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I want to talk a little bit about quick response. Back in the day, when they set sail on boats like this, or probably much bigger and that, crossing the ocean, they sailed for a day, they could aim for the stars. If there was a night where they could see the stars, they could then change the directions and so. So they could go a lot of that sideways type of sailing, before they could respond to a problem with the tools they had. Nowadays they have GPS, or satellite tracking or something like that, so they will go more straight on. Take that thinking back to an operational system, in a workplace somewhere. If you would try to correct to your deviations….check the video for more.

2 Min Drill Quick Response

To have a High-Quality Life you need to Solve High-Quality Problems. That future you’re dreaming of or that weekend you have been waiting for doesn’t happen from no problems to solve it happens from solving advanced Problems. That’s what leads you the life of your dreams.

To have a high quality Life

I’m sitting down with Brian Rawson to understand his view on Change awareness/change management and why it’s so in the journey to implement WCM lean OpEx.

Interview Change Awareness with Brian Rawson

Taking the leap between two different functions in an organization is complicated however WCM, Lean, OpEx could be a great support in the translation.

How a transition from Marketing to operations Is helped

My customers (WCM, OpEx, Lean) often ask me what makes a good leader. For me a Manager is a person appointed by the company to manage people, systems or projects etc. a Leader is a person people choose to follow.
My answer might surprise you.

Why people choose to follow a leader

When customers ask me how I create visions I ket them know how I practice…they are always surprised.

How do you Practise dreaming? I use a surprising technique…what’s yours?

What is Operational Excellence 2.0™

OpEx 2.0 is the revised version of our Operational Excellence strategy. It addresses both the technical and emotional aspects of a company to produce better results by achieving both organizational and individual goals.

Our trademark model of Operational Excellence is a series of puzzle pieces that come together to create a cohesive strategy that truly helps businesses succeed.

Here at Lean Dimensions International, we believe that IQ * EQ = Unity and Results. Oftentimes, when we talk about operational excellence (World Class Manufacturing (WCM), World Class Operations Management (WCOM), Lean Manufacturing, World Class Business Process, TPM, Supply Chain Excellence, etc), it can be difficult to understand how the entire system fits together. In our industries, engineers are often promoted into positions where they are tasked with implementing a continuous improvement project of some sort, and the risk is that engineers will often focus solely on the technical side of a project or issue, and forget the emotional side altogether.

It is crucial that organizations address both the technical and emotional aspects of projects and issues if they want to achieve excellent results. Companies that have successfully managed to address the emotional needs of their employees find that they are more likely to bond with the company’s mission, their system of operation, and the tasks at hand. When you think of Operational Excellence 2.0™ as a system, and not simply a set of tools, your employees will understand that you are asking them to buy into a way of living and acting while at work, and not simply picking and choosing from a box of helpful tools.


OpEx 2.0™ Model Explained

Just like a puzzle where the pieces fit together to create a beautiful picture, Operational Excellence 2.0™gives you the pieces you need to achieve your goals, keep your employees engaged, and create a system that reflects your organization’s mission. The image below illustrates the OpEx 2.0 model.

How Operational Excellence (OpEx) Functions

OpEx is a series of steps designed to guide organizations towards their ultimate goal. There are three crucial aspects of the OpEx model, Working on the Business , Ownership Transformation, and Working in the Business. Each of these sections directly impacts the others, and all three must be addressed if business owners wish to achieve operational excellence.


Working ON the Business

OpEx 2.0 gives you the opportunity to step back and look at the big picture to see if everything is progressing accordingly. Lean Dimensions International calls this “Working on the Business”.

The illustration above has three sides. The right side is called “working on the business”. This is about detaching yourself from the small details and examining the overall work processes to see if they are meeting your organization’s requirements. Sometimes the best way to truly understand what is going on in your business is to step back and observe everything that is going on.


OpEx 2.0 clarifies the direction

We work with your management team and/or steering committee and help them set a clear direction on where they want to go as a business. This will help the rest of your team understand where the project is headed and what tangible work products they will produce throughout the project.


