Author Archives: CATALYSIS

How to Manage in a Culture of Continuous Improvement

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The overall objective of a lean management system is to develop people to solve problems and improve performance. A lean management system can help an organization learn and understand their business, create alignment within the organization, enable problem-solving in the gemba, and sustain improvements. The lean management system is made up of ten interdependent components […]

Five Benefits of Visual Management

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We have all heard the saying, “a picture is worth a thousand words.” That is the best way to sum up visual management. The purpose is to make it easy to access and understand performance. In Creating a Lean Culture, David Mann compares visual management to the transmission of an automobile. The transmission is vital […]

How to Build the Foundation of a Continuous Improvement Culture

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In Management on the Mend, John Toussaint, MD explains that “principles are how a person, or a team organizes and externalizes values. In the way that values drive the culture, principles drive behaviors.” Toussaint goes on to say that principles can also help find points or common ground with others. Consequently, the Shingo Principles are […]

Four Questions to Consider When Creating Leader Standard Work

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Leader standard work is one of the elements in a lean management system. In his book Creating a Lean Culture, David Mann compares leader standard work to the engine of a car. While many of us might not know a whole lot about cars, we do know that the engine is a vital part. Likewise, […]

Five Behaviors That Embrace Scientific Thinking

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The principle “embrace scientific thinking” falls within the continuous improvement dimension of the Shingo Model. Each principle within this dimension is essential to improvement, innovation, and continuous learning. If an organization is truly embracing scientific thinking everyone in the organization works to generate repeated cycles of experimentation and improvement when faced with a problem. Here […]

Dos and Don’ts of Implementing Process Observation

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Kamishibai, or process observation, is not only fun to say, but it is also an essential component of a lean management system. Process observation helps to ensure that you are maintaining standards and the standards you have in place are delivering on the expected outcome. If you walk away from processes that you improve, they […]

Dos and Don’ts of Implementing a Daily Huddle

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A daily huddle can go by many names; improvement huddle, performance huddle, just a huddle, whatever you want to call it. No matter the name, there are many reasons to implement a daily huddle; for example, to facilitate continuous daily improvement, engage your team in problem solving, and help your team understand the importance of […]

How to Encourage Systemic Thinking

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When I was asked to write about one of the Shingo Principles, I immediately thought of my favorite– “Think Systemically.” I’ll explain why it’s one of my favorites at the end. How many times have you heard colleagues talking about their improvement work, excitement in their voice, but then begin to wonder if this work […]

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