The frog is a totem of transformation. Throughout history there have been many frog stories, but the old childhood fairy tale about the frog that is transformed into a prince is a good illustration of the frog as a totem of transformation. Also, a frog’s natural transformation from a tadpole into their adult form can symbolize the awakening of one’s creativity.

Frogs are a strong good luck symbol. For many centuries, the frog has been a symbol of abundance, partly due to the very large number of eggs it lays at one time. In Rome, the frog was a mascot believed to bring good luck to the home. The three-legged toad from China is the traditional pet of the immortal Liu Hai, who is also the Chinese god of wealth. This toad is a symbol for riches, and is often pictured with a gold coin in its mouth.

So you could say the name LEAN Frog represents the transformation of companies into more prosperous organizations through the application of Lean philosophy and tools. It could also stand for the creativity and sometimes even the luck required to succeed in business.

The problem is I learned all those things after the fact. The name LEAN Frog was chosen because of my daughter. As a little girl, when my daughter was learning to talk she often mispronounced “Leap Frog” (as in the learning toy company) as “Lean Fog.” When I think of my company’s name, I think about my daughter. While I love what I do, taking care of her and the rest of my family is one of the reasons I founded this company.

I want to answer that question by first discussing what the differences are between Six Sigma and Lean. Both of these tool sets are used to drive continuous improvement, but both attack driving improvement differently. Lean focuses on maximizing customer value by eliminating waste and improving process flow. Six Sigma, on the other hand is used to reduce variation in processes, and it is typically used as a problem solving tool. Lean is a cross-organizational system of improvement that strives to involve everyone in the organization. In general most Lean philosophies and tools are comprehendible at only an eighth grade educational level. Six Sigma drives improvement through a system of experts (Green or Black Belts) that step in to address issues as needed. The Six Sigma tool set is driven by mathematics and statistical analysis which entails higher education and specialized training. Both of these tools can produce results. Both systems work together quite well.

In my experience, I have found that companies benefit the most at first through the application of Lean. This is due to the speed of deployment and the power of numbers. When a majority of people within a company has bought into lean concepts and has learned the basics, improvements begin to take place exponentially at all levels within the company. I have witnessed the opposite in companies that hire a Six Sigma Certified Black Belt to start or drive a continuous improvement program. In such cases, often only 4 or 5 improvement projects are completed each year, employee buy-in comes slow and there is a constant need to manage resistance to change.

Therefore based on what I have seen and experienced, if I needed to fix or improve my personal business, I would start with Lean. I am not alone in these thoughts. In a recent online survey by the American Society of Quality in December of 2009 more than 1,000 manufacturing professionals around the world responded, to being asked what one tip they would offer to manufacturers to ensure revenue growth in 2010. The third highest rated response was, “implement more lean processes.” There was no mention of Six Sigma in the top five responses.

So when I am asked, “Where’s the Six Sigma in Lean Frog?” My response is: Six Sigma is here when (and if) you need it, but first let me show you what we can do with Lean. The customers that have taken me up on this offer have ALWAYS been pleased.

As a proud father of three, I wonder about both the availability and quality of education provided by the public school system, especially during these recessionary times. One recent Sunday morning, I woke to find in big print on the front page of the Huntsville Times Newspaper, “Teacher Layoffs Possible in Spring” (Stephens, 2009). The Huntsville school system will have to make cuts and still possibly seek a line of credit in order to operate in the upcoming school year. Huntsville is not alone, as according to the Alabama Department of Education, 65 of the state’s 131 systems have already established lines of credit to help make their payrolls next year (Stephens, 2009). .

This fiscal pain is also felt by Alabama’s two and four year colleges and universities. In June of 2009, the University of Alabama lost more than $130 Million in state appropriations for the 2009-2010 school year. Auburn saw similar cuts of approximately $69.3 Million. The Alabama Community College System (composed of 22 community colleges, 4 technical colleges, Athens State University and Marion Military Institute) has also faced large cuts. In all cases, universities are reacting by trying to reduce cost and increase tuition.

