Month: February 2010

Take Customer Feedback Seriously

by Jamie Flinchbaugh on 02-26-10

Plenty of companies say the focus on the customer. Many of them say they want customer feedback.   But few post unfiltered, real-time customer feedback on the front-page of their website where everyone can see it, whether good or bad. CustomInk.com can say that. Here’s just the latest feedback as an

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You must lack common sense!

by Jamie Flinchbaugh on 02-24-10

Kiyoshi Suzaki, a lean thinker who deserves to be at the top of any lean guru list, wrote: Lean tools are common sense – after the fact. I think that makes sense based on my observations. People see it, and they want to call lean “common sense”. Some organizations and

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The Impact of Repetition

by Jamie Flinchbaugh on 02-22-10

We tackle the value of repetition on culture in the latest installment of the Cultural Transformation video series. The example given of a repeated pattern was SQDCM, or Safety Quality Delivery Cost Morale. This pattern was repeated in the organization at every level every day. Now, 15 years later, it

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Organizational Design and the Role of HR in Lean

by Jamie Flinchbaugh on 02-19-10

This originally appeared on the Lean Career Compass blog. Lean is a human system. And human resources deals with humans, right? So HR should have a pretty active role in lean. In most cases, I see them sitting on the sidelines. This is sad. It’s not that they don’t want

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The Fall of the Mighty Toyota

by Jamie Flinchbaugh on 02-17-10

..and other such troubling headlines and comments have been popping up everywhere throughout the news cycle and the blogosphere. The major Toyota recall has stirred up activity every where, from a common leading story on the nightly news, to blog articles of all sorts.

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What NOT to Learn from the Undercover Boss

by Jamie Flinchbaugh on 02-15-10

I don’t know if the show will last, but the Undercover Boss certainly has an interesting premise. Leaders of organizations go undercover in their own organizations to do front-line jobs, learning what is really going on. This is a great idea, and one consistent with lean where we talk about

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Reflect, Don't Dwell

by Jamie Flinchbaugh on 02-12-10

Most organizations don’t spend time in reflection. It seems wasteful. But it’s vitally important in an organization trying to make progress. Without learning, courses aren’t corrected and lessons aren’t internalized. A favorite quote of mine by Soren Kierkegaard speaks to this point: “Life can only be understood backwards, but it

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Leaders or Anchors?

by Jamie Flinchbaugh on 02-10-10

Should you focus your energy on the leaders around you or the anchors? You only have so much time, energy, and focus. The squeaky wheel gets the grease, right? Well the anchors are usually the squeaky wheel. But energy invested there is wasted. I explain the difference and why in

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25 Problems..or how to focus on the right systems

by Jamie Flinchbaugh on 02-08-10

This month I have a featured article in Kevin Meyer’s Superfactory Newsletter. I’ve been a subscriber for many years, and Kevin does a great job. My contribution is titled 25 Problems..or how to focus on the right systems. I hope you’ll give a read, and sign up for the Superfactory

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To lean, or not to lean?

by Jamie Flinchbaugh on 02-05-10

Should you start lean in a difficult period such as this? But shouldn’t I wait things out? Shouldn’t I take it slow? Or keep my head down? No. I think this is a great time for companies to be focused on a lean journey. Here are my reasons. Companies will

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