Home » Author Archives: Colin D. Baird

Author Archives: Colin D. Baird

Colin D. Baird
Colin Baird helps organizations do two things: Value creation through the elimination of wasteful activities (Lean Sigma), and engaging people in Kaizen through activities that create value, reduce risk, and help people develop a clearer aim. He is a management consultant with Lean Synergies International, an internationally recognized leader in Lean Sigma. Colin received his formal training in lean through the teachings of Dr. W. Edwards Deming, and through working with a Lean Sigma Sensei with whom he currently practices. He can be reached at cbaird@lsicg.com or 480-251-1963. Visit www.lsicg/lean-transformation for more details.

Kai and Zen: 5 Steps to Making Good Change Stick

Change is inevitable and it's hard, but how you lead it sets the tone for your entire organization. While achieving short-term deliverables is possible using fear as your dominant motivator, the probability of making long-term improvements stick from short-term thinking, or from too big of an improvement project, is nil. That kind of change is bad. Make change good however, and the corresponding improvements become sustainable, and appreciated by those whose lives are influenced by it.

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3 Steps for Turning Failure Around Through Continuous Innovation

In May, the Veteran's Health Administration’s former CEO, retired American Four Star General Eric Shinseki, began hitting a bit of a rough patch in his once highly decorated career. With an employee culture in free-fall, patients dying because the production system couldn't meet customer demand and employees lying and hiding results about key performance indicators, you'd think Shinseki, a 1965 West Point graduate with 50 years of leadership experience, would have learned something about failure and the need for continuous improvement.

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5 Ways to Learn From Target’s Latest Publicity Scandal

It seems that Target can’t catch a break. The big box retailer's culture was the subject of public scrutiny recently when a mid-level employee from Minneapolis sent an anonymous email to e-zine Gawker lambasting it. In response, Chief Marketing Officer Jeff Jones wrote the following on his LinkedIn blog.

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Using the “Plan, Do, Check, Act” Model to Improve Your Company’s Culture

When artists create a beautiful painting, they begin with a blank slate. Their vision and clarity for what the painting will ultimately look like begins to improve with each successive paint stroke. CEOs can use the same learning techniques to improve their organization's culture with the “Plan, Do, Check, Act” (PDCA) model, which increases the likelihood of success through layered improvements.

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4 Rules on How to Elevate Performance

Sixty years ago, Japan lay in a burned out heap of debris. America sent statistician and management consultant Dr. W. Edwards Deming to help - and indeed he did. What can American leaders, particularly those in manufacturing, learn from this historical improvement in culture to improve themselves?

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