Notes on trying to run the company and also stay tapped into the Lean project at hand.
It is so easy to become engrossed in day to day activities, marketing, human resource issues, fires, emergencies, floods, requests, proposals, hiring, planning, strategic sessions, and all the other "stuff" that seems to interfere with running a business. Let alone trying to grow and develop a business under the umbrella of Lean principles.
As an infant might cry... "wah wah wah".
This emphasizes the importance of a Lean Champion. Someone who's primary mission in life is to push ahead with Lean improvements.
Thank goodness for "The Lean Guy at Genoa".
Thank goodness for our VP Operations, Darren, who works closely with Ken to get the right data, analyze it in the right context, identify the opportunities and help Ken push.
Thank goodness for a staff who care and are open to a shift in culture.
Thank goodness for the plan and action to bring the shift in culture about.
But to bring it full circle...one loose spoke, and the wheel fails.
I have learned that one person can only do so much. The answer is bringing the right team together.
I believe I have said this before...but it's worth repeating.
Wednesday, September 5, 2007
Testing continues…
Posted by Leonard...
Written by The Lean Guy at Genoa...
When we set up this blog we had a couple of purposes in mind; document our journey and share our successes, failures, and lessons learned with others. As I mentioned previously we’ve collected reams of data from past projects and loaded all of it to an excel file knowing that somewhere in there was the path to establishing takt time in our design world.
Well, I’ve just completed a high level analysis of the data and have worked out some basic production averages including parts per hour and parts per volume. This is broken out by ship part regardless of type of ship and all project hours are used. There were some obvious outliers in the data so one standard deviation was used to establish upper and lower control limits to arrive at a more “reliable” average.
The data looked great in scatter diagrams with some obvious patterns emerging.
Remember, one of our goals is to use historical data to calculate project hours based on volume or weight or some other parametric. That said, we took the rates and tested them against a project that had already been completed, calculating parts based on the known volume of each unit, and calculating hours based on the calculated parts.
The results were a little disappointing with calculated parts off by as high as 85% but on average 20%. Calculated hours were off on average 33% but as high as 70% for one unit. I thought they would be better but have to keep reminding myself that this is data from all types of ships applied against one particular type.
A positive result of our analysis, which has shown to be consistent across all ship types and unit types, is the percentage of total project hours that can be applied against modeling, assembly, nesting etc.
Written by The Lean Guy at Genoa...
When we set up this blog we had a couple of purposes in mind; document our journey and share our successes, failures, and lessons learned with others. As I mentioned previously we’ve collected reams of data from past projects and loaded all of it to an excel file knowing that somewhere in there was the path to establishing takt time in our design world.
Well, I’ve just completed a high level analysis of the data and have worked out some basic production averages including parts per hour and parts per volume. This is broken out by ship part regardless of type of ship and all project hours are used. There were some obvious outliers in the data so one standard deviation was used to establish upper and lower control limits to arrive at a more “reliable” average.
The data looked great in scatter diagrams with some obvious patterns emerging.
Remember, one of our goals is to use historical data to calculate project hours based on volume or weight or some other parametric. That said, we took the rates and tested them against a project that had already been completed, calculating parts based on the known volume of each unit, and calculating hours based on the calculated parts.
The results were a little disappointing with calculated parts off by as high as 85% but on average 20%. Calculated hours were off on average 33% but as high as 70% for one unit. I thought they would be better but have to keep reminding myself that this is data from all types of ships applied against one particular type.
A positive result of our analysis, which has shown to be consistent across all ship types and unit types, is the percentage of total project hours that can be applied against modeling, assembly, nesting etc.
Thursday, August 2, 2007
Lean Product and Process Design at Genoa
A couple of blogs back we shared the categories from the Lean Diagnostic Tool that will be used to measure the progress of Genoa's lean journey. An updated version of the diagnostic has categories added and some dropped. One of the categories added is Lean Product and Process Design.
Without detailing all of the steps or elements of this strategy, I'll attempt to describe how our path to Lean Product and Process Design (LPPD) will bring value to Genoa but more importantly to Genoa's customers.
