Lean is a way of thinking about quality, your employees, and how you use your resources to deliver your product or service to your customers in the smoothest, most predictable, and easiest way.  Six Sigma, on the other hand, is a process model used to separate common cause variation from special cause variation in order to reduce such variation, which, in turn, improves your process performance.

So, which do you use? Lean? Or, Six Sigma?

When Do You Use Lean?

Lean thinking can be used to reduce obvious waste.  What waste is obvious?  There are eight common wastes that are the most obvious and, therefore, are the easiest to remove from your system.  These are the “low hanging fruit” on your quality tree. Lean can be rolled out relatively easily and implemented company-wide.

Lean is a good starting point for companies looking to build a new quality system.  Lean is fast — small projects can be completed in days, or even hours.  Most Lean projects require little investment beyond people to implement the project.  You can use your regular employees on the project, giving them a little bit of Lean training to get started.

When Do You Use Six Sigma?

Six Sigma is best for problems where the solution is not obvious.  Six Sigma is a five-step process model:

• Design,
• Measure,
• Analyze,
• Improve, and
• Control.

The DMAIC model is how scientists solve problems.  They collect data, apply statistical analysis, and isolate the problem.  Then, they analyze the data until they find correlations, test possible solutions, and solve the problem.

Some Six Sigma projects can take as few as three months, while others require 12 months or more to complete.  Six Sigma requires technical experts (”black belts“) trained in the tools, statistics, and solving problems.  Six Sigma works best on isolated problems and can take years to implement company-wide.

Lean can be used at any point in time but is, perhaps, best used to implement a quality culture of continuous improvement.  Lean is a great starting point for building a quality system, since it’s easy to get started, projects are quick, and results can be obtained fast.

Six Sigma is better after a quality program is under way and employees have become accustomed to improvement.  Six Sigma is better at large-scale, expensive problems that you can collect a lot of data around.  Six Sigma is a mature quality approach that requires discipline, trained individuals, and big problems.

My suggestion is to start with Lean and build an improvement culture.  Then, after years of Lean training, implementing lean projects, and resolving the more obvious wastes in your organization, you’ll be ready for a more mature program like Six Sigma.  Some have now started to call this “Lean and Six Sigma”.

So, it needn’t be a case of “either…or”. Instead, it may be a case of the whole being greater than the sum of the parts. Lean and Six Sigma, apart from one another, are very good quality improvement tools. Together, Lean and Six Sigma are great! (Sort of a yin-and-yang, I suppose.)

Try “Lean and Six Sigma”. Let us know how well it works for you.

As Chris Anderson wrote recently, document management systems (DMS) give you several advantages right away — security, cost savings, easy retrieval, and compliance.

I’d add a couple more advantages, at least in the short run. When you subscribe to the soon-to-be-released Bizmanualz document management system, it’ll come pre-populated with Bizmanualz policies and procedures.

You could download policies and procedures and load them onto your local computer network (for example, locate them on a local server). But, then the documents are organized in a basic hierarchical format. You have to somehow build in the access and version control; otherwise everybody has access to your documents. They can read, write to, and delete them without your permission or knowledge.

You could send an e-mail to “All”, saying that “Manufacturing procedures are on the ‘M:\’ drive, in the ‘Procedure’ folder. Don’t change anything without telling me.”  That’s going to work, right?

On the other hand, when you use our online document management system, you’ll simply send a link with login information.  Procedures, records, and rights to use or edit them would be managed within the web-based system. Deployment — and control — become very easy.

When you use our online DMS, the information comes pre-loaded, pre-organized, and rights-managed. The documents can’t get lost, and you don’t have to pull your hair out sorting through multiple versions.

Why is a Document Management System better than a Shared Drive?

Storing and sharing records on your local network is like having an electronic file cabinet. While that’s easier in many ways than a paper-based file system — because you can access it remotely (saving you steps) and quickly and you can easily back up your information — it’s not a great leap forward. You haven’t improved the process — you’ve merely replicated it in a different form.

True, as long as you can put your finger on your compliance records — the part of your system that proves your company complies with some standard or regulation — you’ve got one aspect of your business under control. Beyond compliance, though…are those records helping you manage your business? Can you easily tabulate information contained in the records and produce visual charts and graphs, showing you and your colleagues unusual behavior, or trends?

