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Listen to Dr. Womack discuss Lean in the 2nd part of a 2 part podcast. Part 1 of the podcast was A Gemba Talk with Womack on Lean. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Just the intro and ending was repeated. About 2 minutes on each end. Other Books by Dr. Womack: Lean Thinking: Banish Waste and Create Wealth in Your CorporationLean Solutions: How Companies and Customers Can Create Value and Wealth TogetherThe Machine That Changed the World : The Story of Lean ProductionRelated Information: Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

Listen to Dr. Womack discuss Lean in the 2nd part of a 2 part podcast. Part 1 of the podcast was A Gemba Talk with Womack on Lean. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Just the intro and ending was repeated. About 2 minutes on each end. Other Books by Dr. Womack: Lean Thinking: Banish Waste and Create Wealth in Your Corporation Lean Solutions: How Companies and Customers Can Create Value and Wealth Together The Machine That Changed the World : The Story of Lean Production Related Information: Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

Listen to Dr. Womack discuss Lean in the 2nd part of a 2 part podcast. Part 1 of the podcast was A Gemba Talk with Womack on Lean. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Just the intro and ending was repeated. About 2 minutes on each end. Other Books by Dr. Womack: Lean Thinking: Banish Waste and Create Wealth in Your CorporationLean Solutions: How Companies and Customers Can Create Value and Wealth TogetherThe Machine That Changed the World : The Story of Lean ProductionRelated Information: Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

Is Lean anything more than a Hypothesis? Dr Jim Womack: “The life of lean is experiments. All authority for any sensei flows from experiments on the gemba [the place where work takes place], not from dogmatic interpretations of sacred texts or the few degrees of separation from the founders of the movement. In short, lean is not a religion but a daily practice of conducting experiments and accumulating knowledge.” Listen to Dr. Womack discuss Lean in the first part of a two part podcast Part 2 of the podcast will be next Tuesday. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Dr. Womack is the founder of and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company chartered to advance a set of ideas known as lean production and lean thinking. Related Information: Lean, Quality, Six Sigma Consultants and Organizations – 28 Day Marketing Program Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

Is Lean anything more than a Hypothesis? Dr Jim Womack: “The life of lean is experiments. All authority for any sensei flows from experiments on the gemba [the place where work takes place], not from dogmatic interpretations of sacred texts or the few degrees of separation from the founders of the movement. In short, lean is not a religion but a daily practice of conducting experiments and accumulating knowledge.” Listen to Dr. Womack discuss Lean in the first part of a two part podcast Part 2 of the podcast will be next Tuesday. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Dr. Womack is the founder of and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company chartered to advance a set of ideas known as lean production and lean thinking. Related Information: Lean, Quality, Six Sigma Consultants and Organizations – 28 Day Marketing Program Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

Is Lean anything more than a Hypothesis? Dr Jim Womack: “The life of lean is experiments. All authority for any sensei flows from experiments on the gemba [the place where work takes place], not from dogmatic interpretations of sacred texts or the few degrees of separation from the founders of the movement. In short, lean is not a religion but a daily practice of conducting experiments and accumulating knowledge.” Listen to Dr. Womack discuss Lean in the first part of a two part podcast Part 2 of the podcast will be next Tuesday. We discussed his new book Gemba Walks and many of the problems in implementing Lean. Dr. Womack is the founder of and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company chartered to advance a set of ideas known as lean production and lean thinking. Related Information: Lean, Quality, Six Sigma Consultants and Organizations – 28 Day Marketing Program Lean is the tool that Creates the Customer Relationship Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