We need to view the total effort of the work through to the actual fabrication of the ship in the yard and break out the effort in value streams:
1.) The Development Value Stream - The work Genoa does
2.) The Operational Value Stream - The fabrication work the customer does
Operational Value Streams are the result of Development Value Streams!!
Inherent in the Development Value Stream there are Operational Value Streams as well; that is, the steps Genoa does to provide deliverables to the customer. In order to ensure value for the customer, this value stream requires analysis to remove waste, improve lead times and quality, and add value for the customer. Most important in this analysis is to determine what value can be provided to the customer so that waste can be removed from the operational value stream before fabrication during the development and design phase. Remember the second line of Genoas mission statement ..."deliver waste-cutting work packs to clients". Genoa needs to ask itself, how can this be achieved.
Genoa can do this by ensuring that a number of events occur in the development phase;
- develop employee knowledge and sharing
- problem solve immediately, share results, and sustain improvements
- manage design flow by eliminating waste and variability
- standardize the design process
- design with assembly front of mind
Genoa needs to ensure that items within their control and influence make the customers operational value stream consistently profitable!!
In most manufacturing cases the owner of the development stream is the same as the owner of the operational stream. At Genoa the operational value stream owner is the customer. More importantly viewed as the partner in the effort. Everyone involved in the effort must work toward the success of the operational value stream which is the profit making stream.
I look forward to the day when we form a team with a partner towards this end. Right now it would be unfair to state that Genoa and it's clients operate independently because I see a lot of examples of cooperation and teamwork. I will say, that to achieve true excellence, there needs to be an effort where both value streams are viewed as one.
Ken Hogan
Lean Guy at Genoa
Before signing off, I'd like to introduce one of our designers..Brian Newhook. Brian is in his fourth year with Genoa and is responsible for most of the pictures of Newfoundland scenery on Genoas website http://www.genoadesign.com . Brian loves to kayak and his weekend activities have taken him to some spectacular places including very close to some amazing icebergs. Check this out. http://www.newfoundlandseakayaking.blogspot.com/
Without detailing all of the steps or elements of this strategy, I'll attempt to describe how our path to Lean Product and Process Design (LPPD) will bring value to Genoa but more importantly to Genoa's customers.
We need to view the total effort of the work through to the actual fabrication of the ship in the yard and break out the effort in value streams:
1.) The Development Value Stream - The work Genoa does
2.) The Operational Value Stream - The fabrication work the customer does
Operational Value Streams are the result of Development Value Streams!!
Inherent in the Development Value Stream there are Operational Value Streams as well; that is, the steps Genoa does to provide deliverables to the customer. In order to ensure value for the customer, this value stream requires analysis to remove waste, improve lead times and quality, and add value for the customer. Most important in this analysis is to determine what value can be provided to the customer so that waste can be removed from the operational value stream before fabrication during the development and design phase. Remember the second line of Genoas mission statement ..."deliver waste-cutting work packs to clients". Genoa needs to ask itself, how can this be achieved.
Genoa can do this by ensuring that a number of events occur in the development phase;
- develop employee knowledge and sharing
- problem solve immediately, share results, and sustain improvements
- manage design flow by eliminating waste and variability
- standardize the design process
- design with assembly front of mind
Genoa needs to ensure that items within their control and influence make the customers operational value stream consistently profitable!!
In most manufacturing cases the owner of the development stream is the same as the owner of the operational stream. At Genoa the operational value stream owner is the customer. More importantly viewed as the partner in the effort. Everyone involved in the effort must work toward the success of the operational value stream which is the profit making stream.
I look forward to the day when we form a team with a partner towards this end. Right now it would be unfair to state that Genoa and it's clients operate independently because I see a lot of examples of cooperation and teamwork. I will say, that to achieve true excellence, there needs to be an effort where both value streams are viewed as one.
Ken Hogan
Lean Guy at Genoa
Before signing off, I'd like to introduce one of our designers..Brian Newhook. Brian is in his fourth year with Genoa and is responsible for most of the pictures of Newfoundland scenery on Genoas website http://www.genoadesign.com . Brian loves to kayak and his weekend activities have taken him to some spectacular places including very close to some amazing icebergs. Check this out. http://www.newfoundlandseakayaking.blogspot.com/
Monday, July 23, 2007
Fluent Consortium Meeting Last Week
Last week Genoa hosted the Fluent Consortium meeting to share our experience and gain valuable feedback from members on our lean journey. The consortium meets reqularly and consists of a number of companies that pursue lean as a means to improve and offer customer value. The meeting was well attended and consisted of information on Genoa, our lean strategy, a shop tour, and lots of feedback.
