Plus: Helps the core group more quickly adopt Lean practices; Daily connection to Lean practices; Having a sideline coach help the team. Delta: Have the same coach be on the call every day, even if that means skipping a day and combining two lessons on one day; Encourage more people on the team to call […]
Daily Coaching Plus-Delta Read More »
Plus: Meeting started and ended on time; Team defined the use of an issues ‘parking lot’; Team restrained themselves from off-topic discussions. Delta: Team will work on understanding the weekly planning process better; Team will improve reporting on percent plan complete and variances; Team will re-pull the design phase plan.
Design Team Weekly Coordination Meeting Plus-Delta Read More »
Plus: Group participation; Explanations of Lean concepts; Activities and simulations; Agenda; Interactive and comfortable nature of session; Opportunity to meet others in the enterprise; Lunch. Delta: Start on time; Serve coffee in the morning; Create equal number of people at each table; Design material to match background of participants; Provide take-away materials such as cards
Lean Training Boot Camp Plus-Delta Read More »
The Last Planner System of Production Control includes the practice of tracking a team’s performance of task execution against tasks promised. Why? It’s true that what gets measured gets attention, and so the act of keeping what appears to be a scorecard does focus attention on the …
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In the building design and construction world there is definitely one meeting, usually known as the Owner-Architect-Contractor (OAC) meeting that in its current form has outlived its usefulness. For a large project these meetings can easily include thirty or more people, many attending because…
Should Some Meetings Die? Read More »
Managing to Learn is the book to read for an understanding of how the A3 format is designed to serve concurrently as a learning tool and problem solving tool. The author, John Shook, began learning A3 problem solving from senior Toyota managers while working at the GM-Toyota NUMMI joint …
Managing to Learn by John Shook Read More »
It’s not unusual to see plans labeled the “LEAN Six-Week Look Ahead Plan” or the “Lean Weekly Work Plan.” For the most part the labels are well intended, portraying an understanding that the team is working in what for them is a new and better way. The danger with including the word “Lean” when labeling
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Most project teams implementing Lean practices are getting better at engaging trade foremen in planning work. As a result project work is flowing more smoothly and being accomplished more effectively and efficiently. But why stop there? Trade foremen should be invited to participate with the construction manager’s field management team in the leadership of the
Are Trade Foremen Part of Your Core Field Management Team? Read More »
The Beginning of Infinity: Explanations that Transform the World while not written for Lean thinkers helps make the case that not only is there always room for continuous improvement and learning, but that no matter how much we improve and how well we learn to do things better we are still at the beginning of
The Beginning of Infinity by David Deutsch Read More »
Plus: Meeting started on time and completed early; participation by new foreman during meeting; The low number of open constraints. Delta: Provide coffee at meeting.
Weekly Coordination Meeting Plus-Delta Read More »
