tag:blogger.com,1999:blog-51675392225029408082024-03-18T06:00:34.319-04:00A Lean JourneyThe Quest for True NorthTim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.comBlogger2501125tag:blogger.com,1999:blog-5167539222502940808.post-5871560166380791162024-03-18T06:00:00.001-04:002024-03-18T06:00:00.138-04:00Insights from GE CEO Larry Culp’s Annual Report<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRea9kG6UDnTo05_AKLpA_2Uk2y8rJTYFy-0EzO1aVklw8POldtEd9_hGIvooApTQQYBTWmQc9digdiFAvsdOa0TRq03hcdelhMiSSo3x0juyIEVfA0mm7IiCN7xQshog3XL6EmNT05m3LVdJha8P_-fWBTtr-nOi6tH_w0BSxKWkXTI5mNZOdA376wbY/s624/larry%20Culp.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="415" data-original-width="624" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRea9kG6UDnTo05_AKLpA_2Uk2y8rJTYFy-0EzO1aVklw8POldtEd9_hGIvooApTQQYBTWmQc9digdiFAvsdOa0TRq03hcdelhMiSSo3x0juyIEVfA0mm7IiCN7xQshog3XL6EmNT05m3LVdJha8P_-fWBTtr-nOi6tH_w0BSxKWkXTI5mNZOdA376wbY/w400-h266/larry%20Culp.jpg" width="400" /></a></div><span style="font-family: Arial, sans-serif;">Larry Culp, CEO
of GE, their first outside CEO in 125 years has been leading their
transformation using a Lean mindset. Many Lean practitioners and business
leaders have been following GE’s performance. Recently Larry released the
annual report and I really appreciate the lessons I found within. You can read
the full report </span><a href="https://www.ge.com/investor-relations/annual-report"><span style="font-family: "Arial",sans-serif;">here</span></a><span style="font-family: Arial, sans-serif;">.</span><p></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">1.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Grounded
in purpose, values, and responsibilities.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">GE’s purpose of
building a better world beholden to shareholders, customers, and society.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">This
document always has been about more than our financial performance, though.
It’s told the continuous story of GE’s culture and how our values are embedded
in the <b>purpose of building a better world</b>. We remain acutely aware of
and <b>humbled by our responsibility to shareholders, customers, and society</b>.
And we recognize that our team still, and always, strives for results.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">2.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Tackle
challenges head on with clear goals.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Companies are
in business to make a profit, so this is not a surprise but goal two is really
about how they expect to accomplish goal one. Lean will ensure their efforts
are both sustainable and culture changing.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">We embraced
reality head on, taking <b>disciplined and deliberate steps to tackle our challenges</b>
while investing to protect what made GE special. We set two clear goals: One, <b>improve
our financial position</b> to deal with our debt load. Two, <b>improve our
operations to strengthen our businesses</b>. <b>Lean</b>, with its relentless
focus on the customer and pursuit of continuous improvement, makes our efforts <b>sustainable</b>
and is leading to <b>lasting culture change</b>.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><i><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">3.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-style: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span></i><!--[endif]--><span style="font-family: "Arial",sans-serif;">Embracing
a Lean philosophy rooted in kaizen.<i><o:p></o:p></i></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">We’ve been
taught there is always an opportunity for improvement and embracing the spirit
kaizen will propel your business forward.<o:p></o:p></span></p>
<p class="MsoNormal"><b><i><span style="font-family: "Arial",sans-serif;">Belief in
a better way</span></i></b><i><span style="font-family: "Arial",sans-serif;"> has
propelled this company forward since our earliest days. Today, in an
ever-challenging environment, GE employees are e<b>mbracing</b> a lean
philosophy rooted in <b>kaizen</b>, “change to make it better.” They are
delivering for our customers by listening, learning, and executing.
Step-by-step, one process at a time, they are advancing safety, quality,
delivery, and cost, in that order, serving our customers and each other with
deep respect.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">4.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Empowering
people leads to results.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">When you
combine compelling purpose with problem solving people within lean systems in
my experience you’ll find increasingly better performance.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">The <b>merging
of great people with great purpose</b>. The connecting of plans and <b>performance</b>.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">5.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Kaizen
is the magic that frankly becomes addicting as the improvements build on
themselves and grow.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Like the
example below my experience is the same. Improvement begets improvement. It is
infectious. <o:p></o:p></span></p>
<p class="MsoNormal"><b><i><span style="font-family: "Arial",sans-serif;">Enter
lean…</span></i> </b><b><i><span style="font-family: "Arial",sans-serif;">through
a kaizen</span></i></b><i><span style="font-family: "Arial",sans-serif;"> event
at our Lynn, Massachusetts, plant…</span></i> <i><span style="font-family: "Arial",sans-serif;">Our
goal: Take that 75 hours down to under 32, with one mechanic working at a time.<o:p></o:p></span></i></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">By the end
of the week, engineers and operators working together on the floor identified
opportunities both big and small; saving hours of prep time by using a heat gun
instead of an oven to treat a compressor rotor, for example. The result was
reducing build time to just 11 hours with one operator, all the while enhancing
safety and quality.<o:p></o:p></span></i></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">75 to 11 is
the kind of change that takes your breath away. But to me, the best part was
the fact that on Thursday of that week, the team was already talking about how
they were going to do better than 11; what they could do next.<o:p></o:p></span></i></p>
<p class="MsoNormal"><b><i><span style="font-family: "Arial",sans-serif;">That is
the spirit of lean and kaizen. Always getting better</span></i></b><i><span style="font-family: "Arial",sans-serif;">. Your mindset shifts to look for
opportunities at the most granular levels, day in and day out, to enhance
performance and eliminate waste.<o:p></o:p></span></i></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">These steps,
scaled and compounded across our teams, help customers and support our own
businesses. This “power of the ‘and’”, as Jim Collins would say<b>, is the
magic that frankly becomes addicting as the improvements build on themselves
and grow</b>.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">6.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">People
are our passion.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Respect for
people is a key pillar of the Toyota Production System intentionally as they
solve problems. They are the solutions. They create opportunities. They are the
lifeblood of the company.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">With
unmatched passion and talent, the people of GE remain at the heart of our
efforts, including reinventing ourselves. Challenges can become opportunities
when humility joins with optimism, leading us to believe that a better way is
possible.<a name="_Hlk160984257"><o:p></o:p></a></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">7.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Challenge
just good enough culture.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Status quo must
be challenged. The just good enough culture must be challenged.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">Our goal has
never been good enough, or a company that’s just better off. It is to build a
world that works better. Period.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">8.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Leadership,
humility and gratitude.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Embrace every
opportunity. As a leader your making a mark on the lives of others and the
community you serve.<o:p></o:p></span></p>
<p class="MsoNormal"><i><span style="font-family: "Arial",sans-serif;">I’m grateful
for the opportunity of a lifetime to work each day alongside this team.<o:p></o:p></span></i></p>
<p class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Arial;">9.<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "Arial",sans-serif;">Larry
Culp’s Photo (see above)<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Many CEO’s
would have a professional board room headshot but Larry has a photo from the
Gemba. He’s on the shop floor perhaps in a kaizen but at least seeing where the
value is created. More CEOs need to do this and set the example for their
leadership teams.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">It’s great to
see both examples of Lean and leadership in the workplace and no less together.
What do you think? Are there companies that can learn from Larry Culp and GE’s new
approach with Lean? I can think of few in the news recently.<o:p></o:p></span></p>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
<br />
<div>
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<span style="font-family: arial; font-size: 11pt;"></span><br /></div>
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>I’m a great believer in luck, and I find the harder I work the more I have of it</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>Thomas Jefferson</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal">This St. Patrick’s Day some may be feeling the luck of the Irish but I tend to agree with Thomas Jefferson’s message about the relationship between work and luck.</p><p class="MsoNormal">Hard work provides a strong foundation upon which success can be built. It nurtures discipline, resilience, and the determination to overcome obstacles. By investing time and effort into honing their craft or developing expertise in a particular domain, individuals increase their chances of success. Hard work creates opportunities and opens doors that may otherwise remain closed.</p><p class="MsoNormal">Luck can manifest in various forms, such as being in the right place at the right time, receiving a timely recommendation, or encountering a mentor who provides invaluable guidance. While luck is unpredictable and beyond our control, it can act as a catalyst, accelerating one's journey towards success. However, it is important to note that relying solely on luck without the foundation of hard work is unlikely to yield sustained achievements.</p><p class="MsoNormal">The relationship between hard work and luck is not one of exclusivity but rather one of interdependence. Hard work creates the conditions for luck to flourish, and luck, in turn, rewards those who have prepared themselves through diligent effort. </p><p class="MsoNormal">Success is a complex phenomenon influenced by a combination of hard work and luck. While hard work provides the foundation for progress and achievement, luck can serve as an unexpected catalyst, opening doors and creating opportunities. Ultimately, success is a product of the interplay between these two elements, with hard work increasing the likelihood of encountering fortunate circumstances.</p><div><br /></div><div><br /></div></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-65627160082889951052024-03-13T06:00:00.008-04:002024-03-13T06:00:00.133-04:00The 3 Things That Keep People Feeling Motivated At Work<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiF5hZiwrD7Qv2CzJBsY_I5_ecXNxqHIMPan-4jPHmTQAoZFfEHN9EJo8GST5KH6Nmj2HeFIBUagso2zDY_Zy7oqbsG5tAFXdJiU8P_vhJxnhpZx-T46jQTV6J5hyphenhyphenaSpq1X6ENotcmg7249_TRr5rGcqw4IyNP0qfRvj8SLceKmtu1otXEoqGw8_PKls3I/s225/how%20to%20be%20a%20better%20human.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="225" data-original-width="225" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiF5hZiwrD7Qv2CzJBsY_I5_ecXNxqHIMPan-4jPHmTQAoZFfEHN9EJo8GST5KH6Nmj2HeFIBUagso2zDY_Zy7oqbsG5tAFXdJiU8P_vhJxnhpZx-T46jQTV6J5hyphenhyphenaSpq1X6ENotcmg7249_TRr5rGcqw4IyNP0qfRvj8SLceKmtu1otXEoqGw8_PKls3I/w400-h400/how%20to%20be%20a%20better%20human.png" width="400" /></a></div>As part of
TED’s ‘<a href="https://www.ted.com/podcasts/how-to-be-a-better-human">How to be a Better Human</a>’ series, two researchers, Richard Ryan and
Edward Deci, developed an idea called ‘self-determination theory’. Self-determination
theory essentially argued that people are motivated when they can determine for
themselves what to work on and how to work on it.<p></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">Below, I’ll
outline the three main drivers of motivation according to self-determination
theory — autonomy, competence, and relatedness — and I’ll provide practical
ways to leverage the power of each.<o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif"><b>1) Autonomy</b><o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">This refers to
how much people feel they can influence the work they do or control the output
and outcome. It outlines how much say a person has in the way they do
something.<o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">The opposite,
of course, is being micro-managed. If micro-management is about being told what
to do and how to do it, autonomy is getting the person involved in deciding how
it’s going to be done and showing creative initiative to get there.<o:p></o:p></span></p>
<blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><p class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Analyze
how many times you ‘tell’ people what to do, versus how many times you
‘involve’ them in decision-making.<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Mutually
assign tasks and objectives for people, identifying and agreeing deadlines<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Give
them more freedom on how the task is completed, within certain guidelines.<o:p></o:p></span></p><p class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Communicate
the progress people are making to achieve the goals they are set.<o:p></o:p></span></p></blockquote>
<p class="MsoNormal"><span face=""Arial",sans-serif"><b>2) Competence</b><o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">We’ve always
stated that a vital aspect of people’s drive is to learn, grow and develop.
