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KaiNexus Blog

Everything Continuous Improvement

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Clint Corley

Giver. Leader. Worker. Clint Corley is a professional sales person originally from Waco, TX who is passionate about people and relationships. He approaches his professional and personal life with the desire to be a servant and a giver. From building the foundation of a startup to selling services and solutions to Fortune 500 customers, Clint has thrived in a range of environments and has been very fortunate to have been afforded the opportunity to make an impact in his career. He studied at Baylor University’s Hankamer School of Business where he received his Bachelor’s of Business Administration in Professional Sales and currently lives in Austin, TX with his wife Jordan. In his free time, he loves music, food and getting out of his comfort zone.
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Recent Posts

Hints for Creating a Kaizen Training Plan

Posted by Clint Corley

Jun 24, 2019 7:56:00 AM

I might have written here before that Kaizen isn’t really a thing you do; it’s a way of thinking that leads you to do a bunch of things differently. Every leader wants an army of employees who are always on the lookout for an opportunity to create positive change. Organizations thrive when every person is accountable for innovation and improvement. But the Kaizen mindset isn’t something that comes naturally to everyone. Some people have worked in cultures of strict top-down management where employee ideas are not welcome and doing what you were told to do is all anyone expects. That’s why Kaizen training is so important.

Here are our best tips on creating a Kaizen training plan that will work for your team.

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Topics: Kaizen

When Daily Huddles Go Astray

Posted by Clint Corley

Apr 23, 2019 7:32:00 AM

When I decided to write this post, I thought it would be interesting to see what others have written about the practice of daily huddle meetings. Wow! There are a lot of ideas out there about what should happen during a huddle. It took me a minute to realize that not every organization gears its huddle toward continuous improvement. Some use the huddles for team building, status updates, training, or even employee performance evaluation.

That’s all fine, of course, folks can use their huddle for whatever they like, but if your goal is to use your daily huddle as part of a continuous improvement initiative, there are some warning signs that all is not well. In the context of improvement, the goal of the daily huddle is to agree on the priorities for the day. That seems simple enough, but it’s not as easy as it sounds. Here are a few of the problems that can come up and how to tackle them.

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Topics: Daily Improvement, Daily Lean Management

How Hoshin Planning Aligns with PDSA

Posted by Clint Corley

Apr 19, 2019 7:32:00 AM

We get a lot of questions from leaders about which continuous improvement tools and techniques they should use. Is DMAIC better than PDSA? Should I do Gemba walks or daily huddles? When do I use incremental improvement vs. a Kaizen event? These are all reasonable questions, but the great news is that most continuous improvement tools, including those popular with organizations that use the Lean or Six Sigma methodology, work very well together. In fact, in many cases, they were developed jointly.

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Topics: Hoshin Kanri, Improvement Process, Strategy Deployment

A Step-by-Step Walkthrough of the DMAIC Process

Posted by Clint Corley

Apr 12, 2019 7:56:00 AM

DMAIC is a structured, customer-focused, data-driven approach to problem-solving. The acronym stands for “Define, Measure, Analyze, Improve, and Control.” It is often associated with the Lean or Six Sigma business methodologies but can be valuable for any organization looking to support incremental improvement.

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Topics: Improvement Methodology, DMAIC

Webinar | How One Community Hospital is Creating a Culture of Continuous Improvement

Posted by Clint Corley

Mar 21, 2019 7:43:00 AM

Recently, our very own Senior Advisor, Mark Graban had the opportunity to chat with Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike has worked as a Medical Technologist, Chemistry Supervisor, Laboratory Director, and Senior Director in healthcare for the last 35 years spending most of that time at Marietta Memorial Hospital. He is a Lean Six Sigma black belt and is a 2014 graduate of The Ohio State University with a Master’s Degree in Business Operational Excellence.

Their conversation centered on how Marietta Memorial Hospital System uses training and five specific roles to build and spread a culture of continuous improvement. Mike shared what their organization does well and where there are still opportunities for improvement. He also reflected on the leadership behaviors necessary to achieve cultural change. This post is a recap of their conversation.

