Episode

Mark talks about the types of Value Stream organizations and their benefits. But why are organizations reluctant to move to a Value Stream structure? Mark discusses the reasons why.

Mark talks with Jerry Wright on his new book about the ills of MRP. Jerry talks about his experience of seeing failure after failure with companies trying to perfect MRP. He argues that a Lean Transformation is impossible if MRP is used as the primary resource planning tool. MRP was first introduced in 1964 and despite its failures, is still the tool of choice for so many companies today.

Mark speaks with Griselda Abousleman, an inspiring Lean colleague whose life story encourages all minority women and anyone striving for success. Her journey is detailed in her book, “From the Border to the Boardroom,” where she recounts her upbringing in Brownsville, Texas, and her determination to succeed despite challenges.

Most people define defects based on an engineering product specification. There is nothing wrong with this. However, in this episode, Mark DeLuzio explains why we need to broaden our thinking when it comes to defining defects.

Are you focusing on productivity as your barometer of Lean improvements? Mark DeLuzio discusses why this approach may be leading your Lean transformation into a brick wall.

Have you ever wondered why a supplier is auditing their “customer?” Mark discusses the ills of Lean Audits and the destructive culture created by those executing these audits.

It appears that the Lean Community has lost its way from the originators of Lean…that is, Toyota. Mark DeLuzio discusses the many reasons why and points out the need for us to get back to basics.

Nathan Corliss joins Mark DeLuzio to discuss the crucial topic of respect for people within lean transformation processes. As they navigate through personal anecdotes and professional insights, they discuss the significance of understanding and valuing employees’ contributions and the principles of continuous improvement.

Ever wonder what a Lean Investor thinks? What they see? The questions they ask? Probably not, since there are so few in existence. In this episode, Mark talks with his long-time friend and colleague of 34 years, Cliff Ransom, of Ransom Research. As a Wall Street Analyst, Cliff covered Danaher, starting in 1990 at their Jake Brake Division. He has dedicated his professional career to the understanding of Lean Thinking as it relates to investing and profitable growth. A life-long learner who has invested his own time on Shingijutsu Study Missions around the world, including Toyota Japan. Having grown up with Danaher, Cliff understands the growth and mindset that made Danaher the powerhouse it is today. Listen as you learn to see Lean through Cliff’s eyes as well as our discussion on the “next generation Danahers.”

Like many poisons, they initially taste good. However, over the course of time, the poison will be your ultimate demise. Mark and Jon talk about how our metrics drive behaviors that fly in the face of Lean principles. Most metrics today do little to truly solve a problem. Traditional accounting, Gemba Boards, and standard KPIs need to be carefully evaluated to ensure they are congruent with your Lean transformation.

Learn about the 7 Flows of Manufacturing as taught by our Sensei Chihiro Nakao of Shingijutsu. Jon takes us through The 7 Flows, which are easy to understand. However, not all that easy to implement. These concepts are a must if you are to call your operations “Lean.”

Mark discusses why TOC was not included in the framework of DBS and how TOC is in conflict with fundamental Lean principles. In the final analysis, it was determined that TOC offered nothing unique when compared to Lean and had the potential to drive the wrong behaviors while creating mass confusion amongst Danaher companies.