In Improve LESS , I define a problem very simply: any time actual results don’t match what you expected. The key is how  you respond. When leaders blame people, they shut down learning. When they focus on the process and “go see” the work, they show respect and unlock improvement. A few core ideas: Value is created at the frontline.  The people closest to the work have the most contact with your product, your customers, and your systems. They see what’s really happening long

Busy isn’t the same as productive. Most plants I see don’t suffer from a shortage of ideas; they suffer from a surplus of priorities. When everything is “Priority 1” ... nothing is. Operators are firefighting. Managers are double-booked. Support functions don't have a system to hold the gains. Don't add more projects. Focus the work. Ninety days later, your plant could " see risk before lunch"  and spend afternoons improving instead of chasing yesterday’s misses. Here's the t

Operator Setting up a Machine (sketch) In your manufacturing world, the quest for efficiency and excellence may not be ever present on...

"Should he be wearing gloves?" "I think he's fine." On a recent tour of a manufacturing plant, I was reminded of the pivotal role safety...