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Glossary
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Teaching Kids Leadership
- Problem Solving Checklist
- Adjusting Leader Style to Personality Types
- Plan Do Check Adjust (PDCA)
- So what can adults do to help kids learn leadership?
- A rose by any other name is still a rose
- Natural Consequences Versus Coaching and Correcting
- Help Kids Develop Improved People Skills
- Five Year Old Laments 'My sister is making me mad!'
- Socratic question-based discussions
- Have the child report on what they saw that day'
- Great question for the adults trying to teach kids
- Teach Kids How to Deal With Stress Well
- Teach Kids the Pareto Principle, the 80/20 Principle
- Maslov Pyramid Perspective on Kids
- Reading Partner Questions
- Watching Examples and Discussing with the Youth to Help Them Process What They Saw
- Trust is crucial to leadership
- Teenage Decision Making
- Character Development - What is character anyway so kids can develop it?
- Defining Leadership
- Blog Vocabulary Not at Child's Level
- Encouragement for the Single Parent
- Giving children opportunities to lead
- Habits of Mind from Project 2061
- Horizontal Leadership-There are more chances to practice this type for children
- How young is too young to start?
- Introduction for those new to leadership
- Producer or Consumer of Leadership?
- Scouts provides opportunities to practice leadership
- Set High Expectations
- So why should anyone take on the challenge of leadership?
- The Beginning of My Journey of Discovery
- The Paradox of Service to Others
- The Well Trained Mind
- Vertical Leadership is not where kids typically start out
- What about cultural differences?
- What can children pick up about leadership anyway?
- What is age-appropriate for teaching kids leadership?
- What is the Payoff for the Hard Work of Leadership?
- What lessons did I learn trying to develop leadership in my own children (so far)?
- Who cares about leadership?
- Character Development - How do we grow strong character and help children do the same?
- How do we measure our current character?
- Character Development - Fairness as a Character Trait
- Children Can Learn Leadership
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Blog
- Gallons of Ink
- Got Yubikey Setup
- Experimenting with Ink Containers for Travel
- Cigar Case Pen Protector
- More Ink Mixing for Refill Bottles
- MacOS Sandboxing can Impact Reuse
- Python Programming
- Primary
- How to Make Family History Website and Book with Same Data
- Further Adventures Making DIY Fountain Pen Ink
- Cursive Writing
- Have Pens. Now I Need Paper
- eBook Conversion
- My Copper Metal Pen Arrived
- Do It Yourself (DIY) Mixing Fountain Pen Inks
- Microlearning
- Emergency Preparedness with Mobile Devices
- The Nature of Lisp and Writing with Pollen
- Fountain Pens
- Learning Simulation
- I Wish Familysearch.org Exported Data
- Raising Chickens in Florida
- Climbing the Learning Curve
- Gardening
- Dont Give Up
- The One Thing
- Opportunity Management
- Quote About Questions
- Mindset - Be sure you encourage kids toward 'growth' not 'born talent' with its fixed limits
- Demonstrating Respect and Choice versus Force and Coercion
- Behavioral Styles
- Applying Precepts
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Family History
- Author's Contact Information
- Conventions Used
- Family History
- Family History Frontmatter
- Family History Introduction
- Historical Timeline
- Note to Future Family History Maintainers
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Our Lanham Paternal Lineage
- Josias Lanham Family 1628 (Not our direct line)
- Other Siblings and Cousins in the Curtis Harden Lanham Generation
- Other Siblings and Cousins in the Hiram D. Lanham Generation
- Other Siblings and Cousins in the John Lanham (1661) Generation
- Other Siblings and Cousins in the Jonathon Lanham (1630) Generation
- Other Siblings and Cousins in the O.S. Lanham Generation
- Other Siblings and Cousins in the Robert Lanham (1560) Generation
- Other Siblings and Cousins in the Sylvester Lanham Generation
- Other Siblings and Cousins in the T.B. Lanham Generation
- Other Siblings and Cousins in the Thomas Lanham (1701) Generation
- Other Siblings and Cousins in the Thomas Lanham (1757) Generation
- Our Lanham Line - The Paternal Lineage
- The Amanda Francis Lanham Family
- The Andrew Shepherd Family
- The Archibald Lanham Family 1751
- The Benjamin Garfield Lanham Family
- The Burress and Ida Roberts Family
- The Calvin Powell Dorsey Family
- The Charles Selby Family 1762
- The Clifford Wayne Lanham Family
- The Curtis Harden Lanham Family 1813
- The Curtis Harden Lanham Family 1875
- The David Lanham Family 1595
- The Edward James Holt Family
- The Edward Lanham Family 1685
- The Elmer Harn Family
- The Emmitt F. Welborn Family
- The Eugene WILLIAMS Family 1855
- The Frank Robinson Family
- The Gideon Wilburn Ashley Family
- The Hiram Demarcus Lanham Family 1845
- The Issac Elam Family 1803
- The Jacob Shepherd Family 1812
- The James Bedford Ray Family (Cliffie M. Lanham)
- The James Kennedy Family
- The Jasper Shipman Family
- The Jeremiah Lanham Family 1755