In the “shared-drive scenario”, the best you can do is once in a while collect information, dump it into a spreadsheet, and chart it. But, if you keep your information in an online DMS with reporting capabilities built in, you can generate and view reports in real time, as your coworkers are entering data into the system. And, you decide who has permission to enter data, read reports, and so on.

At Bizmanualz, we share the following sales report real time across the company on our on-line system. Everyone can see how sales are doing, and what the most popular products are. We can see trends as they develop while there is still time to react to them to affect real-time improvements.

At Bizmanualz, we can see trends as they develop while there is still time to react to them to affect real-time improvements.

And, when you want to revise policies and procedures, the DMS not only helps you to organize the development and review processes — it automatically performs version control and minimizes risks (like documents disappearing).

Do You Want to Take Part in a Document Management System”Beta-Test”?

Our developers plan to open up the Bizmanualz Document Management System to organizations like yours. Soon, new customers will access their Bizmanualz policies and procedures online, using the DMS.

Would you like to participate in a beta test of this system?  Please post your comments below or contact us at our web site, and we’ll let you know when you can try our online Document Management System for yourself, before it goes on the market.

Thank you for your help.

We sometimes hear from small business owners who wish to replicate their successful business and expand to one or more new locations. They often say that they “…need someone to come and package up (their) business from head to toe so we can expand.” That’s what they say — but is that what they need?

Most companies that expand successfully do so with a combination of:

• Researching and documenting “best practices“;
• Process documentation, in the form of well-written policies and procedures;
• Customized employee training; and
• Implementing a quality management system (QMS)

so they get consistent results across all operations.

After a few e-mails back and forth between the small business owner and Bizmanualz, the gravity of the situation — their “replication strategy” — becomes apparent. The process of documenting best practices, implementing policies and procedures, training employees, and implementing a quality management system is no small undertaking — any one of them alone would be daunting, let alone all four. While the owner’s first inclination may be to have someone to come in and do it, seldom are they in a position to budget for it.

Nor would it be advisable, in most cases. For most of our customers, existing staff — labor — is the largest cost, by far. When you dig down for what the owner really wants, it’s to enable the current staff to achieve the desired growth without spending more money than they’re already spending on employees and related expenses. Given our customer’s practical concerns, our approach has evolved into guiding and enabling growth, not sending in a “hired gun” to do it for them. We guide growth through training and workshops, and we enable growth with our products and services.

Saving Time with Pre-Written Policies and Procedures

Our pre-written materials save you time by giving you a starting point and a framework. But, in the case of the business owner seeking growth, he’s asking, “Which procedures do I need to customize, why are they important, and once I’ve customized them, how do I know they’re working?” These and other questions are answered in our two-day roll-out training.

In our Implementation training, we help you find the answers you need and help select the right procedures to sustain growth. That way, your staff can build the best-practice procedures you need.

But wait! There’s more! With the training, you get a year’s worth of phone consultations. Once you’ve taken the Implementation training, pick up the phone and ask us anything you want. Contact us, or download a one-page flier about the roll-out training.

The training will show your team how to build — and sustain — a system of best practices for growth. We’ll help you select, modify, and apply our procedure templates to improve your current operations, making it cheaper for you to provide your service to your customers. Not only do you make your operations more effective and more efficient — saving you money and increasing your profits. In this tough economy, you’re better able to answer price challenges from competitors.

Supporting your Growth and Expansion with Software

Our customers have taught us that when their businesses expand geographically, they often face challenges in coordinating, controlling, and distributing their policies, procedures, and best practices among their locations. That’s why Bizmanualz is currently testing a new software platform that will help you handle these challenges. Once this platform is available, you’ll be able to rent access to our software platform and upload your procedures so that when you’re ready to expand, all your locations can access controlled releases of policies and procedures, as well as other key documents.

Furthermore, you’ll pay only for what you need! Billed monthly, our web-based software will be particularly cost-effective for our small-to-medium-sized customers. You’ll get the convenience, control, reporting, and smooth operations that you want, with none of the hassles of maintaining the software in-house. It will come pre-loaded with your Bizmanualz policies and procedures. All you’ll need is an Internet browser.

If you want to help us test our upcoming web-based policies and procedures management software release, please comment below or contact us via the Web. Our job is to help you grow efficiently and with as little risk as possible. Share your growth challenges with us, and we’ll reply with ideas and products to help you.

