Ivan Carillo's Linkedin Analytics

My two cents: Companies invest more in detecting errors than preventing them.   Poka-Yoke is a Japanese term that means "avoiding (Yokeru) inadvertent errors (Poka)".   Known initially as Baka-Yoke ("fool-proofing"), the term was changed to avoid its negative connotations.   Shigeo Shingo formalized the concept as part of the Toyota Production System in the 1960s.   TYPES OF POKA-YOKE   Prevention: ➟ Mechanisms that prevent errors from occurring   Detection: ➟ Systems that detect errors and alert operators   Correction: ➟ Processes that correct errors automatically   KEY BENEFITS   Improved Efficiency: ➟ By reducing errors, it enhances productivity and efficiency   Cost Savings: ➟ It minimizes Muda and costs associated with defective products   Enhanced Safety: ➟ Prevents accidents and ensures safer working conditions   Poka-yoke is a powerful tool for achieving zero-defect production and improving process reliability across various industries.

25 sentences every Kaizen leader must hear at least once: 1. Make problems visible. 2. Slow down to speed up. 3. Never waste a good crisis. 4. Challenge the status quo, always. 5. Culture eats strategy for breakfast. 6. Best ideas come from the frontline. 7. Transform your experts into coaches. 8. Plan, Do, Check, Act —repeat forever. 9. No blame, no judgment - just learning. 10. Problems are opportunities in disguise. 11. Simplicity is the ultimate sophistication. 12. You're judged on results, not intentions. 13. Data tells you what; people tell you why. 14. The person doing the work knows it best. 15. Without psychological safety, Kaizen dies. 16. Problem-solving skills are non-negotiable. 17. Gemba never lies; go and see for yourself. 18. Respect tradition, but don’t be imprisoned by it. 19. Your job is to remove obstacles, not create them. 20. Resistance to change is feedback, not obstruction. 21. See the invisible waste that others walk past every day. 22. A master knows when to step aside and let others grow. 23. Your credibility with the frontline is your most valuable asset. 24. The hardest part isn't implementing change—it's sustaining it. 25. Know when to strike and when to observe—timing is everything. *** Repost this to help leaders in your network And follow me, Ivan Carillo, for more

KPIs are improving, but your people are burning out.   Welcome to the paradox of Kaizen under toxic leadership.   In some boardrooms of top companies now, executives are celebrating as metrics climb upward.   -Productivity is up 15% -Cycle times have been slashed -Defect rates have dropped to historic lows   Yet a different story unfolds on the factory floor…   -Burnout rates are soaring -Some talents are submitting resignations -Others move through their days with hollow eyes   This is the twisted reality when Kaizen falls into the hands of toxic leaders.   Here are 7 warning signs you're doing Kaizen wrong:   1/ No joy   Teams hit targets but exhibit no joy in their daily work.   Kaizen feels like a burden rather than an opportunity for growth.   2/ One-way communication   Kaizen ideas come only from managers, never from frontline staff up.   The wisdom of those closest to the Gemba is ignored.   3/ Problem hiding   People hide problems rather than exposing them to collaborative solving.   Fear of punishment is the norm.   4/ Kaizen-phobia   People avoid using CI terms in everyday conversation.   Efficiency, optimization, and process review are all terms triggering visible anxiety.   5/ Quiet quitting   Your high performers are disengaging (or secretly updating their resumes)   Those with options are planning their exits rather than their contributions.   6/ Metrics without meaning   Numbers improve while underlying realities worsen.   Short-term gains mask long-term damage to systems.   7/ Chasing numbers while ignoring human costs   People become expendable resources in the pursuit of better statistics.   *** If you recognize these red flags, it's time to +reset your leadership approach +reclaim the authentic spirit of Kaizen   PS. Repost this to help leaders in your network And follow me, Ivan Carillo, for more

My take: Most companies implement SMED poorly.   Because they focus on the tools rather than the mindset.   SMED is a lean production method for reducing inefficiencies in a process.   It provides a rapid way of switching your production from product A to product B.   The ultimate goal is to reduce the changeover time from hours down to <10 mins. Here's how to cut changeover times by 90% with SMED: