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Showing posts with the label Continuous Process Improvement
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Today and Tomorrow: Commemorative Edition of Ford's 1926 Classic by Henry Ford My rating: 4 of 5 stars Brilliant, though somewhat utopian in outlook. I was somewhat surprised to see that Henry Ford outlined a complete and modern continuous process improvement program back in 1926 -- long before quality circles, total quality management, and lean six sigma. The basic message of the book is that good business management can save the world. Ford cites multiple examples from Ford Motors where better management improved the bottom line and also improved the lives of his workers. The book reads somewhat like an Ayn Rand novel - the producers of the world carry the load for the moochers. Ford does offer ample advice and has a very quotable writing style. The only thing that kept me from giving it five stars was the constant droning about how Ford Motors is the best thing since sliced bread. Otherwise, this is a very good book, maybe a must read, for those interested in continuou

Simulated Process Improvement is Easy!

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We just completed the first annual training cycle (Oct 2012-Sept 2012) of our resurrected Continuous Process Improvement program. Our first year goals (and invested resources) were fairly modest. We planned to train an initial cadre of practitioners (check), execute several proof-of-concept projects (check), re-institute the local CPI collaborative (check), grow an in-house instructional capability (check), and embed CPI as an integral part of the strategic planning process (semi-check). In some ways, I think we might have aimed too low. It is common to achieve 1000% improvements in simulated processes during training. In our most recent class, we improved over a baseline production of 4 products in 10 minutes to a final production of 46 products in 10 minutes -- 1150% improvement in production and a cycle time improvement from 150 seconds per product down to about 13 seconds per product. If we could accomplish that in real life -- our biggest problem would be trying to figure out ho

Continuous Performance Improvement

As a Continuous Process Improvement (CPI) Program Manager, I really enjoy delivering training. I feel effective when I weather the initial storm of doubt and resistance from trainees: "CPI is another management flavor of the month...," "CPI is just a rehash of Total Quality Management...," "How is this different than process re-engineering (or any of dozens of brands of process improvement." After a few hours, I can literally see the conversions start taking place as very smart people realize that the processes that they manage are not smart. By the end of the training, only a few hold-outs still remain: individuals who still see no value in the techniques and tools associated with improving processes. Needless to say, I was surprised when I realized that I don't care about process improvement. Process improvement, for me, is only a means to an end. The only reason I want our organizational processes to be improved is to improve our organizational pe

Reducing the Training Burden: Making Yellow Belts with Green Belts

As 1 of 1 employees responsible for our local Continuous Process Improvement (CPI) program, expanding awareness of and involvement in the program can be a challenge. In fact, it is even a bit more challenging because 50% of my position is devoted to other project work. Even providing training can be difficult. If I'm out of the office for several days to deliver training, then both the CPI program and my other job duties suffer. We recently took advantage of the fact that the local cadre of Green Belts were eager to exercise their knowledge of lean six sigma principles to offer a Yellow Belt course. The standard Yellow Belt curriculum that we use is two full days of instruction and is led by a Black Belt. Our team team altered the training schedule so that the course could be offered in a three half-day format. I served as the Black Belt lead instructor, with three Green Belts sharing the instructional duties. The re-worked schedule and the abundance of instructors worked won