Related Posts

• LEAN Sales Cycle - What are you doing to apply LEAN principles to your sales process?

  Our Senior Leadership team recently returned from Japan where they were on an educational journey to bring back ideas from Japanese businesses that had been working on LEAN initiatives for many decades. Their trip included a visit to Lexus, the luxury car maker and part of the Toyota family of brands. As they were departing for their trip I asked that they solicit feedback from the Japanese companies regarding LEAN and its applications to sales organizations. One might describe the Sales Cycle as the time it takes to obtain an interested prospect through a customer purchase order and finally through the ongoing post-purchase customer engagement. If you look at the Sales Cycle in 3 stages, you may find it easier to look for waste in the sales process. Waste will reveal itself in time, motion, over processing and/or wasted human potential of associates. The Sales Cycle -3 Stages: Pre-Sale Activity / Direct Selling Activity / Post Sale Engagement Pre-Sale Activity Building interest with prospects takes research, dedication, focus, creativity and a concise definition of value for one’s target audience. Marketing and Sales ...

• LEAN Leadership Is Unconventional

  As a leader, I have been on a LEAN journey for a number of years. But it was only within the last 12 months that I have been exposed to the concept of LEAN accounting. As my interaction with other LEAN leaders has intensified, I have started to ask the question, “Are you doing anything with LEAN in your accounting area?” And, almost without exception, the answer is “no,” or “not yet.” However, this isn’t surprising, as had you asked me the same question just 6 months ago, the answer would have been identical. My role at Cambridge is unique in that, as COO and CFO, I have a leadership role in both operations and finance. In the world of LEAN, the operations folks are generally the most rapid implementers. This has been true in our case, and most of my LEAN learning has been on the operations side of the business. However, once I was exposed to LEAN accounting, it became clear to me that, absent considerable leadership changes on my part, I was going to quickly become a ...

• It Takes Humility to be a Lean Leader

  Recently, in my first blog post, I asked the questions, “Why do financial executives so frequently find themselves following, rather than leading, during a LEAN initiative? Has your company implemented LEAN in the finance/accounting area? If not, why not?” It is my experience that the single biggest obstacle to a creating a truly LEAN culture in an organization is the character of the leaders tasked with implementation. And, among the character traits that we will discuss in these series of blog posts, I truly believe that HUMILITY is at the heart of, and foundational to, any successful effort at LEAN leadership. If you are like me, a leader who has reached a senior level in their career path, you know that personal ego is no small thing when it comes to your leadership. Properly managed, it can be an effective force in leadership. However, more commonly, it is a destructive force. And, even worse, one that most of us, as leaders, fail to acknowledge or even recognize, LEAN is about acknowledging that our work, no matter how good we feel ...

• Growing, Engaging People Every Day In Lean

  Reprinted with permission from the Winter 2017 issue of Target, an AME Publication. Authored by Lea Tonkin Cambridge Engineering employees are growing even faster than the company Inspiring stories about lean and enterprise-wide transformation can sometimes seem too good to be true. This is the feeling Marc Braun, president of Cambridge Engineering, Inc. in Chesterfield, Missouri has about the company’s cultural transformation during the past several years. “It is incredibly humbling to walk into the plant and see how our people are growing and how much joy lean has brought into their lives,” Braun said. “You wouldn’t believe it unless you experienced it for yourself.” The family-owned heating and ventilation system manufacturing company is known for high-quality products and a strong family culture. What’s happening now, through lean, is different. John Kramer, Jr., chairman and CEO, shared, “People know me as a being a big dreamer, but the impact our people at Cambridge are making in others’ lives exceeds my wildest dreams. I believe the journey we are on is one that will ultimately restore glory and dignity to manufacturing ...

• FIX WHAT BUGS YOUR CUSTOMER - Getting LEAN beyond the manufacturing floor

  During a recent visit in Rhode Island, a customer and friend of our organization complained about the features of our WiFi thermostat and Iphone App. He just didn’t like the interface with the control application. He struggled with understanding if the HVAC equipment was running and he didn’t like not being able to program the system settings directly from the Iphone App. Our phone interface bugged him. What happens when our customer’s get repeatedly frustrated with experiencing our product, services or people? You know the answer. They’ll be gone. We have been learning and growing in our LEAN journey at Cambridge. My key learning has come in the form of exposure to the energy and passion of our Operations staff for documented improvements in our plant. I’ve been drawn into the LEAN vortex in operations because of our people and their commitment to improving things every day. Unfortunately, the passion for LEAN has not translated to the same awesome level of enthusiasm and commitment beyond the factory floor. Like many in the sales, the customer service and the ...
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  ANDON - OUR LATEST LEAN IMPROVEMENT

  Cambridge has recently decided to test the Andon strategy from the Toyota Production System in conjunction with the lean manufacturing already being practiced at our shop. Andon is a popular form of visual management used in lean, designed to alert operators of problems as they occur in order for corrective action to be taken immediately. Originating from the Jidoka methodology used in Toyota’s production system, the system empowers employees to recognize problems and take initiative to stop the workflow without waiting for their superiors to do so.  In most cases, an operator would pull the “Andon Cord” - a rope located above the manufacturing line which signals to everyone that a problem has been detected in a specific location on the line. Because of its benefits and empowerment to employees, Cambridge decided to adopt its own form of Andon. Instead of using a typical Andon Cord, we chose to use the Voxer App.  Voxer is a “walkie talkie-like" app that can be downloaded on smartphones or computers. This app was chosen because, unlike the traditional Andon method, it allows various forms of access to the individuals ...