Becoming ‘better at stuff’ is one of the keys to motivation, so assist and
support in helping team members to develop their skills.<o:p></o:p></span></p>
<blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><p class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Limit
the amount of constructive criticism you offer. The research showed there were
links between poor feedback mechanisms and poor motivation.<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Share
successes with people so they can see how much they’ve grown by taking more responsibility.<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Give
positive feedback when you can, specifying exactly what you are happy with so
it can be repeated.<o:p></o:p></span></p><p class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Look
for opportunities to get your people learning and developing on the job, not
just on training courses.<o:p></o:p></span></p></blockquote>
<p class="MsoNormal"><span face=""Arial",sans-serif"><b>3) Relatedness</b><o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">The research
showed that, when people feel a connection between what they do and the bigger
picture they are serving, there is an increase in motivation.<o:p></o:p></span></p>
<blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><p class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo3; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Ensure
team members have opportunities to connect with others, even on a virtual basis.<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo3; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Show
people how the role they play interacts and contributes to others’ work, hence
reducing the impacts of silos within the business.<o:p></o:p></span></p><p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo3; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Create
a connection between their role and the mission of the organization.<o:p></o:p></span></p><p class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo3; text-indent: -0.25in;"><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "Times New Roman"; font-feature-settings: normal; font-kerning: auto; font-optical-sizing: auto; font-size: 7pt; font-stretch: normal; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal; font-variation-settings: normal; line-height: normal;">
</span></span><!--[endif]--><span face=""Arial",sans-serif">Allow
people to interact with each other more, so the feeling of belonging is enhanced.<o:p></o:p></span></p></blockquote>
<p class="MsoNormal"><span face=""Arial",sans-serif">Relatedness
refers to the sense of feeling worthwhile and being able to contribute to the
overall goals of each other as well as the company. You can naturally see how
and why this would be a key driver of motivation.<o:p></o:p></span></p>
<p class="MsoNormal"><span face=""Arial",sans-serif">When people
have the ability to determine how they work, the means to judge their progress
and the feeling that their work helps other people, they can’t help but be
motivated to get to work.<o:p></o:p></span></p>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5vm3HtaUaDqT9yDnFYDp06epNyYRo9JOIv-5MiEniqK8_lA03HHT55NaYuqKvSKoEdqUxs3DjRA4AD5HUWKdO8qUQjVH2n5wyfWeSksZs9k5JAIZmWrQkPkUDrDVWbEHnEPZ1SVDKITY/s1600/helpful+tips.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5vm3HtaUaDqT9yDnFYDp06epNyYRo9JOIv-5MiEniqK8_lA03HHT55NaYuqKvSKoEdqUxs3DjRA4AD5HUWKdO8qUQjVH2n5wyfWeSksZs9k5JAIZmWrQkPkUDrDVWbEHnEPZ1SVDKITY/s1600/helpful+tips.jpg" /></a></div>
<span class="MsoNormal" style="color: black; font-family: arial; font-size: 11pt; margin: 0in 0in 0pt;">For my <a href="http://leanjourneytruenorth.blogspot.com/p/facebook.html">Facebook fans</a> you already know about this great feature. But for those of you that are not connected to <a href="http://www.facebook.com/pages/A-Lean-Journey/101728393195684">A Lean Journey on Facebook</a> or <a href="http://twitter.com/TimALeanJourney">Twitter</a> I post daily a feature I call Lean Tips. It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey. Another great reason to like A Lean Journey on Facebook.<br />
</span><br />
<div style="color: black; font-family: arial; font-size: 12pt;">
<iframe allowtransparency="allowtransparency" frameborder="0" scrolling="no" src="http://www.facebook.com/plugins/likebox.php?href=http%3A%2F%2Fwww.facebook.com%2Faleanjourney&width=292&colorscheme=light&show_faces=false&stream=false&header=true&height=62" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; height: 62px; overflow: hidden; width: 292px;"></iframe></div>
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<span style="font-family: arial; font-size: 11pt;">Click this link for <a href="http://www.facebook.com/notes.php?id=101728393195684">A Lean Journey's Facebook Page Notes Feed</a>.</span></div>
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<span style="font-family: arial; font-size: 11pt;">Here is the next addition of tips from the Facebook page:</span></div>
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#3466 – Deliver Coaching on the "Shop Floor"</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">The
majority of your teaching and coaching should happen in the workplace where the
process and the teams are operating. This ensures that there is a clear link
between what the employee is learning and the environment in which they act in.
In the case of manufacturing companies this would be the shop-floor while for
service companies this would be where the process is operating or the service
delivery to customers is provided.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3467 – Help Employees Break the Problem Down into Parts</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Teach them
to break the problem into milestones or target conditions which need to be
achieved on the road to achieving the final outcome. This not only ensures
regular focus on the process on its way to achieving the final outcome but also
makes sure that actions are taken early if things go off the rails. Review
progress using a PDCA structure.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3468 – Let Them Think for Themselves</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Never
provide answers to the person you’re coaching. Your approach to teaching has to
be through a series of questions that helps the person to find the answer. They
should learn through their own discovery as they work on the project and wors
on the questions posed by their coach. The process of asking-questions to help
the individual come up with their own answers – also known as the Socratic
method - unfurls the thought process of the student.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3469 – Teach Employees Not to Assign Blame to Individuals</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Inculcate
into the individuals that you mentor that problems happen because of process
and the system not because of people. So whenever someone reports a problem or
blames someone, the first response has to be to go and look at the process /
system and not to point the finger at any one individual.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3470 – Help Them Learn to See</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Teach the
change agents the power of observation. Employees need to be taught to look for
both explicit and implicit things in a process. Can this be taught? Yes, it can
be. Observation is not just about the process but also about the customers, the
context in which the process functions, etc.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3471 – Ask Guiding Questions</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Open-ended,
guiding questions lead to more detailed and thoughtful answers, which lead to
more productive coaching conversations in the workplace. As a manager or
leader, it is critical that you develop strong relationships with your
employees. This will help you determine if your employees are curious, have the
capacity to perform and improve, and what kind of attitude they have toward
their work.</span><span style="font-family: Arial, sans-serif;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">This is
where communication skills and emotional intelligence really come into play.
Managers must guide conversations both by asking questions and listening, not
by giving directives. Employees learn and grow the most when they uncover the
answers themselves, making the techniques of coaching highly effective.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3472 – Recognize What’s Going Well</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Coaching
(successfully) in the workplace requires a balance of criticism and praise. If
your coaching conversations solely focus on identifying what’s not working and
how the employee needs to change, it can be demoralizing rather than
motivating.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Recognizing
and valuing an employee’s strengths can provide a solid basis for growth and
development. However, it’s important to avoid using the “compliment sandwich”
approach, as it can often come across as disingenuous and lacking in
authenticity.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Instead,
take the time to genuinely recognize specific areas where the employee excels
and let them know that their efforts are valued. Additionally, it’s important
to consider how the employee prefers to be recognized. Some individuals thrive
with frequent recognition, while others find occasional acknowledgment
sufficient. Understanding their preferences, whether they prefer public or
private recognition, is crucial in fostering a positive coaching management
style. Openly communicate with your employees and ask about their preferred
coaching techniques and examples of effective coaching in the workplace.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3473 – Listen and Empower</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Coaching
requires both encouragement and empowerment. As a manager and a leader, your
job is to build one-on-one relationships with employees that result in improved
performance.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Your
employees are likely to have a lot of input, questions, and feedback. It’s
important for them to know you care enough to listen to what they have to say,
so encourage them to share their opinions.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Some
employees will have no problem speaking their mind, while others will need a
LOT of encouragement before they share an opinion with you openly. Once they do
open up, be sure to respect those opinions by discussing them, rather than
dismissing them.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3474 – Give Them Goals to Aspire To</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Great
performance coaches identify strengths and weaknesses within individual
employees and help them take advantage of what they’re good at. This knowledge
of their own skills and competencies allows employees to target goals that
align with their strengths, and perhaps aspire to promotions and leadership
roles.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3475 – Empower Your Team to Manage Themselves, and Achieve More</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Self-aware
and communicative employees are engaged, empowered, and motivated. Armed with
concrete knowledge about what they’re capable of and how they can continue to
improve their performance in the office, employees are likely to be more
proactive about managing their own advancement and goals in the workplace.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3476 – Implement Continuous improvement Based on Customer Need</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Unlike
what many people think, sales (and other) departments have a big impact on the
production system of a company. From my experience, most of the time those
departments are disconnected from the production system and the needs of the
customer.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Remember
that the Lean principle of “Pull” is not a concept to be implemented in
production areas only. When trying to optimize your processes, always look at
the system holistically. Focus your investment on real customer needs.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Within an
organization there are internal and external customers. Internal customers are
people who work in the various departments that we produce work for. External
customers are the end users outside of our organization. An improvement is only
useful if it improves upon something that customers value. Before doing any
work, we must be aware of who the customer is and what is their conditions of
satisfaction to be able to deliver the desired value.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3477 – Reduce Non-Value Added Activities</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Draw a
Value Stream Map and connect the production areas with non-production areas.
Teach your people to distinguish between value added activities, necessary
non-value added activities, and waste. Standardize your processes. Even
creative processes can be standardized. Some experts say that around 80-90% of
a supposedly creative process is composed of repetitive processes or
methodological steps.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3478 – Implement 5S & Housekeeping</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Without
having a well-organized office environment, it will be quite difficult to
implement any Lean continuous improvement program. These simple traditional
lean tools do not need much investment. 5S and a Kanban system can improve
organization and efficiency.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3479 – Use Visual Management to Control the Workflow</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Use
visual management principles to provide visibility of work-in-progress (i.e.,
status of orders, projects, reports, etc.). A visual communication system
ensures that standards are in place so that work is completed on schedule.
