming Toyota like. Consultants worth their weight in salt should help clients understand that while these things may help the organization to get started, that Lean is a journey, its not the silver bullet they are seeking, and that there isn't a cookbook/one size fits all approach. There are too many folks out there advocating such craziness to make a sale, and many hospitals will fail, become frustrated, and feel it isn't what they expected, thus consider Lean as just another fad. It isn't. Thanks for asking this question as well. Sincerely, Charles Hagood

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]]> By: Tripp http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5570 Tripp Fri, 25 Sep 2009 21:01:53 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5570 All that tool training being done causing the wrong actions is an ongoing trend. TQM did for Deming what Lean has done for Ohno, they wanted us to think differently and instead got tools. Not surprise here.<br /><br />Now if we can just get rid of those arbitray numerical goals (targets). All that tool training being done causing the wrong actions is an ongoing trend. TQM did for Deming what Lean has done for Ohno, they wanted us to think differently and instead got tools. Not surprise here.

Now if we can just get rid of those arbitray numerical goals (targets).

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]]> By: Mike Wroblewski http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5569 Mike Wroblewski Fri, 25 Sep 2009 16:25:00 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5569 Another reason for Toyota's 97% efficiency target over setting the target at 100% is to encourage making problems visible. If the target is 100%, there is a strong tendancy to hide problems. Even in a "no-blame" Toyota-like culture, who wants to be the first to pull the andon if the target is 100%. Another reason for Toyota's 97% efficiency target over setting the target at 100% is to encourage making problems visible. If the target is 100%, there is a strong tendancy to hide problems. Even in a "no-blame" Toyota-like culture, who wants to be the first to pull the andon if the target is 100%.

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]]> By: Ron Pereira http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5561 Ron Pereira Fri, 25 Sep 2009 14:41:46 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5561 Also, I agree with Jamie... strategic buffers that the company carefully controls (instead of buffers that magically appear because of overproduction) is not un-lean... it's smart. <br /><br />If people would just visit a Toyota plant they'd see that their efficiency target is 97% and not 100% since they know that their process is not infallible and that the line will stop from time to time. <br /><br />Additionally, there is this misconception that for a company to "be lean" they cannot have any inventory or buffers. This is likely caused by text book practitioners (those that spend more time reading books and/or in 2 day workshops then on an actual shop floor managing a real business) not truly understanding what the waste of inventory really is.<br /><br />Next, as long as the consultant is doing all they can to provide the value the client is asking and paying for how can they be faulted? Plus, if the consultant always tried to "upsell" their clients on a 50 year deployment plan people would likely accuse them of shady business practices... so really the consultant is in a tough spot.<br /><br />Finally, if the client is sincerely doing their best to improve a broken process - even if they are not following the best road-map - well, I could think of worse things! At least they are trying to continuously improve... isn't that what it's all about in the real world? Also, I agree with Jamie… strategic buffers that the company carefully controls (instead of buffers that magically appear because of overproduction) is not un-lean… it's smart.

If people would just visit a Toyota plant they'd see that their efficiency target is 97% and not 100% since they know that their process is not infallible and that the line will stop from time to time.

Additionally, there is this misconception that for a company to "be lean" they cannot have any inventory or buffers. This is likely caused by text book practitioners (those that spend more time reading books and/or in 2 day workshops then on an actual shop floor managing a real business) not truly understanding what the waste of inventory really is.

Next, as long as the consultant is doing all they can to provide the value the client is asking and paying for how can they be faulted? Plus, if the consultant always tried to "upsell" their clients on a 50 year deployment plan people would likely accuse them of shady business practices… so really the consultant is in a tough spot.

Finally, if the client is sincerely doing their best to improve a broken process – even if they are not following the best road-map – well, I could think of worse things! At least they are trying to continuously improve… isn't that what it's all about in the real world?

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]]> By: Ron Pereira http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5559 Ron Pereira Fri, 25 Sep 2009 14:10:15 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5559 Hey Mark, I looked up the bios of the speakers and see that Ms. Nightingale is blessed to have been a Buckeye! So hey... Dr. Nightingale... O-H! Hey Mark, I looked up the bios of the speakers and see that Ms. Nightingale is blessed to have been a Buckeye! So hey… Dr. Nightingale… O-H!