- The Jesse Elam Family 1782
- The Joe A. Madden Family
- The John Hendrickson Corely Family
- The John James Roberts Family
- The John Lanham Family 1661
- The John Lanham Family 1690
- The John Nicholas Jacks Family 1740
- The John T. Scott Family
- The Jonathan Hammer Cook Family
- The Jonathan Lanham Family 1630
- The Josias Lanham Family 1590
- The Oran Stroud Lanham Family 1916
- The R.J. Craighead Family 1907
- The R.J. Craighead Family 1907
- The Richard Lanham Family 1697
- The Robert Lanham Family 1584
- The Roger Lanham Family 1560
- The Stephen Lanham (1726) Family
- The Stephen Lanham Family 1760
- The Stephen Lanham Family 1784
- The Sylvester Lanham Family 1790
- The Thomas Benton Lanham Family
- The Thomas Berry (T. B.) Lanham Family 1882
- The Thomas Lanham (1757) Family
- The Thomas Lanham Family 1700 or 1701
- The Thomas Sisk Family 1858
- The W.T. Lanham Family 1850
- The Walter Lee Ray Family
- The William Curtis Lanham Family
- The William Lanham Family 1699
- The Willie Green Scott Family
- The Wortha Leon Lanham Family 1907
- Reference Materials
- Rockwall Cemetery Listing, Rockwall, Texas
- The 2006 Journey to Find Thomas Lanham's Grave Site
- The Lanham family of Wortham (Research Details)
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The Maternal Side of Our Family Lines
- The A. Sion Wheeles Family
- The Aaron Jones Family
- The Abednego Chandler Family 1752
- The Adrian Alford Colbath Family 1893
- The Alex L. Baker Family
- The Alford Nolen Jones Family
- The Andrew Jackson (Jack) Kitchens Family
- The Beall Family
- The Benjamin Colbath Family 1758
- The Chisel True Baker Family
- The Daniel Horne Blackmore Family
- The David Amick Family
- The George Henry Slattery Family
- The J. E. Sisk Family
- The James McHale Family
- The John C. Colbath Family 1820
- The John Chandler Family
- The John Jones Family
- The John Lacey Family (bef 1778)
- The John Patrick Carmody Family
- The John Sappington Family 1723
- The Larkin (Lark) Patrick Williams Family
- The Lazarus Rufus Jones Family
- The Leah Unknown Family
- The Luther Jason Head Family
- The Luther Troup Baker Family
- The Mason Jones Family
- The Michael Gonzales Family
- The Michael Yost Family
- The Patrick Joseph Merrick Family
- The Patrick Merrick Family 1883
- The Patrick Williams Family
- The Perry Rufus Jones Family
- The Peter Logan Yost Family
- The Quirke Family
- The Richard Head Family 1802
- The Richard Merrick Family
- The Robert Chandler Family 1687
- The Stephen Grey Family 1894
- The Thomas Edmonson Head Family
- The Thomas Lacey Family 1808
- The Thomas Winthrop Colbath Family 1851
- The William Estes Family 1785
- The William J. Roberts Family
- The William Milton Jacks Family
- The William Patrick Williams Family
- The Willis Ashley Family
- The Winthrop Colbath Family 1786
- The Time and the Places
- Mental Models
- Contact
- Frequently Asked Questions
Lean Principles
Lean is not a tactic or a cost-reduction program, but a way of thinking and acting. Lean thinking puts forward the idea of all of the processes forming a value stream, like a water stream, creating value that keeps flowing downstream to the customer as quickly as is sustainably possible with as few eddies, dams, or other wasteful slow downs or stops due to obstacles. The short list is:
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Identify the current customer Value.
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Visualize the whole product development process (value stream).
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Reduce Waste along entire value streams.
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Create Flow ( Batch Size Reduction).
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Establish Pull (Just-In-Time Production).
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Respect People.
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Amplify Learning (we use Scrum Retrospectives).
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Seek Perfection ( Kaizen, or get a little better each iteration).
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Lead Lean.
The following longer list includes some clarification about what is meant by each principle.
Clarification of each Principle
This section clarifies what is meant by each Lean principle.
Value
Identify current customer Value
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The customer will pay for it.
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Perform work right the first time.
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Specify value from the perspective of the end-customer.
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Create more value for customers with fewer resources.
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The customer changes over time, what satisfies them now may not later.
Value Stream
Visualize the whole product development process (value stream).
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Figure out how the work gets done.
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Use visual boards to display necessary status and progress information at a glance.
