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Do you love Lean Thinking?  I do.  Are you focused on Lean Thinking in Action™?  At Creation Technologies we are, and here’s why.

Kaizen - change for the better

I woke up early on a Saturday morning some time ago and couldn’t sleep. So, while the rest of our family was sleeping, I switched on my Kindle and read a few chapters of a leadership book.  In one of the chapters, the author was sharing how their organization had benefited from a focus on Lean.  While skeptical at first, this author became a proponent of Lean as he witnessed first-hand the excitement and satisfaction people experienced as they collaborated on improving their own work areas and processes.

It got me thinking about our Lean Thinking in Action™ journey at Creation Technologies and why I love Lean.  Lean Thinking in Action™ is a key focus under Our Pursuit of Excellence®.  Here’s what I wrote down that Saturday morning:

Our Lean Thinking in Action™ journey encourages and empowers every member of our Creation family to live our Core Value of Entrepreneurship, think and act as an owner, and make improvements that benefit our customers, supply chain partners, shareholders and our people.

It’s really that simple.

To learn more about Creation Technologies, please check out our website.

What are your thoughts on Lean? Has it helped your organization? Are you on the journey?

9 Comments to Why You Should Love Lean Thinking in Action™

  1. Arun Mathur's Gravatar Arun Mathur
    Mar 27, 2013 at 7:45 am | Permalink

    If every employee in an organization start thinking lean, the company is bound to be profitable.
    This could apply to families, communities, and even countries. It’s our EGO that prevents us from doings the right thing.

  2. Alyssa Davis's Gravatar Alyssa Davis
    Mar 27, 2013 at 8:48 am | Permalink

    I don’t think it’s only or always ego that stops us from pursuing Lean. I think some it is also fear and dislike of change. Too often, when asked why a person is following a certain process, the answer is “we’ve always done it this way”, an answer that is the anathema of Lean.

  3. Rick Hughes's Gravatar Rick Hughes
    Mar 27, 2013 at 10:28 am | Permalink

    I believe in lean thinking, I do it in every day life.
    To me it is a pocess of learning a new behavior of change.
    We use it in every thing to make change possible, it makes thing easier and more benificial to the work place and environment and it makes things that are done less stressfull.
    I personally have problems with person’s who don’t either like to change or don’t care,
    or don’t listen because their ideas are better, to me it should be a calaberation of ideas and put the best one forward.
    Have Great Day!

  4. Mar 30, 2013 at 10:34 am | Permalink

    I like the emphasis on lean culture. When we founded SEA back in 2003, the founders – Lockheed, Boeing, Northrop, Raytheon, Honeywell, Parker, et al had over 10 years of experience in supplier development and where very clear about the lack of sustainability when doing just Kaizen and 5S activities. Everyone liked what was done, but leadership was not integrated and the teams who flew out to do the events like “seagulls” could not address the longer term issue of building a lean culture much less securing leadership commitment to excellence.

    As we designed the first SEA Roadmap the name became “Lean Enterprise System” because they recognized this shortcoming in just doing lean activities on the shop floor.

    The SEA Roadmap took on a “Leadership & Culture” track for this reason (it also took on a “Workforce Development” track because that was another shortcoming of most lean approaches.

    I believe that an important aspect of lean culture is “pay it forward” as you have demonstrated in your blog. Today SEA facilitates site visits to excellent supplier companies for suppliers and of course customers – we believe that peer to peer communication and sharing that occurs during site visits changes CEO minds and sets a new reality that is inescapable and changes pathways for CEOs and owners that eventually changes lives as you have demonstrated at CT.

    For instance, a thorn in the side of most OEMs is special processing. They’re on the end of the food chain usually and always get parts late with demands for faster turnaround than they quote. A recent visit to Hixson with their CEO Doug Greene facilitating allowed almost 30 companies and customers to see what is really possible in the special processing business. A site visit can change hearts and minds more than any other sales pitch or vehicle we know of.

    Thanks for your leadership on this important initiative.

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Leaders who refuse to listen will eventually be surrounded by people who have nothing significant to say.
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