❤ i love you 😅 my job just told me hurry after redoing night shifts work 😂 I'll listen this take notes and when i get my review and they say do you have any question! 🎉

Batch work vs task switching...is there any easy way to figure out when it's advantageous to task switch vs doing batch work?

First

Chinese? It's Japanese.

Hello Karen, have you heard of DYT from Carol Tuttle? I think it would help you. Thanks for sharing all this info on Lean!

Hi Mike; This is Oscar Lopez, Glad to see you in a video and know about you; I remember when you give us the Lean Manufacturing course at Teleflex at Tecate B.C

You covered a great deal of ground in your videos. Nice slides. “Conduct Root Cause & Gap Analysis, part 2, at 47 minutes 14 seconds is very good, I would think the idea of “Lean Leadership” would be very scary to senior management. Your version doesn’t seem scary at all (good job). I never thought of factory floor visual management as being there for the benefit of senior management. Just send a report. It’s easy for coercive, mechanistic, command and control leaders to use lean tools, one time to get onetime benefits. Let’s hire lean consultants to Value Stream Map order entry. It is much harder to let go of the power and push authority to the lowest levels, where the domain (job) knowledge is, that can continuously improve the system. In Jeffrey K. Liker and Karyn Ross’s book “The Toyota Way to Service Excellence” (2017) figure 3.3 summarizes the difference between mechanistic thinking and living systems thinking, For instance mechanistic thinkers see processes as static things to improve, probably by experts with the mangers authority. Much like Henry Ford and Frederick Taylor with their industrial engineers. Living systems thinkers see processes as dynamic and evolving. To be continuously improved by the workers using them. If you don’t have standard work, you can’t improve standard work. The job of mangers is to coach workers or subordinate managers on problem solving. Just like NFL coaches, they live and die by how well the team performs, even though they are not on the field. The lowest level employees get to do high value brain work creating perfect, low-cost products for the customers. Being part of the team, all working together for this goal, leads to engagement. Everyone takes pride in contributing to success. Eliminating waste and only creating customer value are the same thing. Just like a 20% vacancy rate is the same as an 80% occupancy rate. (Yes, some indirect functions are necessary, like payroll.) You emphasize senior people with authority to do Value Stream Mapping. Yet, domain knowledge often resides at lower levels. Always a problem. Problem solving, process improvement and Value Stream Mapping are all solved by the same scientific method. VSM tends to be done on processes that have a low value time/total time ratio. Major improvements in lead time. Problem solving can occur on the factory floor where everything happens in very restricted and optimized Takt time. You did a great job of stuffing a lot of information into the presentation. Did this create customer (video viewer) value? If not, answering that question required lean thinking.

Well explained

Very well explained on Lean leadership, where and how to start to make continuous improvement Thanks a ton

Excellent

Fantastic lecture

Extraordinary stuff and delivered in avery interesting and informative....

Superb

Good and good informative lecture

Nice

Just amazing

Superb eries

You made my managerial doubts cleared ... 🙏

Surver

Poll worker

Karen your presentation is world class. I bought several books of yours.

00:02 RIP headphones users...

Thanks for sharing.

Thanks karen yor teachings are always grate, Nelson, Chile

Great teachings Karen, thank you. .Nelson, Chile

the sound is not good I am quite disappointed

Muchas gracias

Fantastic webinar. I also took notes on part 2. I am a professional working in the non-profit/philanthropy sector in Africa. I am now focused on a career change and learning to become a facilitator in the non profit sector. Because lean management is adapted for the manufacturing industry and for profit sector, I can't fully grasp how value stream mapping, and all these tools can translate in the sector and how I will be to facilitate an improvement process using lean principles, but I've seen so many similarities, made some connections here and there and taking away so much from these webinars. Much appreciated Karen!

Really good and even just using the layout with blocking columns out to consider a map seems an easy idea on the whiteboard first.

This is super cool. Looks like it will handily best MS Whiteboard for MBPM events!

“You cannot improve if there are no standards!” Thank you, Karen!

Great webiner wow

This is a greatest webinar I have ever seen. But maybe you complete it with English subtitle if you wish. Sometimes I do not hear you clearly. Thank you very much

Often I do hear "we have tried that, didn't work". There is a great temptation to say " because you are so dumb".

Einfach genial!

Very keen to be part of the course! How much will cost me in dollars?

I gotta find this lady and give her what she's owed... she has helped me tremendously

Thank you Karen; inspired by your work. Want to learn more and apply to charity, nonprofit sector. Best regards Robin

Hi Karen, I have a little query regarding Kaizen. Is it necessary that improvement presented in Kaizen should be in measurable or quantifiable terms?

Good Job

May I know how many people/companies took part in your survey? If you wish to answer in private, please email me the answer: [email protected] Tnx

thanks for the video

Thank you so much .This has helped me in understanding this subject better.

excelent video, thank u, even if it has been 7 years

Qq!

Thank you

she is such a phenomenal teacher. Great book

Thanks so much Karen. This was a great overview and helped me tremendously

I need to try that on toilet breaks :)

Your training was awesome