What you leave behind matters

A crucial part of this process is understanding that you need to leave something in place that will bring your organization forward. Many organizations create smaller project teams to address specific aspects of the organization’s goals. These pillars may involve quality control, maintenance issues, engineering issues, etc. Each team can be in charge of a specific pillar and these pillars can all feed into your organization’s goals. It’s essential that your teams regularly meet, share information and findings, and understand how their efforts contribute to the overall goals of your organization.

OpEx-Ownership Transformation

At the bottom of the triangle, we have “ownership transformation”. This refers to the overall transformation that will take place, including cultural transformation and transactional transformation.

Through the OpEx process, project leaders will define how outputs should be handed to different teams in an organization while maintaining a degree of control and the integrity of the process. It is essential that processes are put in place that informs employees and project teams about the entire transformation process.

OpEx 2.0-Working In the Business

On the left side of the diagram, is what Lean Dimensions International calls “Working in the Business”. When you Work in the Business, you consistently use our Operational Excellence thought process every day at work to add time and reduce losses.


Time Inclusion

Through OpEx, we can show you how to add time or increase your company’s output without relying on overtime. Each and every person in your organization, from the CEO to your laborers, can find ways to increase their output during normal working hours.

Loss Reduction

Another thing businesses can do is reduce their losses. Losses can include anything that is less than ideal and they can significantly impact your organization. One of the key focuses of your project teams will be to identify and either eradicate or reduce losses.


Loss and Business Understanding

If businesses don’t know what their losses or shortcomings are, they truly don’t understand their business. Through OpEx, you will come to fully understand your business, be able to readily identify losses, and make a solid plan for reducing (or eliminating) them.


Performance Control System (PCS)

Our Performance Control System (PCS) helps businesses identify losses and effectively eliminate them so that they can achieve their output goals. PCS is not focused on the output, but rather on identifying and eliminating losses to achieve a specific output.

Through our performance control system, you will constantly identify and eliminate losses, every week of every month. You will analyze data to identify trends and ensure that your organization is moving in the right direction. Each week you will build upon the successes of the week before and identify new areas for improvement. When you work on your business, transform your ways of working, and work within your business, you’ll effectively build operational excellence. Your end product will be a world-class manufacturing operation that leverages lean thinking. That is the OpEx system.


OpEx 2.0 – a combination of brain and emotion

OpEx is based on two factors, brain and emotion. When you merge these two factors together, you can unify your staff to build a system together.

This is the Operational Excellence System, we call it “Operational Excellence 2.0” since we believe the heart has to be involved. When you bring logic and emotion together, your associates will understand that OpEx is a system, not a toolbox and they can work towards a common goal. “IQ * EQ = Unity”

If you’d like to learn more about how Operational Excellence 2.0™ can help your organization succeed, contact us to schedule a call with one of our consultants.


Operational Excellence 2.0 ™

In this first article of Operational Excellence, I will tell you a little bit about how the puzzle pieces come together to be one system that really can change your business. Keep on reading.

As the Founder and CEO of Lean Dimensions International I’m very proud to be able to show you and explain the model that has become somewhat of our trademark, because often when we talk about operational excellence, world class manufacturing, lean thinking, etc, if you ask somebody who’s into it, ask them to explain everything as one system, they often struggle with that. Most of the explanations is hard to follow since there’s a great deal of practitioners who doesn’t see the system they see a toolbox.


The persons who are in charge are often engineers who are promoted into a position to lead the implementation of continuous improvement and the approach it with an engineers mind, a logical roll out plan that look at it as if it was only a technical concept.

There’s a back side to that, that everything becomes technical. We really believe that IQ times EQ becomes unity and results (IQ*EQ=Unity and Results). It’s about technical aspects as well as emotional aspects that actually generate the results. There are of course engineers who understand that, however my experience is that it’s not the majority.

Companies who are successful in their implementation have managed to address the emotional side to people to really bond with them and with the system, and that’s the point, it’s a system, it’s not a set of tools. The toolbox approach often shows up to be when you are asking people with an engineering mindset to drive it. No offense to engineers, I’m an engineer myself, at least I’m a recovering engineer.

The point is that if you look at it as it’s a nice toolbox that you can use whenever you like to, people choose to opt out more often than not, and it’s not a toolbox, really. It’s a way of thinking and living and acting in a business. Keep reading for more details.

