Kevin G. May

Why does every Continuous Improvement practitioner have 5S in their toolbelt? Because it's insurance. This pic is from a client that let metal shavings build up under the machine, until those shavings fused and grounded to the floor. The result was a $10k repair to a welding arm. Sustain & Standardize are always the hardest part of 5S, and the ones that will bite you. If you think this only applies to a manufacturing company think again. Remember I'm the guy who works the entire Supply Chain, think order to cash. And if you're data looks like this picture, it will make going digital, much less reliably using AI, very difficult.

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The #1 barrier to Lean isn’t tools—it’s communication. Excellence happens in conversations, huddles, and shared understanding across the team. Without open and consistent communication, even the best systems will collapse into silos.

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Alongside Edge of Lean, I’m going to start sharing something small each week. I’ll call it 𝐄𝐝𝐠𝐞 𝐨𝐟 𝐋𝐞𝐚𝐧 – 𝐒𝐭𝐞𝐚𝐥 𝐓𝐡𝐢𝐬.. Each Steal This is a simple experiment is something an experienced practitioner could try this week to see the system more clearly or shorten a learning cycle. It’s not advice. It’s not a best practice. And it’s not meant to work everywhere. Sometimes it will land. Sometimes it won’t. That’s expected. Lean improves through experiments, not ideas. If one of these prompts sparks a test or a conversation, great. If not, feel free to let it pass. #EdgeOfLean #StealThis #LeanThinking #ContinuousImprovement #PDCA

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Want to know if you're in the value stream? Here is the Simple Lean Value Stream Test Ask yourself this question: "If a customer or client could see what I'm doing right now, would they willingly pay for what I am doing?" If the answer is yes, you're creating value. If no, you might be performing organizational theater. Simple Lean: Focus relentlessly on what creates customer value. #SimpleLean #ValueStream

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Operational excellence isn’t about jumping straight into Lean or Six Sigma. Those are powerful tools—but not the first ones I reach for. I start by uncovering hidden inefficiencies, quantifying real costs, and applying the right mix of methods. Only then do I decide if Lean or Six Sigma is the right fit.” #Agilemethodologies #truefit #manufacturingexcellence #manufacturing #leadership #management

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S I P O C Continuing with the Lean Manufacturing tools I’ve been sharing... 🔎 Need clarity before diving into process improvement? Start with SIPOC. Before solving problems or launching improvement initiatives, we must understand the process from a high-level perspective—who is involved, what goes in, what comes out, and who receives the value. That’s where SIPOC comes in: 🟩 Suppliers – Who provides the input? 🟨 Inputs – What’s required to start the process? 🟦 Process – What are the key steps? 🟧 Outputs – What does the process deliver? 🟥 Customers – Who benefits from the output? ✅ It’s not just a mapping tool—it’s a communication and alignment tool. 📌 It helps clarify scope, eliminate assumptions, and get everyone on the same page before jumping into Lean or Six Sigma techniques. 📌 It’s ideal for cross-functional projects and early stages of problem-solving. 📌 It builds shared understanding between Operations, Quality, Engineering, and Supply Chain. 💬 As a manufacturing leader, I’ve used SIPOC to align stakeholders in complex environments and prepare the ground for successful continuous improvement. It creates structure before detail—and strategy before tactics. #LeanManufacturing #SixSigma #SIPOC #ProcessMapping #OperationalExcellence #Leadership #ContinuousImprovement #Manufacturing

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Excited to share this recent podcast episode where I had the pleasure of joining The Excellence Foresight Podcast as a guest! The host, Nancy Nouaimeh, and myself explored how excellence models provide a proven, integrated approach to improving organizational performance - bringing together many approaches (e.g. Customer Service, Balanced Scorecard, ISO, Lean, Six Sigma) and other initiatives under one powerful umbrella. Whether you're a leader, practitioner, or professional passionate about performance improvement, I invite you to listen in for practical insights you can apply in your own organization. Tune in here: https://lnkd.in/g-kDvqgH Let’s continue to raise the bar and create a culture of excellence that delivers real results! #OrganizationalExcellence #Leadership #PerformanceImprovement #ContinuousImprovement #ExcellenceModels #GlobalOEIndex

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Lean emphasizes the elimination of waste, a principle often associated with manufacturing, delivery, development, and service sectors. During a recent 10-day journey through airports in Charlotte, Dallas, Los Angeles, and various cities in New Zealand, I observed communication in different settings. One notable observation was the prevalence of non-Lean chatter—conversations filled with unnecessary words that added little or no value. Common fillers included: - "you know" - "like" - "I mean" - "basically" - "um" - "anyway" - "I feel like" - "kind of" These fillers are rarely used in written communication. My experience underscored the importance of mindful communication and the need to streamline conversations for clarity and efficiency—what I refer to as Lean Talk. At times, these fillers were strung together without conveying any meaningful content. For instance, "I mean, um, like, like you know. Basically to be honest, you know" resulted in a conversation that detracted from the intended message. If you had just 60 seconds to brief your CEO or deliver a critical elevator speech, being concise and practicing Lean Talk would be essential. Next time you listen to casual conversations, tune in with your "Lean Ears" and count the fillers. I noticed three "likes" in a row during one exchange. While I appreciate that certain language styles may be regionally or age-specific, it's important to avoid making filler words a habit. Don't waste your critical 60 seconds with your CEO on non-Lean fillers.

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Concluding Lean Product Development in The Innovation PROCESS Book. Lean PD helps to streamline heavyweight systems and let project management teams make the decisions where they have the most information.

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