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Thursday, April 24, 2008

Cleaning up the LeanBlog Backlog

Time is short for a full post, so here's an effort to clean out the backlog and to give you some links to check out:

Friend of the blog, Mike Thelen, has an article expanding upon the "Lean vs. LAME" construct:

"I’ve seen and heard many comments from others on web logs, forums, and news outlets (some just dabbling in the lean arena, others researching, and some simply trying to discredit lean). Some say that the attitude they’ve witnessed by technical experts is usually condescending or disrespectful. They say that humility or respect doesn’t appear to be one of the prerequisites for lean or kaizen consultants. I’ve also been informed that they fail to develop people as a whole, with no concern for understanding how people interact with each other, their environment or their unique circumstances.

True lean doesn’t support this...." (read more)
It's a good question for hansei, or reflection. Do we, as consultants or professionals, treat our clients or colleagues with respect?

To compete better, local plants go lean - The Oregonian

This is a nice overview article about Lean and the success that organizations in Oregon are having. They talked to our friend Norm Bodek and he gives a provocative quote (one I heard him say in person last week... more about that soon):
"We've had this myth of individuality. Management has used that myth to dominate workers and keep them separate," Bodek says. "The shame is, we all love teams. We're excited that the Blazers did so well this year, and we hope they do better next year. It's puzzling to me why we don't have teams in every American company. It's a powerful missing ingredient."
What do you think? Is the American concept of "rugged individuality" real or a myth created by The Man to keep us down?

Derailed From The Lean Track - Industry Week

I was quoted, from a blog post, in this article about Boeing's Lean struggles.

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Tuesday, April 08, 2008

Lean Elements in NCAA Hoops?

Guest Post By Mike Thelen:

New Offense Leads Calipari, Memphis Within One Win of National Championship

Great article on the Memphis basketball team. Do you see the same Lean structure I see?
By nature, coaching is a business of copycats.

That puts John Calipari on the verge of becoming one of the most mimicked men in his profession.

The "dribble-drive motion" offense he uses is among the hottest things going in hoops these days, and his Memphis Tigers show it to the world for the final time this season in Monday night's championship game against Kansas.

The essence of the offense is to keep the middle clear, give the ball to playmakers on the perimeter and let them penetrate for layups or kick out to guys who come open.

Sounds like Lean. Give the leaders the ball, let them run with improvements.

It is controlled chaos, indeed, but it takes the effort of a good coach - one who does the bulk of his job in the practice gym, not calling plays from the bench on gameday.

"Sometimes I think we overcoach with certain things we do," said the offense's inventor, Vance Walberg, who is in San Antonio this week rooting for Calipari and the Tigers. "All this does is show how simple the game is if you give your best players the ball and open gaps for them."

Management as leaders! Give instruction, provide assistance, don’t micro-manage.

Calipari was the first major-college coach to take the plunge. He started tinkering with it after a conversation with Walberg in 2003.

"I said, 'Tell me about what you guys do,"' Calipari said. "He said, 'You don't want to see it because you won't do it."'

Walberg had every reason to believe as much, in large part because he figured no big-time, big-money coach would risk his job on a system that a) has very little to do with calling plays and b) puts the players so much in charge of their system that it often looks like an uncoached mess.

Employee empowerment! Let the “experts” make the decisions and guide improvement.

"Instead of teaching them plays, you start really teaching them how to play," Walberg said. "It's principles of the game. It's, 'What happens if you go this way and you stop? What comes open? What happens if you go that way and you stop? What comes open there?"'

Learning the concept and theory behind the tools! Tools aren’t Lean, they are there to help you understand Lean.

Calipari said a coach must commit to a fair amount of letting go to turn his program, and therefore his fate, over to such an offense.

"You have to count on your team to be unselfish, you have to count on your team being able to make great decisions on the run, and you have to understand that what makes it good is they can feel unleashed," Calipari said.

Teamwork! Trusting your Team. Working as a Team. How much more could you ask for?

The benefits can go beyond simply winning games in the present.

"You can go to a kid and say, 'Do you wanna play a style where we're scoring in the 50s and 60s every night, or a style where we're in the 80s and 90s?"' Walberg said. "It's a style that gets you ready for the next level."

Continuous Improvement! Lets look to the future, rather than tomorrow. A great use of Long-Term thinking, or at least long-term in the world of College basketball.

"The offense isn't for everybody," Douglas-Roberts said. "If you can't play 1-on-1, this offense will expose you. But for me, it was good. I've never lost a game of 1-on-1 in my life."

Lower the water! Expose rocks and remove them. You can’t be uncommitted in this system.

The Tigers, of course, augment this style with plenty of good transition offense, trying for easy layups and 3-on-2 fast breaks.

