Month: May 2010

The Importance of Language

by Jamie Flinchbaugh on 05-24-10

This is the next video in the Cultural Transformation Series. The language you choose to use, and the meaning it conveys, can have a great impact on your culture when done consistently. I explain that point in this video, The Importance of Language. [viddler id-7de4f740 h-288 w-437] How have you used

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Everyone is responsible for their systems

by Jamie Flinchbaugh on 05-19-10

In the lean mindset, there is generally an intent to show respect for people, to blame the system instead of the individual, and give people what they need to be successful. But how far should we go to avoid blame? Who is ultimately responsible for the system that generates the

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What is the right span of control for a manager?

by Jamie Flinchbaugh on 05-17-10

Spans is how broad an individual managers responsibility is defined, be it defined by subordinate ratios, geographic expanse, or process breadth. Layers is is how many levels exist in the organization between an action and a decision. It is best defined by handoffs – how many handoffs are required in

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Coaching presentation for the Michigan Lean Consortium

by Jamie Flinchbaugh on 05-12-10

Today I am doing a free webinar for the Michigan Lean Consortium, of which I am a chartering member. The topic is coaching and its benefit for workforce development. You can view the presentation here: Coaching Michigan's Workforce by Jamie Flinchbaugh, Lean Learning Center View more presentations from Jamie Flinchbaugh.

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Motivation and Incentives in the Lean Company

by Jamie Flinchbaugh on 05-11-10

Some groups don’t have to worry about motivation. Sports teams, for example, are filled with people who want to win, or at least enjoy trying. But for most of us, don’t have motivation so easy. Truly lean organizations have demonstrated a higher level of motivation, incentive, and engagement. In part

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Plan for Sustainability, Don't Just Hope For It

by Jamie Flinchbaugh on 05-06-10

Kaizen event, A3 projects, DMAIC projects – you name it, projects get done and results are generated. But… Are the results sustained? Too often the gains deteriorate over time. There are many reasons from the culture to changing priorities. But at the very least, we should be doing what we

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Don't Do 5S

by Jamie Flinchbaugh on 05-04-10

I know I’ll catch plenty of flak from the lean stalwarts out there. This will certainly go against conventional wisdom and common practice. But sometimes conventional wisdom is wrong. I don’t believe companies should start their lean journey with 5S. Many believe is should be done early. Many believe is

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