Process Confirmation - AllAboutLean.com

Process Confirmation Standard for Kaizen at BMW Dingolfing—Part 4

January 1, 2026December 30, 2025 by Christoph Roser

BMW Group Dingolfing Plant Product Portfolio — BMW Group Dingolfing plant product portfolio

Work standards are key to kaizen, and their correct use requires process confirmation. The BMW Group Dingolfing plant does an outstanding job with this process confirmation, driving their continuous improvement. This gives BMW automotive plants an outstanding performance on par with Toyota. In this last post on the series on the process confirmation standards at BMW Dingolfing, we dig deeper into the confirmation for the work standard documents and the digital displays used to manage the product variety coming down the line.

Process Confirmation Standard for Kaizen at BMW Dingolfing—Part 3

January 1, 2026December 23, 2025 by Christoph Roser

Process confirmation is essential for maintaining standards, which are essential for continuous improvement. In my previous posts I introduced the process confirmation standard at the BMW Group Dingolfing plant, which helps BMW to achieve efficiency on par with Toyota. We already looked at the verification of the material supply standards and 5S. In this post I will talk more about the Gemba standards for the actual work. They demand improvement ideas directly from the shop floor, which is the best way to have fast kaizen cycles toward operational excellence. Read on!

Process Confirmation Standard for Kaizen at BMW Dingolfing—Part 2

December 16, 2025 by Christoph Roser

In my last post I introduced the process confirmation standard at the BMW Group Dingolfing plant, which helps BMW to achieve efficiency on par with Toyota. In this post I will talk more about the actual process confirmation checklist, starting with a brief overview, followed by a deep dive into the first two sections of the checklist. Read on!

Process Confirmation Standard for Kaizen at BMW Dingolfing—Part 1

January 1, 2026December 9, 2025 by Christoph Roser

Continuous improvement in lean works through work standards. Improving the standards improves your processes. However, all of this is for naught if the standard is not followed. In this series of blog posts I will look in more detail at how the BMW Group Dingolfing plant (a company on par with Toyota in terms of efficiency) does process confirmation on the shop floor. And, maybe even more important, how they drive the whole improvement process through the front-line workers on the shop floor using this process confirmation.

Common Mistakes with the PDCA (and Some History)

August 21, 2025April 26, 2016 by Christoph Roser

The Mysteriously vanishing Check and Act — The mysteriously vanishing Check and Act

In my previous post I explained how the PDCA (Plan, Do, Check, Act) should work. However, while most people know the PDCA in theory, I find that the practical implementation is often lacking. And, quite frankly, I am also sometimes sloppy with the PDCA way more often than I would like to admit. Time for some reflection and observation on what works, and why so often it does not.

Hence, in this post I will show common pitfalls and problems when doing a PDCA. Also, simply because it is one of my pet interests, I will also show a bit of the history of the PDCA and its origins in quality control.

The Key to Lean – Plan, Do, Check, Act!

August 21, 2025April 19, 2016 by Christoph Roser

Plan-Do-Check-Act (or PDCA) is one of the key elements in lean manufacturing, or for that matter in any kind of improvement process. In my view, it is the most basic framework for any kind of change. All other lean tools are only on top of the PDCA.

In my experience, most lean projects in the Western world fail not because they do not have some detailed tool, but because the PDCA is neglected. Of course, (almost) everybody knows what the PDCA is, but there is a huge difference between knowing the theory and doing it correctly. In this post I will explain in more detail how PDCA should work. In my next posts I will show you the common pitfalls of PDCA, its history, and the many, many different variants of the PDCA that are out there.

Common Mistakes of Top Executives – A look at “Undercover Boss”

August 21, 2025October 26, 2014 by Christoph Roser

I occasionally watch the reality show Undercover Boss, where top executives work undercover in their own companies. Over and over again I see these managers making the same mistake: They have no understanding whatsoever of what is really happening on the front lines. It is a typical case of not going to the shop floor often enough, or in lean speak, no genchi genbutsu (Japanese for “go and see”). So, <dramatic voice> Why do bosses all make the same mistake? Will they ever learn? Will you enjoy this post? See for yourself in the post below! </dramatic voice>.

Corporate Culture on Quality Starts at the Top – A Small Anecdote on Organizational Blindness

December 13, 2025August 10, 2014 by Christoph Roser

Quality starts at the top with management. Top executives like to talk about quality, but employees below usually know very well if the manager only talks the talk or also walks the walk. Words are cheap. Quality (and pretty much everything else that is important) requires attention by management.