Visual Management should be implemented in the office areas as well as in
production areas.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3480 – Take Advantage of Digital Tools</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
</p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">First, I
recommend the use of traditional manual solutions and tools such as color
cards, post-its notes, and boards to standardize the process. When you have
standardized the process, you can take advantage of digital tools including
apps, touch screens, and cloud computing tools. My recommendation is to start
with less sophisticated or free versions of applications and software. Once you
have mastered the rules and routines, search for more powerful, expensive, or
sophisticated tools if needed. Remember the 8th principle of the Toyota Way:
“Use only reliable, thoroughly tested technology that serves your people and
process”, a principle not yet well understood by many companies.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><br /></span></p></div></div></div></div></div></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>Spring work is going on with joyful enthusiasm</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>John Muir</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal">Enthusiasm; intensity about a subject; willingness to engage others on their terms with respect to the threats and possibilities; deep knowledge about the subject; examples from one's own experience - all of these are marks of passion. These are attributes that can be studied, learned, and acquired over time. They grow from believing that there must be a better way for your organization to survive and prosper in a competitive world.</p><p class="MsoNormal">Passion is everything. Without passion there is no drive to succeed. It is the fuel of the will, and everything you do as a leader must express your passion. Passion is contagious and is easily shared. Passion will bridge moments of weakness and will drive you past your failures while reaching for your goals. Passion radiates from you and is easily detected by others.</p><p class="MsoNormal">Enthusiastic leaders are able to make visions come alive. They do this by being inspirational, and passionate and by breathing life into the vision via their enthusiasm and energy. Enthusiasm is infectious and makes leaders more credible. It’s the exact opposite of being dull and boring. It’s the enthusiastic transmission of energy that brings a vision to life for the leader’s followers.</p><p class="MsoNormal">A leader without passion isn’t a leader. He’s a paper pusher. Or a taskmaster. Passion drives a lot, and you can inspire so much in others through your own passion and enthusiasm. That doesn’t mean you have to be constantly cheery; it means you’ve got to believe in what you’re doing and what your company is doing.</p><p class="MsoNormal">The team will feed off your energy, your example. They will sense and follow your motives, so keep it positive. As you cultivate these behaviors in your own life, you will reap the benefits. Let enthusiasm drive your leadership.</p><div><br /></div><div><br /></div></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-11088264721243375352024-03-06T06:00:00.003-05:002024-03-06T06:00:00.335-05:00Exposing The Common Myths of Standardized Work<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjt1rOmy2qIOtdPqkq6Chis-5oZXLCkHdZ5ifxoAilI5F2LY3g4eUcJ_MbXUJwUDglU0UppfnjMLhnOdKbB6I9XAJKjeaVcpj4RGAbvwcwU4cMhfLRMjdUe6SMj4C0JlHCT4hpPWP5QiJkMHfCus8SPjUd-VBOme0DOg5GO0ah_fa5be6bPlglaRa4FhQQ/s276/myths.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="183" data-original-width="276" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjt1rOmy2qIOtdPqkq6Chis-5oZXLCkHdZ5ifxoAilI5F2LY3g4eUcJ_MbXUJwUDglU0UppfnjMLhnOdKbB6I9XAJKjeaVcpj4RGAbvwcwU4cMhfLRMjdUe6SMj4C0JlHCT4hpPWP5QiJkMHfCus8SPjUd-VBOme0DOg5GO0ah_fa5be6bPlglaRa4FhQQ/w320-h212/myths.jpg" width="320" /></a></div><span style="font-family: Arial, sans-serif;">A couple days
ago I posted an article on standard work as a mechanism for facilitating and
empowering improvement. By documenting the current best practice, standardized
work forms the baseline for kaizen or continuous improvement. As the standard
is improved, the new standard becomes the baseline for further improvements,
and so on. Improving standardized work is a never-ending process. Standardized
work is one of the most powerful but least used lean tools.</span><p></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Unfortunately,
there are many myths regarding standardized work that if followed create a
flawed system. To prevent you from falling into this trap I will attempt to
debunk several of these myths.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
Is Permanent</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">A common
misconception is that ‘standardized’ is assumed to be permanent. This is not
the case. It’s just the best way we know how to do the work today. Continuous
improvement is always encouraged, once the current best method is understood
and practiced in order to establish a stable foundation for further
improvement.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
is Self-Created</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Some think
employees develop their own standardized work. The initial work standard should
be developed by engineers (process owners) working with operators who are part
of a team. Group leaders and team leaders then have responsibility for training
employees on the standard work and soliciting their input. Once the process is
operating at some level of stability, employees are challenged to develop
better methods, but the methods are always reviewed by others, including
management.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
is a Rigid Framework</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Another common
myth about standardized work is that many think of a rigid work environment
where workers aren’t required to think. This is totally the opposite as I said
above. Operators are part of the creation of the work standard and then are
challenged to improve these methods. The standard creates a baseline by which
improvement can be measured. Ideas should be discussed with group leaders and
considered depending upon the consensus and buy-in from other members and
shifts. Once consensus is reached then experimentation can be done to determine
the effectiveness of the improvement. If it is deemed an effective change then
the standardized work can modified and everyone trained in the new method.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
Reduces Training Needs</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">It is also
believed that with standard work you will know everything about the job and
therefore be able to train anyone to do the job. Standardized work is the
process used by operators to define their work method through documentation and
visual postings. This is often misinterpreted as a fully detailed description
of the work and associated standards. Anyone who has read the standard work
sheets would see that the work description explains the work elements in basic
terms - not nearly enough information to read and fully understand the job. Job
Instruction Training (JIT) is the method commonly used in Lean to transfer
complete knowledge of a job to a team member. In my experience anyone who
believes that a job is simple enough to distill down to a few sheets of paper
underestimates the competency level necessary of their employees.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
Prevents Deviations</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Another myth is
that with standard work and visual postings employees will not deviate from the
standard. This couldn’t be further from the truth. There is nothing in
standardized work that will prevent deviation by the operator except the visual
awareness of others. The visual reference is utilized by management for
monitoring adherence to the standard which is done through periodic and regular
audits of the standardized work. To ensure compliance to the standard, it’s
necessary to poka-yoke or mistake proof the process to prevent deviation and
make excursions highly visible.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Standard Work
Only Applies to Shop Floor</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Lastly, there
are those that believe standard work is only for the shop floor. Standard work
has been proven effective in many industries from the military to healthcare
and everything in between. In particular, I think this is a technique that
management teams must adopt. How we run the business should not be any
different than how we do business. In my experience, those organizations that
use standard work at the management level are more productive and effective.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Standardizing
the work adds discipline to the culture, an element that is frequently
neglected but essential for Lean to take root. Standardized work is also a
learning tool that supports audits, promotes problem solving, and involves team
members in developing poka-yokes. While standard work can be an effective
foundation for continuous improvement it is important to recognize that it is
not a one-stop shop for all that ails you.<o:p></o:p></span></p>
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<br />
The definition of standard work is "the most effective combination of manpower, materials and machinery". Standard work is the method, and thereby you have the four Ms of manufacturing (manpower, material, machinery, methods). Standard Work is only "the most effective" until the standard is improved. <br />
<br />
Standards to a company are like scales and sheet music to a musician. Our team members help develop and maintain standards, which are not static. Standards change as we get better, just as a good band will incorporate chord and melodic variations if they sound good. Thus, standards do not constrain creativity – they enable it, by providing a basis for comparison, and by providing stability, so we have the time and energy to improve.<br />
<br />
Standardized work comprises:</span></span><br />
<ul><li><span style="font-size: 11pt;"><span style="font-family: Arial;">Content</span></span></li>
<li><span style="font-size: 11pt;"><span style="font-family: Arial;">Sequence</span></span></li>
<li><span style="font-size: 11pt;"><span style="font-family: Arial;">Timing</span></span></li>
<li><span style="font-size: 11pt;"><span style="font-family: Arial;">Expected outcome</span></span></li>
</ul><span style="font-size: 11pt;"><span style="font-family: Arial;"> It should also contain tests, or red flags, which tell you when there’s a problem. That way, you won’t ship junk. The tests could be physical, such as a torque check on a bolt, or it could be administrative, like a blacked-out template that fits over a standard form and highlights the critical information.<br />
<br />
Standard work enables and facilitates:<br />
<ul><li>Avoidance of errors, assuring that lessons learned are utilized and not forgotten</li>
<li>Team learning and training</li>
<li>Improvements to make the work more effective</li>
<li>Reduction in variability</li>
<li>Creation of meaningful job descriptions</li>
<li>Greater innovation by reducing the mental and physical overhead of repetitive or standardized work</li>
</ul>Standard work does not preclude flexibility. You can still do a lot of different jobs, and be able to address new problems. Standard work just takes the things you do repeatedly and makes them routine, so you don’t waste time thinking about them.<br />
<br />
Standards are an essential requirement for any company seeking to continuously improve. All continuous improvement methods leverage learning to get better results from their business efforts. Standards provide the baseline references that are necessary for learning. A standard operating procedure supplies a stable platform for collecting performance measurements. The standard and its profile of performance yields the information people need to uncover improvement opportunities, make and measure improvements, and extract learning.<br />
</span></span><br /><br /><a href="https://follow.it/aleanjourney" title="Subscribe to my feed"><img alt="Subscribe to my feed" border="0" height="32" src="http://www.feedburner.com/fb/images/pub/feed-icon32x32.png" width="32" /></a> <a href="https://follow.it/aleanjourney" title="Subscribe via Email"><img alt="Subscribe via Email" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgUjk-CMMAEvl9GTM81cLoE5N18Mj8NP-kpzm0f0IijqGLQCeErPM57qpO5be3zie3PRRSYP-TyXTsseN5T-F-4w7PH8Qvm6-II2ubnUE-icSB_OW82YhvFP6cxdWwj1-piobTXwU4y3co/s1600/images.jpg" width="32" /></a> <a href="https://www.linkedin.com/groups/2498484/" title="LinkedIn Group"><img alt="LinkedIn Group" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYM69fq8y4F20A8Pr6V6w5CeLow6hWoO8yefyHbawgsXkU_wkuWUPKfLMycA8MYTcB_q2uqMIXPMI0o1lbkKmWveRc3T4u0w5aus7sCXJDI5TIoGzQknU2zOA7IErv6Z93fOYnzJLzsNY/s1600/linkedin_icon.jpg" width="32" /></a> <a href="https://www.facebook.com/ALeanJourney" title="Facebook Page"><img alt="Facebook Page" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwFXkbQeZ2OSRL8MnAiDhfeTfa-hFz_GCVx8atSqDFA4q8JVkadmBkH8eJCbRCnjFEMNrRk0EnjPr9PAXVTx3aNvwByt7lADN-iY_s3cFe6vCH9diyeAE6gPwfQ9GUXBqfxu-ORI27ZrI/s1600/facebook_icon.jpg" width="32" /></a> <a href="http://twitter.com/timaleanjourney" title="@TimALeanJourney"><img alt="@TimALeanJourney" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8nhDpjT5MWuR6AJV7eLEwhwMdkuB25UAzfoB1AgGHoJ0OFitl5ykbzzcOfj_tZ0_elTW23nxZJL7yc35A_zxsyZvN8wk0C_CNpVV4LB09B7tXQaD_AMVnVTpTJVtmd1zcUpU4iURbTOc/s1600/twitter_icon.jpg" width="32" /></a> <a href="http://www.youtube.com/user/ALeanJourney" title="YouTube Channel"><img alt="YouTube Channel" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_yfRQX_-0EEMCrVvqpkQwqeBLlx5tG0-etfTd149toZMjreRNWCr77hTvRe57PJtuJuQmheMGZ-gV76TPq07gbpVYXyyeR0DHjgElZeUGG3kahl1Rhden4GvCjEQd_uwZcIR8k9xCBfA/s1600/youtube_icon.jpg" width="32" /></a> <a href="https://www.slideshare.net/ALeanJourney" title="SlideShare"> <img alt="SlideShare" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvn65cj8H6pwwEVIh_jdXOW9yqB1zKoLa_vb3fzwzvbxNNvCgXHMy9xGz0Tk7ujU3Ylcmz3oMj4CWPhnIgV4lFRplDEV9JbNYEaNlhpFHjjLnPH4fv7r7KXBEYzGVRdVtSnyDIlzvquIw/s1600/slideshare_icon.jpg" width="32" /></a><div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-63469724147914571242024-03-01T06:00:00.001-05:002024-03-01T06:00:00.132-05:00Lean Quote: Employee Appreciation Day <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>It is literally true that you can succeed best and quickest by helping others to succeed</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>Napolean Hill</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal">Today, March 1, marks annual Employee Appreciation Day, which has taken place on the first Friday of every March since 1995. Employee Appreciation Day encourages managers of all levels to support and reward their employees, and to show their appreciation!</p><p class="MsoNormal">Employee Appreciation Day is all about your employees. Celebrating the value they bring to your organization as individuals is a great way to increase employee engagement, commitment, and motivation. It's important to make employees feel valued.</p><p class="MsoNormal">It seems like a simple concept: Make employees feel appreciated, and they will work harder and be more loyal. But there is often a disconnect between the type of appreciation employees want and what their managers think they want.</p><p class="MsoNormal">Employees should be appreciated each and every day, but hey – why not make them feel extra special with these ideas.</p><p class="MsoNormal"><b>Focus on Fun </b></p><p class="MsoNormal">Employee Appreciation Day is the perfect excuse to have fun at work! Your employees are used to the everyday work grind. If you throw in some fun activities or games, it will be a memorable and refreshing break from the same old, same old.</p><p class="MsoNormal"><b>Snacks are Essential</b></p><p class="MsoNormal">Food is a great motivator. Present me with a cupcake and I will remember it for the rest of my life. Throw a celebration with no food at all? I will remember that for the rest of my life, too. Okay, I might be a little dramatic BUT either way, food is a celebration must. Food brings people together. It’s the centerpiece. It’s what connects us all at the end of a long workday.</p><p class="MsoNormal"><b>Recognize Publicly</b></p><p class="MsoNormal">Recognizing your employees publicly for a job well done is an underrated idea for showing employee appreciation. As a boss, your positive words can greatly boost employee morale, especially if the praise is given in front of colleagues and peers.</p><p class="MsoNormal"><b>Simply Say “Thank You”</b></p><p class="MsoNormal">This one might seem super obvious. Make sure to take some time to say thank you with intentionality. A heartfelt thank you can make employees feel valued, motivated, and appreciated for their efforts.</p><p class="MsoNormal">Recognition cannot be an afterthought. It must be deliberate and timely. Whether it’s a simple thank you or more formal recognition, people want to feel appreciated at work. They want to feel a sense of purpose, and that they are part of something bigger than themselves. The right employee appreciation program can help make those connections and much more.</p><div><br /></div></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-24021140839057929982024-02-28T06:00:00.001-05:002024-02-28T06:00:00.147-05:00Lean Roundup #177 – February 2024<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFki41E2DxHYY6LjdK5vqPZVE7pykBiYkXb256bviLuUK_kTirpd_YU7hMvx4qY0L0gtMkPcajU2lm63Dqse3oPZBlFA0QH0F7NDU3ORrRLzTLG179-2t0CSKVjyRuueyctCGgeWtUwc/s1600/Blog-300x225.jpg" style="clear: left; display: inline; margin-bottom: 1em; margin-right: 1em; text-align: center;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFki41E2DxHYY6LjdK5vqPZVE7pykBiYkXb256bviLuUK_kTirpd_YU7hMvx4qY0L0gtMkPcajU2lm63Dqse3oPZBlFA0QH0F7NDU3ORrRLzTLG179-2t0CSKVjyRuueyctCGgeWtUwc/s400/Blog-300x225.jpg" width="400" /></a><br />