Hats off to our Project Managers, Chad, Dean, and Kyran for speaking to Genoas background, processes, and view of lean. A very good job.
Leonard and Darren presented the five year plan and how we are pursuing takt time at Genoa. We alowed a lot of time for feedback and got great advice from all participants. We are already including that advice in the plan. Thanks to the consortium members for their input.
My contribution was minimal besides set up and the odd comment during discussion. To me, this is an great indicator of our progress to date. I'm hired help; employees and guests need to hear about lean from the people who have a long-term stake in the company, the senior management and project managers. The people who have a stake in the company need to be current and able to talk about the lean direction and the lean methods used to achieve the goal. If the hired help does the communication then there is no need for the leaders to learn, remain current, and progress along the change curve. This approach is essential to success.
On another topic, we met with Dave Haire of the Canadian Manufacturers and Exporters (CME) to discuss Lean Certification for key stakeholders at Genoa. We are trying to determine what the CME has to offer and whether it meets Genoas needs. We have a very good idea of what we require based on the 5 year plan. We have some specific unique needs because of our type of work and we have to ensure that the training addresses those. We have a framework for a cirriculum from CME and are awaiting details on each module so we can see if it's what we'll need.
Ken Hogan
Lean Guy at Genoa
Hats off to our Project Managers, Chad, Dean, and Kyran for speaking to Genoas background, processes, and view of lean. A very good job.
Leonard and Darren presented the five year plan and how we are pursuing takt time at Genoa. We alowed a lot of time for feedback and got great advice from all participants. We are already including that advice in the plan. Thanks to the consortium members for their input.
My contribution was minimal besides set up and the odd comment during discussion. To me, this is an great indicator of our progress to date. I'm hired help; employees and guests need to hear about lean from the people who have a long-term stake in the company, the senior management and project managers. The people who have a stake in the company need to be current and able to talk about the lean direction and the lean methods used to achieve the goal. If the hired help does the communication then there is no need for the leaders to learn, remain current, and progress along the change curve. This approach is essential to success.
On another topic, we met with Dave Haire of the Canadian Manufacturers and Exporters (CME) to discuss Lean Certification for key stakeholders at Genoa. We are trying to determine what the CME has to offer and whether it meets Genoas needs. We have a very good idea of what we require based on the 5 year plan. We have some specific unique needs because of our type of work and we have to ensure that the training addresses those. We have a framework for a cirriculum from CME and are awaiting details on each module so we can see if it's what we'll need.
Ken Hogan
Lean Guy at Genoa
Thursday, July 12, 2007
We Changed our Goal???
That's right, we have changed the goal!
In the last blog I outlined the goal, the principles, and deliverables. Our goal was to "embed the lean culture at Genoa". Since then, we've met to discuss an upcoming consortium meeting and to review a lean poster we are working on which includes the goal. Gina thought the goal was vague so for some time we discussed what it should say, debating the key ingredients of a goal.
The goal needed to be specific, measureable against standard criteria, and attainable. "Embed the lean culture at Genoa" just didn't stand the test. Another importantant characteristic of our goal was that employees could form a "mental image" of what the goal looked and felt like as we were moving forward and when we got there.
So, after much discussion and numerous lessons from Gina on english languge sentence structure, such as you can't end sentences with prepositions, verb tenses, and something about linkages, we changed the goal (I'm sure Gina is cringing at my sentence structure as she reads this). We finally caught on to what Gina was getting at.
So the new, improved goal is; "Attain an 80% World Class Rating as Measured by Lean Diagnostics".
A couple of things to note here:
1.) Most of our employees will not have a "mental image" right now of what that will look like or feel like when we get there!
2.) How do we measure where we are right now?