These questions may get answered for you when you listen to this podcast. Do you think Lean can be applied to Sales and Marketing? Do you think Sales and Marketing departments resist becoming Lean? How important is Lean to Sales and Marketing? Or, how important is Sales and Marketing to Lean? Erik Haberkern, a General Sales Manger of a global Fortune 300 chemical company discusses the application of Lean in Sales sand Marketing. Eric first worked as a Facility Manager and soon became a Lean Deployment Manager. He transferred those skills to Sales and Marketing. Eric’s credentials are best described in comments by his colleagues: Erik is a true professional in every sense of the word! He helped complete the most successful acetylene Lean project at the Roseville, MN facility. Erik's leadership skills are second to none, and he uses these skills to motivate and inspire the people around him. He also understands how to work within a team, to get the most out of the people, and to utilize their strengths in the role to which they belong. Among his greatest strengths are his abilities to work with people at all levels within an organization, effective leadership style in motivating others to deliver results, and his promotion of accountability through taking action. As you listen to the podcast, you can see how true these comments are. Erik follows a very structured team approach in implementing Lean filled with a whole bunch of We’s and few if any I’s, a consummate team player. Eric can be found on LinkedIn. Related Information: How to develop a Survey to capture Voice of Market Can you really use Lean for Marketing? – Dr. Balle The Future of Marketing is Lean Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

These questions may get answered for you when you listen to this podcast. Do you think Lean can be applied to Sales and Marketing? Do you think Sales and Marketing departments resist becoming Lean? How important is Lean to Sales and Marketing? Or, how important is Sales and Marketing to Lean? Erik Haberkern, a General Sales Manger of a global Fortune 300 chemical company discusses the application of Lean in Sales sand Marketing. Eric first worked as a Facility Manager and soon became a Lean Deployment Manager. He transferred those skills to Sales and Marketing. Eric’s credentials are best described in comments by his colleagues: Erik is a true professional in every sense of the word! He helped complete the most successful acetylene Lean project at the Roseville, MN facility. Erik's leadership skills are second to none, and he uses these skills to motivate and inspire the people around him. He also understands how to work within a team, to get the most out of the people, and to utilize their strengths in the role to which they belong. Among his greatest strengths are his abilities to work with people at all levels within an organization, effective leadership style in motivating others to deliver results, and his promotion of accountability through taking action. As you listen to the podcast, you can see how true these comments are. Erik follows a very structured team approach in implementing Lean filled with a whole bunch of We’s and few if any I’s, a consummate team player. Eric can be found on LinkedIn. Related Information: How to develop a Survey to capture Voice of Market Can you really use Lean for Marketing? – Dr. Balle The Future of Marketing is Lean Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

These questions may get answered for you when you listen to this podcast. Do you think Lean can be applied to Sales and Marketing? Do you think Sales and Marketing departments resist becoming Lean? How important is Lean to Sales and Marketing? Or, how important is Sales and Marketing to Lean? Erik Haberkern, a General Sales Manger of a global Fortune 300 chemical company discusses the application of Lean in Sales sand Marketing. Eric first worked as a Facility Manager and soon became a Lean Deployment Manager. He transferred those skills to Sales and Marketing. Eric’s credentials are best described in comments by his colleagues: Erik is a true professional in every sense of the word! He helped complete the most successful acetylene Lean project at the Roseville, MN facility. Erik's leadership skills are second to none, and he uses these skills to motivate and inspire the people around him. He also understands how to work within a team, to get the most out of the people, and to utilize their strengths in the role to which they belong. Among his greatest strengths are his abilities to work with people at all levels within an organization, effective leadership style in motivating others to deliver results, and his promotion of accountability through taking action. As you listen to the podcast, you can see how true these comments are. Erik follows a very structured team approach in implementing Lean filled with a whole bunch of We’s and few if any I’s, a consummate team player. Eric can be found on LinkedIn. Related Information: How to develop a Survey to capture Voice of Market Can you really use Lean for Marketing? – Dr. Balle The Future of Marketing is Lean Why Lean Marketing? Because it is the Future of Marketing … PDCA for Lean Marketing, Knowledge Creation Lean Marketing Creates Knowledge for the Customer

