![\"\"](\"https:\/\/logihelgu.com\/agile\/wp-content\/uploads\/2012\/05\/lean2012.png\")
<\/span><\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t<\/div>\n\t\t\nLean 2012<\/a> is the first Lean conference in Iceland (I think)<\/i>. I attended and I put down a few notes:<\/p>\n
Introduction speech<\/b>
\nP\u00e9tur Orri<\/i> talked about the change of scenery of business today. How outlearning your competitor is the most important things in order to stay on top.
\nOld ways of Lean management was just standardizing the production line but today we need more in order to succeed. If you are outwitted you might just loose everything over night.
\nA good workplace needs happy and engaged workers and people need purpose.
\nThen he related to Nokia as an example of a product where they lost customers and mentioned briefly that Iceland now has 17 airlines flying to Iceland\u2026I don’t know if that’s really a good thing for the long run…well see \ud83d\ude09<\/i><\/p>\n
The Toyota way to Excellence<\/b> What is Kaizen and how we use it as \u00d6ssur<\/b> One size does not fit all\u2026the need to continually evolve the approach to quality & productivity<\/b> Meaningful buy-in from management and epmpoyess is needed. Lean Management: From Thinking to Acting<\/b> Lean deployment in a greenfield on the edge of the world<\/b> It\u2019s the SYSTEM stupid!<\/b> The Panel<\/b> Lean 2012 is the first Lean conference in Iceland (I think). I attended and I put down a few notes<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1,52],"tags":[],"class_list":["post-557","post","type-post","status-publish","format-standard","hentry","category-blog","category-lean"],"yoast_head":"\n
\nJeffrey K. Liker<\/i>
\nHe honestly begun by admitting that when he was inved to talk at the conference he had to take out a globe to see where Iceland was and he was very impressed by the Golden Circle<\/a> tourist trip he took upon arriving.
\nHis talk discussed how Toyota developed their culture: a culture of continuous improvement. How lean is very similar to the word learn: learn to be healthy and being able to run \u201cfast\u201d for a long time.
\nToyota history, how the Toyoda<\/a> family grew from hard work into Toyota and the culture behind the ideology\u2026
\nThe Toyoda Cultural values<\/b><\/p>\n\n
\u201cIt is a big world out there, open the window\u201d<\/q>
\nIdeology of JIT was founded by the Toyota thinking where there aren\u2019t enough resources around.
\nOhno wrote down the Toyota Production System. The TPS House drawing by his pupil to explain the thinking behind the system.
\nA lot of history and basic ideology where Lean comes from and how the mentality and culture is the most important part of it all.<\/p>\n
\nViktor\u00eda Jensd\u00f3ttir<\/i>
\nExplaining how continuous improvement is a great tool. Kaizen days (3-5) to focus on specific tasks and find better ways. 2-4 weeks are in preparation mode and follow up 30\/60\/90 days after where they measure changes. Business cases are created to show off to upper management.
\nWhent through how they use Kaisen\u2019s to become the best company that they can be.
\nInsiprational how enthuistatic \u00d6ssurs employees are about Lean\/Kanban and focused as presented in the slides.<\/i><\/p>\n
\nBrenton Harder<\/i>
\nWe are all chief sustainable change managers.<\/q>
\nHas learnt more about how not to do it rather then how to do it \ud83d\ude09
\nCheck out Honeywell operation system: From bitter to sweet (economist)<\/a>, good story\u2026
\nAlways look out for the best way to go without holding on to a specific methodology or fad.<\/p>\n\n
\n\u201cIt\u2019s not one person, not one team, its the whole business\u201d<\/q><\/p>\n
\n\u00ddr Gunnarsd\u00f3ttir<\/i>
\nWorked at Toyota and they din\u2019t call in Lean, they do many things that have been formalized in Lean talk but you might not find the terms within Toyota. Somethimes they referred to Lean as “George”.
\n\u201cI am responsible for the custom experience\u201d<\/q>
\nCreate and communicate your Lean plan. Get confirmation, get feedback.
\nKeep everybody enlightened.
\nAgree on your Lean mission.
\nState and agree on your Lean objectives.
\nShe stated that she was a Lean fanatic and spoke very fast and had a lot to say. That made it a little hard to keep up with everything she said and take notes, so I might have forgotten to write some things down.<\/i><\/p>\n
\nMagn\u00fas \u00fe\u00f3r \u00c1smundsson<\/i>
\nTalk about how Fjar\u00f0a\u00e1l was set up. Went into a lot of details of how they\u2019ve implemented the TBS<\/a> via ABS<\/a>. Being from the east of Iceland I\u2019m really interested into taking a look at the plant itself\u2026maybe I can get a tour this summer \ud83d\ude09<\/i><\/p>\n
\nJohn Seddon<\/i>
\nHe started by stating that “Agile is just doing the wrong thing faster” (pun on IT projects 30% failing)<\/i>.
\nGreat point about getting to know what is needed before<\/b> involving IT. First build the system, make it work, improve it and have it working and first then bring in IT. Here the system is not<\/b> the IT system but the “process” or how people work…get that right first and then turn it into software…then you really know what you wan’t & need and how it works.<\/i>
\nWhen he came to the slide with the word Lean he said: \u201cDon\u2019t do this shit\u201d (good pun for this crowd…he\u2019s not fond of the word…and had some good points to it…just like the founders of Toyota had): Never codify method (Haiichi Ohno). You need to know before you codify\u2026and to write it down you might fuck the future up.
\nA tool is for a specific purpose, if you don\u2019t know who made it or what is was build for you can’t use it\u2026do you have the same problem?
\nIf you explain, they don\u2019t get it, if they study they get it.<\/q> This one is quite loaded and has a direct link to “Teaching by questioning”…<\/i>
\nGet a tool or fashion one for yourself.
\nStudy the work beforehand!
\nI thought this was a really good ending, not only did he have some excellent points & truths but he also questioned the whole “Lean” religion. The latter may have been more rememberable at this conference, but I liked it…good to get someone who’s not a fanatic to keep people open minded \ud83d\ude09<\/i><\/p>\n
\nQ: What’s your take on John\u2019s talk on Lean not being good?<\/i>
\nA: Can\u2019t find Lean at Toyota. Toyota is not using these tools, they are solving problems in the system. Lean has a lot of value in the word today.
\nA: Learn what are you problems, don\u2019t have someone else come in and learn for you!
\nA: It\u2019s about understanding where you are and where you wan\u2019t to go.
\nA: Change the system = redesign the process. Learn all things through your process\u2026Learn!
\nA: Many tools, know them and fit the right one for you problem\u2026or create a new of you can\u2019t fint the appropriate tool. Ask the who, what & why before starting\u2026don\u2019t follow blindly a single tool or methodology.
\nA: management thinking has to change!
\nA: not many of us are the top leaders, how do we get them on board. DO ANYTHING TO MAKE THEM QUORIOUS! (Get them on to learning)<\/p>\n","protected":false},"excerpt":{"rendered":"