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]]> By: Mark Graban http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5556 Mark Graban Fri, 25 Sep 2009 11:30:57 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5556 Jamie - I hear what you're saying, that having buffers in strategic places is smart and probably not "un-Lean". But the conundrum is that when Toyota didn't have buffers (or didn't use kitting), then people would confuse "un-Toyota-like" with "un-Lean."<br /><br />Toyota changing from long line to shorter segments with buffer zones is all "Toyota-like" because they were / are doing it. But is it in keeping with TPS principles or "lean?"<br /><br />Too many people are copying Toyota instead of learning TPS or Lean.<br /><br />I got an email from a guy at an automaker who wants to learn about kitting. Probably because he read that Toyota is now using kitting in their plants... Jamie – I hear what you're saying, that having buffers in strategic places is smart and probably not "un-Lean". But the conundrum is that when Toyota didn't have buffers (or didn't use kitting), then people would confuse "un-Toyota-like" with "un-Lean."

Toyota changing from long line to shorter segments with buffer zones is all "Toyota-like" because they were / are doing it. But is it in keeping with TPS principles or "lean?"

Too many people are copying Toyota instead of learning TPS or Lean.

I got an email from a guy at an automaker who wants to learn about kitting. Probably because he read that Toyota is now using kitting in their plants…

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]]> By: zx12bob http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5555 zx12bob Fri, 25 Sep 2009 10:44:38 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5555 As a consultant, I'm conflicted when clients want a quick fix solution, that in my professional opinion wont be worth (to them) even the limited time and effort they propose to spend on it.<br /><br />Looking more widely, is the world better-served by having consulting firms continuing in business, ready and able to help clients that really want to change fundamentally, at the cost of short-changing the palliative-seekers? Or would it be better to have these "exploiters" go to the wall and not be around to help the enlightened few? As a consultant, I'm conflicted when clients want a quick fix solution, that in my professional opinion wont be worth (to them) even the limited time and effort they propose to spend on it.

Looking more widely, is the world better-served by having consulting firms continuing in business, ready and able to help clients that really want to change fundamentally, at the cost of short-changing the palliative-seekers? Or would it be better to have these "exploiters" go to the wall and not be around to help the enlightened few?

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]]> By: Jamie Flinchbaugh http://www.leanblog.org/2009/09/silver-bullets-and-easy-answers-always/#comment-5554 Jamie Flinchbaugh Fri, 25 Sep 2009 10:32:11 +0000 http://leanblog.bigbigdesign.net/2009/09/silver-bullets-and-easy-answers-always-appealing/#comment-5554 Mark,<br /><br />I believe Toyota having small buffers is not un-Toyota-like, it's very Toyota like, because it is understanding variation and managing that variation scientifically...but I'm already off-topic. <br /><br />You should never copy Toyota. I've even written columns about that and the failed efforts of benchmarking. Whether Toyota or someone else, you should never copy. You should understand what problems you have and understand how (cause and effect) Toyota's and others solutions solve their problems. Even if you were making cars just like Toyota does, you shouldn't copy them. <br /><br />I agree it is a trick question - I don't think it is about placing blame. As long as a client wants a quick solution, clients will give it to them. Even mighty McKinsey does 20-week lean transformations, and then the operation is left performing poorly because they didn't really fix anything, just ripped out some headcount. That's what you could sell to that particular client. <br /><br />I think consultants and clients have some obligations in the relationship. First and foremost, the client still needs to lead themselves. Regardless of who the advice is from, they have to take it as counsel only, and then make their own damn decision. <br /><br />And consultants have an obligation to give sound advice, even to the extend that now is not the right time for you to start a lean journey, which I've done several times. <br /><br />Blame won't help us, but improving the code of the relationship can improve the current condition. <br /><br />Jamie Flinchbaugh<br />jamieflinchbaugh.com Mark,

I believe Toyota having small buffers is not un-Toyota-like, it's very Toyota like, because it is understanding variation and managing that variation scientifically…but I'm already off-topic.

You should never copy Toyota. I've even written columns about that and the failed efforts of benchmarking. Whether Toyota or someone else, you should never copy. You should understand what problems you have and understand how (cause and effect) Toyota's and others solutions solve their problems. Even if you were making cars just like Toyota does, you shouldn't copy them.

I agree it is a trick question – I don't think it is about placing blame. As long as a client wants a quick solution, clients will give it to them. Even mighty McKinsey does 20-week lean transformations, and then the operation is left performing poorly because they didn't really fix anything, just ripped out some headcount. That's what you could sell to that particular client.

I think consultants and clients have some obligations in the relationship. First and foremost, the client still needs to lead themselves. Regardless of who the advice is from, they have to take it as counsel only, and then make their own damn decision.

And consultants have an obligation to give sound advice, even to the extend that now is not the right time for you to start a lean journey, which I've done several times.

Blame won't help us, but improving the code of the relationship can improve the current condition.

Jamie Flinchbaugh
jamieflinchbaugh.com

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