jflinch

How do Andon and escalation differ?

by Jamie Flinchbaugh on 04-14-20

I posted this question on LinkedIn and received numerous responses, and while each one furthered the discussion, there were also many differences between them. Some I believe were wrong, and some were just a different perspective. I think this is an important note in its own right because we often

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The 4Cs of Trust Podcast with Gemba Academy

by Jamie Flinchbaugh on 04-10-20

While we could all still travel, I recorded a podcast with Ron Pereira of Gemba Academy. In fact, I was the first in-person guest in their new studio, which was great. Here’s the recording, where we talk about a range of stuff but focus on my recent deep-dive into the

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Advice during COVID19 for Internal Lean Resources

by Jamie Flinchbaugh on 04-07-20

During the past couple of weeks, I’ve had numerous conversations with internal lean resources with all sorts of titles, struggling with how to support lean during the current COVID-19 pandemic. Some are shut down, others are on work from home restrictions. Some companies are at full tilt, supporting the crisis

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Do you know what problem you’re working on right now?

by Jamie Flinchbaugh on 04-02-20

In this (somewhat dated) interview with Professor Nelson Repenning, he explores that question. Nelson was a first-year professor at MIT when I was there and was one of my favorites, teaching systems dynamics. He suggests “leaders who can formulate clear problem statements get more done with less effort and move

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Working at the speed of collaboration and coordination 

by Jamie Flinchbaugh on 03-26-20

Many processes are linear. They occur with defined steps in a defined order. You would traditionally improve a linear process utilizing a process map, or value stream map, to map out the flow and then start taking the waste out. Quite a bit of continuous improvement has been achieved in

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Words Make Meaning

by Jamie Flinchbaugh on 03-17-20

The language and names that we select and use matter. They help add context or perspective to the object or task and can affect the accessibility of ideas and connection between ideas. For example, when Starbucks started scaling, they used different words for drink sizes, from Tall to Grande to

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A Few Nuggets on Lean Product Development

by Jamie Flinchbaugh on 03-10-20

I have spent as much time on lean product development as I have on any other area over the past 10 years.  That’s largely because, for most companies, manufacturing products a little faster or cheaper is nothing compared to the overall business results delivered through a stronger product-development engine. I’ll

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Is trust essential for lean success?

by Jamie Flinchbaugh on 03-02-20

This article was originally was published in the Lean Mag   There are many valuable books and knowledgeable speakers who offer informed opinions about what is needed to make a lean journey successful. Trust, or a culture of trust, will often make that list. But how much does trust matter?

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4Cs of Trust Q&A [Part 3]

by Jamie Flinchbaugh on 02-05-20

People Trust that You Care When You Show You Care. In this episode, I dig into a comment a viewer made regarding trust and the fact that real trust is realized when leaders demonstrate that they care. Leaders can demonstrate care by creating a safe working environment where failure is

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The 4Cs of Trust

by Jamie Flinchbaugh on 01-14-20

Trust in an organization is both elusive and yet vital, abstract and yet mentioned frequently. Trust is an important backdrop to help build any transformation, including a lean transformation. Few would argue with this, but also few would talk about what to do about it. How do you build trust?

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