I had the pleasure of discussing the mission and expertise of the Juran Institute, Inc. with their CEO, Joe DeFeo. The Institute provides research and pragmatic solutions to enable organizations from any industry to lean the tools and techniques for managing quality and performance excellence. As a result of this discussion, I think you will take away some different views on the subject of quality and how they apply to your organization. This is not quality for the sake of quality. This is quality for the sake of business improvement.  The Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e , was co-authored by Joe DeFeo and the late Dr. Joseph M. Juran. This authoritative resource shows how to apply universal methods for delivering superior results and organizational excellence in any organization, industry, country or process. In the podcast, Joe will give two people the opportunity to win a copy of the handbook. P.S. What do you talk about before a podcast begins? I left some beginning remarks. I have to correct our statement in the beginning,  WKRP was in Cincinnati. Upcoming Events: Juran is conducting blended Lean Six Sigma workshops for Green Belt and Black Belt certification beginning in April 2011. The workshops begin with required online independent study of e-learning modules. The estimated 24 hours of independent study must be completed by the start of the onsite, instructor-led portion of the workshop. The onsite workshop training, held in Southbury, Connecticut, will expand upon the topics covered in the e-learning modules. Training will be interactive with group case study exercises, problem analysis and statistics practice. Here is a list of all the workshops Juran currently has scheduled for 2011: Lean Six Sigma Blended Green Belt - (Beginning April 4, 2011) Lean Six Sigma Blended Black Belt - (Beginning April 4, 2011) Lean Six Sigma Upgrade to Black Belt - (Beginning May 2, 2011) To register, or for more information, please call 800-338-7726, or email Tina@juran.com. Related Information: Juran Institute Website ASQ Columbus Spring Conference will host Marketing with Lean Need to grow by innovation, consider the little i versus the big I. Integrating Value Networks Understand Scrum, Understand Implementing PDCA Why does sales and marketing operate to a different quality standard?

I had the pleasure of discussing the mission and expertise of the Juran Institute, Inc. with their CEO, Joe DeFeo. The Institute provides research and pragmatic solutions to enable organizations from any industry to lean the tools and techniques for managing quality and performance excellence. As a result of this discussion, I think you will take away some different views on the subject of quality and how they apply to your organization. This is not quality for the sake of quality. This is quality for the sake of business improvement.  The Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e , was co-authored by Joe DeFeo and the late Dr. Joseph M. Juran. This authoritative resource shows how to apply universal methods for delivering superior results and organizational excellence in any organization, industry, country or process. In the podcast, Joe will give two people the opportunity to win a copy of the handbook. P.S. What do you talk about before a podcast begins? I left some beginning remarks. I have to correct our statement in the beginning,  WKRP was in Cincinnati. Upcoming Events: Juran is conducting blended Lean Six Sigma workshops for Green Belt and Black Belt certification beginning in April 2011. The workshops begin with required online independent study of e-learning modules. The estimated 24 hours of independent study must be completed by the start of the onsite, instructor-led portion of the workshop. The onsite workshop training, held in Southbury, Connecticut, will expand upon the topics covered in the e-learning modules. Training will be interactive with group case study exercises, problem analysis and statistics practice. Here is a list of all the workshops Juran currently has scheduled for 2011: Lean Six Sigma Blended Green Belt - (Beginning April 4, 2011) Lean Six Sigma Blended Black Belt - (Beginning April 4, 2011) Lean Six Sigma Upgrade to Black Belt - (Beginning May 2, 2011) To register, or for more information, please call 800-338-7726, or email Tina@juran.com. Related Information: Juran Institute Website ASQ Columbus Spring Conference will host Marketing with Lean Need to grow by innovation, consider the little i versus the big I. Integrating Value Networks Understand Scrum, Understand Implementing PDCA Why does sales and marketing operate to a different quality standard?