When we talk about helping companies obtain ISO 9001:2008 certification, people often ask us, “Why does our company need to be ISO 9001 certified?” Good question. ISO 9001 is the quality management system (QMS) standard and it produces numerous benefits for any company willing to go that route. So, why should your organization obtain ISO 9001 certification?

1. Meet Customer Requirements

Many companies want to get ISO 9001 certified just to satisfy one customer requirement. The customer states that it will only do business with vendors that are certified as ISO 9001 compliant, so to get (or keep) the business they need that certification. The problem with these companies is that they’re looking for a short-term payoff.  They see nothing but that one benefit — we need money– and ignore the long-term benefits, like “if we keep the customer well satisfied, they will want to come back again and again”.

They don’t embrace the concept of quality through continual improvement. They don’t understand that continued customer satisfaction is the ultimate goal of a QMS. In other words, these companies haven’t “bought into the program”. See, you may obtain a piece of paper (that ISO certificate) that claims ISO 9001 certification without seeing much actual quality or improvement. Focusing only on that one benefit — your immediate gain — without putting the customer in front will end up costing you much more in the long run. Hopefully, some of the quality management system ideas may rub off and eventually stick…but wouldn’t you rather have a plan than trust to luck?

2. Get More Revenue and Business from New Customers

Once you earn your ISO 9001 certification, you can advertise your quality certification and respond to requests for quotes (RFQ) from companies that make ISO 9001 certification a “must-have”. ISO 9001 certification can open up new markets you were virtually unable to do business with before your certification.

3. Improve Company and Product Quality

A quality management system standard is all about quality (really!) so, of course, one result of adopting a QMS should be an improved level of quality for the entire organization — every process, and every product. There are many definitions of “quality”, but Philip Crosby and Joseph Juran provide two of the best. Crosby defined it as “conformance to requirements”; Juran called it “fitness for use”.  A well-designed, effectively implemented ISO 9001 Quality Management System will put your company on the Road to Quality.

4. Increase Customer Satisfaction with your Products

Quality means whatever you produce will work as your customers expect. You will meet not only their stated requirements — you will meet more of their implied requirements, too.

Quality also means far fewer complaints and doing a better job of resolving those you do.  If your quality management system is working correctly, you should know what your customers expect and you should be providing it, resulting in increased customer satisfaction.

5. Describe, Understand, and Communicate Your Company Processes

The ISO 9001 QMS standard requires that you identify and describe your processes using business metrics, the purpose of which is to better manage and control your business processes.  Quality objectives form the center of your system.  Metrics are used to understand and communicate your system’s performance relative to your quality objectives.  If you make an honest attempt to conform to the requirements of ISO 9001, you’ll learn more about your business.

6. Develop a Professional Culture and Better Employee Morale

Implementing an ISO 9001 Quality Management System can empower employees. Your QMS will provide them with clear expectations (quality objectives and job descriptions), the tools to do their job (procedures and work instructions), and prompt, actionable feedback on their performance (process metrics). The result? An improved company culture and a more professional staff!

7. Improve the Consistency of Your Operations

What is consistency? Well, one way to think of it is “decreased variation”.  Reducing the variation in your processes is the definition of consistency. Is your customer better served by you supplying them with a consistent product — same dimensions, same weight, same tolerances, same output every time — or by your products being unpredictable and “all over the place”? (I hope you’re not thinking too hard on this.)

Of course, they won’t accept variation, and neither should you! And how do you decrease variation?  Increase control of your processes!  Control comes from having a clear target to shoot for (objective), collecting data on the process (metrics), and understanding how to adjust the process (procedures and work instructions) to maintain the target output.  If your ISO 9001 QMS is working, you should be increasing operational…and product…consistency.

8. Focus Management and Employees

We’ve discussed quality objectives, metrics, and procedures used within an ISO 9001 Quality Management System. Having the right objectives, metrics, and procedures, management and employees should be able to focus better on what’s important.  Yet, this isn’t always the case — it’s easy to lose focus over a period of time.

The ISO 9001 QMS has a way to ensure the company stays focused, and that’s quality auditing.  Internal audits, registration (and surveillance) audits, and self-process audits. ISO 9001 requires that the company periodically audit its quality processes. Regular process audits and as-needed audits, when done correctly, provide the objective feedback needed to correct any deviations from the quality path and keep the company focused on its goals.

9. Improve Efficiency, Reduce Waste, and Save Money

An ISO 9001 Quality Management System isn’t perfect; no process and no one is perfect.  (Why else would the standard devote a clause to “continual improvement”?) A well-run QMS does enable your company to approach perfection.  As your processes improve, become more consistent, and you achieve your target objectives with greater regularity, you will see tangible results. Your process waste will decrease, for one.

