How to lose friends and alienate staff – a lean sponsor’s guide

Source – Originally Published on Nov 8, 2010 in processexcellencenetwork.com What happens when management is not properly equipped to undertake a Lean Transformation? In the first of his series on project missteps, pitfalls and faux pas, columnist Debashis Sarkar, author and Asia’s service Lean pioneer, argues that things can go very wrong indeed. Every text book you read on carrying…

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The Dos and Don’ts of Selecting the Right Projects for Lean Transformation

Source – Originally Published on Aug 17, 2010 in processexcellencenetwork.com As a change agent driving Lean transformation, it’s not enough to just have the technical skills. A change agent must also be fully aware of what nurtures and derails a Lean transformation.   For one, change agents must know that a successful Lean transformation requires the right context. Many times,…

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Make Your Organization More Customer-Centric with the Kano Model

Source – Originally Published on Jul 27, 2010 in processexcellencenetwork.com Looking at products and processes from a consumer’s point of view is critical for building a successful business. I have seen employees work to improve processes without really knowing the customer they are serving or even the features of the product or service being offered to the customer. I’m also…

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The ABC’s of A3 Performance Improvement

Source – Originally Published on Jun 16, 2010 in processexcellencenetwork.com Having introduced the basics of A3 problem solving over my last two columns, I thought it was appropriate to go over the key issues that you must be wary of while ingraining this problem solving culture into your service company. Many of these key issues are universal in nature and…

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The Seven A3 Problem Solving Steps in Detail

Source – Originally Published on May 17, 2010 in processexcellencenetwork.com As I introduced A3 problem solving in my last column, I will now discuss in detail the steps involved with this problem solving approach. Background of A3 Problem Solving A3 problem solving is quite similar to other problem solving approaches which mirror Deming’s Plan-Do-Check-Act (PDCA) cycle. The comparison between A3…

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The A3 Problem Solving Way: An Introduction

Source – Originally Published on Apr 14, 2010 in processexcellencenetwork.com As service companies dabble with various methods for addressing their business issues, I would urge them to try A3 problem solving. Developed by Toyota, this simple yet rigorous approach not only provides a systematic structure for tackling a problem, but it also has the potential to transform a company by…

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360 Degree Metrics for Lean Transformation

Source – Originally Published on Oct 15, 2009 in processexcellencenetwork.com While embarking on a holistic Lean transformation, I have seen practitioners struggle to come up with metrics that can provide a 360 degree view of the quality of a deployment. What normally happens is that success is defined with metrics such as quality and lead time, which are right but…

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Lean Services: Asia’s Preeminent Deployment Leader Gives Global Insights on Lean Six Sigma for Services

Originally Published on Jan 12, 2009 in processexcellencenetwork.com While Lean has been an effective process improvement method for the manufacturing industry, some service companies have only begun the journey of implementing this methodology to assist with achieving operational excellence. Debashis Sarkar, who currently leads the Organizational Excellence Group at ICICI Bank from its headquarters in Mumbai, India, knows firsthand the…

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Underdogs of Performance Improvement Transformations

Abstract A key facet of performance improvement transformation is team effectiveness. Often projects fail because we are not able to get the best out of all the team members. As a result, the effort becomes centered around a few so-called high-performing individuals while the others languish. The team members who often are not used are branded as ‘dysfunctional,’ ‘inconsequential,’ or…

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