I had the pleasure of discussing the mission and expertise of the Juran Institute, Inc. with their CEO, Joe DeFeo. The Institute provides research and pragmatic solutions to enable organizations from any industry to lean the tools and techniques for managing quality and performance excellence. As a result of this discussion, I think you will take away some different views on the subject of quality and how they apply to your organization. This is not quality for the sake of quality. This is quality for the sake of business improvement.  The Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e , was co-authored by Joe DeFeo and the late Dr. Joseph M. Juran. This authoritative resource shows how to apply universal methods for delivering superior results and organizational excellence in any organization, industry, country or process. In the podcast, Joe will give two people the opportunity to win a copy of the handbook. P.S. What do you talk about before a podcast begins? I left some beginning remarks. I have to correct our statement in the beginning,  WKRP was in Cincinnati. Upcoming Events: Juran is conducting blended Lean Six Sigma workshops for Green Belt and Black Belt certification beginning in April 2011. The workshops begin with required online independent study of e-learning modules. The estimated 24 hours of independent study must be completed by the start of the onsite, instructor-led portion of the workshop. The onsite workshop training, held in Southbury, Connecticut, will expand upon the topics covered in the e-learning modules. Training will be interactive with group case study exercises, problem analysis and statistics practice. Here is a list of all the workshops Juran currently has scheduled for 2011: Lean Six Sigma Blended Green Belt - (Beginning April 4, 2011) Lean Six Sigma Blended Black Belt - (Beginning April 4, 2011) Lean Six Sigma Upgrade to Black Belt - (Beginning May 2, 2011) To register, or for more information, please call 800-338-7726, or email Tina@juran.com. Related Information: Juran Institute Website ASQ Columbus Spring Conference will host Marketing with Lean Need to grow by innovation, consider the little i versus the big I. Integrating Value Networks Understand Scrum, Understand Implementing PDCA Why does sales and marketing operate to a different quality standard?

Dr. Jeff Liker celebrated author and authority on Toyota and the Toyota Production System was my guest on the Business901 podcast and we discussed his upcoming book, The Toyota Way to Continuous Improvement (Book release date is May 13th). Dr. Liker in comparing Lean and Six Sigma: Sometimes, I've heard people say Six Sigma is more sophisticated, and it's like the graduate school for the tougher problems that require advanced statistics; and Lean is more common sense and practical, and more quick and dirty. That's not the way I look at it all. But the tool that you see with Lean is something like the Kanban system. You have a card and you write information, and you decide what the maximum and minimum is. And when you reach the minimum, you send the card. That's a very simple production and inventory control system compared to a linear program that is on the cputer; you put in all sorts of data and you optimize the schedule. Here, you've got these cards, and people are just counting cards, and it seems very primitive. But the reason why these tools are so simple is because Toyota wants the people who are actually doing the work to see the problems as they occur. They want them to solve them in real‑time, one by one, as they come up, instead of allowing problems to accumulate, and then, perhaps once a year, once in three years, do a big, deep dive project and you're basically trying to solve three years of accumulated problems. So the tools and techniques are intentionally very simple, a trend chart, not regression analysis. Admittedly, there may be some loss of precision, because we don't know if it's statistically significant or not, but what we're doing is lots and lots of little problem‑solving cycles, and we're learning by direct observation. Because you can see it and touch it, people who are actively engaged at the workplace can understand it. So it's by definition the tools are very visual and very easy to understand. And Dr. Liker went on to say: So, we're constantly looking for the next thing without realizing that we already had it to begin with, whether it was total quality management or a continuous program or A3s or DMAIC, whatever it was. The underlying PDCA concept was there to begin with, but we didn't continue. We didn't have what Deming called "Stability of purpose," and we focused on the tool and deploying the tool instead of developing the culture, so that PDCA became a way of thinking and a way of living rather than a program. Professor Liker is the author of The Toyota Way Fieldbook which is one my favorite and most quoted books. His most recent work, Toyota Under Fire a 2011 Shingo Prize Winner, takes you beyond the headlines and into the offices and factories of Toyota to reveal the truth behind the company's highly publicized and controversial recall of over 10 million vehicles. Professor Liker’s Company Website: Optiprise Related Information: Why Lean Marketing? Because it is the Future of Marketing PDCA for Lean Marketing, Knowledge Creation Understand S