Waste is money lost forever. Waste results from poor quality and inefficiency.  Inefficiency results from variation and inconsistent processes.  Reduce variation, improve consistency, and you’ll have less waste…and more money.  It’s that simple!

10. Achieve International Quality Recognition

ISO 9001 is a worldwide standard administered by the International Organization for Standardization (ISO), based in Switzerland. ISO 9001 is currently in use by close to one million organizations around the world!  It is truly a world wide standard for quality! Obtaining ISO 9001 certification puts your company in a very select group.

Why Should Your Organization Obtain ISO 9001 Certification?

Recapping the article, your company’s certification to ISO 9001 will help you:

1. Meet customer requirements;
2. Get more revenue and business from new customers;
3. Improve company and product quality;
4. Increase customer satisfaction with your products;
5. Document, understand, and communicate your company processes;
6. Develop a professional culture and better employee morale;
7. Improve the consistency of your operations;
8. Keep management and employees focused on quality;
9. Improve efficiency, reduce waste and save money; and
10. Achieve international quality recognition.

To learn more about improving your processes, attend our How to Create Well-Defined Processes Class, coming this spring to our St. Louis, Missouri, offices.

This week, I responded to an e-mail from a Bizmanualz reader who asked the simple question: How do we get to best practices faster? They wanted to know how best to use our products and services to address feedback from their sales department — that their processes are too long and, therefore, hamper sales. Bizmanualz will engage to whatever extent suits a customer’s need and budget. There are three options to choose from:

1. Buy whatever of our published products that you think you need or that we might recommend;
2. Start with our introductory process optimization services (outlined below); or
3. Buy the CEO series and contact me to buy two days of training to help you get started on your own.

Get coaching and personal service with our process review (option #2). Current pricing is shown in our shopping cart. Contact me for this service:

Review your current process. What are you doing now, and what do you want to improve? Here, we clarify your current work process so that we can measure improvement.

Compare your current process to Bizmanualz best-practice processes. No need to re-create processes when we already have them. We will update your processes to our best practices, saving you the trouble and expense of doing it yourself. Streamlined process maps are simple to understand and easy to implement.

Define the goals of your improvement and provide a roadmap for implementing change. Some example improvement goals:

1. Simplify the process so that they will be used by employees;
2. Increase the number of sales leads from the level identified in the current state; and/or
3. Increase the number of leads converting to sales or other desirable actions, such as signing up for a newsletter, obtaining a sample product, or requesting contact.

When you employ Bizmanualz to lead your improvement project, we customize a process for you from our extensive library of best-practice processes. Best practices are included. This saves you time and money on research and development. Our approach is to identify incremental improvements that involve and can be sustained by your current staff. Improvements are realistic, achievable, and sustainable so they’re achieved consistently and benefits add up fast.

Process Implementation Phase

I’ve described the process review engagement where the scope and pace of improvement is set.  Implementing the improvements is the next phase.

In the follow-on process implementation phase, Bizmanualz processes are delivered in all the formats — with the checklists and forms — that your people will use to follow through and practice the improvement. For the do-it-yourself-er, most of the process map formats and examples discussed here are described in a recent Bizmanualz article and commentary series, starting with “What is a Process Map?“.

A Bizmanualz quality consultant, with supporting quality engineers, writers, and communications professionals, will customize maps, job aids, and other tools for your project.  Read about the types of process maps and other tools we deliver on our site. The do-it-yourself-er can also read about project management tools and use them to manage their own project.

Anyone can comb through our manuals-product web site and select individual policies, procedures, and forms manuals or they can choose collections such as the CEO Company Policies and Procedures set.  Most CEO Series customers will benefit from a day or two of training and review, where we’ll introduce your employees to the books and tools in the CEO series and show them how to get started.

Contact me, Dan Davison, for more information about training to use the CEO series product.  Do you have comments? How can we help? Please write to me directly, or leave your comments below.

Thank you.

In Sarbanes-Oxley compliance your SOX policies and procedures have the same purpose as with ISO 9001 policies and procedures, to provide a foundation for improvement.  Sarbanes-Oxley is not a quality standard so why the need for improvement?