View the Webinar:

 

How One Community Hospital is Creating a Culture of Continuous Improvement

Presented by Mike McGowan, Director of Process Excellence at 
Marietta Memorial Hospital

 Watch Now

  • Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
  • Hear what MHS has done well and where we could improve
  • Discuss the leadership behaviors necessary to accomplish a culture change

 

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Topics: Lean Healthcare, Webinars

21 Questions to Help You Apply the Principles of Lean Management

Posted by Clint Corley

Feb 20, 2019 11:03:10 AM

We’ve written before about how the Lean management approach is prevalent in almost every industry. That’s because its twin pillars of continuous improvement and respect for people make sense in every sector. Supporting those pillars are the five principles of Lean. This post takes a closer look at each of them and will give you some questions to ask yourself that will help you find how best to apply them in your organization.

Value

Value is defined as anything that the customer wants and will pay for. Only the customer gets to decide what represents value. Successful companies are those that provide value more efficiently than the competition. Because Lean organizations have value as a first principle, they are necessarily customer-centric.

How do you know if your organization is living the principle of value? Ask yourself these questions, and the answer to that should be clear.

  • How do I know what the customer values?
  • Is customer value a daily topic of discussion?
  • Does customer value drive decisions?
  • Is what the customer values static or does it change?
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Topics: Lean, Daily Lean Management

The Essential Features of Visual Project Management Software

Posted by Clint Corley

Jan 3, 2019 7:41:00 AM

Lately, we’ve been having lots of conversations with people who have decided that 2019 is the year they will truly embrace visual project management. This is smart. Because of the way the human brain processes information, using charts or graphs to visualize complex data is more natural and more effective than reviewing spreadsheets or reports. Data visualization is a quick way to convey concepts in a manner that can be understood by almost everyone. If you want to get more improvement projects completed this year and gain better insight into how your team is working to cause positive change, then visual project management software is the way to go.

As with any category of technology, not all solutions are the same. We recommend looking for a visual management platform that will support your needs today - as well as those that may become pressing in the future. These applications are pretty sticky once you start using them, so making the right choice in the beginning is critical.

Here are some of the features you can expect from the best solutions.

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Topics: Software, Visual Management

Why Software Needs to be Part of Your Lean Strategy

Posted by Clint Corley

Oct 18, 2018 8:42:00 AM

If you’ve decided to embrace the Lean business methodology, we offer our congratulations. It is an excellent approach to reducing waste, capturing opportunities for improvement, and creating a culture of innovation.

When most leaders start their Lean journey -- and it is a journey, we’re sure no one has achieved Lean perfection yet --  they focus on training managers and staff to ensure that they understand what Lean is really all about. This is a critical undertaking, but our clients have found that it is not enough on its own.

In addition to education, you and your team need the right tools in place to support Lean, and that starts with Lean management software.

Not only does software make your organization more effective at continuous improvement, but it also increases your strength as a leader.

Here’s why software should be a central part of your Lean strategy.

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Topics: Lean, Continuous Improvement Software, Strategy Deployment

10 Common Standard Work Mistakes

Posted by Clint Corley

Oct 10, 2018 8:14:00 AM

Standard Work is a brilliantly simple concept. The current best practice for a process or activity is defined and then improved upon when opportunities arise.

Easy, right?

Unfortunately, it is a little trickier than it sounds.

We work with organizations every day that are implementing a variety of improvement techniques, including Standard Work. We’ve seen it executed perfectly, but we’ve also seen a multitude of ways it can go wrong.

Here are some of the most common mistakes we see managers make when it comes to Standard Work.

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Topics: Improvement Methodology

How to Increase Adoption of Kaizen Software from the Get-Go

Posted by Clint Corley

Oct 2, 2018 11:22:34 AM

If a tree falls in the forest, we’re pretty sure it makes a sound even if no one is around to hear it. We’re 100% sure that if you implement Kaizen software and no one uses it, there will be no impact. There might be a lot of noise from grumbling executives who’ve just wasted a lot of money, but no positive change.

That’s why it is so important to plan your Kaizen Software roll out with a focus on broad user adoption. We’ve helped tons of clients with improvement technology implementations and here’s what we’ve learned works when it comes to getting people on board.

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Topics: Innovation Software, Kaizen, Software

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