Working ON the business

Let me take you through this model, See picture. As you know, there’s no models that are perfect, but some are useful. We found this model to be quite useful in the interaction and explanation of the operational excellence system, or whatever you would call it where you work. Maybe I could say, what you want to call it, because a lot of companies have not really started to build a system, they’ve started to train people in tools, and it doesn’t hang together.

You’d be surprised how much easier it is for people when they see a picture of things that hangs together, you know what’s going on. You can see that everywhere in life I guess, but especially here, when there’s a lot of puzzle pieces everywhere, and you can see the total picture. It’s not too bad, it helps.

As you can see, this is drawing that has three sides. One side on the right hand, is what we call working ON the business. It’s about disassociating yourself from the content of the work to be able to look at the processes and see if they are meeting your requirements or not.

Think about it like this, I call it, “Watch the family, watch the movie.” If you sit with your family watching a movie, you’re going to see the movie. If you sit behind your family watching them when they are watching it, eating or having a drink, you will know what they do and how they act. Once in a while, you need to do that. You need to back away and watch people working, so that you understand what is really going on. That is working ON the business.

Having said that, it starts with the management team or a steering committee, whatever you want to call it, and they need to send a clear direction where they want to go. If people don’t know where we are heading, they don’t really know what they’re going to leave behind. Does that make sense? When you do any activity in Operational Excellence it most often has two results in mind. One is the deliver the business results needed and the other is to continuously build and strengthen the system. Teaching others, learning what works and what doesn’t etc, is key to delivering a system. It happens in parallel to the all the activities.

You have teams of people who analyze it all, the business in different parts. It’s very hard to analyze everything in one go, so you can split it up in smaller teams, in some systems like world class manufacturing, etc, it’s called Pillars. You have other names and other systems, but if it as a team that takes time out, they will now back away, watch the family watch the movie, and they might concentrate on quality, or maintenance related issues, or industrial engineering issues, or production flow issues, etc. They will understand their own focus area and how they can close the gaps in your business plan.

You concentrate on different parts the business. This means that if you set up a clear direction where you want go, a vision. This team of people could say, here’s why we are not there yet. They analyze that, they do something that’s called loss intelligence in our lingo, bthey make sure they understand all the details of the losses they focus on. They will present to the Management team?Steering committee who owns the resources and after agreement launch improvement teams, they can call it Kaizen teams, improvement teams, continuous improvement teams, whatever you want call it.

It’s important to be a team of people who analyzes and who improves it. We are today so disconnected from each other, from different functions in a business, and different layers in the company, with the customers, that if we never come together to learn from each other, the disconnection stays, Connections, unity that is the difference, that makes the difference. If you are connected to each other, and you’re more unified, you’re going to get the result. Two brains are smarter than one. More details to come on how the system is coming together, keep reading.

Ownership transformation

You put the team together, and they come up with some type of output. The problem here is that when you work on the business, it’s like putting a ball up here (top of triangle in picture), and it rolls downhill, when it comes down to this point (bottom corner of triangle) it go out to outer space, never to be seen again, and that happens a lot.

People run projects, and they promote, and they show people, but struggle to sustain, and everybody knows that. I mean, seriously, we know how often that happens. Why is that? They might never thought about holding the gains. We normally point at people and say you are supposed to do it, supervisors, first line leaders etc. Blaming them also create disconnections. How do you create a system to hold against?

The bottom of this triangle (see picture) is what we call the ownership transformation. It’s about transformation in general, to transform the culture, which is important, and the knowledge and capabilities of the people to build processes, to create value, to bring results. It’s also about taking the output from teams and handing it over to the line organization. This has to be designed. Not to be forgotten, because then all the work you have done improving is going to be wasted soon.

Working IN the business

On this side (right hand side of triangle in picture) is what we call working IN the business. Every day when you’re working, you could potentially use the thought process of operational excellence, and what I mean with that is the only thing you can effect when you are working to change the output, there are two things. Good news, it’s not 200 things, but there are still two.

You can add time. If you want to have more output, a lot of companies add time. We have overtime. In the short term it’s nice, maybe you make a little bit more money as a person and you get that task done. In the long term you also sacrificing home life, hobbies etc, that may be bad for people, nobody really wants that, plus it costs you more money as a business of course, but, you can still add time. Every person, from the CEO down to an operator, or any direction in a company, can add time normally. If you add people you by this definition add time.

