What can we learn from Medtronic Plant in Jacksonville, FL?

Not long ago I had the opportunity to visit the Medtronic plant in Jacksonville, FL and talked with their CI manager, Chad, and the operations manager, Emmanuel, to whom I thank for the opportunity. It was a refreshing experience on what Lean really is about. Here, key learning points that I would like to share with you:

• Keep it simple, lean thinking and solutions strive for its simplicity; which is different from simplistic. An example is their policy deployment approach: one wall, key drivers cascading down to specific task and actions that anyone can see. A simple and elegant solution:

• Make it visual, if we don't see what is wrong, little chance that we would deal with it. An example is their daily management board, take a look:

These are two of the key principles that we always need to remind ourselves and others.

Do you solve problems like a physician or scientist?

We are better prepared to drive Lean Six Sigma by understanding that people approach problems differently. One approach is commonly used by physicians to diagnose patients and another approach is used by scientists. To illustrate these two different but also opposite approaches, let's imagine two people facing the same problem; one uses a physician-like approach while the other a scientist-like approach :

Problem: "Machine A cooling process stopped when running product C"

Physician-like approach: What are the 3 most common causes for stoppages in this process? Which one is most likely to happen? Set an action plan based on the experience with previous solutions from a similar case. In this approach, symptoms are gathered and a treatment plan is set to address the most likely cause. Past solutions are evaluated based on the symptoms and try until the problem disappears. Most likely, you see this approach when visiting your family physician.  

Scientist approach: Why did the cooling process stop in this particular case? Level of water exceeded the maximum level?  Why? Why?... and Why? until the root-cause for this specific problem is identified and validated. In this approach, the particular problem is analyzed by using 5Whys or any other method to identify the root cause.      

Which approach is the best? It depends. While the physician approach might be faster to solve the problem, the scientist approach gives you the most about understanding the process. 

If we see problems as opportunities to learn more about the process instead of just making them disappear, a scientist-like approach - or PDCA in lean terms - is required. 

In the eyes of a good sensei, when solving a problem, one will fail if learning did not happen whether or not the problem went away. "What did you learn from the problem?" is a common question of a good sensei would ask to ensure we have learn by using a scientist approach 

Why Standard Work fails

I see a lot of lean practitioners missing the point of Standard work. Too often, standard work is implemented as step of a Lean Six Sigma Deployment without really understanding their purpose. As result, I visit too many plans in which standard work is used to show customers they are doing "lean" or just to check the box of a their continuous improvement plan. However, little or none value is gained from having it.

 Lean Six Sigma Deployment Memory Jogger, page 68

Standard work is just one step from a SYSTEM FOR IMPROVEMENT as presented in the "Cycle of Improvement" from the Lean Six Sigma Deployment Memory Jogger (page 68.) 

In this cycle, problems are made visible thanks to standardized expectations and then kaizen (continuous improvement) can be done to meet these expectations. That is why we say "There is not kaizen without standard work"; but it is also true "there is not standard work without kaizen" as performance naturally decays. Standard work then is a result to a system for improvement.   

Having standard work without the system for improvement is like having a fish without water. It is unsustainable. 

Contrary to the common approach of standard work, learn from traditional Industrial Engineering programs, standard work should not be the objective by itself, it is the means to the end: a cycle of kaizen.

A system for improvement requires processes in which supervisors and team leaders know how to use the Standard work following the 4 steps of the cycle of improvement shown above.


We use Standard work to eliminate waste, but if we create Standard work without the system nor teaching how to use it, we have only created more waste. 

Are you creating more waste?

My contribution to all lean practitioners

With the help of the publishers of Memory Joggers, GOAL/QPC, I am pleased to share with all lean practioners this quick reference handbook that provides the lean six sigma principles, methodologies and tools in a simple and visual way to be shared in the gemba.

While lean is simple, teaching it to others requires a thoughtful approach. In this handbook, I share my 10 years of experience on doing lean in a practical and visual way.

It is a simple and concise visual learning tool experience for those that want understand the methodologies, tools, and principles of Lean Six Sigma. You can use it as a quick reference guide, kaizen learning tool, a problem solving workbook, identification of waste and kaizen ideas, or a self-paced preparation guide.

Click here to download the first chapter

To Order an e-book or a printed version, please do so through the GOAL/QPC website.

Lean at Jabil: Sensei, Shingo, and Synergy

I want to share this article from Jabil Blog Aim Higher: Lean at Jabil: Sensei, Shingo, and Synergy. What you will find interesting is that Jabil has actively engaging 'innovative, successful Lean industry leaders' to surround Jabil Lean teams with excellence.

Jabil’s Jaime Villafuerte recently presented at the IndustryWeek Best Plants Conference in Indiana. After Jaime’s presentation, many attendees remarked on the amount of time Jabil spends training employees and the level of participation from executives, suppliers and customers. In fact, several Jabil customers expressed an interest in additional involvement in Jabil’s Lean training activities.
Lean teams take continuous improvement seriously. In order to achieve certification, teams must complete a number of projects, present their projects to other teams, and demonstrate improvements. Projects range from financial reporting and business intelligence tools to communication mechanisms and operational workflows. Whatever the project, Lean projects bring people together to find better solutions. Wilson Cavalcante, Quality Manufacturing Manager at Jabil Manaus facility, notes that one of the outcomes of the Lean projects is “Outstanding synergy created within the team.”
Jabil’s continuous improvement philosophy and commitment to operational excellence are deeply embedded in Jabil’s culture and, through Lean training, are regularly assessed and rewarded.

To read full article on how Jabil has drawing inspiration from Lean Sensei and Shingo Prize Winning Operation' click here.
Source: Jabil Blog Aim Higher, May 14, 2012.

Toyota Industrial Equipment Manufacturing (TIEM) Tour

Lift truck

Toyota Industrial Equipment Manufacturing (TIEM), a zero-landfill facility in Columbus, IN.





     Key learnings:

• Toyota Production System: highest standards of quality and efficiency. 
• "Just-in-time" production system: aims to smooth the work flow, reduce inventories and lower production costs.