The document outlines four lean principles that everyone should use: 1) Strive to eliminate the seven types of muda (waste); 2) Practice lean problem solving; 3) Remember that kaizen (continuous improvement) cannot come before establishing a standard process; 4) Apply mendomi thinking by treating employees like family. It discusses each principle in detail, defining key terms like muda, lean problem solving techniques, the relationship between kaizen and standards, and importance of respecting employees. The overall message is that adopting lean principles requires discipline but can significantly improve safety, quality, costs and productivity when properly implemented.

1. FOUR LEAN PRINCIPLES
EVERYONE SHOULD USE
Todd Mills, President
Todd Mills Enterprises, Inc
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2. LEAN PRINCIPLES
Strive to Eliminate the Seven Types of Muda (Waste)
Practice Lean Problem Solving
Remember Kaizen (Continuous Improvement) Can’t
Come First
Apply Mendomi Thinking
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3. “MUDA” is a Japanese word for an activity that is wasteful,
unproductive, or does not add value.
To transition to a lean culture we must find and eliminate
waste continuously.
The types of waste we will discuss apply to construction,
manufacturing, and even the office environment.
Reducing muda will positively effect cost, productivity,
quality, and safety.
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THE SEVEN TYPES OF MUDA

4. THE SEVEN TYPES
OF MUDA
1. Repair - rework or disposing of
quality defects
2. Overproduction - producing
products in excess or ahead of demand
(keeps machines & people busy)
3. Processing - using incapable
equipment; process/project flow not
smooth; too many reviews
4. Conveyance - excessive handling of
parts/materials
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5. THE SEVEN TYPES
OF MUDA
5. Inventory - having materials, parts,
and equipment in excess of the
minimum needed
6. Motion - action or activity that is
performed by a person or equipment
that does not add value
7. Waiting - waiting for parts, materials,
or equipment to arrive or waiting for
machines/equipment to finish work
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6. THE SEVEN TYPES OF MUDA
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Look at the photo below. From a “road construction project”
perspective, what types of muda do you see?
• Conveyance - excessive handling
• Motion - performing work that
does not add value

7. LEAN PROBLEM SOLVING
A quick Google search found over 91
million results in less than a second for
“problem solving”.
Problem solving is a key tenet of lean, yet
it remains illusive to many.
Einstein knew the secret!
I will share a 7-step technique to
help you prioritize and address
root causes of large scale problems.
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“If I had an hour to solve a
problem I'd spend 55 minutes
thinking about the problem
and 5 minutes thinking about
solutions.”
― Albert Einstein

8. LEAN PROBLEM SOLVING
1. Clearly understand your problem & visualize it.
a. What is the current condition?
b. What is the “perfect” condition?
c. Visually show (graph/chart) the gap.
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JSAs Signed by Workers Before
the Jobs Started (YTD)
0
10
20
30
40
50
Current Ideal
50
20
GAP = 30

9. LEAN PROBLEM SOLVING
2. Break down your problem into smaller problems.
a. Break down occurrence frequency by key variables (e.g.,
where, when, who, etc.). Try different combinations.
b. The data will funnel you where you need to go.
c. Personally travel to the location and grasp the condition.
(Genchi genbutsu - “Go and see.”)
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30 jobs did not have signed
JSAs before work began
New York
(3)
San Diego
(19)
Vancouver
(1)
Toronto
(5)
Denver
(2)
Electrical
(3)
Roofing
(14)
Piping
(2)
Shift? Supervisors?
Your end point is called the
“prioritized problem”

10. 3. Set Your Target for the Prioritized Problem
a. You will commit to reduce/improve what, by how much, by
when.
b. Show in graph/chart the impact to the prioritized problem &
what portion of the larger problem (gap) you will address.
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LEAN PROBLEM SOLVING
Target Impact to Prioritized Problem
0
7
14
Actual Target
14
0
Target: After
November 1st, 2016
all (100%) JSAs for
roofing work at the
San Diego project
will be signed by
craftworkers before
they start the job.
Target Impact to Overall
Goal (Gap n=30)
47%
53% No Good
Good
(14)
(16)

