Dan Prock

President of Sensei Way LLC, Dan Prock is a graduate engineer with a Masters and Ph.D. in psychology. He has been a lean enterprise facilitator, coach and "train the trainer" workshop leader for over 20 years.

Over that time, Dan led hundreds of kaizen events in factories and knowledge work areas including product design, quality assurance, software development, marketing, law, restaurants, and small shop operations.

Recent Posts

Value Stream Mapping for Knowledge Work and Services

Jun 3, 2017 by Dan Prock in meeting design (11 minute read)

Every organization exists to create value. Companies work to create value for customers and stakeholders. Education exists to create value for students and the community. Non-profits create value for members and society at large. Government should create value for the governed.

The creation of value is the point, but we all know that it isn't always where we spend the bulk of our time or energy. Time, complexity, changing regulations and customer requirements all conspire to gum up our processes with activities and delays that do nothing to add value to customers. The problem isn't that people show up to work every day wanting to spend their time on meaningless chores. Yet despite best intentions:

A bad system will beat a good person every time.

W. Edwards Deming

Running a Value Stream Mapping Workshop can help teams find and eliminate those wasteful activities that provide no value to customers nor meaning for employees.

Lean thinking has a 25-year history in manufacturing, where you can find lots of examples for how to create and use value stream maps. These VSMs illustrate raw parts arriving from suppliers, parts fabrication, movement, scheduling and factory assembly lines, packaging, shipping, and distribution channels.

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Topics: meeting design

How to Run Kaizen Events to Improve Your Business Processes

Aug 12, 2016 by Dan Prock in meeting design (7 minute read)

Introducing Dan Prock
The Lucid Meetings team is delighted to welcome our newest template designer, Dan Prock. We met Dan through Ingrid Bens, and quickly realized he had specialized expertise that we were missing. Dan Prock helps businesses of all sizes implement lean practices that help eliminate process wastes and improve operations. Read on to learn about lean, kaizen, and how these practices that started in manufacturing are now revolutionizing the services and small business worlds.
— Team Lucid

Massaki Imai, the author of Kaizen, once said:

“The starting point for improvement is to recognize the need. This comes from recognition of a problem. If no problem is recognized, there is no recognition of the need for improvement. Complacency is the archenemy of kaizen.”

Recognizing and Eliminating Problems

In typical organizations, business managers, experts and engineers work to solve problems. “Problems” are typically defined as an issue with a mission-critical system, broken or poor performing machines, buggy software, poor performers, or defects in quality.

Several decades ago, Japanese manufacturers led by Toyota found a way to become competitive on relatively low sales volumes. They did it by turning their attention from just solving the obvious problems towards improving processes overall. The leaders at Toyota learned to harness the intelligence of their people to identify and eliminate “process wastes” – such as delays, rejects, unnecessary motion, over-processing, and extra inventory, for example  using techniques that have since come to be known as “kaizen” and “lean manufacturing”.

Led by master teachers known as the “sensei” and managed by all company leaders, the practice of lean and kaizen enabled Toyota to remain competitive through recessions and quality recalls, and to grow into the world’s largest car company.

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Topics: meeting design