A friend of mine asked recently: “What do you want me to present at a Lean conference?” I suggested to discuss “What is Lean?”. This is because I have an ongoing dilemma with continuous improvement (CI) frameworks such as Lean, Operational Excellence, TPS etc.
You may not know that Ozgene is a family business. I recently attended the State Conference of Family Business Australia here in Perth. One of the conference themes was succession planning and it felt like people were looking for the next commander-in-chief. This prompted me to ask the questions… What is my role as the CEO? What is my role as a leader?
I recently chaired a lunch time discussion on ‘Standard Work – the Basis for Scientific Thinking’ at the Shingo International Conference in Atlanta. Handel’s Water Music Finale was playing on my phone. The discussion started with a comment by one attendee: “We cannot do Standard Work – we employ artists in a creative business that makes greeting cards, gifts etc.” I turned up the volume of the music and asked people what they thought the music was. The answer was “Bach”, “Beethoven”, “classical music”. I prompted for the purpose of playing the music, putting it into our lunch session context.
Over the past years we have been working on our organisational excellence framework. As a result, we have established a culture around our Vision & Mission (why), Strategy & Tactic (what) and Operations (how). One aspect, however, that has remained elusive is the gemba walk. ‘Gemba walk’ is a Japanese term used by Toyota to describe a walk through the workplace. The intent is to observe the processes and people while the actual work is being performed. This is opposed to sitting in a meeting room and discussing what everyone thinks might happen at the workplace.
The team at Ozgene has over two decades of experience creating customised knockout and knock-in mice for pivotal medical research globally. Over 300 scientific publications are based on research using Ozgene mice.