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<div class="MsoNormal"><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;">A
selection of highlighted blog posts from Lean bloggers from the month of February
2024. You can also view the previous monthly Lean Roundups </span></span><a href="http://www.aleanjourney.com/search/label/Lean%20Roundup"><span class="normaltextrun"><span face="Arial, sans-serif" style="color: #0563c1; font-size: 11pt; text-decoration-line: none;">here.</span></span></a><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> <o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://theleanthinker.com/2024/02/02/introduction-to-toyota-kata/">Introduction
to Toyota Kata</a> – Mark Rosenthal introduces Toyota Kata as a way to start to
nudge the culture in the direction we want it to go.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://www.leanblog.org/2024/01/the-problem-at-boeing-isnt-idiots-its-far-more-complex-than-that-but-fixable/">The
Problem (737 MAX and Beyond) at Boeing Isn’t “Idiots.” It’s Far More Complex
Than That… But Fixable</a> – Mark Graban asks and answers what can we do to
prevent mistakes and protect ourselves from human error.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://michelbaudin.com/2024/02/07/toyotas-job-rotation-policy/">Toyota’s
job rotation policy</a> - Michel Baudin focuses on the specifics of Job
Rotation as a policy that sets Toyota apart from most other manufacturing
companies.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="http://blog.leansystems.org/2024/02/strategy-in-time-of-explosive-change.html">Strategy
in a Time of Explosive Change</a> – Pascal Dennis discusses how to develop and
deploy strategy in ‘interesting’ Technological times.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://blog.gembaacademy.com/2024/01/30/the-power-of-perception-transforming-challenges-into-opportunities/">The
Power of Perception: Transforming Challenges into Opportunities</a> – Ron Pereira
talks about how our experience is shaped by our perception and reaction.<o:p></o:p></span></span></p><p class="paragraph" style="vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://bobemiliani.com/asking-the-wrong-question-for-decades/">Asking
the Wrong Question (for Decades)</a> – Bob Emiliani says we have challenged
people with the wrong question.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://blog.gembaacademy.com/2024/02/16/understanding-the-customer-experience-is-a-keystone-in-process-improvement/">Understanding
the Customer Experience is a Keystone in Process Improvement</a> - John Knotts says
ensuring satisfaction through the entire journey a customer undertakes with
your business is essential for process improvement and, ultimately, business
success.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://www.allaboutlean.com/seeing-shop-floor-introduction/">Different
Aspects of Seeing a Shop Floor—Introduction</a> - Christoph Roser goes through the
steps for understanding the shop floor to see what’s going on in the production
system.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://www.lean.org/the-lean-post/articles/coachs-corner-how-can-lean-product-and-process-development-enable-the-creation-of-environmentally-sustainable-products/">Coach’s
Corner: How can Lean Product and Process Development enable the creation of
environmentally sustainable products?</a> - Katrina Appell shows how following
LPPD principles and practices enables teams to consider sustainability when
making decisions early in and throughout the design process.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://digestibledeming.substack.com/p/the-ongoing-state-of-agile-transformations">The
Ongoing State of Agile Transformations</a> - Christopher Chapman reviewed and
analyzed the annual State of Agile industry survey to see how peers were doing
in adopting this “new” way of delivering software, what impediments they were
facing, and what trends were emerging.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://www.leanblog.org/2024/02/lean-leadership-in-action-ceo-larry-culps-journey-to-revitalize-ge-at-the-gemba/">Lean
Leadership in Action: CEO Larry Culp’s Journey to Revitalize GE at the Gemba</a>
– Mark Graban discusses the importance of leadership action in Lean with recent
example from GE’s CEO Larry Culp.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;">
</p><p class="paragraph" style="vertical-align: baseline;"><span class="normaltextrun"><span face=""Arial",sans-serif" style="font-size: 11pt;"><a href="https://bobemiliani.com/learning-is-not-enough/">Learning is Not Enough</a>
– Bob Emiliani explains learning is a foundation, a launching point, but one
has to go much further to gain know-how.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;">
</p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="eop"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p></div></div>
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are familiar with Continuous Improvement programs all know the term “burning
platform”, an expression used to describe a situation where a company or
organization needs to take drastic action to survive. The concept has gained
popularity as an effective way to motivate employees and stakeholders to make a
real change.</span><p></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">In general, a
necessity to change – the burning platform – will create higher stress levels
which affect the attitude and behavior of employees towards the upcoming
change. The more critical and urgent the need for change, the bigger the
chances for stress levels. This triggers negative and defensive reactions like
fight, flight or freeze.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Too often, we
see high stress levels result in internal fights, pointing fingers, pushing
problems to other teams and the best talents moving to other companies.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Maybe, these
negative sentiments can be transformed into a more positive and bonding
attitude within teams for a while, but not for long time.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">My view,
however, is different. Even though fear is a strong motivator, it only works
for a limited time. And should never be applied on a personal level. Fear
causes stress, decreasing performance levels and motivation in the long run.
Typically, as soon as another option is available, people find ways to escape
the unpleasant situation or environment.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">To sustain a
transformation journey, shifting from a burning platform to a burning ambition
is absolutely critical. Leaders’ personal ambitions are surpassed by the
lasting impact they wish to have on their organizations, their customers, their
industries, and their communities. Burning ambitions provide far greater
leverage than burning platforms to keep leaders on track. Clarity of personal
and organizational ambition allows leaders to reorient their focus in spite of
these competing pressures and allows them to accept short-term pain in the
pursuit of longer-term gain.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Moving from a
burning platform to a burning ambition is a necessary first step toward
organizational transformation. Because this shift allows leaders to become
calmer, more purposeful, and more responsive to the inevitable challenges they
are going to face. Secondly, it is not only vital for a leader to articulate
the organizational reasons for change, but they need to delve deeper and
establish very compelling personal motivations for change. Finally, the fire or
the ‘Big Why’ is a crucial part of how leaders transform. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The better
option is what leading and dynamic manufacturers do very well: they rally their
employees, their clients and their partners with a strong and compelling
purpose, which makes continuous innovations and change the natural, logical and
compelling thing to do.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">In essence, if
there are compelling reasons and not too many obstacles, people will change and
drive innovation to improve. They do not need a crisis or burning platform to
change. After all, that is the only reason the world is changing so rapidly.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">However, too
many organizations do a bad job in providing compelling reasons and a good job
in creating obstacles. That is the reason organizations struggle to keep up the
high pace of the changing world.<o:p></o:p></span></p>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>Do what you love, love what you do, and with all your heart give yourself to it</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>Roy T. Bennett, The Light in the Heart</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal">We often hear the phrase “you’ve got to love what you do” and it is advice given by many self-help gurus and books. But what exactly does it mean?</p><p class="MsoNormal">These days it appears to be fashionable for young kids to call themselves entrepreneurs or founders. They have fallen in love with the idea of starting and running their own businesses. Yet unless you are making money, instead of raising money, you are not being very entrepreneurial. What these people are in love with is the title of ‘entrepreneur’. But to be a true entrepreneur involves hours and hours developing a product or service. It means spending days and weeks sitting in front of a computer writing boring lines of code or prototyping package designs and UI experiences. If you are not in love with that part of the work, you are not in love with what you do.</p><p class="MsoNormal">And that is what “love what you do” really means. It means you love the work of doing what you do every day. It means you love waking up at 6 am every morning and writing your book. It means you love pushing through the pain barrier every day in the gym to achieve the body you want. What it really means is you love the process of doing what you do.</p><p class="MsoNormal">If your love is the title, or the money or the position, you will never find happiness or fulfilment in your work. That only comes from the process. It is the love you have for doing that ultimately leads to happiness and fulfilment. That’s where the long-term wins are. There is no winning strategy in handing out small pieces of card with the title “founder” on it only for you to spend your days running around seeking money for a, as yet untested idea. That’s being in love with the name and not the process.</p><div><br /></div></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-18066582594474012712024-02-21T06:00:00.002-05:002024-02-21T06:00:00.154-05:00Lean Tips Edition #295 (#3451 - #3465)<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: arial; font-size: 11pt;">Here is the next addition of tips from the Facebook page:</span></div>
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#3451 – Develop a Positive Attitude</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">It’s
crucial to have a positive attitude when striving to be an approachable
manager. It is essential because seeing yourself as a positive person will
change how you think, act, and relate. You’ll spontaneously treat others with
respect, kindness, and warmth. All this will together make you approachable. It
can be difficult when things are going poorly, but it’s essential if you want
to build relationships with your team and achieve the objectives you set for
yourself.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">One of
the best ways to develop a positive attitude is to focus on your strengths.
When you focus on what you do well, you’ll see progress and success in areas
you previously struggled with. That will ultimately lead you to develop a
positive attitude.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3452 – Be Vulnerable in Sharing Your Failures or Insecurities</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">As a
manager, it’s important to be vulnerable in sharing your failures or insecurities.
It will help you build trust and credibility with your team and enable them to
lean on you for support when things get tough. When you are completely candid
with your team, they will see you as a person instead of a manager.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">It
empowers them to take risks and make decisions in the team’s best interest.
It’s also important to be open about your thoughts and ideas so that they can
provide valuable feedback. If you can make yourself approachable and available,
your team will be more likely to report to you with good news, and they’ll be
more likely to stick around if things go wrong.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3453 – When You Don’t Know Something, Accept It And Work Together To Figure It
Out</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">When you
don’t know something, and you’re the team manager, it’s essential to be patient
and accept that fact. It means reaching out to your team and asking for help in
most cases. If somebody on your team is knowledgeable about the subject,
they’re more than happy to lend a hand.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">You can
quickly get up to speed on the issue and make the best decisions possible by
working together. It is essential for decisions that impact the team’s
productivity or morale. When you approach your employees with your problems or
shortcomings, they are also pushed to come to you for their issues, positively
impacting your approachability.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3454 – Speak Openly and Honestly With Others</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">If you
want to become an approachable manager, a crucial step is to start speaking
openly and honestly with others. It means being straightforward and honest
about your intentions and willing to listen to others’ perspectives. Be
responsive, show openness to feedback, and communicate openly about what you
are doing and why so that everyone in your team feels engaged and invested in
your work. Finally, while being honest, respect others’ time and effort.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3455 – Be a Sounding Board</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Approachable
leaders understand that people will come to them with good and bad news. Show
compassion and empathy; let people know they can always come to you. As a
leader, you don’t only lead — you must also stay open and listen. You must
embrace compassion and engage empathy. Making yourself approachable and
accessible is the secret ingredient to great leadership.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3456 – Challenge Processes, Not People</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">One Lean
management habit that’s more difficult in practice than it is on paper is
challenging processes, not people. Often, we don’t realize how we are assigning
blame to the people on our teams.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">We all
carry subconscious biases that prevent us from truly seeing the reality of any
given situation. Aiming to solve any problem by focusing on the process keeps
teams solutions-oriented and discourages power struggles on teams.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Challenging
processes, not people, can also usually uncover the real issues at hand.
Returning to the idea that people want to do their best work, often our
tendency to blame people leaves us with high turnover rates but the same
problems.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3457 – Share Knowledge, Spread Energy</b><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">One key
Lean principle is the idea of sharing knowledge. Increasing transparency in the
flow of information can help to spread positive energy across the organization
and reinforce Lean leadership principles. If the goal of Lean is to meet the
needs of the customer in a sustainable and healthy way, sharing knowledge helps
the entire organization maintain an up-to-date, accurate picture of the
customer and their needs.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">It’s
difficult to achieve that “we’re all in this together” mentality across the
organization if only some members are allowed to see all the cards. Although it
can feel risky to increase transparency across the organization, the benefits
of a culture built on trust and openness outweigh the temporary feeling of
vulnerability.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3458 – Lean Leadership by Example</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Lean
leaders have to be curious, open, and transparent in ways for which traditional
management methods did not prepare them. Embracing and embodying Lean
management principles requires many to retrain their brains to allow for a
completely new approach to leadership.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">One of
the most exciting parts of Lean leadership is that it challenges the idea that
leadership is an inborn trait that people either have or they don’t. By
practicing the principles and practices above, anyone can become a Lean leader,
regardless of their role, experience, or personality type.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3459 – Coach and Develop Your Team</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Lean
leaders invest in the coaching and development of their teams. They provide
guidance, feedback, and support to help employees develop their problem-solving
and Lean skills. Leaders encourage cross-functional collaboration, knowledge
sharing, and learning from failures. By investing in their teams’ growth,
leaders build a capable and empowered workforce that drives sustainable Lean
improvements.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3460 – Instill a Continuous Improvement Mindset</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Lean
leaders <a name="_Hlk157794779">instill a continuous improvement mindset </a>throughout
the organization and create a Lean Culture. They encourage employees to
identify and address waste, inefficiencies, and problems on a daily basis.