First, Sarbanes-Oxley (SOX Section 302 and 404) requires that your financial reports contain accurate information from controlled accounting and financial processes.  Second, signing executives have to report on the effectiveness of the company’s internal controls and disclose any significant deficiencies in the design or operation of those internal controls that could affect the company’s financial reports.

ISO 9001 uses terms like effectiveness and deficiencies too.  Only the focus is on continuously improving effectiveness and identifying non-conformances that do not conform to planned arrangements.   Sounds pretty similar to SOX compliance.

SOX Policies and Procedures Provide a Baseline for Improvement

SOX policies and procedures are used to build consistency, communicate SOX internal controls, and provide a baseline for SOX improvement.  This is done by indentifying a target performance (policy) and communicating a series of actions (procedure) to achieve the target. Risks are areas for mistakes, fraud, or abuse.  Internal controls are responses to mitigate indentified risks to the policy and procedure. 

For example, an accounts receivable policy might be timely invoice collection.  Your procedure consists of the steps to ensure a timely invoice collection.  Risks include an accounts receivable clerk taking cash, misapplying collections, or not collecting at all.  Internal controls could include: segregation of duties, cash application controls, bad debt reserves, credit policy, credit approval process, and so on.  Each control counters one or more identified risk to the accounts receivable procedure. 

But let’s say we missed a few risks, now what?  If it is determined to be a significant deficiency then you would disclose the risks that you missed and work on improving them.  With SOX policies and procedures like this, you are Sarbanes-Oxley compliant.  You have reported on the effectiveness of your controls and disclosed known deficiencies, just like with ISO 9001.  Sarbanes-Oxley compliance and ISO 9001 conformance are pretty similar in their implementation.

Bizmanualz Accounting Policies Procedures Manuals serve as a model, or framework, for your own SOX policies and procedures.  Save time with the CFO Accounting Policies and Procedures Manuals set, which contains 239 procedures you can use to address Sarbanes-Oxley compliance with the ten accounting cycles.

Simplifying procedures is a great way to save money and at the same time prepare for growth. By simplifying your procedures, you can cut waste with confidence that you are not cutting essential value-added services customers want to buy. Simplifying procedures prepares your company for growth because it streamlines your operations, documents them, and thus makes it much easier to replicate your operations at another location.

A new operation based on proven procedures is easier to manage because you can evaluate its performance against known metrics. And should the metrics indicate a need for adjustments-typical when rolling out a new location-staff will have procedures in place to affect needed changes. This significantly reduces the risk of opening a new location.

If you want to learn more about how you can save money and prepare for growth, check out our consulting pages. We can help you simplify procedures faster and more efficiently than you can do it yourself because we are continuously writing, publishing, deploying and updating policies and procedures. Our latest procedures represent lessons learned by our thousands of world-wide customers. Developed according to international ISO standards, Bizmanualz procedures move you further, faster. Save time. Why reinvent the wheel?

Check out our consulting pages. Or call me right now. Bizmanualz can help you save money and grow today. Contact: Dan Davison, Vice President Sales & Marketing, Bizmanualz, Inc. tel. (314) 863-5079 x23, Dan@Bizmanualz.com.

Among the top ten reasons that managers give for why their company’s policies and procedures don’t work is that “Employees don’t use them.” When procedures aren’t used, you may wonder why you bothered writing them. Did you waste your time? When procedures are written but not used, lessons that have been learned are forgotten. Mistakes that were corrected on paper long ago are made over and over again. Continuous improvement gives way to continuing problems and waste.

Waste costs money.  Yet, when organizations don’t follow their own core procedures, it’s hard for them to know what works and what doesn’t, so improvement evades them. They risk quality problems and customer disappointment. Customers may defect to competitors. Revenue may suffer.

When even core procedures are not used, you risk not complying with health, safety, and environmental regulations. That can endanger employees and gain unfavorable notice from auditors and regulators, further distracting you from using best practices and making continuous improvements.

Why aren’t your policies and procedures used?

When we hear employees say that procedures are getting in their way rather than helping, we usually find that procedures are too numerous, too long, poorly written, hard to follow, and/or hopelessly complex.  Writing and development problems are the chief reason that policies and procedures suffer such deficiencies. (See our web site for several articles explaining how to avoid and overcome procedure writing and development problems.)

How Bizmanualz Estimates Your Policies and Procedures Project

When companies come to Bizmanualz with poorly written policies and procedures, we typically recommend reducing and simplifying what they have today. Typically, we can cut from 30% to 60% of their documentation load, reducing the cost and complexity which at the same time lessens employees’ objections.

