In Lean we often talk about continous improvement, Kaizen. Sometimes we do have to make more radical change to an organization as in restructuring an entire plant or business unit. This is known as Kaikaku.
Kaikaku:
Japanese term for “radical change”. Where Kaizen are small continous improvements Kaikaku are larger bussiness wide changes during a limited time.
If there is a problem in your processes it is important to know the correct root cause. There is no use to solve the wrong problem. To assist with this task there are many tools. One commonly used is the Ishikawa Diagram with a 4M or 5M layout. This added to the terminology section.
Ishikawa Diagram:
Also known as fishbone diagrams or cause-and-effect diagram. It is used to map possible causes and narrow them to find the root-cause or the cause of a specific phenomena.
4M:
A systematic approach to root cause analysis. Machine, Man, Method and Material. Often used as an Ishikawa Diagram.
5M:
An expanded version of 4M analysis where a fifth M is added, Measurements. Making it Machine, Man, Method, Material and Measurements. It is a systematic approach to root cause analysis often used as an Ishikawa Diagram.
Quality is at the core of everything we do within Lean. When looking at waste within a process the internal cost of quality touches many of the classic 7+1 wastes. W. Edwards Deming aslo point out the hidden cost that we can never truly calculate.
“No one knows the cost of a defective product – don’t tell me you do. You know the cost of replacing it, but not the cost of a dissatisfied customer.”
W. Edwards Deming
“Quality is everyone’s responsibility.”
W. Edwards Deming
It is interesting to find two quotes that are separated by time and from completely different origins and still come together as a powerful statement, recognized as the simple truth.
“It is not the strongest that survive, nor the most intelligent, but the one most responsive to change.”
Charles Darwin, 1859
“It is not necessary to change. Survival is not mandatory.”
W. Edwards Deming
I have added an assortment of words to the terminology section and updated some of the old definition texts. The last few weeks at work have taken most of my energy but I will try getting back to a semi regular update interval.
This, in all it’s simplicity, it one of the most true statements I have ever heard. It had been re quoted countless times and that in itself is testament to it’s power.
“It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.”
Mark Twain
This quote is quite lengthy but it is worth the read and it is a good insight to the worth of the blue collar worker
“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”
Theodore Roosevelt
To make it more efficient and easy to find what you are looking for in the Terminology Section. Abbreviations are now shown in a separate column next to the definition. I think this is more efficient to avoid cross referencing all over the list.
When it comes to improving a process, it is a good start to look into every step and to apply the framework of ECRS or Eliminate, Combine, Rearrange and Simplify.
ECRS:
Eliminate, Combine, Rearrange and Simplify. A framework for improving a process or a task. Often used within Autonomous Maintenance.
When introducing a change into a current process or introducing a brand new process, FMEA or Failure Mode and Effect Analysis is a tool to help smooth the introduction and to sidestep possible pitfalls.
FMEA:
Failure Mode and Effects Analysis. FMEA is often the first step of a system reliability study or a process change project. It aims to identify possible failure modes and their causes and effects.
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“If you are not willing to learn, no one can help you. If you are determined to learn, no one can stop you.”
– Zig Ziglar
“It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.”
– Mark Twain