The second thing you can do is you can reduce your losses. The definition of a loss is everything outside of idea. If you can do something in an ideal way, you have no losses, that’s as fast as you can go. If you can get it down to zero loss, which should be your target, you have reached perfection as we know it currently. Would your target to have some losses left? It doesn’t make sense. It might be hard to reach that, and sometimes impossible. I do understand that, but … it’s good to be unreasonable at times, aim for perfection.

You focus to reduce the losses and if you had zero loss with the correct amount of time added, your performance is at maximum. That’s it, this means that if you work in an area and you don’t know the losses you have, you cannot eradicate or minimize them. Which means that you need help from Pillars or similar to analyze it. It’s good to practice to find losses, to get new eyes, to see the world with new eyes, to see where the losses are. To find opportunities.

If you don’t know your losses, you actually don’t know your business, I would argue. Imagine if you have a 50% output of a machine. 50% of the time is losses. If you don’t know them, you actually don’t really know your area, would you agree? You need to get those eyes and learn what is really going on, separate normal from abnormal etc.

Performance Control System – Working In the business

I see this as a bunch of candles on a table, they’re burning, and you put your hand on top of it, you burn yourself! You burn yourself everyday on the same candle and on Friday after burning yourself every day you realize what’s gonna happen on Monday? I’m gonna burn myself again. Really? How do you live with that? Exhausting to think about and the next week it’s gonna be another new candle as well that you’re going burn yourself on.

In the performance control system, which is this side (right side of triangle), working in the business, it’s all about understanding what losses you have, and attack them to create the output. It’s not focusing on the output, because you can’t focus on that. It’s like focusing on the gross profit of the United States. Right? How do you do that? You focus on something you can actually do something about.

Operators meet starting and ending shifts, you summarize on days, you have trends, you see where you’re going, so if you’re getting better or worse. Do we need to do something? What is actually sabotaging our shifts every day. You can see trends in the week, and then attack that once a week, and every month you will add money to it.

The three sides they create Working ON the business, Transformation, Working In the business. That is Operational Excellence as a System. That is world class manufacturing, that is lean thinking, that’s the system. In the core of it all is PDCA plan, do, check, act. And I know that people say, “No, no, it’s DMAIC, or 8D, or A3, whatever.”

Think about it like this. It doesn’t have to be that complicated. If you’re going to train people, and you have PDCA, if you understand that you are in good shape. You could also argue that all the other systems are linked to PDCA. Maybe you don’t agree, let me know if you don’t. The thing is that if there’s a mindset of following a process it’s more effective.

You want to build a good leadership of managing change, create processes fro loss intelligence, loss eradication, and loss prevention. Prevention means holding gains, but also making sure that the you learn from the losses you designed into your own processes, isn’t repeated next time a new product is introduced or when a new machine is installed and of course when you hire new people.

This is a short simple way to explain The Operational Excellence System. We call it Operational Excellence 2.0 for the reason that we think that the heart has to be involved, it’s not only the brain. A Real System considers who it supports the people to perform to their best level and to ensure they develop.

IQ*EQ=Unity and Results. One system, success. Like and share this article, please. Send an email and talk to me about that.

How and where you start to implement the System isn’t easy and you can learn a great deal from somebody who has done it before.

Johan Majlov, CEO Lean Dimensions International

Not a Toolbox but a System, Seeing The Whole

Hello everyone, my name is Joe Majlov and today I’m putting this video together to talk a little bit on the culture of 5s. 5s is a very famous method based on the idea of world-class manufacturing or Lean Thinking. During this video, I’m going to tell a little story, an idea about what I think is important around the culture of 5s, and why it works in some areas and why it doesn’t in others.To find out more on the culture of 5S, watch the video .

The culture for 5S video

Hey everyone! Today, I’ve been thinking about learning and how much I enjoy learning new things. In fact, I think that’s one of the main reasons I’m a consultant.I like to learn new things, how things are made etc., But sometimes, it can be hard to find the time to learn. How well do you find the time to learn new things, on an everyday basis?

To find out my tips on how I continuously learn, check out the video .