We can recommend an approach for your policies and procedures improvement project based on your answers to the following questions:

• How many procedures do you have today within the scope of the improvement project?
• Send us two or three sample procedures in MS WORD or PDF format. Let us know what format you want for the final procedures.
• What industry are you in?
• List the countries in which the procedures will be used. List each of the languages into which the procedures need to be translated (if any).
• Who is the lead regulator for your industry in each of the countries where the procedures will be used? Provide a link to the regulator’s web site and on-line regulations if available. List any other regulators that are likely to review or audit your procedures.
• Mention any quality standards that you are using or plan to use within 24 months.

Pictures and Graphics Help Bridge Cultural Gaps

If the procedures will be used in more than one country, we typically recommend replacing text with graphics, illustrations and pictures. Graphics are interpreted more consistently across cultures, which drives uniform interpretation and more consistent usage of procedures.

Page for page, graphics are more expensive to produce than written material. But a single graphic may eliminate a lot of pages of written material, mitigating the cost of development.  Most companies consider investment in graphics worth-while because:

• Procedures are used more consistently
• Compliance improves
• Injuries and work disruptions decrease.

Your Budget Considerations:

If Your Budget is Less than $10,000 US:

At budget levels less than $10,000 US, we would typically recommend training for your in-house procedure-writers on how to write more effective procedures. The training is similar to our Well-Defined Processes training, but emphasizes authoring procedures. After the training, your in-house team rather than Bizmanualz would apply the principles and update your procedures. Depending on the experience level of your procedure-writing team, more than one training event may be required.

If Your Budget is $10,000 to $30,000:

At budget levels above $10,000, Bizmanualz relieves your team from the production responsibilities, and provides the man-hours and expertise to update your procedures more quickly than most companies can train and do it on their own. At budget levels in this range, Bizmanualz:

• Evaluates the content and format of each of your existing procedures within the scope of the project
• Provides you with our written critique
• Provides a visual storyboard outlining the specific changes
• Drafts the procedures for your review
• Completes the graphics and reviews them with you
• Provides one revision to text and graphics, incorporates your comments
• Completes and delivers the procedures.

Projects above $30,000 are larger projects in scope; they might require deployment in more than one location, translation, optimization, or a lot of information graphics.

Larger projects may include procedure implementation of your procedures with your employees to make sure that they perceive value and use the procedures.  This may include additional buy-in training for your in-house procedures team on how to build and maintain support for your policies and procedures project.  You may need other communications tools such as job aids or videos that are not strictly considered procedures, but which nonetheless help workers apply the procedures consistently.   Process procedures optimization may require implementing lean, ISO or quality systems.

You can control the scope and budget of your project by:

• Controlling the number of procedures
• Working in phases, and reducing the scope of the current phase.
• Creating fewer language translations and limiting the number of geographies where the new procedures will be used.
• Using fewer graphics and more text.

If you would like Bizmanualz to estimate your policies and procedures project, please send us the information listed above under ‘How we Estimate Your Policies and Procedures Project.’ Don’t forget to send us samples of your current procedures. We will recommend an improvement approach that will increase compliance, safety and communication.

Contact: Dan Davison, Dan@bizmanualz.com, tel. (314) 863-5079 x23, Bizmanualz, Inc.

Why should you implement a lean kanban system?  How can you beat a simplified production system that costs less, satisfies customers more, and takes the headaches out of management?  A kanban is system of signals used in lean to balance the flow of work, materials, and people to get a job done.  Kanbans are used within agile software development, manufacturing, service deployment, construction, and just about anywhere people are implementing lean systems.

Let’s look at the top ten reasons for implementing a lean kanban system.

1. Visualizes your work

A lean kanban translates your production planning into visual kanban boards, kanban cards, or electronic e-kanban signals. A value stream map is used to understand your kanban needs.  Workers can all see what the current production plan is easily and quickly by reading the visual kanbans.

2. Reduces your Work In Progress (WIP)

A Kanban is built by balancing your individual work cells to the pull of customer demand using kanban signals.  Lean balanced flow reduces WIP created by batch sizes that are larger than customer orders.

3. Moves your work along Steadily

A balanced flow is achieved by understanding the takt time or rhythm of customer demand and then adjusting individual work cell batch sizes to achieve the steady balanced product flow.  Your workers jobs are now even, steady, set to a comfortable frequency that satisfies customers and management.

