A lot of companies are implementing lean systems to develop a lean competitive advantage, but then question if what they are doing is really lean.  Some people think applying lean is like applying six sigma.  But, Lean is not like six sigma. So how do you know when you have gotten lean?  In other words, what does lean look like?  Here are ten simple ways to tell how lean you really are.

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Productivity experts have devised some simple methods to increase your productivity.  They consist of either working harder or working smarter.  Personally I like working smarter but sometimes I end up working harder too.   Use just one idea and you could improve your productivity.  Use all of them and you could double or triple your productivity.

1. Work harder— find ways to increase your task focus.

Work when you are working.  Spend less time socializing and focus on what you need to get done today.  Focus on the tasks at hand and don’t wander into new tasks, multi-task, or get distracted.  The key is to focus and not waste your precious time at work.

2. Work Faster—find ways to pick up your work pace.

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Developing an ISO 9001 Quality Management System (QMS) requires a lot of effort to create a system, change employee behavior (management and workers), and obtain the desired results.  Many companies have successfully built an ISO QMS, passed their initial registration audit, and later failed to maintain all of the documents, records, and quality process activities.  Creating an ISO QMS is one thing but maintaining it can be just as difficult for your organization.

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Policies are most often rooted in undesired consequences.  Something happens that shouldn’t — a door isn’t secure from the outside and someone gets in your building who doesn’t belong — and a policy (i.e., “That door is for exiting the building ONLY in case of emergencies.  It is NEVER to be used as an entry.”) is enacted.

A few — such as high-level, or corporation-wide — policies are designed to promote desirable consequences for an organization, as well as prevent undesired ones.  In this article, we’re going to stick with the first kind.  In any case, the best policies give everyone in the organization a sense of purpose and direction.  So…how do you write a good policy?

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Last week, we discussed three types of Process Maps: High-Level, Low-Level and Cross Functional or “Swim Lanes” Maps.  This week we will take a closer look at Document Maps, and Activity or Value Stream Maps.

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Start by considering what the product is that you produce as an organization and what core processes are needed to produce that product.  In the case of education, the product is learning or a change in behavior as a result of learning something.

Now look at quality in light of behavior change.  What do you design and develop that causes behavior changes.  Certainly that would include teaching methods, but also the curriculum, course length, how the day is structured, homework, grading, extracurricular activities, grade levels, meals served, etc.

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We know that it is important to collect information and feedback from external and internal sources in order to identify problems and non-conformances.  But once you have found a problem, what steps do you take to resolve it?

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Last week we identified another common process maturity level in many organizations, Phase Two — Documentation.  Frequently, this is where organizations get stuck, and are not able to advance in their management system maturity.  We also covered Phase three – Process Stability.  This week we will describe the next two levels in our process maturity model that we use to describe the phases of an improving effective management system.  We call the third level Corrective Action Phase and the fourth level Preventive Action Phase, and we will see why they are so difficult to reach.

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Last week we identified the most common process maturity level in many organizations, phase one — Reactive.  Few organizations are able to advance much farther up in management system maturity.  This week we will look at the next two levels in our process maturity model that describe the phases in which an effective management system comes to life.  The Documentation and Stability Phases.

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The present economic downturn looms over the heads of business executives (and their employees) like the Grim Reaper.

How do you ensure your company doesn’t fall prey to the hype or the financial crisis and actually maintains — or even grows! — during this economic downturn? How can you use this time to focus and develop more sustainable customer relationships to increase your customer satisfaction or customer quality?

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