2 Min Drill Continuous Learning

Hi everyone! Today, I wanted to focus on talking a little bit about resistance to change. Inspired by watching television, seeing the protests going on, as well as things happening in other countries, one thought struck me: I can’t help but think that the less you are a part of the change, the less you’re a part of what’s going on. The decisions are happening, but because you’re not apart of the decision-making process, you’re more prone to resist the change.

To find out how to better manage your reactions to change, check out the video .

2 min Drill Inclusive Leadership

OFE is a Performance Indicator that is meant to put the focus of improvement activities on flow of material. With flow of material, we mean flow of products from incoming raw material to shipment of billable products. Focus on flow will lead to an improvement of business targets like:

  •      Improved On Time Delivery
  •      Decreased inventory days of supply
  •      Return on Sales/EBITDA
  •      Return on Net Assets, RONA

These business KPI’s are the result of the processes and can only be reached by reduction of losses.


Historically businesses have focused on Overall Equipment Effectiveness (OEE and more about OEE later) as a Performance indicator that has a big impact on the business. In part that is correct, however, it has led to an unhealthy focus to improve OEE. It’s unhealthy in the way that companies have targeted set up time as one big and easy to attack loss, that has led to bigger batches. Bigger batches of products that sit in the house too long and in some cases, are finally obsolete and causes a cost when scrapped.

Running a business where machines are working in a flow to deliver the products means synchronization of the products must take precedence and the OEE focus disrupts that thought process. The disruption comes from the fact that running a machine with OEE focus makes you chose products that shouldn’t run now and batch size bigger than the customer need. Running a bigger batch, putting several customer orders together or adding a safety stock to the batch, is reducing the number of setups which gives you more time to produce and your OEE will increase. Doing that also means that you are producing products you can’t sell right now and that will lead to high inventory, low On-Time Delivery, and a lower financial result.

Definition of Overall Equipment Effectiveness

OEE=Produced parts of correct quality/Theoretical number possible.

A simple way to say this is; If you plan to run for 10 hours and your technical run rate (as fast as the machine can run) is 100 pcs/hour you should have 1000 pcs. If you, for example, have 650 pcs of the correct quality you have OEE=650/1000 =65%. There are many reasons why you lost 350 pcs during that time. The reasons are called losses. A loss is basically the difference between the perfect ideal state and reality. Examples of losses are; Set-up time, shortstop, breakdown, defects, speed loss etc. If you reduce a loss you will gain time in the machine and produce more parts or the time can be used for other things like setting up to a new order line. This is driven by the actual business need. Do you need more volume or do you need to run more exact to customer demand? All business wants both however at a certain point one is more important than the other.

What will an OFE focus lead to

A focus on OFE leads to a combination of OEE and planning for the customer need.

Definition of OFE


Good Production Factor is defined as the products you produce that can be sold within a defined time frame. The time frame is set by a good business standard for the respective industry you are in. GPF can be and should be, changed over time to create a base for continuous improvement.

Good Production Factor – GPF

For example, if your industry standard says that product should be sold within 30 days of completed operation, you can evaluate the percentage number of products that were sold within the time frame.

Example calculation

For a given machine the OEE is 65% and 50% of the products produced are sold within the time frame. OFE calculation gives OFE=OEE*GPF OFE=0.65*0.50 OFE=0,325 =32.5%

If we would reduce the batch size and do an additional set-up we will lose in OEE, however, we might sell a higher amount of product produced. In this example increased set up reduces OEE with 5% units but gives you a chance to run another order line and increases GPF with 20% units. This is just an example and reality is different.

OFE=0.60*0.7=0.42 OFE=42%

This means that we carry less inventory, deliver more order lines. It costs in OEE but if we still can deliver the volume and don’t have to hire more people to do that, there’s no real cost to it.

A higher OEE can lead to a better OFE as well if the GPF is constant.

If set-up time is reduced by actual improvements to the standard and the time saved is used for more setups to allow more orderliness through it will potentially keep OEE at the same level while improving the GPF. If you reduce other losses like shortstops, breakdowns etc. and OEE goes up a higher volume can be produced and the OFE will be better as well.

If the focus on OFE can be done over the whole production line the real output improvements can be tracked.


Johan Majlov

CEO, Lean Dimensions International. 2010-01-05



Overall Flow Effectiveness – OFE