Problems can be categorized into three main types. It is helpful to understand whether you have a Type 0, Type 1, or Type 2 problem, since different courses of action may be required for each. Learn the three types of problems and why it is useful to understand the nature of the problem you are trying to solve, before embarking on your problem-solving journey.

Most businesses today focus on lagging indicators, while important, are not conducive to proper problem-solving. Learn the difference between leading and lagging indicators and why it is essential to identify and improve the leading indicators if true improvement is to occur.

Poor problem-solving usually begins with a poorly defined problem. When this happens there are usually many solutions looking for a problem. Listen to Mark DeLuzio describe the basics of creating a meaningful problem statement as well as the pitfalls surrounding problem definition.

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.