How many “solutions” proposed by leadership actually work? Do we really engage the front-line associates in solving problems? As a part of a series on Problem Solving, Mark DeLuzio discusses why it is crucial to engage those closest to the problem in developing a problem-solving culture. He also gives examples as to why this approach really works, and is a key ingredient towards enriching the work life of your fellow associates.

Are you truly “solving” problems in your Lean Transformation, or simply reacting to problems and putting out today’s fire (problem “fixing”)?  Listen to Mark DeLuzio talk about the difference and why it is critical to develop a true problem-solving culture within your organization.

Mark DeLuzio discusses the topic of daily management and Gemba Walks in this episode of the Lean 911 Podcast. He highlights the confusion surrounding daily management and emphasizes the importance of using leading indicators rather than lagging indicators on Gemba boards. Mark also emphasizes the need to tie together the hard tools and soft tools of Lean, such as work standards and problem-solving, in order to truly advance in daily management. He encourages listeners to avoid "Fake Lean" and virtual signaling and instead focus on real value and improvement.

Mark DeLuzio dives into the details of what constitutes a Kaizen and how it can be effectively communicated through a Kaizen report out. With a focus on providing insights into the process, Mark shares a presentation he has put together that outlines the various elements of a successful Kaizen.

In this episode of Lean 9 1 1, Mark DeLuzio discusses the pitfalls of Kaizen, the second part of a three-part series on the subject. He highlights the importance of avoiding these pitfalls, whether you are new to Kaizen or have experience in its implementation. The first pitfall he addresses is the presence of observers in the Kaizen event. Mark firmly believes that there should be no observers and that everyone should be actively involved in the team. He emphasizes the value of learning by doing and compares it to watching golf videos without practicing the sport oneself. Mark also stresses the significance of keeping the team together throughout the Kaizen event and being fully dedicated to the process. He discourages part-time participation and emphasizes the need for punctuality and commitment to the team.

Join Mark DeLuzio as he unravels the essence of Kaizen and presents the 10 Rules of Kaizen. Drawing from his extensive experience and learnings from notable figures in the industry, Mark shares practical wisdom that challenges conventional thinking and encourages continuous improvement. From discarding traditional concepts and keeping an open mind to rejecting excuses and embracing imperfection, these rules shed light on the fundamental principles behind successful Kaizen implementation. Mark also provides a glimpse into the upcoming episodes, where he will delve into the pitfalls of Kaizen and dissect the anatomy of a kaizen, focusing on the transformative power of the Kaizen report out.

In this podcast episode, Mark DeLuzio discusses the traditional definition of value-adding and non-value-adding activities in lean manufacturing. He argues that this definition is flawed because it does not consider the importance of all the activities that contribute to the success of a company, even if they are not directly related to the production process. He also points out that even activities that are traditionally considered to be value-adding can have non-value-adding aspects.

DeLuzio concludes by suggesting that we need to "reset our thinking" about value-adding and non-value-adding activities. He argues that we should focus on eliminating waste from all aspects of our work, not just the production process.

This episode discusses the concept of accounting for lean, which is the modification of accounting processes and internal management reporting to better promote lean behaviors. Lean accounting is designed to take waste out of the accounting process, provide more timely and quality information, and help the accounting group become navigators rather than historians. Accounting for lean is important as it sets the foundation for other lean behaviors.

Lean accounting is the application of lean concepts and methodologies to drive waste out of the accounting process, just like any other process. Accounting for Lean is modifying the accounting process and internal management reporting to promote lean behaviors and provide more timely, accurate, and customer-focused information. The benefits of lean accounting include eliminating waste, providing more timely and accurate information, freeing up accounting resources, and allowing accountants to be more navigators than historians. Implementing lean accounting requires taking out the waste of the accounting process, which will allow for a successful transition to accounting for Lean.

Mark DeLuzio discusses his encounter with Dr. Joseph M. Juran.