Inventory is a term used to describe stored goods. These goods can be in the form of parts or raw materials prior to processing or after processing as finished goods.

This is the time that products spend in inventory (storage) or buffers and is calculated by Takt Time x number of items in inventory. 

(See Inventory - Takt Time - Buffer)

The Is/Is Not Analysis is a technique used to help clearly define a problem. When used in conjunction with the 5W-2H technique, we would also try to exclude certain factors/elements/ conditions by ensuring the who, where, what, when are not affected or impacted by this effect or issue. 

We should use caution when using the Is/Is Not Analysis as it is possible to exclude major factors from the problem statement - “Don’t throw the baby out with the bath water”. 

(See 5W-2H)

Ishikawa was a Japanese engineer who introduced the seven basic quality tools and is said to have developed the cause-and-effect, or fishbone, diagrams. The main headings/categories for the Ishikawa diagram are:

People - man.

Process - method. 

Equipment - machine. 

Parts - material. 

Environment - Mother Nature. 

(See Cause and Effect - Fishbone - Problem Solving - FMEA - 7 Quality Tools)

The Howard Jackson Model for systematically building trust and respect is a repeatable series of steps that build on from each other in sequence to establish better collaboration. 

The model is shaped as a pyramid and has six key elements:

1. Straight talk: open and direct communication is the first building block for trust and respect.

2. Listening for understanding: focus your attention on understanding the meaning behind what people are saying.

3. Organisational commitment: the concept of organisational commitment refers to a person’s effective reactions to characteristics of his employing organisation.

4. Reliability: do what you say you will do without fail.

5. Trust: trust, as a common word in ordinary language, retains much of that meaning when employed as a concept in social science.

6. Respect: although there are many levels of respect, the respect that follows trust leads to deep esteem for another person.

Jidoka is a Japanese word that is often referred to as ‘automation with a human touch’ (or intelligent automation). Jidoka is one of the main principles or pillars for the Toyota production system (TPS) and ensures quality is automatically built into a production process. When defects or failures occur, Jidoka automatically stops the production process as soon as an error arises, so there will not be a build-up of defects (waste). 

(See TPS)

Just in Time is the manufacturing method of ensuring that the minimum number of parts and materials (inventory - consumables) are on site when required and by definition, just in time. Many organisations use this method to some extent but due to the time sensitive nature of our business, it is critical that we are not waiting on inventory or parts. As inventory left unused on shelves or in storage is spent money, we are always reviewing this. 

(See 7 Wastes - TIMWOOD)

Kaizen is a Japanese process that introduces gradual or small incremental improvements (Kai = change and Zen = good) or continuous improvement. 

At the Manufacturers Network, we create and develop integrated teams to focus on problem areas and use our A3 Kaizen template to identify current state and focus on the seven wastes to prioritise improvement opportunities. 

“It’s not about improving 1 thing by 100% but 100 things by 1%.” 

(See Current state - 7 Wastes - CI - CI 10 Commandments - Optimisation - A3)

Kanban is a Japanese process that ensures that no time is lost waiting on parts and manufacturing consumables. Originally, cards were used as a signalling system for customer demand (internal or external customers). 

Many organisations use Kanban for consumables, spare parts, PPE, COSHH. It ensures that what we need is where we need it, when we need it, in the quantity we need it.

The Kano Model is a theory of product development and was developed by Professor Noriaki Kano. The model classifies customer preferences into five types of customer requirement categories.

Robert L. Katz was an American social and organisational psychologist. He created the concept of managerial skills in 1955. His Skills Model identifies three skills required for first-line management, middle management and top management: 

Skill 1 - technical skills: knowledge about, and proficiency in, a specific type of work or activity. 

Skill 2 - human skills: as technical skills relate to the ability to work with things, similarly, human skills relate to the ability to work with people. 

Skill 3 - conceptual skills: as a leader grows higher in the organisational ladder, the expectations from him are to provide strategic direction, create the vision and motivate the workforce to dedicatedly pursue the organisational goals.

John Kotter was a professor at Harvard Business School, author, and business consultant globally known as an expert in change management and change leadership. His Harvard Business Review, Leading Change, is one of the most read articles and his best selling book of the same name is also known as the ‘bible for change’.

Based on his research, Kotter identified that 80% of businesses fail to make sustainable achievements and identified eight reasons for this. He then turned these into his Eight Step Change Model for implementing successful and lasting change in organisations.

1. Create a sense of urgency: Kotter says that change happens when at least 75% of employees are convinced that change is necessary. This sense of urgency is developed among employees by change leaders through having a candid and open dialogue.

2. Create a guiding coalition: change leaders need a group of strong and experienced team members who approve of the idea of change. They are the individuals who understand the value of change.

3. Create a compelling vision: the next step for change leaders and its coalition is to create a vision of what their organisation will look like in the future. An inspiring vision helps other employees understand the change and aids buy-in to it.

4. Communicate the vision: communicate the vision powerfully and convincingly. It should be communicated frequently so that everyone in the organisation clearly understands it.

5. Remove obstacles: there are always obstacles that prevent or slow down change, so identify and remove these obstacles. Lewin’s force field analysis is an excellent technique to identify these obstacles or forces. Put in place a system for change.

6. Create short-term wins: these short-term achievements or wins are crucial for motivating employees. They create a sense of achievement and successful change.

7. Build on the change: quick wins are only the beginning, go back and perform lessons learned: what went well? what didn’t? what can you improve? Or, using PDCA, build a review plan into the act phase to identify further improvements.

8. Anchor the changes: focus on the long-term change. Consolidate and systemise the changes so that they are not lost or forgotten and become the way of working.

Elisabeth Kübler-Ross, M.D. (1926–2004) was a Swiss-born psychiatrist, a pioneer in near-death studies and the author of On Death and Dying (1969), where she first discussed what is now known as the Kübler Ross model. In this work, she proposed the now famous Seven Stages of Grief™️ as a pattern of adjustment. The curve has since been adopted and adapted into The Kübler-Ross Change CurveTM by many corporations to train employees in change and loss via seven steps:

1. Shock: surprise or shock at the event.

2. Denial: looking for evidence that it isn’t true.

3. Frustration: recognition that things are different, sometimes angry.

4. Depression: low mood and low energy.

5. Experimentation: initial engagement with the new situation.

6. Decision: learning how to work in the new situation, feeling more positive.

7. Integration: changes integrated, a renewed individual.

Max Landsberg, the author of The Tao of Coaching, developed The Skill Will matrix in 1996 and argues that it helps to determine the coaching style or approach required for various situations: Skill depends on experience, training and understanding. Will depends on desire to achieve, incentives, security and confidence.

1. High will - high skill = delegate: these are high performers (challenge them).

2. Low will - high skill = advise / excite / coach: these are potential detractors (motivate them).

3. Low will - low skill = direct: these are low performers (direct them).

4. High will - low skill = guide/mentor: these are contributors (guide them).