Does This Fizz Good?

FSGD: An acronym for Frequent, Small, Good, Decoupled

FSGD (pronounced Fizz Good) is a thinking tool that LeanKit created to shape how we plan our work to get things done and provide value to our customers faster. FSGD is an acronym comprised of four equal parts: Frequent, Small, Good, and Decoupled. We think of it as simply a concise restatement of Lean principles, such as limiting work-in-process and reducing batch size, that have guided us for years.

Please join us for our next webinar on July 29, 2015, as we step into more detail of what FSGD is, how it has helped our teams, and how you can use FSGD with your team. As a prelude to the webinar, and to give a little context, this blog post tells the backstory of FSGD by sharing two not-at-all-FSGD experiences that propelled us to find a better way to plan our work.

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Now Available: Custom Reporting

A picture’s worth a thousand words — unless, of course, it conveys outdated or incomplete data. With LeanKit’s new Custom Reporting, you can answer your burning questions faster — and accurately.

LeanKit’s Custom Reporting solution offers quick insight to help you:

  • Highlight organizational trends with cross-board reporting
  • Meet your unique needs with custom reports, charts, and graphs
  • Ensure common understanding via easy report sharing

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Beat the Transformation Odds

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If you’re currently considering or have already taken on an organizational transformation, new research from McKinsey provides useful insights to triple your odds of success.

Substantial organizational change comes with a chasm of risk; however, McKinsey’s report suggests a repeatable formula to help you cross safely. Following their recommendations can increase your success rate up to 79%, based on the results achieved by the executives who participated in this survey.

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Welcome to the New Lean

Rowing team photo

If you’ve been to business school, or are at all familiar with business history, you’ll know that Lean was a big, big thing in the 1980s and ‘90s. Western manufacturing companies were being decimated by their Japanese rivals, especially Toyota, and they were trying everything they could to regain their competitive edge.

Many flavors of improvement methodology arose along the way, including Total Quality Management, Theory of Constraints, Just-in-Time and Six Sigma. Each of those movements is still around to some degree, but it would be fair to say that the style of management they were aiming for is now generally thought of as Lean.

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