We do know that the goal is specific, measureable against standard criteria, and attainable. It's up to us to ensure that our employees become aware of what 80% looks and feels like. They plan is to have employees, through communication and training, become informed and be involved in working toward the 80%.
So how do we measure? A lean diagnostic in December 2003 scored 37% and in April this year, when I arrived, I scored another diagnostic around the same. Does that mean Genoa hasn't improved in 3 1/2 years? Not at all. It is more likely that I was tougher with the diagnostic because of my mental image of what lean looks and feels like or those who scored in 2003 were more generous.
The lean diagnostic tool, which measures performance in 13 categories related to lean, is available for employee viewing on Genoas network in the lean folder (Lean Diagnostic Tool.xls), for those outside Genoa you can contact HPM at http://www.hpmconsortium.com for information on viewing or acquiring this tool.
What we will do next is survey our employees using the same criteria on the diagnostic asking them to score based on their understanding of the criteria. Does it matter that they may not even remotely understand what the questions are asking? Not at all. We will ask them the same questions every year and adjust the communication and training plan to ensure they are getting the "mental image" needed to understand what lean at Genoa looks and feels like at 80%.
We are currently discussing modifying the criteria on the diagnostic to represent Genoa's production environment because it differs from traditional production. I'm pushing for not doing that. My logic: We use the same criteria as everyone else, that way we can measure our World Classness against our competitors and others on the lean journey. It'll be up to us to figure out and show how each of the criteria relates to Genoa's world.
That's enough for now.
Here's the 13 categories on the Lean Diagnostic if you want to review them; Management Support, Culture, 5S, Value Stream Mapping, Set-up Reduction, Total Productive Maintenance, Pull Systems, Production Flow, Plant Layout, Standard Work, Mistake Proofing, Continuous Improvement, Safety.
Ken Hogan
Lean Guy at Genoa
In the last blog I outlined the goal, the principles, and deliverables. Our goal was to "embed the lean culture at Genoa". Since then, we've met to discuss an upcoming consortium meeting and to review a lean poster we are working on which includes the goal. Gina thought the goal was vague so for some time we discussed what it should say, debating the key ingredients of a goal.
The goal needed to be specific, measureable against standard criteria, and attainable. "Embed the lean culture at Genoa" just didn't stand the test. Another importantant characteristic of our goal was that employees could form a "mental image" of what the goal looked and felt like as we were moving forward and when we got there.
So, after much discussion and numerous lessons from Gina on english languge sentence structure, such as you can't end sentences with prepositions, verb tenses, and something about linkages, we changed the goal (I'm sure Gina is cringing at my sentence structure as she reads this). We finally caught on to what Gina was getting at.
So the new, improved goal is; "Attain an 80% World Class Rating as Measured by Lean Diagnostics".
A couple of things to note here:
1.) Most of our employees will not have a "mental image" right now of what that will look like or feel like when we get there!
2.) How do we measure where we are right now?
We do know that the goal is specific, measureable against standard criteria, and attainable. It's up to us to ensure that our employees become aware of what 80% looks and feels like. They plan is to have employees, through communication and training, become informed and be involved in working toward the 80%.
So how do we measure? A lean diagnostic in December 2003 scored 37% and in April this year, when I arrived, I scored another diagnostic around the same. Does that mean Genoa hasn't improved in 3 1/2 years? Not at all. It is more likely that I was tougher with the diagnostic because of my mental image of what lean looks and feels like or those who scored in 2003 were more generous.
The lean diagnostic tool, which measures performance in 13 categories related to lean, is available for employee viewing on Genoas network in the lean folder (Lean Diagnostic Tool.xls), for those outside Genoa you can contact HPM at http://www.hpmconsortium.com for information on viewing or acquiring this tool.
What we will do next is survey our employees using the same criteria on the diagnostic asking them to score based on their understanding of the criteria. Does it matter that they may not even remotely understand what the questions are asking? Not at all. We will ask them the same questions every year and adjust the communication and training plan to ensure they are getting the "mental image" needed to understand what lean at Genoa looks and feels like at 80%.
We are currently discussing modifying the criteria on the diagnostic to represent Genoa's production environment because it differs from traditional production. I'm pushing for not doing that. My logic: We use the same criteria as everyone else, that way we can measure our World Classness against our competitors and others on the lean journey. It'll be up to us to figure out and show how each of the criteria relates to Genoa's world.
