Ep.276 - Continuous Improvement - Integrated Production Control System Series

Are you creating a feedback loop at your most critical point in the system? In this Integrated Production Control System series episode, Jason unpacks how to create a continuous improvement system with daily feedback loops. You'll learn the BSRL research lab story (gave everyone 8 waste cards, reviewed daily in morning worker huddles, got 160 lean improvement videos, could have gotten 600-800), why everyone must memorize the 8 wastes by heart, the afternoon foreman huddle system (turn in daily reports, coordinate to reduce 8 wastes next day, quiet 1-on-1 sessions for target production and improvements), morning worker huddles with training on improvements from yesterday, the $200-$500 reward for reciting the 8 wastes by memory, and why we're focused on commitments that benefit the GC instead of actual coordination that improves production and removes roadblocks.

What you'll learn in this episode:

• Everyone must memorize 8 wastes: Give cards, review daily, post signs, give substantial rewards ($200-$500 gift card) if they can recite by memory and explain why they're created; cannot underestimate this, people don't know what they should/shouldn't be doing if they don't know 8 wastes

• Afternoon foreman huddle system: First 15-30 minutes, turn in daily reports, coordinate on plan for next day, discuss what held them up, collectively ask "How can we create more flow for each other?"; Next 30 minutes, quiet session where superintendent works 1-on-1 with each foreman on target production for next day, improvements to make, things to teach crews

• Morning worker huddles: Training on how to change and improve from yesterday; each crew needs to know WHY they weren't winning, discuss how to win tomorrow, record video with improvement based on lean principles

• Daily feedback loop: Gather videos daily when crews don't meet production, deploy morning training to correct it with daily feedback loop working on daily basis

• Current condition vs challenge: We only focus on commitments that benefit GC, not actual coordination/changing actions/beliefs that improve production and remove roadblocks; we focus too much on task dates, not making work ready in flow and removing waste ahead of flow; Huddles should coordinate BUT also create flow, every foreman should know exactly what they'll do to win more the next day

"If you're implementing Last Planner or Takt and you're not picking up time, then we're not doing it right. We need to be improving not only crew efficiency but more importantly flow efficiency of everything we're doing, picking up time and getting it faster to the customer. Every day foreman should see what's going on, correct that, and plan the next day."

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Also, here are links to our YouTube Channels:

· Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg

· LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt

· LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured

· LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw