The Role of the Leader
This month our LPAS learning session focused on the Role of the Leader. In Art Byrne’s book ‘The Lean Turnaround’ he states that over 90% of Lean turnarounds fail long term based on the lack of sustainability. The role of the leader is to create the environment for sustainably of improvement efforts through: purpose, planning and people.
Using an A3
February's topic was Using an A3. In Saskatoon we had Petrina McGrath from the Saskatchewan Health Authority, and in Regina Trish Livingstone and Tanya Doucette from the Provincial Government share their experience with A3's. Each of the sessions included discussion on both theory and practical application.
What is an A3?
2019 LPAS Gemba Tours - Saskatoon, Saskatchewan
This year’s LPAS Gemba Tour Event took place in Saskatoon. Our group of Lean practitioners, representing the healthcare, government and manufacturing sectors, had the privilege of experiencing, first-hand, just what can be accomplished with training, hard work, persistence and a commitment to continuous improvement. All three of our tour sites might be considered high-mix, low-volume manufacturers. But that’s where the similarity ends. Each provides their customers with highly individualized and, in most cases, one-off products and services. The materials used, and subsequently the supply chains are completely dissimilar. No widget builders here!
Promoting the Culture of Continuous Improvement
We all acknowledged that culture is an extremely important factor in any continuous improvement journey, but can be one of the most difficult things to influence. Culture is intangible, culture is unwritten rules, culture is the personality of a workplace. As Peter Drucker says, "Culture Eats Strategy for Breakfast"
Based on years of experience, within a variety of industries, Rodelle offered her Top Ten Tips to Help Build a Culture of Continuous Improvement.
PDCA Plan Do Check Act
Plan Do Check Act (PDCA) was the topic for our first LPAS learning session of 2020. President Stewart Bellamy led participants through the evolution of PDCA and then gave them the opportunity to study a process, in real time, using PDCA cycles.
PDCA was initially developed to maintain or re-establish predetermined standards for quality or productivity. In the early 1960's Toyota adjust the PDCA methodology to help them raise levels of quality and productivity. How did they go about doing this?