That's enough for now.
Here's the 13 categories on the Lean Diagnostic if you want to review them; Management Support, Culture, 5S, Value Stream Mapping, Set-up Reduction, Total Productive Maintenance, Pull Systems, Production Flow, Plant Layout, Standard Work, Mistake Proofing, Continuous Improvement, Safety.
Ken Hogan
Lean Guy at Genoa
Thursday, June 28, 2007
Genoa's 5 Year Plan
If you've been following this blog or go back through past posts you'll recall discussions about having a five year plan to embed lean in the culture here at Genoa Design. Last Friday we used one of our Fluent Consortium days and invited David Haire, Vice President Best Practices and Lean Management, Atlantic Canada for the Canadian Manufacturers and Exporters Association to assist us in finalizing the plan. We also invited Project Managers at Genoa for input. Darren, our VP Operations took a break from enjoying his new RV at Gushues Pond Park to join us also.
We strayed from the agenda often (we need to establish some rules around conducting meetings) but finally managed to clear up some items and confirm through the team that we were on the right track. During a meeting with Leonard on Monday we finalized key items including our goal, the project charter, deliverables, principles, and how all of the "to do's" would fit in our five year plan which you may recall are named from the five s's.
Here's the goal, deliverables, and principles:
Lean Project Goal
Genoa’s mission statement has as its primary objective, to “apply lean principles to projects”. A strategic plan to embed lean in Genoa’s culture is necessary to achieve this company commitment to employees and customers. The goal then, is to embed the lean culture in the company to meet and sustain the mission statement.
Project Deliverables
-Strategic plan for lean progression and sustainability
-Employee training and lean skills development plan
-Improved communications throughout Genoa Design
-Employee teams that are empowered to drive improvement
-Visual display of lean strategy and measurable project performance
Project Principles (our version of the lean principles you'll find in any of the lean literature)
-A business approach that defines value from the perspective of the customer
-Manage the business by defining value streams and continuously improve their performance
-Develop a production process that creates flow
-Determine a rate of production that will allow management of projects based on takt time
-Pursue perfection
On another note, we also finalized our date to host the next Fluent Consortium meeting which will take place in a couple of weeks. Leonard and I have held many discussions on how to get maximum value out of the consortium. Both from the 10 consulting days that comes with membership and value from the members themselves and the relationships built through the group. In my previous life, I represented Canada Post as a consortium member and was always an advocate of specific lean projects and reporting on and learning from lean project progress. That is, tools used, methods, solutions, mistakes, etc.
Following much discussion on this subject, Leonard and I agreed that at the meeting we host we will share these things with our guests so that it's more about them learning than us receiving feedback. That way every member benefits equally rather than the host gaining the most benefit. Our feedback will be from members who will help us build on what we've done and what we're doing and how we can help them build.
That all said, this weekend marks Canada Day. For those of you outside our country, July 1st, 1867 is when British Colonies north of the USA united under the British North America Act to become the Dominion of Canada. It was called Dominion Day until 1982. Not all of the current provinces joined in 1867, there were a few stragglers, the last being our province of Newfoundland joining in 1949.
So, on Sunday, hoist a glass of your favorite tipple and join Canadians in celebrating our 140th year.
Ken Hogan
Lean Guy at Genoa
We strayed from the agenda often (we need to establish some rules around conducting meetings) but finally managed to clear up some items and confirm through the team that we were on the right track. During a meeting with Leonard on Monday we finalized key items including our goal, the project charter, deliverables, principles, and how all of the "to do's" would fit in our five year plan which you may recall are named from the five s's.
Here's the goal, deliverables, and principles:
Lean Project Goal
Genoa’s mission statement has as its primary objective, to “apply lean principles to projects”. A strategic plan to embed lean in Genoa’s culture is necessary to achieve this company commitment to employees and customers. The goal then, is to embed the lean culture in the company to meet and sustain the mission statement.