Leaders utilize Lean tools and methods such as Kaizen events, A3 problem
solving, and value stream mapping. These tools and methods help them make
incremental improvements and foster a culture of learning and innovation.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3461 – Be More Adaptable By Learning From Your Coworkers</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">One great
way to learn adaptability is to observe how your co-workers embrace change.
Consider the way they showcase their adaptability in certain situations and how
you can apply those same concepts. It can also be beneficial to ask them for
any tips they can provide you with in this area.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3462 – Ask Questions to Learn</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Consider
asking your co-workers how they perform certain tasks and handle certain
situations in the workplace. One of the greatest ways to learn adaptability is
to not only observe but actively seek advice from others who excel in this
area. Make sure your questions are professional and well thought out.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3463 – Be Willing to Make Mistakes</b></span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Though
making a mistake can be disheartening, it also provides you with various
opportunities such as the ability to learn a valuable lesson, share knowledge
and consider a future solution. Change your mindset when it comes to your
mistakes in the workplace. The better you are at embracing your mistakes, the
more adaptable you'll be at managing the fallout.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3464 – Find the Positive</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">Many
things in life and in the workplace don't go as planned. When this happens,
focus on the positive. This will allow you to change your mindset and pay
attention to the positives. Consider what you're able to take away from these
situations and be optimistic about the future.</span><span face="Arial, sans-serif"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><b>Lean Tip
#3465 – Keep Your Goals in Sight</b></span></p><p class="MsoNormal" style="line-height: normal;">
</p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;">When you
face new challenges, keep your goals, values, and aspirations in mind. You may
feel discouraged or frustrated as change happens, but it’s vital to revisit
your aspirations and create a new plan to renew your determination and continue
toward your goals.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span face=""Arial",sans-serif" style="mso-fareast-font-family: Symbol;"><br /></span></p></div></div></div></div></div></div>
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<a href="https://follow.it/aleanjourney" title="Subscribe to my feed"><img alt="Subscribe to my feed" border="0" height="32" src="http://www.feedburner.com/fb/images/pub/feed-icon32x32.png" width="32" /></a> <a href="https://follow.it/aleanjourney" title="Subscribe via Email"><img alt="Subscribe via Email" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgUjk-CMMAEvl9GTM81cLoE5N18Mj8NP-kpzm0f0IijqGLQCeErPM57qpO5be3zie3PRRSYP-TyXTsseN5T-F-4w7PH8Qvm6-II2ubnUE-icSB_OW82YhvFP6cxdWwj1-piobTXwU4y3co/s1600/images.jpg" width="32" /></a> <a href="https://www.linkedin.com/groups/2498484/" title="LinkedIn Group"><img alt="LinkedIn Group" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYM69fq8y4F20A8Pr6V6w5CeLow6hWoO8yefyHbawgsXkU_wkuWUPKfLMycA8MYTcB_q2uqMIXPMI0o1lbkKmWveRc3T4u0w5aus7sCXJDI5TIoGzQknU2zOA7IErv6Z93fOYnzJLzsNY/s1600/linkedin_icon.jpg" width="32" /></a> <a href="https://www.facebook.com/ALeanJourney" title="Facebook Page"><img alt="Facebook Page" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwFXkbQeZ2OSRL8MnAiDhfeTfa-hFz_GCVx8atSqDFA4q8JVkadmBkH8eJCbRCnjFEMNrRk0EnjPr9PAXVTx3aNvwByt7lADN-iY_s3cFe6vCH9diyeAE6gPwfQ9GUXBqfxu-ORI27ZrI/s1600/facebook_icon.jpg" width="32" /></a> <a href="http://twitter.com/timaleanjourney" title="@TimALeanJourney"><img alt="@TimALeanJourney" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8nhDpjT5MWuR6AJV7eLEwhwMdkuB25UAzfoB1AgGHoJ0OFitl5ykbzzcOfj_tZ0_elTW23nxZJL7yc35A_zxsyZvN8wk0C_CNpVV4LB09B7tXQaD_AMVnVTpTJVtmd1zcUpU4iURbTOc/s1600/twitter_icon.jpg" width="32" /></a> <a href="http://www.youtube.com/user/ALeanJourney" title="YouTube Channel"><img alt="YouTube Channel" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_yfRQX_-0EEMCrVvqpkQwqeBLlx5tG0-etfTd149toZMjreRNWCr77hTvRe57PJtuJuQmheMGZ-gV76TPq07gbpVYXyyeR0DHjgElZeUGG3kahl1Rhden4GvCjEQd_uwZcIR8k9xCBfA/s1600/youtube_icon.jpg" width="32" /></a> <a href="https://www.slideshare.net/ALeanJourney" title="SlideShare"> <img alt="SlideShare" border="0" height="32" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjvn65cj8H6pwwEVIh_jdXOW9yqB1zKoLa_vb3fzwzvbxNNvCgXHMy9xGz0Tk7ujU3Ylcmz3oMj4CWPhnIgV4lFRplDEV9JbNYEaNlhpFHjjLnPH4fv7r7KXBEYzGVRdVtSnyDIlzvquIw/s1600/slideshare_icon.jpg" width="32" /></a><div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-12202970582983818612024-02-19T06:00:00.002-05:002024-02-19T06:00:00.135-05:00Leadership Lessons from John F Kennedy<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmmDHzJoUhyphenhyphenWsDyAqbuuLNsFFjJRh_V44vM3U-iDDB1cwP7qzBTrPLtS3w_wSLhTDAuLo1vsh6r4FJQd8Jx-oZXWOalbJr-FpwiDFrsOAu_vcAcrx5qjk3OUq7DTNkjuZl2eIKf6ahZgxYxK9U6N7JAOlytvLv-6ySF5vvBO5KoToAWTJzT98o3tJt38o/s1200/JFK.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1169" data-original-width="1200" height="390" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmmDHzJoUhyphenhyphenWsDyAqbuuLNsFFjJRh_V44vM3U-iDDB1cwP7qzBTrPLtS3w_wSLhTDAuLo1vsh6r4FJQd8Jx-oZXWOalbJr-FpwiDFrsOAu_vcAcrx5qjk3OUq7DTNkjuZl2eIKf6ahZgxYxK9U6N7JAOlytvLv-6ySF5vvBO5KoToAWTJzT98o3tJt38o/w400-h390/JFK.jpg" width="400" /></a></div><br /><span style="font-family: "Arial",sans-serif;"><br /></span><p></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Every year,
Americans celebrate Presidents Day as a day of remembrance — a day to look back
and learn from our nation’s greatest leaders. In today’s competitive market,
business leaders are looking for the edge that will put their organization and
workforce ahead of the curve. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">As we celebrate
President’s Day today, I want discuss President John F. Kennedy (JFK). As a
young boy space was inquisitive so I’ve always appreciated his vision to be the
first. JFK is known for his dedication to country, as he often recalled his
time in the armed forces as a motivating factor for leadership. His famous
phrase is a reminder to work hard and live for the betterment of others: <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">“Ask not what
your country can do for you, but what you can do for your country.”<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Here’s a
snapshot from JFK of lessons for today’s leaders.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>1. Ask Great Questions</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Space
leadership had become a measure of world leadership. America was already behind
the Russians, who had launched a man into space April 12, 1961.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Kennedy
responded to the Soviet achievement by doing what the best leaders do. He posed
the key question: “Is there any…space program which promises dramatic results
in which we could win?”<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Experts
scrambled and advised Kennedy that putting a man on the moon was seen as a race
where the U.S. “may be able to be first.”<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Armed with this
assessment, Kennedy made the first of many “hard decisions” related to
America’s space program. On May 25, 1961, JFK challenged America with the goal
of “landing a man on the moon and returning him safely to the earth.” He wanted
it done “before this decade is out.” And
he wanted to beat the Russians.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>2. Play to Win</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Kennedy’s
competition was the Soviet Union. The American-Soviet Cold War battle was for
preeminence in space. The stakes were enormous.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Speaking in
Houston on September 12, 1962, JFK declared, “We choose to go to the moon.” In
that speech he provided the rationale for this audacious initiative and the
specifics for winning.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Competing, said
JFK, was not enough. “Everything we do,” said Kennedy, “ought to really be tied
into getting onto the moon ahead of the Russians.” Some leaders confuse making
money with their organization’s purpose and then wonder why their employees are
less than enthusiastic about meeting performance objectives. People want to
win. Leaders put their people in position to claim victory.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Are you
committed to winning?<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>3. Unify and Inspire
People</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Great leaders
inspire people to rally around a cause that’s bigger than themselves. This is
the reason your organization’s mission (its purpose beyond making money) and
vision (where you’re going) are so important. They must translate beyond the
financial performance of the organization. They must inspire people to show up
every day and give their best. This is how top-performing organizations drive
accountability.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Does your company’s
mission give your team something to cheer for?<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>4. Challenge Your
Team</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">America started
from a position well behind the Russians with the odds stacked heavily against us.
In casting his high risk/high reward vision, JFK surrendered day-to-day
decision-making, effectively motivating his colleagues to solve their own
problems. Owning the outcome forged commitment and drove peer accountability.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Is everyone
committed? Does everyone know what is expected of them to help us win?<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>5. Make Your Challenge
Public</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Public
commitments drive personal and organizational accountability. JFK made public
his vision of beating the Russians to the moon. And he held NASA accountable
for winning the race. For people of strong character, falling short is an
embarrassment – perhaps the most undesirable of consequences.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Are the people
on your team capable of overcoming incredible challenges? If not, what – or who
– is holding them back?<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The power of
Kennedy’s “We choose to go to the Moon” speech resonates today, providing a
blueprint for any leader seeking to unify a group of people in order to
accomplish a difficult task.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">What are you
doing to move from success to significance?<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">What legacy are
you leaving?<o:p></o:p></span></p>
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<span face=""arial" , sans-serif" style="font-size: 14.6667px;"><br /></span>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
<br />
<div>
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<div style="color: black; font-family: arial; font-size: 11pt;">
<span style="font-family: arial; font-size: 11pt;"></span><br /></div>
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>Without passion you don't have energy, without energy you have nothing</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>Donald Trump</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Passion is the
driving force that enables people to attain far more than they ever imagined.
Without passion there is no drive to succeed. It is the fuel of the will, and
everything you do as a leader must express your passion. Passion is contagious
and is easily shared. Passion will bridge moments of weakness, and will drive
you past your failures while reaching for your goals. Passion radiates from you
and is easily detected by others.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Passion is not
style. There are a lot of different styles -- charismatic, quiet, confident.
But it all comes down to this motivating sense of commitment to what you do.
