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Lean is a Phase B Paradigm

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Phase B Paradigm

Or How to Provide Job Security for Lean Experts…

Joel Barker talked about the life cycle of paradigms in his 1992 book ‘Future Edge’.

His definition of the word ‘paradigm’ is more general than mine. He defines it as a consciously defined model or way of doing things that is useful because it solves lots of problems.
My own definition separates ‘paradigms’ from ‘models’ by saying that the paradigm is what you get when a model is sub-conscious. Despite this difference, we are in the same field, because we both care about how you change them.

He talks about the evolution of paradigms. In Phase A, they are being tried out, pioneered and tested on problems that had previously been poorly solved. In Phase B they pass into the mainstream and become adopted as the ‘go-to’ approach for (in this case) improving operations.

Lean and 6 Sigma have been mainstream for several decades, and so very much in Phase B.

But what happens to phase B paradigms?

They handle many situations, but not all. Over time, they accumulate unsolved problems. Sometimes a hammer is NOT the tool to use. Or perhaps I should say the philosophy does not help.

So what are the operational problems that Lean & 6 Sigma fail to solve?
Here are some that we have had to deal with:
• Argue against a proposed factory closure
• Reconcile supplier disputes
• Create co-operation between ‘rival’ sites
• Compare manufacturing systems of product concepts (during design)

…and some that we might have to deal with
• When to change to a new product concept
• Optimize new product design before start of manufacture

…and one that nobody talks about
• How to provide job security for lean experts

The solution to these is one or more new paradigms.

We have one: it’s the use of explicit models that force both parties to a disagreement to be clear about what they want.
But there are an infinity of other new paradigms that would work.

Lean and 6 sigma will keep you going for now.
Eventually you will need to adapt and adopt a new paradigm or two.

Models&Paradigms

Models and Paradigms

By | Featured, Goals - Dreams - Illogical Achieving, Manufacturing - Illogical Improvements, Marketing & Sales - Illogical Goal Achieving, Models, Paradigms - Illogical Improvements & Achieving | No Comments
Models and Paradigms Blog

‘Models and Paradigms’ means this to us:

Models are explicit.  Things are connected logically.  You can scrutinize the logic and challenge the assumptions. You can change them without emotional upset.

Paradigms are rooted in the human subconscious.  They are implicit. You can only tell they are there, because they show themselves through your behaviors.  The paradigm causes those behaviors.  For example, the way you walk is driven by a paradigm.  Can you describe its precise logic? Can you say why different people walk in different ways?

Or believe different things?

Or make decisions?

So What Do You Do About It?

If you want a different outcome, we have 2 approaches:

  1. Play with the variables of an explicit model for its logic to produce the results you want.
  2. Modify the paradigm so that you dream up a completely new model that produces a better result (this is harder to do)

1 is about Optimizing what you have.  It also serves to open up your thinking ready for 2.

2 is about taking a quantum leap to Create completely new model.

It’s 2 that corporations and modern society really needs, but it gets stuck on those subconscious paradigms.

Remodel International’s approach is to first create explicit models and then work on 2 to invent a new model and make that quantum leap.

Creating models is an intellectual, conscious exercise and lays the groundwork to tackle the subconscious paradigms and unleash your creativity.

No Go Areas

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I’m curious about ideas that are “off limits”.

Stanley area minefield map
Sheep in a Falklands minefield

We see life as something of a ‘minefield’.  We carry a picture in our minds that is like a map.  Ideas that are safe to hold [green], ideas that are a bit controversial [blue]  and some definite no-go areas [red].

But what if we did not have any preconceived ideas?  We would be more like the sheep that can’t read the signs. They are oblivious and happy.

Are we better or worse off than the sheep?

Neither option feels right.

If there really ARE mines in there, then we really don’t want to go there.  But what about the places where we are not sure?  Are we just frightened because we don’t know?

Or are we wary because someone else is frightened?

In business, I would say that is more often than not this last.  We don’t take risks because we are making our bosses frightened. Of being seen as irresponsible, overseeing mistakes being made and ultimately losing their jobs.

How do we get past this?  How do you test an area to see if it is safe? What is the equivalent of ‘sending the sheep in first’?

Our answer is to build models.

Models can be exploration devices. A way of going somewhere in your mind before you set foot there.  It’s completely safe. It’s all about ‘What If?’  We have called models a ‘Bridge of Faith’, because you can simulate crossing a chasm without actually stepping into the void.  Visions are what makes leaders stand out.  Some follow naturally, most need to be coaxed.  A model is a coax…and a coach.  It teaches while it explores.

Plus, we have found that models do much more than exploring the unknown. You can defuse fights with them. I once was called in to arbitrate in a dispute between a subcontractor and a major medical diagnostics manufacturer.  The subcontractor was a sole source and had put their prices up by 40%.  What could the customer do here? Accepting the price rise would make their products unprofitable and rejecting the price rise meant losing their own business.  They clearly needed to reach a compromise.  So I built an operations model.  It had a number of scenarios to see what would happen if sales dropped or rose, product mix changed, raw material and labor rates changed and whether manufacturing improvements were made. Each of these scenarios tackled a different risk for the supplier.  They wanted a guaranteed profit margin, but were not in control of demand.  They had demanded the 40% price rise to cover themselves.  But they didn’t need to.  In the end the model became part of the new contract between the companies with a pre-agreed formula for pricing.