While this is a multi-faceted issue and must be addressed from many fronts…I had an interesting question recently posted on my “Ask Byron” Blog:

“I work in an upper division university in Alabama. I see that you have embraced many fine theories that work well in manufacturing & production oriented orgs- will your program work in the education industry where the primary stakeholders are tenured and seemingly not at risk? Thanks” – An Anonymous Professor

The short answer is, “YES!” Lean is a continuous improvement approach that focuses on reducing cost through the elimination of waste while increasing customer value. Lean philosophies and techniques have been used successfully outside of manufacturing environments for years now. A quick internet search will identify multiple case studies where lean has been successfully applied in such fields as healthcare, construction, and financial services. You will even find success stories dealing with the application of lean in public education systems to reduce cost while improving overall performance. In 2004, a Rand Corporation study entitled “Organizational Improvement & Accountability – Lessons for Education from Other Sectors” noted that lean process improvement was one of the most powerful tools that educational systems could deploy. Yet when I made an internet search for lean deployment in Alabama education, I could not find any reference to the deployment of lean. While this is some what understandable at the K-12 grade levels, I found it shocking that I could not find any reference to the deployment of lean at the university level, as I am aware that several Alabama universities have been working with local industries teaching and applying lean for several years. How could there NOT be a strong lean program underway at most schools and universities in Alabama?

One reason why may be implied in the wording of the above question – “Will your program work in the education industry where the primary stakeholders are tenured and seemingly not at risk?” Organizations are composed of people and while it is true that all people do not resist change, it is also true that people do not change unless there is good reason. There must be a catalyst situation that drives the need to learn and develop new skills. Up until recent years this type of catalyst situation may simply have not existed within the Alabama educational system. However, times are changing. In the same Huntsville Times article noted above, Huntsville City School System Superintendent Ann Roy Moore said, “Non-tenured teachers would often be the first to go by policy, but some may be difficult to replace, such as an advanced physics teacher. And the system could be forced to take the unusual step of reducing the number of tenured teachers (Stephens, 2009).”

Another reason is that most schools and universities do have some form of continuous improvement occurring and may believe what they have is good enough. It is very rare to find a school that does not employ some form of Total Quality Management (TQM) or Continuous Improvement Plan (CIP). Alabama Colleges and Universities are accredited through the Southern Associate of Colleges and Schools. The Commission on Colleges of the Southern Association of Colleges and Schools (SACS-COC) accredits virtually all colleges and universities in the southern region of the United States. To receive and maintain accreditation SACS requires each school to develop Quality Enhancement Plans (QEP) focused on engaging the wider academic community and addressing one or more issues that contribute to institutional improvement. The QEP describes a carefully designed and focused course of action that addresses a well-defined topic or issue(s) related to enhancing student learning. While these activities have led to the development of quality and performance improvements, they have often failed to offer a tactical approach that both reduces overall cost and drives improvements. Lean, on the other hand, could fill this gap with practical tools and methodologies that could both improve the overall quality and performance of school processes (thus increasing value), and ensure that waste is reduced eliminating excessive costs. While lean could be used as a stand alone CIP, it is fully compatible with existing TQM and CIP models and practices such as QEP.

Lean has delivered improvements in every industry that has made application ranging from healthcare to banking – thus demonstrating the universality of its principles to both reduce cost and improve performance. While lean alone will not save Alabama public education, it could make a significant difference in both the cost and quality of the education being delivered at every level. The expertise for implementing lean already exists at some local universities… Why are we waiting? Can we really afford to wait?

AUTHOR’S NOTE:
If anyone is aware of lean techniques being applied within the Alabama educational system, please feel free to post the news below. Nothing would please me more than to learn that this is currently being pursued. If you have questions regarding creative techniques for applying lean in the education industry, feel free to contact me directly.

REFERENCE:
Stephens, C. (2009, December 20). Teacher Layoffs Possible in Spring. The Huntsville Times, p.1