Final Inspection isn't so Final

A recent edition at my newest favorite corporate life comic, ONEFTE.com, hit a common point that traditional companies use when there is an issue.

Many traditional companies use a final inspection department to 100% check the product just before it is shipped to make sure that any errors that occurred in-process are caught before the product is shipped.

When companies do this, they are trying to inspect quality into the product.  However, 100% inspection has been shown to be only about 80% to 85% effective.  Obviously, there has to be a better way than final inspection to assure defective products aren't shipped.

The better way is mistake-prevention by using by using poka-yoke.  Whenever there are possibilities of errors being made in a process, we should look at applying mistake-proofing techniques. Our ultimate goal is to improve the process so that mistakes are impossible to make.

Preventing mistakes is an order of magnitude better than just trying to inspect quality into the product.



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Lean Quote: Lean Transformation Needs Talent, Focus, and Endurance

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Talent Is Nothing Without Focus and Endurance." — Haruki Murakami, writer

This quote reminds us that talent is basically irrelevant without the foundation of a good work ethic. In an interview the author of the quote was asked "what's the most important quality a novelist has to have?" He said "It's pretty obvious: talent. Now matter how much enthusiasm and effort you put into writing, if you totally lack literary talent you can forget about being a novelist. This is more of a prerequisite than a necessary quality. If you don't have any fuel, even the best car won't run."

The problem with talent, though, is that in most cases the person involved can't control its amount or quality. You might find the amount isn't enough and you want to increase it, or you might try to be frugal and make it last longer, but in neither case do things work out that easily. Talent has a mind of its own and wells up when it wants to, and once it dries up, that's it. Of course, certain poets and rock singers whose genius went out in a blaze of glory-people like Schubert and Mozart, whose dramatic early deaths turned them into legends-have a certain appeal, but for the vast majority of us this isn't the model we follow.

It's easy to see other people as talented and their work as effortless, but for most work is still work regardless of the quality. Before getting discouraged, it can't hurt to remember that. Most everyone has to work hard regardless of their skill level.

The next most important quality is focus—the ability to concentrate all your limited talents on whatever’s critical at the moment. Without that you can’t accomplish anything of value, while, if you can focus effectively, you’ll be able to compensate for an erratic talent or even a shortage of it. After focus, the next most important thing is, hands down, endurance. You need the energy of focus for the long run. Fortunately, these two disciplines—focus and endurance—are different from talent, since they can be acquired and sharpened through training.

After reading this the applicability of these three qualities talent, focus, and endurance that Haruki Murakami cites to the implementation Lean thinking was clear evident. Talent is the necessary knowledge and skill needed to transform an organization.  At the foundation of Lean is the customer focused thinking that allows us to create value and eliminate waste. Many of us also know it takes focus to change our status quo thinking as well.  Transforming a business to a Lean is a process that takes time. Those leading the transformation need the endurance to see it through despite the challenge to revert back to traditional thinking.

So I think it could be said that "talent is nothing without the focus and endurance" when implementing Lean thinking.


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Lean at Home: Examples to Learn From

Paul Akers answers the popular question, "Do you apply Lean thinking at home?" In this new video Paul brings us into his own and shows a number of great ideas where he has applied lean thinking.  His approach to life is about making simple improvements to make life easier.  Every second he saves is a second more that he gets to enjoy the pleasures of life.





Paul has even done his own Toast Kaizen at home.  My favorite improvement is what he has done in shop with his bits. I can certainly use that in my shop. What is your favorite improvement?


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The Seven Basic Tools of Quality

The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality. They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.

The tools are:

1. Check Sheets – A generic Tool which can be used for collection and analysis of data. A structured and prepared form that can be adapted for wide variety of issues
2. Control Charts – This is a graphical technique,which can be used to study the changes to a process over time
3. Pareto Chart – This is another graphical technique, which can be used to identify the significance of individual factors
4. Scatter Chart – This is used to identify the relation between variables, by plotting pairs of numerical data, with one variable on each axis. The points will be falling on a line or a curve, if the variables are related.
5. Cause and Effect Diagram (Also called as Ishikawa Diagram or Fishbone Diagram) – This can be used to structure the brain Storming Sessions. It is used to sort ideas into useful categories. Many Possible Causes are identified for a stated problem and the effect on the problem are identified
6. Flow Chart (Stratification Charts) - This tool is used to identify the patterns within the data collected from multiple sources and clubbed together. It is used to identify the meaning of the vast data by identifying patterns.
7. Histogram – It looks very much like a bar chart. it is used to identify the frequency of occurrence of a variable in a set of data.