They went on this way for more than 5 years, happily.

15 Seconds of Silence = $15 Million Y.o.Y.

By | Attitude - Illogical Achieving, Featured, Finance - Illogical Profit, Manufacturing - Illogical Improvements, Paradigms - Illogical Improvements & Achieving | No Comments

Stopwatch and money

ILLOGICAL Improvement – Made Real & Logical Overnight

Here’s a true story from few years ago.   Names and places have been changed to protect the innocent…

A growing diagnostic reagent manufacturing business had a bottleneck in its key manufacturing process.  The line was running ‘flat out’ and the production team leader was under pressure to make more to supply a growing market. That´s when his boss called me in. Equipped with stop watch and notebook…went straight to work.  This may sound very ‘60s thinking but it is still worth doing today.   By the end of the day there was enough data to come to a conclusion. A quick analysis showed there was at least 25% spare capacity.  So, why the impression that the line was running flat out?

Coffee was needed with the team leader…

What’s going on? Who are the characters?  There’s Gareth reporting to the team leader, who has responsibilities beyond just this line.  He is experienced and not very opinionated.  He is a solid team member and good follower. On the line itself is Martin and some young and eager people, all willing to do what is needed. It’s Martin who really runs this show.  I had already been told to “watch him”, he holds the key, it seems.   First thing Martin said was, “I’ll eat my hat, if you can come up with ‘anything’ to make this line run faster.”

Hmmm… little did Martin’s know… I already had come up with something, though it was very important not to say just yet. …And we don’t want Martin to eat his hat; we want him to come up with the ‘something’ himself.   For Martin, who lived and breathed running this line, it was totally illogical there was any improvement possible and it was the machine not running fast enough causing the issue.

Having learned about the Socratic Approach from a training course, you know it is far better to ask people questions so they come up with answers themselves.  When ‘they’ think of the solution, it’s theirs…not yours ‘imposed’ on them.

It’s now time to arrange a little meeting with Martin and a couple of his colleagues, no need for the hierarchy to influence things.

First, we do a conceptual warm up exercise and show a picture of a highway with a traffic snarl up on it to get them thinking from different perspectives of the same issue.   Then start asking the ‘illogical improvement’ questions: “Where is the bottleneck?” and “How can you tell?”

They get the answers right without prompting.  So there is no problem with their fundamental understanding. Now let’s relate it to the problem in hand.  “So, where is the bottleneck, exactly?” Answered correctly.

Now the ‘illogical improvement buster’ question for them to realize the solution…“What do you have to do to maximize throughput?”

At that point I shut up and waited.  It took about 15 seconds for the team to figure it out.

Eventually Martin replies. “You have to keep it working all the time.”

“Excellent! Exactly correct!”

Together we examine the data recorded in the notebook and in more detail explain the findings.  “See here: the critical piece of equipment is idle, and then here again and here and here.” In fact, it was idle more than 25% of the time through the day.

“Oh!?” Martin replied surprised and happy hear, more importantly, he was now open to the how-to’s.

Instead of ‘telling’ them… again I asked a ‘results thinking’ question, so they were able to come up with the solution themselves, even though I already had the solution… “So what do you have to do to get 25% more output in the day?”

Martin replied without delay: “Keep it working”.

Which lead me to the next question for them to ‘results think’ about: “How are you going to do that?”

Martin thought for a minute: “Well, the reason your notes show a temporary stoppage is that I have to stop sometimes to do these other things.”

Again asking the next ‘results thinking’ question: “So, how could you rearrange the work to avoid this?”

“We need an extra person.  Is it really that easy?”

“Yes.”

“Let’s try it then!”

Then I explained and asked: “The extra person does not need to be recruited: she is already there.  We just need to redistribute the work a bit. Agreed? Can you do it now?”

“Yes”

Very pleased they came to the conclusions themselves asking the right questions for them to ‘results think’ I wrapped it up for them to get on with it:  “Let’s try it then. I’ll leave now and you will do an extra-large batch tomorrow – ‘30% larger’, in fact.  I’ll call you on Monday to find out how you did.”

Monday came and with it the news that Martin has surprised himself and his team.  He is ecstatic to admit that he got 30% more output overnight.

That crew went on to sustain the performance.  That meant sustaining an extra $15 million of business year on year, without capital or extra revenue expense.

Martin didn’t eat his hat, because through the ‘results thinking process’ he came up with the solution and made the change himself.   Martin did admit, few years later, “I really take my hat off to you!”


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Thank you again and as Jeff Walker says… ‘Let’s Go Get ‘Em This Week!’

James La Trobe-Bateman, Co-Founder & C.E.O.

reMODELInternational.com …Since 1997

ILLOGICAL Improvements…Personal, Professional, Business

Email/Contact:  Think@reMODELInternational.com