Vince Lombardi said “the difference between success and failure is energy …
fired with enthusiasm.”<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Enthusiasm;
intensity about a subject; willingness to engage others on their terms with
respect to the threats and possibilities; deep knowledge about the subject;
examples from one's own experience - all of these are marks of passion. These are attributes that can be studied,
learned, and acquired over time. They
grow from believing that there must be a better way for your organization to
survive and prosper in a competitive world.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Passion is
literally the fuel that propels you toward success. Passion allows you to
think, feel, focus, act, attract and create the events conditions and
circumstances that you most desire to see you through difficult times. Passion
is what propels you to begin taking the necessary action steps that will allow
you to begin changing your current situation.<o:p></o:p></span></p><p class="MsoNormal">
</p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Great leaders
take vision and passion to the next step by investing their time and energy to
create environments in which employees are engaged in meaningful work and eager
to contribute. When this is realized, the result is competitive advantage.<o:p></o:p></span></p></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-55480668312355054662024-02-14T06:00:00.001-05:002024-02-14T06:00:00.251-05:00Show Your Employees Some Love<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8J9ep1Um4jfRLYanAikAHr33ogWH_RakCk2XnBUTRm9bhxtSY6aurLWXQ8IofJVUsj8IX2fd0PCeevxdSf47uZcw3su3G2IYJZQPKl1V5lsVAmYjC-cSWWsVU6Sk_FdzZMlMpCgvD03TtZxrwHsvTtJBtXxSF6b9tkJTf-BmukIg9qsnrZK57752lyhs/s750/Employee-Appreciation-small-750x325-c-center.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="325" data-original-width="750" height="174" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8J9ep1Um4jfRLYanAikAHr33ogWH_RakCk2XnBUTRm9bhxtSY6aurLWXQ8IofJVUsj8IX2fd0PCeevxdSf47uZcw3su3G2IYJZQPKl1V5lsVAmYjC-cSWWsVU6Sk_FdzZMlMpCgvD03TtZxrwHsvTtJBtXxSF6b9tkJTf-BmukIg9qsnrZK57752lyhs/w400-h174/Employee-Appreciation-small-750x325-c-center.png" width="400" /></a></div><br /><span style="font-family: "Arial",sans-serif;"><br /></span><p></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">It’s February
14th and if that date doesn’t ring a bell, you must live under a rock. It’s
Valentine’s day!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Whether you
“believe” in Valentine’s Day or not, it’s the perfect occasion to show some
appreciation to someone special and your employees would probably be delighted
and surprised if you took the time to show them some love this Valentine’s day!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Here are 6 Ways
you can Show your Employees some love this Valentine’s Day!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">1. Verbal
recognition – Share a little praise for a job well done. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">2. A
handwritten note of appreciation – This is powerful. I’ve seen employees keep a
note from their boss for years. Some even display it on their desks. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">3. Snack time –
Surprise employees with a snack of some kind. It can be a chocolate bar, an ice
cream sandwich, or anything special. Be sure to remember employees who might
have food allergies. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">4. Teambuilding
– A game or teambuilding activity is always fun and memorable. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">5. Take the
team to lunch – An hour away from the office to enjoy a meal with your team can
build better relationships and morale. <o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">6. Free coffee
– Nothing says “I love you” more than a Starbucks gift card. Okay, that’s a bit
of a stretch, but people do love their Dunkin!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">All of these
tips require very little effort but have a large payoff. After all, people who
feel appreciated are not only likely to put more effort into their work –
they’re more likely to stay at their current job for a longer period of time!
So this Valentine’s Day, go ahead and let your employees or coworkers know that
you really do appreciate all of their hard work – and then reward them for it!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Does your
company use Valentine’s Day as a time to show appreciation?<o:p></o:p></span></p>
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<span face=""arial" , sans-serif" style="font-size: 14.6667px;"><br /></span>
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have begun the journey to make their businesses lean. Some have reported early successes
while others have struggled or fallen into the rut entitled "flavor of the
month." As is usually the case with this kind of organization change,
implementation precedes understanding. What follows are missteps, rework,
confusion, organizational angst, and the aforementioned "flavor of the
month" criticism.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">As you continue
your Lean Journey here are 5 ways to accelerate your roadmap:<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Start With
Lean Training for Everyone<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The key to
implementing any new idea or concept is training. It must be top down training
so that everyone is on the same page. The more understanding of what lean
manufacturing is all about, why you are implementing it and the expected
benefits from it, the more likely you are to get buy-in.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">It is very
important that everyone in the company become committed to lean culture. In
order to make the culture successful, managers and employees need to be aware
of waste within the company and be prepared to attack and eliminate it. Making
sure that the employees are empowered to do this, not just pushing the job off
on someone else, is imperative in the proper function of lean culture.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Ensuring
everyone is on the same page will help to avoid conflict. At the same time, it
is important to ensure people have the space in which to think about what
improvements they think need making.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Use Daily
Management to Engage Employee in the Gemba<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Lean
organizations make use of Daily Management systems, a structured process to
focus employee’s actions to continuously improve their day-to-day work. Daily
Management empowers employees to identify potential process concerns, recommend
potential solutions, and learn by implementing process changes. Daily
Management, if done right, can be a critical tool in any organization’s toolbox
to engage frontline staff in problem-solving and to deliver customer value.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Lean Daily
Management includes three components: (1) alignment of goals and effort; (2)
visual data management, daily huddles, and problem-solving; and (3) leader
standard work.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Focus on
Problem Solving<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">One of the most
common mistakes that companies make when embarking on a Lean transformation is
trying to do too much at once. These “boil-the-ocean” initiatives are long,
costly and often end up stalling under the weight of their own ambition.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The PDCA cycle
(Plan-Do-Check-Act) is a simple and effective framework for lean
problem-solving. It guides your employees through four steps: defining the
problem and its scope, implementing a solution and testing its results,
evaluating the outcome and identifying any gaps, and standardizing the solution
and making further adjustments.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Empower
Improvement with Kaizen<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Kaizen events
are a powerful improvement tool because people are empowered to come up with
new ideas to help the business. Employees are isolated from their day-to-day
responsibilities and allowed to concentrate all their creativity and time on
problem-solving and improvement.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The purpose of
kaizen is to involve everyone, everywhere, every day in making simple
improvements. These small improvements add up overtime and result in an
extraordinary and never-ending transformation of processes. Companies which use
Kaizens have found they generate energy among those who work in the area being
improved, and produce immediate gains in productivity and quality.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Seek Expert
Help from Lean Sensei<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">A Lean coach or
sensei provides the necessary guidance, support, and expertise to help
organizations navigate their journey successfully. They guide teams in adapting
to new ways of working and help them overcome any challenges encountered in the
process based on their extensive experience and knowledge of Lean. They help
organizations identify inefficiencies in their processes and implement
effective solutions.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The challenge
with lean is that, despite its attraction to many executives who want to cut
costs and increase productivity, a lean process doesn’t happen overnight. There
are plenty of obstacles to overcome.<o:p></o:p></span></p>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
<br />
<div>
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<div style="color: black; font-family: arial; font-size: 11pt;">
<span style="font-family: arial; font-size: 11pt;"></span><br /></div>
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>There has to be a willingness to constantly accept critical feedback and rapidly iterate to make things better</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b>Sam Yagan</b></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Praise and
constructive criticism help to develop and improve employee performance. At
work, managers use critical feedback to improve the standard of work by
creating an atmosphere that nurtures growth and support. If you're a manager or
employer, learning how to give critical feedback effectively can help improve
employees' overall productivity.<o:p></o:p></span></p><p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Tips for
giving feedback:</span></b><span style="font-family: "Arial",sans-serif;"><br />
<br />
<b>Make time</b><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Regardless how busy you are, create
a feedback calendar and take it seriously!<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">If you become aware of a “positive”
or “negative” action, acknowledge it immediately<o:p></o:p></span></li>
</ul><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><br />
<b>Make it honest and meaningful</b><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Be prepared to provide specifics
about both negative and positive feedback<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Think in terms of praise and
constructive criticism – both contribute to growth<o:p></o:p></span></li>
</ul><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><br />
<b>Use goal tracking</b><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">If you don’t know how to get
started, review how the individual has helped (or hindered) the
achievement of organizational or team goals<o:p></o:p></span></li>
</ul><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><br />
<b>Discuss and document the top 3 strengths and 3 growth opportunities</b><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">For the strengths, try to leverage
them and keep them sharp<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">For the growth opportunities,
determine what actions can be implemented immediately, which require
assistance (ex. Training/mentoring), and have a plan for tracking progress<o:p></o:p></span></li>
</ul><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><br />
<b>Commit to supporting continual learning</b><br />
<!--[if !supportLineBreakNewLine]--><br />
<!--[endif]--><o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Review what in house programs are
available<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Ensure your budget adequately
includes development opportunities<o:p></o:p></span></li>
<li class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Investigate external training that
can address your focus areas<o:p></o:p></span></li>
</ul><p class="MsoNormal" style="margin-left: .25in;"><span style="font-family: "Arial",sans-serif;"> </span></p><p class="MsoNormal">
<span style="font-family: "Arial",sans-serif; font-size: 11.0pt; line-height: 107%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Feedback is critical
for individual growth and for organizational success but it’s not always easy
to give or to receive.</span></p></div></div></div></div></div>
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<div style="color: black; font-family: arial; font-size: 11pt;">
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-78108431762774226142024-02-07T06:00:00.003-05:002024-02-07T06:00:00.131-05:00Tips for Running Effective Daily Management Meeting<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5IUucPYI83lU3bFO8oinECQwK0hNsg1MuBFInb1_V_1OXeytW6ui_gt_umGjnIKfKToHGlwEiBxDittSayNRu_3kjZ_rYe6m3FFB8edgeUrW2z35yQo9tES0nzDuMSKHfEYJU_AfHaOE6Wk6-6OLgquCidAlDPj17vDJmsuPhMzfet0dD9gX_NlsAIsw/s1024/dmds-barcelona-13.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="768" data-original-width="1024" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5IUucPYI83lU3bFO8oinECQwK0hNsg1MuBFInb1_V_1OXeytW6ui_gt_umGjnIKfKToHGlwEiBxDittSayNRu_3kjZ_rYe6m3FFB8edgeUrW2z35yQo9tES0nzDuMSKHfEYJU_AfHaOE6Wk6-6OLgquCidAlDPj17vDJmsuPhMzfet0dD9gX_NlsAIsw/w400-h300/dmds-barcelona-13.jpg" width="400" /></a></div><span style="font-family: Arial, sans-serif;">Lean
organizations make use of Daily Management systems, a structured process to
focus employee’s actions to continuously improve their day-to-day work. Daily
Management empowers employees to identify potential process concerns, recommend
potential solutions, and learn by implementing process changes. Daily
Management, if done right, can be a critical tool in any organization’s toolbox
to engage frontline staff in problem-solving and to deliver customer value.</span><p></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Here are my
tips for running an effective daily management meeting.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Segregate
Meetings With Management Levels (Tier 1, Tier 2, Tier 3)<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">It is important
to segregate meetings with management levels (tier 1, tier 2, tier 3) because
it allows for more focused and efficient communication within each level. Each
level of management has different responsibilities, expertise, and
decision-making authority, and holding separate meetings allows each level to
discuss issues and make decisions that are most relevant to their respective
roles.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Tier 1 meetings
typically involve front-line supervisors and focus on day-to-day operations and
problem-solving. Tier 2 meetings involve middle managers and focus on
longer-term planning and strategy. Tier 3 meetings involve senior executives
and focus on high-level strategic planning and decision-making.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Meet In
Person Near the Gemba<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">These meetings
should be conducted on the shopfloor in a safe area where communication is
easily heard. While there are many digital solutions these days I prefer the
manual versions.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Set a Time
Limit<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Time is of the
essence in a factory, and employees often have limited time to spend in
meetings. Therefore, it’s essential to keep these meetings short and focused.
Aim for a maximum of 15 to 30 minutes and prioritize the most critical issues
that need to be discussed.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Start with
Positive News<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Starting the
meeting on a positive note can set the tone for the rest of the meeting. Begin
by sharing any good news, such as meeting production targets, or recognizing
team members for their hard work.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Safety is
Next Concern<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Safety is a top
priority in any factory, and daily huddles provide an opportunity to discuss
any safety concerns or near-misses that have occurred. Discussing safety
measures can help prevent future incidents and ensure the safety of all
employees.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Don’t Solve
Problems in Real Time<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">An effective
daily huddle makes it so someone can acknowledge that they can help a fellow
team member without turning it into a troubleshooting session.<o:p></o:p></span></p>
<p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Capture
Action Items<o:p></o:p></span></b></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">When action
items are assigned, they should be owned by the person responsible for them. This
should include specific tasks that need to be completed before the next meeting
or when it will be completed.<o:p></o:p></span></p>
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have buy-in from Executive leadership for a Lean transformation or maybe you
do. You know your organization can fall behind the competition if you aren’t
actively looking for ways to streamline and improve processes. One way you can
combat this is by implementing continuous improvement or Kaizen. If you’re
looking for ways to create a better organization, I’ve listed some continuous
improvement ideas to try out.</span><p></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>1. Training
& Development</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">If there’s one
thing you should have for continuous improvement, it’s </span><a href="http://www.aleanjourney.com/2022/06/development-first-yields-continuous.html"><span style="font-family: "Arial",sans-serif;">training and development</span></a><span style="font-family: "Arial",sans-serif;">. Training programs are one of the
improvement tools that can give your employees more opportunities for
development, growth, and engagement. It also provides an avenue to train them
with the skills and knowledge your organization needs its workforce to have.