The following presentation introduces the 7 basic quality tools:

The Seven Basic Tools of Quality

View more presentations from Tim McMahon.

Most organizations use quality tools for various purposes related to controlling and assuring quality. Although there are a good number of quality tools specific to certain domains, fields, and practices, some of the quality tools can be used across such domains. These quality tools are quite generic and can be applied to any condition.

The seven basic tools of quality can be used singularly or in tandem to investigate a process and identify areas for improvement, although they do not all necessarily need to be used. If a process is simple enough – or the solution obvious enough – any one may be all that is needed for improvement. They provide a means for doing so based on facts, not just personal knowledge, which of course can be tainted or inaccurate. Ishikawa advocated teaching these seven basic tools to every member of a company as a means to making quality endemic throughout the organization.




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Using Your Smartphone as Productivity Tool

When people talk about productivity and smartphones the conversation is usually about being able to stay connected or some app touting productivity.  Both of these are true and are much of the reason people get a smartphone.  They are wonderfully powerful devices that continue to transform the way we do things. 

In a recent post about my digital personal kanban system I mentioned that I use a number of Google products in my productivity system.  I use Google Calendar to sync all my work appoints and personal appoints in one convenient place.  Google Tasks is a simple To-Do list I use to manage my short duration tasks.  I also keep track of smaller tasks like phone calls or conversations that I my do that day.

These tools by themselves are not unique and can easily be done with paper and pencil.  The simplicity of these tools make them appealing.  I have been able to combine the simplicity of these digital tools and powerfully portable handheld device into a productivity tool.   Here is a screen shot of my system:

The top left is where my calendar resides showing me my next 3 appointments. In the upper right corner is a digital post-it note that allows me to quickly type a note or list of things that I must do today.   On the bottom of the screen is my To-Do list sorted by date.  The tasks are colored coded as I mentioned before by category. This is my home screen on my phone so that it is first and foremost easily accessed.

This is my own portable visual productivity board right in the palm of my hand.  How do you use your phone to increase your productivity?  Share your experience in the comments of this posts.


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Made in America - The Northeast Shingo Prize Conference

Consider attending the Northeast Shingo Conference in Springfield, MA on October 5-6, 2011. The theme is "Made Lean in America" and the idea is to gather hundreds of people to make a strong statement about the ability of companies to use lean to remain a strong and vital part of the American economy. For these organizations, Lean means creating employment opportunities at home: good jobs, a strong tax base, a brighter future. Long-term thinking is emerging: America can compete through the use of lean thinking. Add your voice this year.

My friend Bruce Hamilton shares his thoughts on the upcoming conference in the video below:



I will be making a statement about manufacturing in America by attending the conference again this year.


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Lean Quote: Fostering a Positive Self-Image

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"A good leader inspires others with confidence; a great leader inspires them with confidence in themselves." — Unknown

All people have a need for confidence and a positive self-image. How individuals respond to problems almost always reflects that their feelings about themselves at that time or their general perception of self. Research indicates that two-thirds of the population suffers from generalized low self-esteem. They have negative feelings about aspects of themselves or attributes they possess. This focus on one’s deficiencies makes it difficult to feel energetic, to be motivated, or to make positive changes.

A less appreciated means of damaging one’s self-image is the way they talk to or about them. Virtually everyone carries on an inner dialogue. This inner-conversation can be negative if it focuses on failure and shortcomings. Many of us, in fact, have been taught to depreciate our achievements rather revel in them. This pulls down our spirits and sense of achievement. It is one thing to suffer a defeat and feel discouraged but quite another to beat yourself up over it.

As a leader in your organization especially in a change management function like Lean you can change this by:

• Listening to the discouragement without passing judgment, thereby giving them a chance to vent.
• Providing ideas for remedy when asked.
• Offering help (when needed) once the person has decided on a problem-solving course of action.

Build self confidence in others for a lasting change that really matters long term.


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