Their opponent, Kansas, is also wide-open, but in a more traditional way, looking to drop the ball into post players - like Darrell Arthur and Darnell Jackson - in traditional strong-side positions, then kick it out for 3-pointers for Brandon Rush and Mario Chalmers if the double teams come.

"The way they run their offense is different than the way we run it, but the philosophy's still the same: Get the ball to the paint," Jayhawks coach Bill Self said.

Indeed, Memphis does that differently.

The post player almost always will be on the weak side, looking for a backdoor cut if the ballhandler's penetration sets it up. The other four players will be on the perimeter, and whoever has the ball is urged to take it to the hoop and see what develops. If it doesn't work the first time, recycle and repeat with a different player handling the ball.

Kaizen! Have a theory, test it, evaluate and reset as necessary!

Some believe packing it in with a zone defense is the best way to neutralize this attack. In the regional semifinals, Michigan State tried that and was trailing 50-20 at halftime.

"We play two or three possessions of it a year," Self said jokingly of the zone that Kansas largely avoids. "Without telling you what we're going to do, we have to be prepared to guard them in a way that gives us our best chance."

Which almost certainly means man-to-man.

Nobody has stopped it yet this season, save Tennessee, which handed Memphis its only loss against an NCAA-record 38 wins.

If Memphis makes it 39, Calipari's gamble will have paid off with the biggest reward - the school's first national title.

Certainly, that would bring more converts.

There are plenty already. A Sports Illustrated story in February listed a few hundred who have bought in - from high school teams in Colorado all the way up to the Boston Celtics.

"In the typical year, I get 300 to 400 calls from coaches asking me about it," Walberg said.

Buy-in through success, benchmarking contacts, sharing information. All Lean keys to success.

Congrats to the Kansas Jayhawks, the national champs...

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Thursday, January 10, 2008

New Column on the Lean Directions Site

Lean Directions: LEAN vs. LAME

It's a bit recursive to link to a post that links to me, but Mike Thelen (a frequent comment participant here) has a new online column through the Society of Manufacturing Engineers. He always has something good to share, so check it out.

He references my "Lean As Misguidely Executed" posts, which you can see using the link just below:

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Sunday, October 14, 2007

Waste in Auto Marketing

Guest Post By Mike Thelen:

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I received an interesting piece of "junk mail" this morning. What caught my attention and provoked me to open it was simply that it was from Honda and my Lean obsessive-ness engaged.

Now, I know Honda isn't necessarily using the TPS philosophy, but I understand that they do have their own system based on similar principles. Correct or not, that belief was the motivation that kept me from simply discarding the mail unopened. Upon opening the envelope (aside from noting it had a fancy, matte finish that added no value to the customer but surely cost more), I was immensely disappointed.

Let me begin by providing necessary background information. I live on a farm in South Dakota. It is 20 miles to the nearest population worth noting (24,000 people). It is 180 miles to any city over 100,000 people. The vast majority of people in this region of the US share the same scenario. This is also the heart of 4x4 country and it is October...less than 30 days from our first expected snowfall. People in the 'Great Plains', as this region is described, are also more traditional in nature (conservative or down-to-earth are perhaps better definitions.)

With this in mind, I was expecting a Lean-thinking organization to gear its marketing campaign (based on the customer, right?) toward one of two factors for this region. It would focus on either the Honda Truck/SUV product line or on the excellent gas mileage of Honda cars. Which did I receive?

I thought the latter. The mailer was focused on the Honda Accord. Naturally, I scanned the materials for the infamous MPG Ratings. Instead, I found that the Accord comes with 3 engine choices delivering (motor-heads forgive me if I'm not accurate, I've already thrown the mailer away) roughly from 175 hp to 265 hp (horsepower for you non-automotive types). The mailer provided torque, performance, and other details as well. However, there wasn't one mention of fuel economy throughout several sheets of paper. The mailer did inquire as to when I may be in the market for a new vehicle. I guess that was an attempt at customer focus.

Some might say, "yeah, but you're thinking about Honda now!" when questioning the effectiveness of the marketing. However, even though I'm thinking Honda, I'm not thinking of BUYING Honda. Instead, I’m thinking about how the mailer has completely turned me AWAY from Honda since they really don't understand my needs.

Perhaps I'm being a bit harsh on Honda. After all, the "Big Three" aren't sending me junk mail. Maybe they're using that money to get them through contract negotiations, as I see the UAW has just walked out of Chrysler. Either way, waste is waste. More importantly, waste is not limited to the shop floor. In Honda's case, marketing waste will keep them from building my next vehicle (perhaps creating manufacturing waste in the process?)

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