In this episode, I share a short segment of a recorded presentation I gave to the Continuous Process Improvement Forum hosted within the National Industries of the Blind. They wanted to hear my perspective on AI, so I shared how I've utilized for my consulting work.

NIB is a great organization whose mission is to enhance the opportunities for economic and personal independence of people who are blind, primarily through creating, sustaining, and improving employment.

Links

If you're interested in taking a Lean, Green Belt or Black Belt course, consider these self-paced affordable courses from OpEx Training: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.leansixsigmadefinition.com/shop/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

In the 2024 Lean Global Connection virtual conference, our Lean Sustainability community shared some tips and methods to help apply Lean to Green initiatives.

In my segment, I explained how Energy Treasure Hunts are a combination of gemba walks and kaizen events, with the goal to identify and reduce energy usage in a facility. This is a great approach that combines my passion for process improvement and sustainability.

The full presentation will be available in a few weeks (end of 2024), and I will post it in the Lean Six Sigma for Good podcast as soon as possible.

Links

If you're interested in taking a Lean, Green Belt or Black Belt course, consider these self-paced affordable courses from OpEx Training: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.leansixsigmadefinition.com/shop/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Energy Treasure Hunts can be described as a combination of gemba walks and kaizen events in Lean methodology, with the goal to identify and reduce energy usage in a facility. This is a great approach that combines my passion for process improvement and sustainability.

I uploaded a recent webinar I did on Energy Treasure Hunts to AI (NotebookLM), and it generated a fake podcast episode between two robots, which was mind-blowing to hear.

I share segments from the "podcast" so you can hear how it sounds. Let me know what you think!

In summary, here is how NotebookLM summarized the webinar, which was well-stated:

"Energy treasure hunts and programs like the Better Buildings Challenge offer a powerful approach to identifying and implementing energy-saving opportunities. By engaging employees, leveraging data analysis, and fostering collaboration, organizations can achieve significant energy reductions, cost savings, and environmental benefits."

Links

If you're interested in taking a Lean, Green Belt or Black Belt course, consider these self-paced affordable courses from OpEx Training: ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.leansixsigmadefinition.com/shop/⁠⁠⁠⁠⁠⁠⁠⁠⁠

In the last 2 episodes, I shared best practices in process improvement with students in the Florida Atlantic University (FAU) Executive MBA Program⁠ in Boca Raton, Florida.

At the end of my talk, I discussed how Lean and Six Sigma can be used to improve society and the environment, which I call Lean Six Sigma for Good. I share some examples and discuss my own experiences, hand out copies of Volume 1 and 2 of the book series, and encourage the students to help me connect with some local nonprofits.

Additional Links

This is the 2nd part of the list of best practices in process improvement I shared with students in the Florida Atlantic University (FAU) Executive MBA Program⁠ in Boca Raton, Florida last month. I compiled my top recommendations that they could take back to their company.

Additional Links

This is a list of best practices in process improvement I shared with students in the Florida Atlantic University (FAU) Executive MBA Program⁠ in Boca Raton, Florida last month. I compiled my top recommendations that they could take back to their company.

Additional Links

This is the final part of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, he answers audience questions:

1) How to immerse Lean into the culture?

2) How is he going after employee healthcare costs? (asked by George Koenigsaecker)

3) What are the biggest barriers he is concerned about?

In his answers, he mentions the importance of coaching and mentoring, but also discusses the classroom and virtual training courses, knowledge management and the Communities of Practice program.

He also shares some of the work that Rockwell Collins has done to drive Lean into healthcare (including a grant program I worked on).

Finally, he stressed the importance of not being complacent, always looking for waste and reducing cost of nonconformance, and the strive for continuous improvement. I also share my thoughts on what happened to the Lean program when Kelly Ortberg (now the Boeing CEO and President) took over for Clay in 2013.

You can watch the entire video at ⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠

Additional Links

This is part 5 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss the 5 lessons learned from the first 8 years of the Lean journey at Rockwell Collins (1998 to 2006).

"If leadership isn't driving your Lean transformation, don't even start. It's like teaching a pig to talk. You're wasting your time, and you're annoying the pig" - Clay Jones

He shares some impressive results that were partly due to Lean implementation. Stock price increase of 260%, return on investment capital from 21% to 38%, sales almost doubled from $1.8B to $3.5B, net income over 80%, both business units over 18% operating margin, along with the traditional improvements to on-time delivery, customer acceptance (quality) and sales per employee.

You can watch the entire video at ⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠

This is part 4 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss how they expanded on the Core Process Optimization efforts to move to Lifecycle Value Stream Management. This allowed them to address the wastes in the handoffs between major processes. The VSM roles required them to change their roles, metrics, behaviors and cost allocations.

"Lean is a journey, not a destination" - Clay Jones

He also shares how they expanded Lean into innovation and creative processes like Engineering, Design and Development and Research. This broke the stereotype that Lean was only for manufacturing. The standardization of these major processes helped bring some consistency and efficiency to how a product was proposed, funded, managed, designed, transitioned and supported.

He also reiterated the importance of knowledge management in capture information and disseminating it across the organizations and value streams.

You can watch the entire video at ⁠⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠⁠

This is part 3 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss why they brought in some external consultants like John Shook and Denny Mead to try and figure out why all the improvements were not showing an impact on the bottom-line results or other key metrics. The RC Scorecard was developed to give a balanced view across the company, and it included a critical metric, called Cost of Nonconformance (CONC), which I was heavily involved with. He also discusses how leadership needed to become more engaged in value stream mapping to help drive the right improvements in the right areas by following the new "Lean Roadmap."

You can watch the entire video at ⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