Dr. Jeff Liker celebrated author and authority on Toyota and the Toyota Production System was my guest on the Business901 podcast and we discussed his upcoming book, The Toyota Way to Continuous Improvement (Book release date is May 13th). Dr. Liker in comparing Lean and Six Sigma: Sometimes, I've heard people say Six Sigma is more sophisticated, and it's like the graduate school for the tougher problems that require advanced statistics; and Lean is more common sense and practical, and more quick and dirty. That's not the way I look at it all. But the tool that you see with Lean is something like the Kanban system. You have a card and you write information, and you decide what the maximum and minimum is. And when you reach the minimum, you send the card. That's a very simple production and inventory control system compared to a linear program that is on the cputer; you put in all sorts of data and you optimize the schedule. Here, you've got these cards, and people are just counting cards, and it seems very primitive. But the reason why these tools are so simple is because Toyota wants the people who are actually doing the work to see the problems as they occur. They want them to solve them in real‑time, one by one, as they come up, instead of allowing problems to accumulate, and then, perhaps once a year, once in three years, do a big, deep dive project and you're basically trying to solve three years of accumulated problems. So the tools and techniques are intentionally very simple, a trend chart, not regression analysis. Admittedly, there may be some loss of precision, because we don't know if it's statistically significant or not, but what we're doing is lots and lots of little problem‑solving cycles, and we're learning by direct observation. Because you can see it and touch it, people who are actively engaged at the workplace can understand it. So it's by definition the tools are very visual and very easy to understand. And Dr. Liker went on to say: So, we're constantly looking for the next thing without realizing that we already had it to begin with, whether it was total quality management or a continuous program or A3s or DMAIC, whatever it was. The underlying PDCA concept was there to begin with, but we didn't continue. We didn't have what Deming called "Stability of purpose," and we focused on the tool and deploying the tool instead of developing the culture, so that PDCA became a way of thinking and a way of living rather than a program. Professor Liker is the author of The Toyota Way Fieldbook which is one my favorite and most quoted books. His most recent work, Toyota Under Fire a 2011 Shingo Prize Winner, takes you beyond the headlines and into the offices and factories of Toyota to reveal the truth behind the company's highly publicized and controversial recall of over 10 million vehicles. Professor Liker’s Company Website: Optiprise Related Information: Why Lean Marketing? Because it is the Future of Marketing PDCA for Lean Marketing, Knowledge Creation Understand S

Dr. Jeff Liker celebrated author and authority on Toyota and the Toyota Production System was my guest on the Business901 podcast and we discussed his upcoming book, The Toyota Way to Continuous Improvement (Book release date is May 13th). Dr. Liker in comparing Lean and Six Sigma: Sometimes, I've heard people say Six Sigma is more sophisticated, and it's like the graduate school for the tougher problems that require advanced statistics; and Lean is more common sense and practical, and more quick and dirty. That's not the way I look at it all. But the tool that you see with Lean is something like the Kanban system. You have a card and you write information, and you decide what the maximum and minimum is. And when you reach the minimum, you send the card. That's a very simple production and inventory control system compared to a linear program that is on the cputer; you put in all sorts of data and you optimize the schedule. Here, you've got these cards, and people are just counting cards, and it seems very primitive. But the reason why these tools are so simple is because Toyota wants the people who are actually doing the work to see the problems as they occur. They want them to solve them in real‑time, one by one, as they come up, instead of allowing problems to accumulate, and then, perhaps once a year, once in three years, do a big, deep dive project and you're basically trying to solve three years of accumulated problems. So the tools and techniques are intentionally very simple, a trend chart, not regression analysis. Admittedly, there may be some loss of precision, because we don't know if it's statistically significant or not, but what we're doing is lots and lots of little problem‑solving cycles, and we're learning by direct observation. Because you can see it and touch it, people who are actively engaged at the workplace can understand it. So it's by definition the tools are very visual and very easy to understand. And Dr. Liker went on to say: So, we're constantly looking for the next thing without realizing that we already had it to begin with, whether it was total quality management or a continuous program or A3s or DMAIC, whatever it was. The underlying PDCA concept was there to begin with, but we didn't continue. We didn't have what Deming called "Stability of purpose," and we focused on the tool and deploying the tool instead of developing the culture, so that PDCA became a way of thinking and a way of living rather than a program. Professor Liker is the author of The Toyota Way Fieldbook which is one my favorite and most quoted books. His most recent work, Toyota Under Fire a 2011 Shingo Prize Winner, takes you beyond the headlines and into the offices and factories of Toyota to reveal the truth behind the company's highly publicized and controversial recall of over 10 million vehicles. Professor Liker’s Company Website: Optiprise Related Information: Why Lean Marketing? Because it is the Future of Marketing PDCA for Lean Marketing, Knowledge Creation Understand Scrum, Understand Implementing PDCA The differences in Lean and Agile Continuously improving thru PDCA