4. Improves your work flow

A steady balanced lean product flow is a great lean process improvement over traditional chaotic systems made of large batch sizes.  The whole system operates together as a team reducing employee stress levels and adding a calm to the organization.

5. Releases your work on demand

New orders trigger the system to produce the next batch.  A balanced system only produces enough products to fulfill customer demand and hence only releases orders on demand.

6. Simplifies your production planning

Your production planning is reduced to adjusting the kanban size as market conditions change.  A steady balanced manufacturing flow sets the order turnaround time eliminating expedited orders and special rush jobs that are the bane of traditional production planning.  In effect, all orders are expedited when you balance the flow to customer demand.

7. Eases your purchase planning

Purchasing becomes balanced with production kanbans and can be simplified even more using e-kanbans that automatically send purchase orders direct to suppliers.

8. Increases your customer satisfaction

The real goal of a kanban is to understand what all customers demand and then focus your production on that customer demand.  When your customers get what they want, when they want it, they become very satisfied customers.  That is the value of a lean competitive advantage.

9. Eliminates your employee confusion

Simplified production planning, simplified purchase planning, and simplified work cells all lead to a simplified system.  Employees can see the simplification and easily understand the flow.  Confusion is virtually eliminated.

10. Minimizes your overproduction risks

Inventory can become obsolete quickly in today’s fast changing marketplace.  A lean kanban will reduce your exposure to excessive older inventory by focusing your production on customer demand instead of production planning.  If you only make what you need then there is little obsolete inventory risk.

Top Ten Reasons for Using a Lean Kanban

1. Visualizes your work
2. Reduces your Work In Progress (WIP)
3. Moves your work along Steadily
4. Releases your work on demand
5. Improves your work flow
6. Simplifies your production planning
7. Eases your purchase planning
8. Increases your customer satisfaction
9. Eliminates your employee confusion
10. Minimizes your overproduction risks

We have heard from several customers about the need for implementing ISO in their unique organizational settings.  Based on this feedback, we are currently developing an ISO QMS implementation guide with tools applicable in different business settings, including service organizations. It will augment our existing ISO 9001 QMS Procedures Manual, and will help answer questions like  ‘How do I get started?’ and ‘How do I roll out ISO in my company?’

As a publisher and professional services firm (not a manufacturer), we have seen benefits from implementing quality methods. We have clear metrics that we measure regularly and are always looking to improve our measurements or come up with better metrics. It is our belief that an implementation guide will provide practical implementation steps to organizations that want to work on their own with little or no help from consultants.

The initial release of the implementation guide, scheduled to be released in the first quarter of 2010, will include the planning, design and implementation tools we have used for our clients–and for ourselves–to become ISO-certified. We are also adding some additional tools and explanatory materials prepared specially for the implementation kit. The tool sets incorporate knowledge amassed over almost ten years of research, use, deployment at client sites, and publication of quality policies and procedures. Check out our recent article & blog series on process maps and current series on project management for more insights into what will be included in the implementation kit.

More companies will benefit from continuous improvement

ISO has helped Bizmanualz cultivate the belief and practice of continuous improvement. By using the “Plan - Do - Check - Act” methods on which most quality systems are built, we have focused on improving underlying processes and avoiding problems in the future. Our process orientation reinforces teamwork: we’re all in this together to improve the process that will create ever-better, sustainable results not only for our customers. By releasing the tools that we ourselves use  internally and for clients, we aim to help other organizations implement quality systems with equal structural support.

The ISO implementation kit will be as easy-to-use and self-explanatory as possible. To support this goal, we are developing a test program in which we will work with selected companies to test and use our implementation kit. If your organization has immediate plans to implement or improve its ISO or related quality system, please contact us through the Bizmanualz website or by commenting below this post. We will provide the implementation product at no charge for test customers in exchange for regular phone reports and occasional access to your facility so that we can learn from your use of the product.

For now I can recommend our ISO 9001 QMS Manual. While it is written from a manufacturing perspective, the principles, as well as many of the specific policies, procedures and forms, can be generalized for a service business. And it has been recently updated to conform with the ISO 9001:2008 standard.

Are you implementing a quality program at your organization? What will be your first step? How will you get started? What do you think should be in our implementation guide? Would you like to try the guide and let us know how to make it better? Leave a comment below or contact me directly at  dan@bizmanualz.com .