How do you learn from and share best practices and lessons learned in your lean processes?

Sans mesure ni standard, il n'y a pas de progrès. Pour savoir si l'on s'améliore, il faut identifier la situation initiale et la quantifier (nombre de pièces bonnes, taux de reprise, etc.). ). Cette quantification doit être simple et constituer la base zéro du suivi. Ensuite, il faut procéder à une ameleiroation et voir si l'on decolle de la base zéro.

In order to share and benefit from best practices and lessons learned in lean processes, it is crucial to identify relevant metrics. These metrics ought to reflect consumer value, be explicit, quantitative, achievable, relevant, and time-bound, and they ought to be in line with the organization's strategic goals (SMART). Cycle time, defect rate, customer feedback, or revenue growth are a few examples of metrics that can be used to objectively assess the efficacy of lean processes and pinpoint areas for development. Organizations may continually improve their lean processes, improve performance and quality, and increase customer happiness by measuring and tracking key KPIs.

the way to go in Lean thinking and practice, after a successful problem-solving journey, is when success is reflected by achieving target metrics, that calls for, not just ongoing improvement but capturing learnings. Utilize a Lean Observation sheet from the "Do" phase of PDCA to review actions taken and note pending ones. Then, share these learnings across the organization (yokoten) for broader development. Assess if improvements can apply elsewhere, document, standardize, and integrate them into new way of working. Sustain kaizen gains, celebrate successes, showcase the benefits and acknowledge team contributions. This holistic approach ensures continuous improvement, organizational growth and personal growth as well.

Para aprender e compartilhar as melhores práticas e li??es aprendidas em processos Lean: Retrospectivas para refletir e capturar melhorias. Documenta??o de práticas e casos de sucesso. Feedback contínuo entre equipes. Treinamentos e workshops para disseminar boas práticas. Comunica??o visual com quadros e gráficos. Mentoria e coaching de líderes para orienta??o constante. Essas a??es garantem aprendizado contínuo e compartilhamento de melhorias.

Métricas alinhadas ao planejamento estratégico estabelecem caminhos para a melhoria contínua. Obviamente que podem sofrer mudan?as com o passar dos anos, mas manter os registros desde sua origem promovem o aprendizado e possibilita desenvolver novas solu??es, seja no monitoramento e controle, como em projetos kaizen para transforma??es de resultados de grande impacto.

La collecte de données doit être simple. Nous avons tendance à tout compliquer. Un tableau blanc avec les données du terrain fera l'affaire.

With the experience of applying Lean Thinking in several organizations, I can add that the "Lean Observation Sheet" during the "Do" phase of the PDCA cycle is pivotal for capturing real-time observations and actions. Integrating this with a daily visual management system allows teams to instantly determine if they are meeting their performance indicators. Each meeting becomes a learning opportunity, embedding PDCA into every activity. During the "Check" and "Adjust" phases, learnings are recorded and shared once positive impacts on metrics are demonstrated, ensuring that improvements are both recognized and replicated, fostering a culture of continuous learning and improvement.

Le retour d'information est fondamental. Pour tout projet, il est nécessaire d'analyser et d'identifier: - ce qui a bien fonctionné ... le conserver - ce qui n'a pas fonctionné ... le modifier. Cette étape est souvent négligée.

Conducting regular reviews and feedback sessions is a microcosm of the PDCA cycle. Each cycle calls for a clear display of status, results, trends, and data analysis outcomes to inform action. Embrace the visual management principle: what's seen by all can be acted upon by all. This approach, integrated at every organizational level, turns every session into an opportunity for collective action and continuous improvement, aligning with the 10-10 rule for instant clarity and driving prompt, effective responses to performance insights. Understood in 10 seconds @ 10 feet ????)

Um ciclo regular de reuni?es permitirá um modelo de gest?o sistêmico e eficaz. Ciclo de reuni?es mensais para tratar do desempenho global e integrado, ciclo de reuni?es semanais com acompanhamento de planos de a??o e estimular o uso das principais ferramentas, ciclo de reuni?es diárias para conten??o de fatos e desvios, incluindo se necessário, ONE-ONE para monitoramento de PDIs.

In the broader PDCA cycle, conducting a team system diagnostic between 2 and 4 times per year, to enhance the entire system is crucial. This phase, "Implement and Test Your Improvements," involves applying and evaluating improvements based on insights from review and feedback sessions. Utilizing tools like an A3 to plan your next improvement is paramount, with the goal to organize and carry out, al team members need to work in the assessment and implementation, beginning another improvement cycle PDCA, which is essential for continuous success and evolution of the system, organization and its people.

This step is often skipped, primarily when best practices can be implemented in other parts of the business. When implementing best practices in other parts of the business that have similar processes across locations, plants, call centers, etc., I usually work with my clients to create a phased approach until things are rolled out to all parts of the location. Continuous Improvement was not meant to be completed in a vacuum; it is important to involve everyone.

The more I implemented Continuous improvement in a number of businesses over the years, the more I’ve realised that I could learn far more from my teams than I had previously realised. My role became far more about recruiting people with the right attitudes and values, giving them adequate training, empowering them to learn by doing and supporting them whoever possible. The right people, well supported can achieve amazing things.