It won't make sense but they'll take them away! You are so dumb! You are really dumb, for real!
HEADLINE: LEAN TECHNIQUES INCREASE VISUAL CLUTTER
I stand strong AGAINST unnecessary visual clutter in the workplace.
We had a huge laugh when a friend told us that she worked in a new laboratory where the VP had been trained in what I will call "LEAN techniques."
LEAN techniques mean that the white man has heard about some techniques that he hopes will make him look better to upper management, who he hopes will then reward him, give him a raise, a pat on the back, and a new title. He is going to implement the techniques without a true understanding of the effect of the techniques on the workplace, the workers or the outcome on the customer/patient. In other words, he hasn't captured the true essence of LEAN. He grasped couple straws to show off with and this makes workers/nurses/etc. MAD. ANGRY.
Back to the friend in the new laboratory where the VP had LEAN techniques...
When she told us "then they took all the drawers away" with the most incredulous tone and look on her face, we busted out laughing.
We have the same incredulity to this day when the LEANSTERS swoop in on a drawer removal mission.
What's the harm in a drawer, you wonder?
Why would you build a new nice lab facility and then remove the drawers, leaving the supplies that were organized and out of view to sit out all over the benchtop, increasing visual clutter and inability to clean and dust easily?
Well, let's go to the LEANSTERS to find out...
"Also make things easy to put away. Having to open a drawer to put something away might not seem like a big deal, but if you do it five times a day, that's 1,250 drawer openings and closings a year. Can't you do something more useful than that with your time? Part of this phase is storing similar items together for logical consistency. Some places color code things to make them easier to identify and pick up. Label items and storage locations so you know where everything is at a glance."
from LEAN Six Sigma Secrets for the CIO: ITIL, COBIT, and Beyond, by William Bentley and Peter T. Davis.
IS THAT WHAT THIS IS ABOUT? 1,250 seconds per year? One second to open, one second to close? That is 20 MINUTES per year! WAKE UP. That makes NO sense. ZERO.
You mean to tell me you are taking away the organized clutter free look of drawers in the workplace to save 20 MINUTES per year?
Can you see why we think these people are out of their minds?
And the author asks if I can find something more important to do with my time than spend it opening and closing a drawer? Well, here is what I CAN find that is more important - doing the job that I am paid to do, rather than having to dust around supplies that are now kept out in the open.
Keeping supplies/papers, etc. that are utilized once per week, or even once per day in a drawer that can be opened and closed in 2 seconds makes sense.
Hello. Is anyone listening? Common sense here please?
But NO, they come in and remove drawers without study or question. And they remove them with the narcissistic authority of one who is not to be questioned. If you do question the logic, you will be treated like a sub par human being who is questioning the obvious. Thus, the cult label that I have applied in a previous blog entry. The cult leader is not questioned. Don't forget.
The LEANSTERS are removing the drawers without checking with the worker to see if the drawer is opened 50 times per day (agreed upon possible waste- a LEAN term), or 5 times per day (10 seconds per year savings), or even 1 time per week (let's see, that's 2 seconds per week, or 104 seconds per year or a grand savings of 1.733333 minutes per year. Wow. We need to worry about that drawer, hmmm.)
Read the following review of LEAN Six Sigma Secrets for the CIO: ITIL, COBIT, and Beyond (OMG, it's so incriminating- why? see bullets below)
This complete resource for CIOs and IT managers provides effectivestrategies to address the human element that is so fundamental to success and explains how to maximize the voice of your customers while keeping in touch with the needs of your staff. And perhaps most importantly—it provides the evidence needed to build your case to upper management. http://www.dl4all.com/e_books/100600-lean-six-sigma-secrets-for-the-cio-itil-cobit-and.html
-"effective strategies" ---- jury is OUT on this.
-"address the human element"-----there are humans involved here? thinking humans?
-"keep in touch with the needs of your staff"-----this is big counsel, anyone listening?
-"Perhaps most importantly (hee, hee), PROVIDES EVIDENCE TO BUILD YOUR CASE TO UPPER MANAGEMENT"-----yeah, that's right, the big consulting fees paid out and big monetary rewards promised to your hospital/workplace mean that you are going to look BIG. Even though the workers will see that you are LITTLE due to your lack of common sense application.
So would you look at the number of seconds you are trying to save and please listen to your workers and please not blindly remove drawers just because LEAN says to do it?
Thank you.
Coming up:
Hawthorne effected numbers and LEAN http://www.q-skills.com/Lean6Sigma.pdf).
No comments:
Post a Comment