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Optimize communication with frequent (daily) short (15 min) scrum meetings in combination with the visual Kanban board.
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Use visual signals and cues.
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Anyone can see work in process (WIP) easily if they have access to the Kanban board.
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Align the team through simple visual communication.
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Apply queuing theory.
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Visual project management has been described as the ability to understand the status of a project in 5 minutes or less by simple observation without speaking to anyone.
Waste
Reduce Waste along entire value streams.
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Recognize the types of waste Lean identifies.
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Whenever possible, eliminate those steps that do not create value.
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Develop processes that require less capital, physical space, human performance and time.
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Create the ability to respond to changing customer value quickly at low cost.
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Make information management much easier and more correct.
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Establish value as seen by the customer to distinguish value added from waste.
Flow
Create Flow ( Batch Size Reduction).
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Create flow by reducing and eliminating waste.
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Deliver as quickly as possible.
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Interruptions in the process steps degrades the flow of buyer/customer value in the value stream—To achieve smooth flow, reduce interruptions.
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Too much work in process (WIP) creates delay waste due to context switching.
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Reduce batch sizes to reduce the amount of WIP inventory.
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Cycle time is almost directly proportional to the amount of WIP. Multitasking is an illusion.
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Smaller batch sizes shorten the overall production cycle time.
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Inventory turns (velocity) increase as we shorten production cycles. More turns allow operating profitably at lower margins.
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The ideal flow is "one piece flow" (finish one work item before starting another one).
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Create a level or smooth development process flow (decompose work effort into similarly sized work items).
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Assess the value stream to make sure each step adds value, can make the desired result, that resources are available and adequate.
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Organize so all the expertise needed to produce the product/service is on a cross-functional team rather than in traditional (functional) departments.
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Integrate suppliers in the product development process.
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Synchronize any simultaneously executing processes.
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The fixed iteration time box/tempo of iterations keeps a sense of urgency and effectively sets the team cadence.
Pull
Establish Pull (Just-In-Time Production).
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Only pull the amount of work item cards you can do (pull less than or equal to the WIP Limit). Often this is 1-2 per person.
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Be accountable for work items you pull.
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Use pull-based OJT training for development team members rather than push-based training all at once.
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Build the required work item when it is required.
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Downstream customers pull value from the preceding upstream activity, setting the pace.
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No one upstream in the process should produce a work item until a downstream customer asks for it.
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Less time is wasted building unsalable product.
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Reduce or eliminate bottlenecks.
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Pull is sometimes described as just-in-time.
People
Respect People.
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Focus on process fixes first before seeking to blame people on the team.
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Make the pace of work sustainable indefinitely—too much overtime adds risk.
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Use lessons learned during retrospective meetings—a culture of blame constrains innovation, while collaborating how to do better supports improvement.
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Let the people who do the work figure out the improvements each iteration.
Learn
Amplify Learning.
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Over time, teach Lean thinking and skills to everyone involved.
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Use short iteration cycles to speed the learning process.
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Learn what to improve by increasing feedback using short feedback sessions with customers.
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Use the Lean language so communication is efficient—All involved learn it.
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Seek progress allowing for some mistakes as you learn.
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At the start of the product design process, thoroughly explore alternative solutions while there is maximum time available for design.
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Prevent accumulation of defects by running quality assurance content checks and functionality testing as soon as the content is written or the functionality is working.
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Share effective improvements between teams on large projects.
Perfection
Seek Perfection ( Kaizen, or get a little better each iteration).
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Speed up PDCA (Plan, Do, Check, Adjust) cycles.
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Improve the way projects are executed.
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Focus on root causes not symptoms.
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Build a culture to support excellence and relentless improvement.
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Use standardization to create broader flexibility.
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Build in continuous improvement and team learning.
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Build in quality. Design processes, products and services to eliminate errors rather than inspecting work at the end of the process to make sure we find all errors.
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Tailor technologies to fit your people and process where possible.
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Get everyone actively engaged in operating the value stream correctly per the latest improvements.
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The team looks for any lessons from failures.
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Continually challenge the status quo.
Lead
Lead Lean.
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Change from so called command and control style of leadership to leadership based on questioning, coaching and teaching and rooted in the scientific method of PDCA experiments.[1]
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Read the respect people section again.
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Engrain respecting people into leaders at all levels.
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Track numbers and manage by evidence.
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Lean leaders lead from gemba, where the action happens.
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Apply the 3 "gen" or actuals:
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genchi--(like gemba) go to the actual place.
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genbutsu—observe the actual product, process or service.
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genjitsu—gather actual facts.
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Ask open-ended, probing questions.
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Plan in more detail only when you get closer in time to doing the work (like rolling wave).
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Unanticipated events occur during project life cycles.
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Decide as late as possible, particularly for decisions that are irreversible, or at least will be impractical to reverse.
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Minimize project administration.