In my career, I have been an employee for companies in which I was a part of leadership team in implementing ergonomics and lean programs.
Lean, Ergonomics, Six Sigma and Systems Thinking (L.E.S.S.™): Part 5: Brief Overview of Systems Thinking
“This sounds like just another ‘flavor of the month’ ”
“We’ve had several like you (meaning consultants) through here already—none of it (these new initiatives/changes) has stuck because we are always moving on to the next thing”
“Just you watch—wait a month, two, six or maybe a year, but it won’t last—it never does”
(If you’re a regular reader of my newsletter or have had the opportunity to work with us, you are very familiar with our Do More With L.E.S.S. (Lean, Ergonomics, Six Sigma and Systems Thinking) strategy and approach to problem solving and increasing organizational performance. Today I want to give you the top 3 ways of getting the most out of L.E.S.S.)
In part two of this blog series I gave an overview of Lean. Now we’re moving onto the second component of L.E.S.S.™ which is Ergonomics.
Ergonomics (synonymous with Human Factors) Defined
In part one of this blog series I went over the case for integrating two common and two not as common methodologies for business systems improvement: Lean, Ergonomics, Six Sigma and Systems Thinking. Although most are probably familiar with all four of them I think it’s worthwhile to spend a blog on each one in order to highlight their definition and purpose, common tools and uses.
The economy is great.
(Lean, Ergonomics, Six Sigma and Systems Thinking)
In part 1 we looked at current business disciplines, their associated strengths and weaknesses and the reason for why a new strategy and approach is need for proactively and reactively solving productivity, efficiency and safety issues. In part 2 we are going to explore the power of L.E.S.S. ™
The Power of L.E.S.S. ™