We’re not going to lie. Implementing any kind of software solution in an organization is not easy. First, you must make sure you select a solution that will actually help address whatever challenge is at hand. Then you have to get it implemented and work out the kinks (there are always kinks). You have to get users trained, and then you face the biggest hurdle of them all – getting people to use the system. Sometimes it all goes smoothly, but challenges are not uncommon.

If you’ve implemented Lean software, you’ve probably faced a few. This post will help you access whether your Lean technology has taken root and give you some ideas for boosting adoption if that’s what’s needed.

The world’s most successful organizations are relentless in their quest for flawless processes and perfect execution. The ability to reliably produce quality outcomes with minimal waste is elusive but achievable with the right leadership and attention. That’s why many organizations turn to proven process improvement methodologies and techniques.

A little while back, we had the pleasure of presenting a webinar hosted by Chad Westbrook, a manufacturing engineering manager and AGCO production system manager at AGCO Corporation. AGCO is a full line manufacturer of agricultural equipment. The company makes everything, including tractors, tillers, sprayers, bailers, and other equipment. Chad joined our own Mark Graban to discuss a different way of thinking about problem-solving. This post is a recap of the presentation - watch the full thing for all the details!

A Structured Approach to Problem-Solving

Presented by Chad Westbrook, AGCO

In this webinar, you'll learn a structured approach to problem-solving using the following tools:

• 5G – A tool used to describe a loss phenomenon
• 5W1H – An approach to the revised phenomenon
• 4M1D – Defining the contributing factors to the revised phenomenon
• 4M1D Confirmation – Validating the contributing factors
• 5 Why’s – Root cause and effective countermeasures

With more and more companies in almost every industry adopting the Lean management approach or at least taking a few pages from it, Kaizen events are more popular than ever. That’s wonderful because they can be a very useful tool for improving processes and teaching leadership. But, unfortunately, we’ve seen too many instances of organizations that try to cut corners or fail to understand the best way to utilize Kaizen events. It would be nice if they were as easy as getting a few folks in a room for a couple of days and – presto – problem solved.

Sadly, that’s not how it works. We hate to burst the bubble, but Kaizen events require planning, leadership, and precise application. Here is the truth about successful rapid improvement events, whether folks want to hear it or not.

One of the reasons that the Lean manufacturing business methodology is so popular with companies in every industry is that it comes complete with a set of tools for structuring and managing the goal of continuous improvement and waste reduction. These tools are great on their own, but many of them become even more valuable when improvement management software is used as a single platform for managing positive change. This post examines some of the most often used.

I created dozens of cheat sheets during my high school and college career. Don’t worry; I didn’t use them to cheat on the test. I found that the exercise of creating a crib card helped me review the relevant material and organize my thoughts, so when it was time for the exam, I was well prepared to do well without resorting to fraud. Anything that I would want to put on the sheet was something that I should fully understand.

You might not “test” your employees on the essential concepts in Lean manufacturing, but there are still some fundamental ideas that they should understand. We’ve put together this brief review of the most important as a place to start. If every team member can discuss and explain each of them, your potential for improvement is vast.

(Note, this post is meant to be a refresher, not an introduction to any of these concepts. For more in-depth information, click on the links at the top of each section.)

Hoshin Kanri is a strategy deployment approach that is popular with organizations using the Lean or Six Sigma business methodology and others that commit to continuous improvement. The object is to define the organization’s “True North” and drive toward it, reaching breakthrough goals while still managing daily incremental improvement. When properly executed, organizations have used it to improve profitability, sustain growth, enter new markets, and deliver innovative new products to customers. (If you are not familiar with the approach, you can learn more about it in this post.)

As useful as Hoshin Kanri can be, it doesn’t always work. We’ve seen some organizations achieve great success and others give up in frustration.

While every organization is different, here are some of the common problems we see when Hoshin planning hits a dead end.

We talk to people who are interested in investing in software to support their continuous improvement efforts every day. Some of them are already using the Lean business methodology, others are just rolling it out, and still others are taking a “Lean light” approach by leveraging some of the principles without adopting all of the techniques. In any case, leaders want to have a good understanding of what to expect and how a Lean management system can help them achieve their goals. Fortunately, we are well positioned to share what our customers have told us happened when they invested in technology to bolster their improvement and waste reduction efforts.

“We say seeing is believing, but actually, we are much better at believing than seeing. In fact, we are seeing what we believe all the time and occasionally, what we can’t believe.” – Robert Anton Wilson

Gemba walks are a critical continuous improvement technique. They are useful for leaders at every level but particularly eye-opening for executives and other top-level managers. Why? The simple process of going to the place where works is done, showing respect for workers, asking questions, and reflecting on observations can change one’s perception of how well a process is operating. It also offers an opportunity to build trust and increase employee engagement. Many direct supervisors and mid-level managers practice Gemba walks, especially in Lean organizations, but it is important for executives to do them as well. That’s why we’ve put together this Gemba walk template for executives. It addresses elements that would be less important to managers who are closer to the process daily.

While many people associate the Lean business methodology primarily with manufacturing, it is an ideal approach in the construction industry. Construction projects are complex. They involve many disciplines, require the movement of people and materials, they are expensive, and they involve significant risk. We can’t think of a situation more perfect for Lean. Lean construction software isn’t a requirement for leveraging the approach which seeks to respect workers, eliminate waste, and continuously improve. However, implementing a platform to support Lean puts construction firms in the best position to solve problems, maximize profits, and sustain growth. Here are some of the reasons why.