Project Deliverables
-Strategic plan for lean progression and sustainability
-Employee training and lean skills development plan
-Improved communications throughout Genoa Design
-Employee teams that are empowered to drive improvement
-Visual display of lean strategy and measurable project performance
Project Principles (our version of the lean principles you'll find in any of the lean literature)
-A business approach that defines value from the perspective of the customer
-Manage the business by defining value streams and continuously improve their performance
-Develop a production process that creates flow
-Determine a rate of production that will allow management of projects based on takt time
-Pursue perfection
On another note, we also finalized our date to host the next Fluent Consortium meeting which will take place in a couple of weeks. Leonard and I have held many discussions on how to get maximum value out of the consortium. Both from the 10 consulting days that comes with membership and value from the members themselves and the relationships built through the group. In my previous life, I represented Canada Post as a consortium member and was always an advocate of specific lean projects and reporting on and learning from lean project progress. That is, tools used, methods, solutions, mistakes, etc.
Following much discussion on this subject, Leonard and I agreed that at the meeting we host we will share these things with our guests so that it's more about them learning than us receiving feedback. That way every member benefits equally rather than the host gaining the most benefit. Our feedback will be from members who will help us build on what we've done and what we're doing and how we can help them build.
That all said, this weekend marks Canada Day. For those of you outside our country, July 1st, 1867 is when British Colonies north of the USA united under the British North America Act to become the Dominion of Canada. It was called Dominion Day until 1982. Not all of the current provinces joined in 1867, there were a few stragglers, the last being our province of Newfoundland joining in 1949.
So, on Sunday, hoist a glass of your favorite tipple and join Canadians in celebrating our 140th year.
Ken Hogan
Lean Guy at Genoa
Saturday, June 16, 2007
Lean Lessons at Nor-Shipping 2007
I have just finished a week in Oslo, Norway, attending Nor-Shipping 2007. I have always known that "Lean" has global significance and relevance, but I learned this week that it also faces the same casual disregard from many companies, as it does in North America. My take-aways from the show:
Competitive Advantage
As I explained our service to exhibiting companies at the show (our service - providing production design and manufacturing deliverables to shipyards) I found myself wanting to speak about the one point which may separate us from the typical marine design office, of which there are many around the world. My focal point, other than the fact that we specialize in production design and not initial design, was Lean. I explained that by being a subscriber to the philosophy of Lean, and trying to operate our business by these principles, we not only seek to continually improve our process and strip waste, but we can also pass this knowledge onto customers, which can result in savings for them.
Value-Added Service
As we make headway with improvements, we are anxious to share our results and lessons with customers. There is always something to learn, especially through failure, but we are all anxious to avoid mistakes. A great way to avoid mistakes is to learn through someone else's. When we learn these lessons vicariously, we eliminate the risk. Of course, this means that by adopting successful processes as proven by another party, we can experience success with minimal investment in addition to minimal risk. To be honest, Genoa has willingly volunteered to be a guinea pig. The risk, by our own measure, is minimal since we adopt new processes and measures under carefully planned execution, using the principles of Lean. However, not everyone understands and has faith in Lean principles like we do, and certainly not everyone is willing to change without a proven track record. It is the "Devil-you-know, vs the Devil-you-don't" syndrome. With this perspective, we have a lot to offer in added-value. I would also add, that the best lessons learned are through our own mistakes. It hurts, but it sticks.
Ice-Breaker
This week I often talked about Lean, rather than stick to a "sales pitch". Not only was I more comfortable myself in this approach, but all parties involved in the conversation were more comfortable and sometimes opened up into a sincere chat about business, process, troubles and success. These types of conversation are always valuable and enjoyable, and sometimes lead to valuable insight and market intelligence. One just has to be careful not to waste peoples' time at a busy trade fair....in other words keep the trade fair a Lean process within itself.