For example, you can train them about process improvement training or business
approaches like the Six Sigma and Lean to secure customer satisfaction and cost
reduction. You can also take advantage of this program to teach them the best
business practices to better execute current strategies and find ways to
improve on them.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>2. Daily
Huddles</b><o:p></o:p></span></p>
<p class="MsoNormal"><a href="http://www.aleanjourney.com/2020/02/10-keys-for-lean-daily-management.html"><span style="font-family: "Arial",sans-serif;">Daily huddles</span></a><span style="font-family: "Arial",sans-serif;"> take place at the value stream level
and last for about 10 to 15 minutes. Huddles are led by the leader and are
attended by all members of the value stream. Huddles take place directly in
front of the visual board so that the metrics that are displayed on the board
can be discussed and updated as needed.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The purpose of
daily huddle is to make everyone collaborate at a common platform, take charge
and ownership of each and every aspect, for example, improving production,
productivity, material availability, etc., and most important is the increasing
communication.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>3. Standard
Work</b><o:p></o:p></span></p>
<p class="MsoNormal"><a href="http://www.aleanjourney.com/2021/05/lean-quote-standard-work-enables-and.html"><span style="font-family: "Arial",sans-serif;">Standard work</span></a><span style="font-family: "Arial",sans-serif;"> is a written description of how a
process should be done. It guides consistent execution. At its best, it
documents a current “best practice” and ensures that it is implemented
throughout a company. At a minimum, it provides a baseline from which a better
approach can be developed.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The definition
of standard work is “the most effective combination of manpower, materials and
machinery”. Standard work is the method, and thereby you have the four Ms of
manufacturing (manpower, material, machinery, methods). Standard Work is only
“the most effective” until the standard is improved.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>4. Value Stream
Mapping</b><o:p></o:p></span></p>
<p class="MsoNormal"><a href="http://www.aleanjourney.com/2014/07/five-simple-ways-to-make-your-vsm.html"><span style="font-family: "Arial",sans-serif;">Value stream mapping</span></a><span style="font-family: "Arial",sans-serif;"> is a tremendously valuable tool for
improving a process. Well suited for a broad range of industries and processes.
A value stream map (VSM) illustrates the flow of materials and information as a
product or service moves through a process.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Value-stream
mapping is a useful tool for grasping the current situation and for planning
improvements. A current state value-stream map depicts the current situation as
is. A future state value-stream map depicts what the value stream should look
like after planned improvements have been implemented.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Kaizen is a
Lean manufacturing tool that improves quality, productivity, safety, and
workplace culture. Kaizen focuses on applying small, daily changes that result
in major improvements over time. Although improvements under Kaizen are small
and incremental, the process brings about dramatic results over time.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>5. Hold a
Kaizen</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Beyond the
obvious </span><a href="http://www.aleanjourney.com/2019/06/7-benefits-of-kaizen.html"><span style="font-family: "Arial",sans-serif;">benefit of improving processes</span></a><span style="font-family: "Arial",sans-serif;">, holding a Kaizen event can foster
problem-solving, collaboration, and communication skills and allow employees to
demonstrate leadership. Engaging team members to identify problems and suggest
improvements in their work areas encourages a sense of ownership over their
work, which can improve overall motivation, morale, and productivity. Finally,
holding a Kaizen event is one way to reinforce a robust culture of continuous
improvement within your organization, after all, the best way to sustain the
principles that you want to guide your company is to put them into practice.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">You can try one
of these or all of these. You’ll see benefits from these continuous improvement
ideas and perhaps even spark a Lean transformation with your success.<o:p></o:p></span></p>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span><span><span><span><span><span style="font-size: 14.6667px;"><b>Elon Musk</b></span><b style="font-size: 14.6667px;"> </b></span></span></span></span></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">This is what
tech entrepreneur Elon Musk refers to as his single best piece of advice. We
should always be thinking about how we can evolve and grow, and this is why a
culture where people practice giving and receiving feedback every day can be so
powerful. It’s about having a growth mindset, where we see our skills as
adaptable and believe they can be developed upon. And the good news is, we can
all learn to adopt a growth mindset.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Building a new
solutions and products is a highly innovative and creative process. Things
simply don't go to plan all the time, setbacks and failures are inevitable
along the way. What makes a difference is how a team deals with them. Each
failure is an opportunity to reassess, make a change and try a different
approach. In order to succeed, teams must become resilient to failure and focus
on the learning outcomes that they present. When we feel that it is safe to
fail we are more likely to try risker experiments, and sometimes these riskier
experiments have huge payoffs.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">The concept of
the growth mindset was developed by the psychologist Carol Dweck and
popularized in her book, Mindset: The New Psychology of Success. Dweck proposes
that people deal with failure in two very different ways depending on their
mindset. Some people have a fixed mindset and others with a growth mindset.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">People with a
fixed mindset believe their intelligence and talent are fixed traits. They
believe that talent alone creates success without effort. They don't deal well
with setbacks and they try to hide their mistakes.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">In contrast
people a growth mindset believe that their abilities and talents are just a
starting point and that they can be developed through dedication, hard work and
learning. They are keen to learn from the people around them. They respond
positively to failure and are best described in one sentence: "I can't do
that...yet".<o:p></o:p></span></p><table border="0" cellpadding="0" cellspacing="0" class="MsoNormalTable" style="background: white; border-collapse: collapse; mso-padding-alt: 0in 0in 0in 0in; mso-yfti-tbllook: 1184;">
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<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Growth Mindset</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
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<td style="background: #F3F3F3; border-left: none; border: solid #CCCCCC 1.0pt; mso-border-left-alt: solid #CCCCCC 1.0pt; padding: 3.75pt 7.5pt 3.75pt 7.5pt;">
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Fixed Mindset</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
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<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Failure is an opportunity to grow</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">I can learn to do new things</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">I like to try new things</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Inspired by the success of others</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Embraces challenges</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
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<td style="background: #E2E1E1; border-bottom: solid #CCCCCC 1.0pt; border-left: none; border-right: solid #CCCCCC 1.0pt; border-top: none; padding: 3.75pt 7.5pt 3.75pt 7.5pt;">
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Failure is the limit of my abilities</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">I'm either good or bad at something</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">I stick to what I know</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Threatened by the success of others</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-margin-top-alt: auto;"><b><span style="color: #333333; font-family: "Arial",sans-serif; font-size: 9.5pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;">Gives up easily</span></b><span style="color: #333333; font-family: "Trebuchet MS",sans-serif; font-size: 9.5pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p></o:p></span></p>
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</tbody></table><p class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 11pt;">Teams that operate
with a growth mindset have a much more malleable view of success. They do not
view failure as a reflection of their ability but rather as a starting point
for experimentation and testing of new ideas. They have a passion for learning
and improving themselves and their team. They strive for continuous improvement
and never give up.</span></p></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-53699230580574239092024-01-31T06:00:00.001-05:002024-01-31T06:00:00.130-05:00Lean Roundup #176 – January, 2024<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFki41E2DxHYY6LjdK5vqPZVE7pykBiYkXb256bviLuUK_kTirpd_YU7hMvx4qY0L0gtMkPcajU2lm63Dqse3oPZBlFA0QH0F7NDU3ORrRLzTLG179-2t0CSKVjyRuueyctCGgeWtUwc/s1600/Blog-300x225.jpg" style="clear: left; display: inline; margin-bottom: 1em; margin-right: 1em; text-align: center;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVFki41E2DxHYY6LjdK5vqPZVE7pykBiYkXb256bviLuUK_kTirpd_YU7hMvx4qY0L0gtMkPcajU2lm63Dqse3oPZBlFA0QH0F7NDU3ORrRLzTLG179-2t0CSKVjyRuueyctCGgeWtUwc/s400/Blog-300x225.jpg" width="400" /></a><br />
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<div class="MsoNormal"><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;">A
selection of highlighted blog posts from Lean bloggers from the month of January
2024. You can also view the previous monthly Lean Roundups </span></span><a href="http://www.aleanjourney.com/search/label/Lean%20Roundup"><span class="normaltextrun"><span style="color: #0563c1; font-family: Arial, sans-serif; font-size: 11pt; text-decoration-line: none;">here.</span></span></a><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> <o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://kevinmeyer.com/blog/2023/03/the-pearls-and-turds-of-continuous-improvement.html">The
Pearls and Turds of Continuous Improvement</a> – Kevin Meyer illustrates keys
points of continuous improvement in small sequential steps and learning from failure
from the documentary Stutz he recently watched.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://theleanthinker.com/2024/01/25/what-conversations-does-your-vsm-drive/">What
Conversations Does Your VSM Drive?</a> – Mark Rosenthal discusses how the
values stream map can change the conversation in your organization and drive
continuous improvement.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://www.leanblog.org/2024/01/mastering-mistake-proofing-insights-from-toyotas-poka-yoke-approach/">Mastering
Mistake-Proofing: Insights from Toyota’s Poka Yoke Approach</a> – Mark Graban
discusses Toyota's revolutionary approach to mistake-proofing, a concept that
has redefined workplace efficiency and quality.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://bobemiliani.com/many-ways-to-win/">Many Ways to Win</a> – Bob Emiliani
says the passing of time, experience, and facts prove that we, collectively,
were wrong to think of Lean management as a replacement for classical
management on a widespread basis, given that there are many ways to win in
business.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://blog.gembaacademy.com/2024/01/19/embracing-system-level-problem-solving-over-firefighting/">Embracing
System-Level Problem Solving over Firefighting</a> – John Knotts explores the
paradigm shift from individual, ad hoc problem-solving to systemic approaches that
empowers every employee to be a hero in their domain.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="http://blog.leansystems.org/2024/01/complexity-is-crude-state-simplicity.html">Complexity
is a Crude State, Simplicity Marks the End of a Process of Refinement</a> –
Pascal Dennis explains the issues of complexity within strategy and advocates for
simplicity.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://www.allaboutlean.com/stop-the-line-1/">Keep Calm and Stop the
Line—Part 1</a> & <a href="https://www.allaboutlean.com/stop-the-line-2/">Keep
Calm and Stop the Line—Part 2</a> - Christoph Roser explains the reasons why
you would want to stop the production line.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://digestibledeming.substack.com/p/new-competency-3-how-we-learn-develop">New
Competency #3: How We Learn, Develop, and Improve</a> - Christopher R Chapman reviews
Peter Scholtes’ six new leadership competencies by taking a look at the third
entry, Understanding How We Learn, Develop, and Improve; Leading True Learning
and Improvement.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://blog.kainexus.com/why-is-process-improvement-important">Why We
Care So Much About Continuous Process Improvement</a> - Maggie Millard shares
12 reasons why process improvement is so important and it’s role in different
industries.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://www.lean.org/the-lean-post/articles/are-you-organized-for-leadership/">Are
You Organized for Leadership?</a> - Josh Howell reflects on a recent learning
tour to Toyota and GE Appliances, sharing insights the group gathered about
lean transformation.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://bobemiliani.com/things-i-have-learned/">Things I Have Learned</a>
– Bob Emiliani shares his learning about people and systems over the last 15
years in</span></span> <span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;">the Lean community.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://www.leanblog.org/2024/01/mastering-mistake-proofing-insights-from-toyotas-poka-yoke-approach/">Mastering
Mistake-Proofing: Insights from Toyota’s Poka Yoke Approach</a> – Mark Graban
discusses Toyota's revolutionary approach to mistake-proofing, a concept that
has redefined workplace efficiency and quality.</span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"> </span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;">
</p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="normaltextrun"><span style="font-family: "Arial",sans-serif; font-size: 11.0pt;"><a href="https://www.leanblog.org/2024/01/cultivating-a-culture-of-learning-overcoming-fear-and-futility-in-problem-solving/">Cultivating
a Culture of Learning: Overcoming Fear and Futility in Problem-Solving</a> –
Mark Graban shares a recent mistake he made that illustrates the two elements
necessary to overcome these mistakes.<o:p></o:p></span></span></p><p class="paragraph" style="margin: 0in; vertical-align: baseline;">
</p><p class="paragraph" style="margin: 0in; vertical-align: baseline;"><span class="eop"><span face=""Arial",sans-serif" style="font-size: 11pt;"> </span></span></p></div></div>
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<span class="MsoNormal" style="color: black; font-family: arial; font-size: 11pt; margin: 0in 0in 0pt;">For my <a href="http://leanjourneytruenorth.blogspot.com/p/facebook.html">Facebook fans</a> you already know about this great feature. But for those of you that are not connected to <a href="http://www.facebook.com/pages/A-Lean-Journey/101728393195684">A Lean Journey on Facebook</a> or <a href="http://twitter.com/TimALeanJourney">Twitter</a> I post daily a feature I call Lean Tips. It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey. Another great reason to like A Lean Journey on Facebook.<br />
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<span style="font-family: arial; font-size: 11pt;">Here is the next addition of tips from the Facebook page:</span></div>
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Goals Clearly</b><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">A great
example of setting work goals is being able to communicate them to the team in
an effective way. Often, ideas and professional goals may make perfect sense in
the mind but when it’s time to share them with the team, it could be incoherent
and incomplete.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">The
professional skills to articulate goals clearly requires leaders to have
exceptional communication skills. Before sharing professional goals with the
team, make sure it answers the following questions:<o:p></o:p></span></p><ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">What? (The actual goal)<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Why? (You want to achieve this
professional goal because …)<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Which? (Resources and skills that I need
…)<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Who? (Who will do the work? The team)<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">When? (Timeline/deadline for the goal)<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">How? (Steps/plan to achieve it)</span> </li></ul><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Answering
these questions is a great way to ensure that the goals you have in mind are as
ready as they can be in their draft version, before sharing them and improving
them with your team.</span></p><p class="MsoNormal" style="line-height: normal;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip #3437 – Make Goal-Setting a Team
Exercise</b><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">The
difference between a good leader and a great leader is that the former sets
work goals for their team whereas the latter sets goals with their team. <o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Team
leaders that include team members in the process have a lot more to learn and a
higher probability of succeeding. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">The
reasoning is simple. Open conversations with your team create a constant
feedback loop, refining the outcome every time. This can strengthen the
communication channel between you and your team and make them feel included and
understand how their work contributes towards the overarching goals. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3438 – Clearly Define Success.</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Determine clear
success criteria for your priority so you know what it looks like to
achieve the goal. If your goal is a business one, ensure your expectations of
success are aligned with everyone on the team. Everyone needs to agree on when
we reach the goal to ensure that we are achieving success. We use a simple
Red-Yellow-Green method to set clear success criteria:<o:p></o:p></span></p><ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l0 level2 lfo2; tab-stops: list 1.0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Red = Failure or unacceptable performance
on the priority<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l0 level2 lfo2; tab-stops: list 1.0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Yellow = Between Red and Green<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l0 level2 lfo2; tab-stops: list 1.0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Green = Successful completion of the goal<o:p></o:p></span></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l0 level2 lfo2; tab-stops: list 1.0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Super Green = Stretch goal</span></li></ol><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3439 – Change Your environment to Meet Your Goals</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">In order
to reach some goals that you have, change your habits. If you have
organizational goals, then one of the first places you can start is by
organizing your office and making sure that everything is ready to use.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Even some
of your professional development goals can be tied to regular daily habits. For
example, if you would like to increase employee engagement and team
collaboration within your organization, you might have to start by simply
thanking people for the work that they do.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3440 – Redefine Your Goals When You Fall Short</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Every
single person on this earth has failed at some point in their life. What really
matters is not when you fail, but what you do to affect change in your life.
