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  • Home
  • Training & Facilitation
    • Getting Started with GBMP
    • Workforce Training Grants
    • Components of Training
    • Lean: It's Not Just for Manufacturers
    • GBMP for Healthcare >
      • Healthcare Services
      • Oue Model & Approach to Lean Training in Healthcare
    • Self Paced Learning
    • Accelerate!
  • Events & Membership
    • Become a Member
    • Public Lean Training
    • Event Listings & Registration
    • Shingo Institute Courses
  • NE Lean Conference
    • The Agenda
    • The Silver Toaster Award for Employee Excellence in Lean
    • Exhibit/Sponsor
    • Hotel Info & FAQs
    • Conference Photos & Testimonials
  • About Us
    • Why Choose GBMP?
    • Bruce Hamilton's Blog
    • Case Studies & Testimonials
    • What is Lean Manufacturing?
    • What is Six SIgma?
    • Our Team & Partners
  • ShopGBMP
  • Leanflix
  • Student Resources
  • Contact Us

Continuous Improvement Training, Coaching & Facilitation

The GBMP Journal
Lean News, Events, Inspiration 'n More

Lean is for the office too!

12/13/2017

 
Lean Manufacturing & Kaizen is not just for production anymore

How Autopart International Saved $600,000 with Lean Manufacturing: A Case Study Infographic

12/5/2017

 
Link to read more of GBMP's Lean Manufacturing & Six Sigma case studies and client success stories 

A Treasure Trove of Lean Manufacturing Reminders from Toyota

11/16/2017

 
Toyota Forklifts calls these their three "Core Principles"  - 5S (Workplace Organization), Kaizen (Continuous Improvement) and Genchi Genbutsu (Go & See at the Gemba). These are amazing, am I right? Post these to your
TPS or huddle board to remind folks why we're on this Lean journey together and keep the improvements going. 
5S Lean Manufacturing Continuous Improvement
5S is the foundation for the Toyota Production System & Kaizen
Kaizen Toyota Production System Core Value of Lean Manufacturing
Continuous Improvement Principle #2: Kaizen is one of Toyota's core values
Lean Management Gemba Principles of Toyota Production System
According to Toyota, Genchi Genbutsu is more a frame of mind

5S Do's & Don'ts

11/9/2017

 
5S is often the first real workplace effort in a Lean implementation ; as such it is especially vulnerable to tacit learning deficits.   Managers behave as they always have and so do employees. Without heeding the sociological challenges to  implementation, a 5S effort layered over conventional behaviors will produce a static, one-time improvement in which employees have just done what they were told to do.  These efforts ultimately slide backwards. The reality is that neither the 5S process nor its outcomes are the issues. The challenge is with management to create an environment that generates interest and involvement in Lean, 5S and Kaizen, one that recognizes the perceived risk and vulnerability that workers feel when they are suddenly asked to behave in a way that has previously been discouraged.   Below we've listed seven do’s and one don’t that will help to overcome this challenge.
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