2 Second Lean - 3rd Edition: How to Grow People and Build a Fun Lean Culture

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The very next week, after the infamous you don’t know how to manufacture line, two kids named Brad and Jon showed up at our door. Brad and Jon had been missionary kids in Japan and had worked as translators for a Japanese man who was teaching Lean to American companies. They learned the concepts so well they decided to strike out on their own and my company, FastCap, was their first victim. Standardize in the 3S model expands the concept beyond just routines into the broader issue of standardization at large.

Lean thinking is fun and exciting! The ideas I have learned from my Lean friends are tectonic! I have attempted to write a Lean book - short, visual and simple There are plenty of workshops, executive manuals and textbooks on the market. I wanted to write a book that would make Lean accessible to everyone, from homemaker to executive. When humility becomes a central attribute of the Lean leadership, a vortex of creativity and buy-in will follow. When there is a culture where people know there is not an egomaniac in charge, they begin to grow and thrive." This remarkable book stands out among the plethora of Lean books. If you’re new to Lean, get this book! If you‚’re a Lean expert, get this book! Either way, it won’t disappoint. There is no magic number for how long to do daily meetings before building more onto your lean management system. However, we recommend three months of doing daily meetings (only) before moving onto Step 3 below. This is based on FastCap’s own lean journey and other 2 Second Lean companies like Cambridge Engineering.Second Lean will flip your world right-side up. It’s a practical way to improve your life every day by making a simple 2 second improvement. Join author, business expert, radio show host, and international speaker, Paul A. Akers, as he takes you on a LEAN journey that will transform every aspect your life... from your home to the office. Karl Wadensten – President Vibco Vibrators and Radio Talk Show Host Lean Nation on AM790 and 790Business.com His reluctance was unnerving. He said, Well, I don’t know. I said, Well, what do you think my problem is? He paused, looked around the shop floor and said, Do you want to know the truth? I said, Of course! He said, You don’t know what you’re doing and you don’t know how to manufacture. Ouch. When Cambridge Engineering started their daily meeting they did it for about three months before doing anything else. They did not have their people do 3S and daily improvement until after they established an effective and engaging daily meeting. Keep it Simple and Short! Everybody tells you how to implement Lean… but Paul reveals the values that make Lean grow from within your people. In my opinion, that is the significant contribution this book makes to the broader base of knowledge. Well done.

Nevertheless, I humbled myself. Ok, Tracy, what do I need to do? He said, You need to learn something called TPS-Toyota Production System, also called Lean Manufacturing. My Favorite Principles: Make people the center focus of your life. Pursue the right thing over profit. The profit will follow. Teach and train..." Title is for identification purposes only and does not imply an endorsement by the Attorney General’s Office or the State of Washington. My mistake had to do with my incorrect focus on processes. I needed to focus on building a culture of people who understand and embrace continuous improvement." Lean thinking is fun and exciting! The ideas I have learned from my Lean friends are tectonic! I have attempted to write a Lean book - short, visual and simple. There are plenty of workshops, executive manuals and textbooks on the market. I wanted to write a book that would make Lean accessible to everyone, from homemaker to executive.Have you read 2 Second Lean or are you interested in implementing it at your organization? Thankfully, there are a TON of free videos and resources available on the internet to help you get started. I asked the VP of (of Toyota) a very direct question, 'What is the most important thing for Toyota?'...Without hesitating, he said, 'The most important thing for Toyota is people. Toyota is all about teaching and training people and building a culture of continuous improvement."

Honesty is the best policy, and I plan to be honest. This was not my favorite read. Sure, the lessons were good, but the message came off sort of like it was for first time employees of the company rather than a help book. Having to get all the way to the end before LEAN was broken down for us was sort of frustrating. However, this doesn’t mean the lessons learned along the way were hopeless. To be lean is to eliminate what bugs you, going one at a time, and standing on it’s two foundational principles: eliminating waste and continuous improvement. Your thoughts and take-away from this chapter: Lean videos: Chapter Two You Mean I’m Really That Bad?He understood that if you made things simple, there was a much greater chance of people understanding and implementing the ideas."