Re: Lean management systems

Your insights into the culture of  a small business are pretty good.
Thinking lean is essential for survival if times get tough.

The section on strategic planning covers the basics especially an often
missed task, "Who is the project manager for each task?"  I have seen
companies identify so many projects without matching the resources
available.  When resource allocation is done, often project holders have so
many that they could not possibly get them all done working 80 hour weeks.
Care needs to be made to limit projects and due dates to achievable
expectations.  That means asking each project manager what they think is
reasonable.  It's hardly ever done.

Your section on measurable objectives is classic.  I really like how you
demonstrated strategy broken down into objectives.  Wish you had a paragraph
providing tools for achieving objectives and reaction plans should problems
arise.  Ideas for the simplification of gathering data and analyzing it
quickly and in short time frames would have been nice.

The section on business reviews was too long and full of obvious tasks.  I
would have loved to see what tools could/should be used by the review team
when unexpected events or trends occurred.  Are recognition programs,
internal surveys, team problem solving, better initial contracting/capturing
customer requirements/review, identifying customer related problems and
escalation process, regression analysis, internal auditing, Six Sigma,
brainstorming, training, hiring consultants with specific experience and
judgment, etc. reasonable tools for small business?  I think so.

The section on documentation had good points, especially on what to avoid.
I feel documentation is a necessary evil so it should be minimal to describe
the processes being used by the organization.  Mentoring is almost always
used in small organizations to bring new hires and transfers up to speed.
The key document is the "release to work without direct supervision and
review".  Then, process problems occurring after release can be attacked
with retraining or a "back to mentoring status".  I believe employees gain
habit strength in performing their specific part of the process and
extensive work instructions are "administratively burdensome".  I have
published an article, "Making Money with ISO:the Seven Controls"
(www.leaniso.com/articles.htm) where the value and use of documentation is
put into better perspective.  In my scheme, work instructions are made when
either the task is complex and infrequent OR there is massive turnover
annually where rookies need local instructions.  Otherwise, time-in-grade
habit strength applies.

I found value in your tip for flow chart/troubleshooting guide document
posted at job stations.  Smaller organization seem to attract business and
customers that provide what I call "unexpected events" where a task doer has
to accommodate this blip in the process.  Pre-brainstorming and reflecting
on past incidents on what could go wrong and posting reaction plans is
really good business.  Kind reminds me if the automotive Failure Mode
Effects Analysis (FMEA) boiled down for the person in control to take
control to avoid crisis management later.


"Craig Cochran" <[EMAIL PROTECTED]> wrote in message
news:[EMAIL PROTECTED]
> Hello, everyone:
>
> I hope this generates as much vigorous discussion as my last post.
> Here is an article of mine on "lean" management systems that appeared
> in the last month's issue (Oct 2003) of Quality Digest:
> http://www.qualitydigest.com/oct03/articles/04_article.shtml. The
> article provides a range of examples (most of them very simple) for
> applying management systems in a concise, streamlined manner. As
> always, I appreciate your feedback and look forward to some lively
> responses.
>
> Craig
>
>
> Effective tools for gauging customer perceptions:
> http://www.patonpress.com/xcart/customer/product.php?productid=16153
>
> ~~~~~~~~~~~~~~~~~~~~~~~~~~~
> Craig Cochran
> Center for International Standards & Quality
> Georgia Institute of Technology
> [EMAIL PROTECTED]