Our good friends at the Cambridge, Mass.-based Lean Enterprise Institute are giving operational excellence junkies a chance this week to learn from a few masters this week – without leaving the office.
Tuesday Nov. 29 at 2 p.m. EST, the institute is hosting a free webinar titled “Learning to See the Whole Value Stream: The Power of Extended Value-Stream Mapping.” It’s set to last one hour and will be led by Jim Womack and Dan Jones. Those of you brushed up on your lean reading might notice they’re the gents who quite literally wrote the book on some hallmarks of lean thinking including, well, Lean Thinking, Lean Solutions and Seeing the Whole Value Stream.
The cost? Your time, an hour of it to be exact. Click here to register for the webinar.
The concept of value-stream mapping will be fresh in the minds of a few of our member companies: Grange Insurance and Huntington National Bank. A group of employees from each company came to Fisher earlier this month for a day-long session on VSM led by COE Executive Director Peg Pennington. They’re part of a growing contingent of transactional companies in COE – and they’re making great strides in apply operational excellence strategies to new realms of the corporate world.
Amy Tomaszewski, Grange’s assistant vice president of operational excellence, told me the event was a great success for her company and “provided quite a few ‘Ah-ha!’ moments.”
“The instruction was excellent and tailored to the service transaction environment, which is often overlooked in lean training,” Tomaszewski said. “Through the real-life computer simulation of the movement of electronic work and the team exercises around value-stream mapping and a simulated Kaizen event, we were able to see the result of both positive and negative changes that can occur when a company looks for and acts upon improvement opportunities in a value stream.”
Hanging around operations professors for a few months has made me realize I think entirely too little about the small wonders in my everyday life. In short, I’m starting to feel like I should take a moment of awed silence with my iPod Nano before I shuffle to my running mix and hustle down the street. The supply chain for even the simplest product out there (a bottle of water, for one) is really anything but. On a global scale, it’s a tightrope walk of symphonic precision with a healthy dose of interpersonal diplomacy for good measure.
It’s that diplomacy that slowly took center stage at the latest supply chain forum hosted by Fisher’s Center for Operational Excellence and featuring Prof. Edward Anderson of the University of Texas. On the surface, Anderson’s presentation to dozens of COE members on campus and streaming live was about the potential potholes that form in distributed product development (COE members can view the webcast here). As he illuminated ways for determining the best strategy to avoid potentially costly problems, a prominent theme emerged: This globe-spanning process doesn’t come down to widgets and machines. It comes down to living, breathing human beings.
And we’re a complicated and costly bunch, Anderson told the crowd.
“People are the glue,” he said. “The problem is, we’re expensive glue.”
Central to Anderson’s presentation was the idea that with the right people in place to manage risks from one boundary to another in product development, the lower the risk of lost money, drained value and public embarrassment. And these crucial patches aren’t grand gestures – sometimes they’re as simple as hiring someone who knows how to tactfully ensure a supplier’s “i”s are dotted and “t”s are crossed.
A favorite example of mine: If only the titular rockers in the cult mockumentary This is Spinal Tap (pictured above) hired a designer who knew their Stonehenge replica should be 18 feet…not 18 inches.
How has your company used its work force to break down barriers in a supply chain? Have a “Stonehenge moment” you’d like to share?