Casual Disregard
My last comment concerns people's awareness of Lean. After a couple of days at Nor-Shipping, it was evident that I was doing more sharing about Lean than receiving. I was not annoyed with this, but I was concerned. Third day into the show, and while walking out of the hotel, I saw one of the hotel conference rooms in use, with little kits of lego scattered around the room and throughout the tables. I then noticed the title on the white board "Using TPS To Increase Shareholder Value". It was Ernst and Young; obviously undergoing an introductory Lean course. I was thrilled! I felt like barging into the room and asking them a thousand questions! It occurred to me that Lean must be about sharing in both directions. This empahasized for me the importance of our Lean Consortium, where the environment is all about mutual sharing and helping one another. The only way to ensure this continues is to work on increasing awareness. Trying to practice Lean by oneself will not work. Lean involves analysis and specific measures and tools to achive results, but one of the most important aspects of it all is communal brainstorming and sharing of ideas. Whether internally within the company, or externally between companies, the tools and ideas we bring back from any session of facilitated and careful brainstorming and problem solving, are of tremendous value. Without sharing and communication, Lean is nothing more than micro-management. Just to bring it back to the top....when people ask me if I am concerned about sharing and talking about Lean, whether I may be giving away a competitive advantage, I can now respond unquestionably that it is the communication and sharing that will help us continue. If we don't share and communicate internally and externally, Lean will die at Genoa.
I think I had a good show!
Competitive Advantage
As I explained our service to exhibiting companies at the show (our service - providing production design and manufacturing deliverables to shipyards) I found myself wanting to speak about the one point which may separate us from the typical marine design office, of which there are many around the world. My focal point, other than the fact that we specialize in production design and not initial design, was Lean. I explained that by being a subscriber to the philosophy of Lean, and trying to operate our business by these principles, we not only seek to continually improve our process and strip waste, but we can also pass this knowledge onto customers, which can result in savings for them.
Value-Added Service
As we make headway with improvements, we are anxious to share our results and lessons with customers. There is always something to learn, especially through failure, but we are all anxious to avoid mistakes. A great way to avoid mistakes is to learn through someone else's. When we learn these lessons vicariously, we eliminate the risk. Of course, this means that by adopting successful processes as proven by another party, we can experience success with minimal investment in addition to minimal risk. To be honest, Genoa has willingly volunteered to be a guinea pig. The risk, by our own measure, is minimal since we adopt new processes and measures under carefully planned execution, using the principles of Lean. However, not everyone understands and has faith in Lean principles like we do, and certainly not everyone is willing to change without a proven track record. It is the "Devil-you-know, vs the Devil-you-don't" syndrome. With this perspective, we have a lot to offer in added-value. I would also add, that the best lessons learned are through our own mistakes. It hurts, but it sticks.
Ice-Breaker
This week I often talked about Lean, rather than stick to a "sales pitch". Not only was I more comfortable myself in this approach, but all parties involved in the conversation were more comfortable and sometimes opened up into a sincere chat about business, process, troubles and success. These types of conversation are always valuable and enjoyable, and sometimes lead to valuable insight and market intelligence. One just has to be careful not to waste peoples' time at a busy trade fair....in other words keep the trade fair a Lean process within itself.
Casual Disregard
My last comment concerns people's awareness of Lean. After a couple of days at Nor-Shipping, it was evident that I was doing more sharing about Lean than receiving. I was not annoyed with this, but I was concerned. Third day into the show, and while walking out of the hotel, I saw one of the hotel conference rooms in use, with little kits of lego scattered around the room and throughout the tables. I then noticed the title on the white board "Using TPS To Increase Shareholder Value". It was Ernst and Young; obviously undergoing an introductory Lean course. I was thrilled! I felt like barging into the room and asking them a thousand questions! It occurred to me that Lean must be about sharing in both directions. This empahasized for me the importance of our Lean Consortium, where the environment is all about mutual sharing and helping one another. The only way to ensure this continues is to work on increasing awareness. Trying to practice Lean by oneself will not work. Lean involves analysis and specific measures and tools to achive results, but one of the most important aspects of it all is communal brainstorming and sharing of ideas. Whether internally within the company, or externally between companies, the tools and ideas we bring back from any session of facilitated and careful brainstorming and problem solving, are of tremendous value. Without sharing and communication, Lean is nothing more than micro-management. Just to bring it back to the top....when people ask me if I am concerned about sharing and talking about Lean, whether I may be giving away a competitive advantage, I can now respond unquestionably that it is the communication and sharing that will help us continue. If we don't share and communicate internally and externally, Lean will die at Genoa.
I think I had a good show!
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