This is the sixth blog in the series on deer hunting and Lean, Ergonomics (Human Factors, Six Sigma and Systems Thinking (L.E.S.S.). In my last blog I discuss how I’ve applied process improvement principles to individual components of deer hunting. In this part I want to focus on systems thinking and systems approach to deer hunting—the final “S” in L.E.S.S.
This is the fourth blog in the series on deer hunting and Lean, Ergonomics (Human Factors, Six Sigma and Systems Thinking (L.E.S.S.).
In my last blog I explained how a couple of Lean principles are used pre and post-hunt. Well, those same principles can be used once the hunter arrives in the woods. As a reminder, two of the primary principles Lean are to reduce waste and non-value added activities. The goal of hunting is to spend as much time as possible hunting, i.e. in the stand/blind, and minimize the time spent on preparation.
Final pre-hunt preparation
Pushing and pulling is involved in many tasks and jobs in a wide variety of industries. In order to avoid injuries and optimize efficiency it is important to properly design pushing and pulling tasks. A good online resource that explains the ergonomics of material handling in general and then goes into the details of pushing and pulling tasks is called “
The challenge for balancing productivity and safety exists for all industries but especially in the tree care industry where there are many variables that impact both. Tree care companies experience costs related to incidences involving damage to their own property and/or that of the client as well as employee injuries. Often times these incidences are accepted as the normal cost of doing business. The bills are paid and business continues as usual. However, these costs have a significant impact on the amount of extra business a company has to bring in in order to cover these costs. Th
Productivity and efficiency—two buzz words that are talked about and heard continually from large to small businesses. Why? The productivity and efficiency of people and operations can make or break a business. Unfortunately we can’t snap our fingers and make high productivity happen all by itself. However, significant improvements are common when you apply the right principles, guidelines and tools to your business systems and processes.
This is the final blog in the 4 part series on the 4 M’s to effective ergonomics systems. The 4th M stands for Momentum! Momentum or energy is continually needed to drive the system on a continual basis. First, momentum is needed in you (me) both inwardly and outwardly. The keys to inward momentum are:
This is the third part out of four in the article series on the 4 M’s to effective and sustainable ergonomics systems. The third M stands for Mindset. According to the Merriam Webster’s online dictionary, mindset means “mental inclination, tendency, or habit”. Another definition is offered by thefreedictionary.com, “A fixed mental attitude or disposition that predetermines a person’s responses to and interpretations of situations.” Mindset is the third key principle on which successful ergonomics systems are built. One must determine whose mindset must be understood.
This is the second of the 4 part blog series on the 4 M’s to Effective Ergonomics Systems in the Short and Long Term. The second “M” is Marketing. By marketing I mean that the ergonomics systems and associated projects should have a brand. Consider the following: What company name comes to mind based on the following: a Swoosh and the tagline “Just Do It”? Or what company comes to mind if I tell you the logo is a red bullseye? If you said Nike and Target you’d be correct. What about the company you work for? Does it have a brand—a logo and/or tagline?