11. 4. Conduct Root Cause(s) Analysis
a. Remain unbiased and consider multiple potential causes.
b. Use fact-based connections. Use what you learned when you
went to see the condition.
c. Use the “Therefore” test.
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LEAN PROBLEM SOLVING
At the San Diego Project 14 (of “X” number of) JSAs
were not reviewed with workers prior to the job
Why?
Why?
Why?
Why?
Why? Until you get to the root cause!
Therefore…
Therefore…
Therefore…
Therefore…

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LEAN PROBLEM SOLVING
5. Develop Your Countermeasures
a. Create a list of potential countermeasures to address ROOT
causes.
b. Create a countermeasure “criteria matrix” and rate the
potential countermeasures.
d. Review with stakeholders and get buy-in (nemawashi).
e. Document your action plan (what, when, who).
Countermeasures Safety Cost Time Resources Overall Who/Timing
Add requirement for JSA signature in bid
package; confirm contractor training updated
Sally B (9/29)
Update current Management safety audit to
include JSA review & report at daily mtg.
Bill M (9/22)
Upgrade to tablet tech to take pictures of
JSAs in fields and provide real time data X X n/a
San Diego Project Director reports status at
Weekly VP Meeting.
Julie F (10/1)
= Partially Meets= Meets Expectations = UnacceptableX

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LEAN PROBLEM SOLVING
6. Implement Your Countermeasures & Monitor Results
a. Work with stakeholders and team member to implement
quickly, but allow time for stabilization.
b. Monitor & evaluate your results and your PROCESSES!
Consider multiple viewpoints; your “customers’”, your
company’s, and your viewpoint.
7. Formally document the new standardized processes
a. Make each effective countermeasure a written standard with
clear documentation and training.
b. Share with key stakeholders across the organization.
c. Periodically observe actual condition to standard.
Which is why I say….

14. KAIZEN CAN’T COME
FIRST
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“Kaizen” is a Japanese word meaning
continuous improvement.
It is usually interpreted in business as
making gradual improvement versus
major leaps.
Before kaizen there must be a
standard process for workers to follow.
That standard is what is “kaizened”!

15. KAIZEN CAN’T COME
FIRST
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Quality Percentage
0.75
0.8
0.85
0.9
0.95
1
Feb Mar April May June July Aug Sep Oct Nov Dec Jan
Confirm the
standard is
documented,
understood, &
followed!
1. Genchi genbutsu
& problem solving
2. Kaizen #1
3. Kaizen #2
(Stabilize)
(Stabilize)
Target
Example of a Kaizen Process

16. MENDOMI THINKING
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“Mendomi” is a Japanese word meaning taking
care of our workers like they were family.
The journey to lean often (wrongly) focuses solely
on processes and techniques.
It works best in an environment that fosters
open, honest communication and mutual respect.
When having discussions and making decisions
consider others as family (that you like/love!).

17. A BONUS MUDA!
We often hear our most valuable asset is….
How much more productive would
employees be if they were:
encouraged to kaizen processes to
eliminate waste & recognized for doing
so?
given challenging problems and provided
a process to find practical solutions?
held accountable, but had open
communication with supervisors & co-
workers and were treated with respect?
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18. IN SUMMARY
Always be on the lookout to eliminate muda on all work process.
Muda can effect safety, quality, cost, and productivity.
Use a fact based, systematic approach to solve large problems.
It’s okay to spend more time analyzing the problem that working on solutions.
Remember the “Therefore” test.
Kaizen is based on improvement to a standard.
Take care of your employees and contractors like they are your
family.
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19. THE LEAN JOURNEY
Some things to keep in mind…
There is no end to the lean journey.
Best results will happen with open communication, mutual
respect, and accountability.
It requires TREMENDOUS discipline.
Without a doubt, it is worth the effort!
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20. FOUR LEAN PRINCIPLES
EVERYONE SHOULD USE
Todd Mills, President
Todd Mills Enterprises, Inc
ToddMillsEHSHR@gmail.com
859 866-2813
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Thank you for your time!
Questions or comments?