Paul,

I just finished your book “2 Second Lean” and I must say as a business major it is one (if not the best) book I have ever read concerning business. I do have one question that wasn’t addressed in your book. If you have a single machine that produces one particular product, and that machine were to break down, how do you compensate for existing orders? At Western Forge we specialize in making Craftsman, Husky, and SK tools. I always hear “We need that machine up and running because screwdrivers, adjustable wrenches, pliers …or whatever…is a hot item”. In other words what would be the best way to deal with this situation?

Thanks,

Erik Brooks
Western Forge
Colorado Springs

Press here to listen to Paul’s response.

We watched this video at a recent Morning Meeting at FastCap. So moving!

In this video the legendary teacher, trainer and mentor to millions worldwide shares some very simple yet profound steps we can take when setting goals.

Part 1

Part 2

Walters & Wolf show how they apply lean principles to improve their general notes process.

Dave West, of MV Construction, sent us this video of his 2 Second Improvement. For more information on Lean, visit our website.

Hi Paul
Thanks, for sending the e-mail with the new
Blind Nail System video.

I just wanted to thank you for your interest in the Blind Nail idea. It has been fun to see all that you have done with it.
I also really enjoy watching the FastCap and The American Innovator videos. I grew up watching my older brother, a successful
entrepreneur, grow his business from selling hot cinnamon tooth picks (that he made) and sweet tart candy when he was
in Junior high and in high school. He had 5 produce stands a big box truck that he would drive to the LA produce market every morning before heading off to high school. It was something to see. He then grew one of the biggest fresh and frozen strawberry processing businesses in southern California and then sold it at just the right time. So I am inspired when I watch your videos and see the entrepreneur drive that you have. Fly the damm plane!

Thanks, Craig Circle

Chris shares how he applied lean principles to his bathroom and now save time in the morning. For more information on The American Innovator, visit our website. For more information on FastCap, visit our website.

Check out yet another way to get Paul’s book on audible.com!

BOB DAHMS – COURTESY TO THE BELLINGHAM HERALD

Question: I’m hearing a lot lately about how some businesses are going “lean.” Is this a fad of some kind, or a real thing? And what should I know about it?
Answer: Yes, you certainly do need to know about Lean (in this context it’s normally spelled with a capital L). And you asked the right guy, I’m a huge Lean proponent. Let’s talk about this.
Lean is definitely not a fad, or just the latest cool business technique-of-the-month. It’s a whole different way of thinking about how you run your business. Once you “get it,” you won’t go back.

Question: In last week’s column you discussed how some companies are adopting Lean operating principles. I liked the basics. What more should I know about this?

Answer: Yes, the Lean operating model is expanding into successful businesses of every type. But realize, it’s not a short-term fad or a marketing gimmick. It’s a fundamental conversion of the culture within your company. Let’s talk about this.

In that column we discussed some basics of Lean, and also that many very successful companies, large and small, have adopted this business model. In brief, a Lean business focuses on continuous improvement by identifying waste, and eliminating it.

It’s an incremental process that can start small and then notch forward. It takes commitment from everybody. And it’s fun!

In this column we’ll focus on Lean techniques, some nuts-and-bolts issues, and whether Lean may be right for you. First off: to eliminate waste, you must know how to identify it. Waste is any expenditure of effort or resources that doesn’t add value (this is defined by your customer).

The original Lean model was based on manufacturing firms, but the Lean principles have been generalized into nearly every type of business, including service firms and even governmental agencies. Here’s a quick overview of some examples of waste:
 
Over-production. This is the making of whatever your end product is (finished products; architectural drawings; financial planning documents; floral arrangements) in greater amounts or complexity than is actually valued by your client.

Transportation. Your customers pay only for value-added processes—they don’t pay anyone to move parts around from one production line to another, or documents from one office to another. Some transportation is of course necessary, but it should be minimized.

Waiting and idle time. Waste occurs when employees can’t perform value-added work because they have to wait for incoming information or materials, or when they are tied to a workflow process that has excessive wait-time built into it.

Excess motion. Work processes should be designed so that employees don’t have to reach or walk around to get the supplies, tools, or data that they need. Unnecessary motion adds no value.

Rework. This expensive waste occurs when any work-product (goods or services) has to be redone or repaired due to errors or defects. The best thinking on this is simple: Minimize your “fix-it factory.”

Intellectual underuse. This waste refers to the missed opportunity of not using your employees’ skills to their fullest. It’s an invisible waste, because you won’t know about it unless you ask.

Our discussion of Lean business operations has to include one major local example. Paul Akers founded FastCap in Bellingham in 1997. After the business was up and running, he started a Lean transformation. This included several trips to Japan to see it firsthand, and to learn from the masters. He recently wrote a book on the transformation of FastCap into a Lean company. The book is called “2 Second Lean” and it’s a fun read. It gives you some feeling of how easy it is to adopt Lean into your life and your business, in very small increments, as the title suggests.

If you’re thinking about going Lean, you should do some research and then actually see it firsthand. Suggestion: when you’re ready, contact Akers at FastCap and ask if he has a tour of their facility available. It’s a real eye-opener.

But one caution here: realize that not every business is a candidate for Lean implementation. If done for the wrong reasons, or improperly, or if some employees resist change and would be holdouts (“anchor draggers”), you would definitely have problems. Get good advice before you commit.

Some sources for more information:
Visit lean.org for loads of good ideas and links.
Check the FastCap (fastcap.com) and the American Innovator (americaninnovator.com) websites. Both have very good videos, and also the audios of informative shows on Lean topics. They’re fun and easy to watch.
The three “Idiot’s Guide” and “For Dummies” and “Demystified” book series all have good offerings on Lean. Check the library around call number 658.
Search Google for “lean business principles” and see what fits your interests.
Keep an eye on other local Lean businesses. Examples: Samson Rope; McNett; Wood Stone.
Sustainable Connections, at their Future of Business Conference this April 27, is offering two breakout sessions on Lean. Check: sustainableconnections.org/bizdev/conference.
Five names to Google for blogs and other information: Mark Graban; James P. Womak; Jay Arthur; Jeffrey Liker; Eric Ries.

And, next time you’re in a Subway, watch the value-added production of your sandwich, from order to checkout.

BY FC EXPERT BLOGGER SHAWN PARR Tue Jan 24, 2012
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N’ Out, and you’ll get a taste of these brands’ vibrant cultures.
Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation. To read more…