Ultimately, you have two choices: 1. You sulk when you don’t reach her goal, or
2. You pick yourself up and try again.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3441 – Educate & Emphasize the Importance of Kaizen</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Educate
on the meaning of kaizen and emphasize a personal understanding of the
philosophy of kaizen across all levels of the company. Building a company
culture with a steady focus on improvement is critical to maintaining momentum
in your kaizen efforts.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3442 – Empower Your Employees in the Gemba</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Employees
who are closest to the problems in your operations are the best-equipped to
solve them. They are your greatest assets in your kaizen efforts, so give them
the support they need to implement improvements. Developing your team’s
abilities through training and support should be as much a part of your
continuous improvement program as making improvements to manufacturing
processes.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3443 – Document Your Process and Performance Before and After Improvements Have
Been Implemented</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">In order
to evaluate improvements objectively, existing procedures must be standardized
and documented. Mapping the process’s initial state can help you identify
wastes and areas for improvement and provide a benchmark for improvement.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3444 – Standardize Work for Improvement to Last</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">In order
for improvements to last, they must be standardized and repeatable.
Standardizing work is crucial to kaizen because it creates a baseline for
improvement. When you make improvements to a process, it’s essential to
document the new standard work in order to sustain the improvements and create
a new baseline. Standard work also reduces variability in processes and
promotes discipline, which is essential for continuous improvement efforts to
take root.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3445 – Create Your Own Kaizen Guidelines</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Reflecting
on your kaizen efforts after improvements have been implemented is an important
part of the continuous improvement cycle. As you reflect on your efforts,
develop your own kaizen guidelines. Start by creating guidelines based on your
own experiences improving the workplace. Keep in mind that these guidelines
should be for your colleagues, your successors, and yourself to understand the
problems you have overcome. These guidelines will ultimately help you as you
approach your next challenge.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3446 – Encourage Leadership to be Open-Minded</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Continuous
improvement works especially well when individuals are encouraged by senior
leaders. Prepare your leadership team by offering special training to encourage
new ideas and removing any blockers that may be in a team member's path as they
are trying to improve a workflow.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3447 – Don’t Make Perfection the Goal</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">One of
the hardest parts of using the continuous improvement model is the desire to
strive toward perfection. This is an impossible feat, and the philosophy behind
kaizen is to make small changes to be better than you were the day before.
Focusing on perfection can lead your team to make changes that aren’t actually
necessary.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3448 – Troubleshoot in Real Time</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">One of
the most useful concepts in continuous improvement is the encouragement to
confront problems head-on in an effort to solve it faster. If an issue becomes
apparent fix it immediately instead of searching for the “perfect” solution.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Waiting
will inevitably cost time and valuable resources. Instead, on-the-spot
troubleshooting allows production to continue while the new, improvised
solution can be analyzed using continuous improvement techniques. You might
find that what was first a temporary fix could lead to permanent positive
changes.</span><span style="font-family: Arial, sans-serif;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Lean Tip
#3449 – The Rule of 1% Improvement</span><span style="font-family: Arial, sans-serif;"> </span></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Improvement
is a never-ending process. There’s always something that can be improved, and
there are many ways of doing so.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">The Rule
Of One Percent Improvement: The rule states if you improve just one per cent
each day then at least three hundred sixty five improvements will have been
made by your business by the end of the year. It’s about Marginal Gains and
it’s like compound interest but for business results.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">This
means even small changes done consistently over time lead up to big results!
Transforming performance may seem like an impossible task but with kaizens, it
becomes much more manageable as we take continuous steps towards our goals
through our teams and our people.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><b>Lean Tip
#3450 – Challenge the Status Quo</b></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
</p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;">Throw out
all your old fixed ideas on how to do things. Replace “sacred cows,” personal
opinions, and “it’s the way we’ve always done it” with performance facts and
data. Numbers are the language of improvement. Avoid the emotional traps of
blaming people or making excuses that prevent you from discovering the real
problem. Once you have established the new best-way of doing something, stick
with it until a better way is found.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: "Arial",sans-serif; mso-fareast-font-family: Symbol;"><br /></span></p></div></div></div></div></div></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s1600/quote+of+the+week.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgiFByBXnDReD23R6lnrts7a_3RZUEWUG60cjjaOZetEe_uQMAXJkigVpOjg3J_JiHTUMAK8l6ppHoTEYrYpTa2qD2CfXdiAS7mEpA_Hls8zVR41iF-NLOFO0xhyphenhyphenx3AuguDzuKba9rOwc8/s320/quote+of+the+week.jpg" width="320" /></a></div>
<span face="" style="font-size: 11pt;"><em>On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.</em></span><br />
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<span face=""><b style="font-family: arial, sans-serif; font-size: 14.6667px;">"</b></span><span><span><span><span><span><span><span><span><span><span><span><span><span><span style="font-size: 14.6667px;"><b>The greatest weapon against stress is our ability to choose one thought over another</b></span><b style="font-size: 14.6667px;">.</b></span></span></span></span></span></span></span></span><b style="font-family: arial, sans-serif; font-size: 14.6667px;">" </b></span></span></span></span></span><strong><span style="font-family: arial;"><span style="font-family: arial;"><span style="font-size: 11pt;"> —</span></span></span></strong><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span style="font-size: 14.6667px;"><b> </b></span></span><span style="font-family: arial;"><span><span><span><span><span style="font-size: 14.6667px;"><b>William James</b></span><b style="font-size: 14.6667px;"> </b></span></span></span></span></span></div><div class="MsoNormal" style="margin: 0in 0in 0pt;"><div class="OutlineElement Ltr SCXW2233101 BCX0" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW239096660" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><div class="OutlineElement Ltr BCX0 SCXW221364201" style="-webkit-tap-highlight-color: transparent; -webkit-user-drag: none; clear: both; cursor: text; direction: ltr; margin: 0px; overflow: visible; padding: 0px; position: relative; user-select: text;"><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Stress is one
of the most daunting obstacles to employee engagement in the modern workplace.</span>
<span style="font-family: "Arial",sans-serif;">Stress makes people nearly three
times as likely to leave their jobs, temporarily impairs strategic thinking,
and dulls creative abilities. Burnout, then, is a threat to your bottom line,
one that costs the U.S. more than $300 billion a year in absenteeism, turnover,
diminished productivity, and medical, legal, and insurance costs.<o:p></o:p></span></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">As managers and
companies, we need to examine our employees and the environments we create for
them. We need to make sure we are providing an office that fits our employees'
definition of “not stressful,” not just what we think that looks like.<o:p></o:p></span></p><p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Increase
psychological safety.</span></b><span style="font-family: "Arial",sans-serif;">
If your employees perceive your workplace as a threat, then you cannot build
the trust your team needs to collaborate and innovate effectively. There are three
steps you can take to build psychological safety. First, make your expectations
obvious by giving your employees clear goals. Second, make sure everyone feels
like their voices are heard, and that everyone knows that you want their voices
to be heard. You can do this by inviting people to speak up in meetings and
conducting brainstorming sessions more than you impose top-down decisions.
Third, develop a work environment that is both challenging and unthreatening.
Let people know it’s okay to fail. <o:p></o:p></span></p><p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Be
transparent.</span></b><span style="font-family: "Arial",sans-serif;"> If your
team members are confused about how their work connects to and serves both the
short- and long-term company goals, they will naturally become more stressed
and less productive — especially in times of uncertainty. Part of your job is
to help them see the big picture, or the role they play in helping the company
achieve its larger goals. While you may not be able to share everything with
your team, you can provide them with the information they need to understand
how their work is contributing to the company’s mission. You want to reduce the
stress that accompanies ambiguity. <o:p></o:p></span></p><p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Give as much
autonomy as you can.</span></b><span style="font-family: "Arial",sans-serif;">
When possible, give your team control over how they manage their projects.
Employees are 43% less likely to experience high levels of burnout when they
have a choice in deciding what tasks to do, when to do them, and how much time
to spend on each. To make sure someone is ready to work independently, ask them
to shadow you on a task or project first, and then allowing them to practice
under your supervision. During this time you can give them feedback and gauge
when they will be ready to work on their own.<o:p></o:p></span></p><p class="MsoNormal"><b><span style="font-family: "Arial",sans-serif;">Create a
culture of recognition.</span></b><span style="font-family: "Arial",sans-serif;">
Publicly recognizing the hard work and contributions of team members decreases
feelings of stress and increases feelings of connection and belonging. Research
has shown that companies with high-recognition cultures perform better and have
less turnover than those that don’t. This is, perhaps, because support and
recognition make it easier for people to cope with the demands of work by
showing them that their efforts are valued. Team meetings are a great time to
call out exceptional performance. Unexpected gestures that communicate sincere
appreciation can also be effective. <o:p></o:p></span></p><p class="MsoNormal">
</p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Decades of data
have confirmed that higher employee engagement, or the strength of the mental
and emotional connection an employee feels toward their workplace, has many
positive benefits — including reduced stress, improved health and job
satisfaction, as well as increased productivity, job retention, and
profitability.<o:p></o:p></span></p></div></div></div></div></div>
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<div class="blogger-post-footer">Click on the title to continue reading this post.</div>Tim McMahonhttp://www.blogger.com/profile/07780727768370988177noreply@blogger.com0tag:blogger.com,1999:blog-5167539222502940808.post-83660527853201931932024-01-24T06:00:00.001-05:002024-01-24T06:00:00.242-05:00Unlock the Power of Teamwork<p class="MsoNormal"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMQE2FRGoU_gpucnO_yD44la0y7Ey8g2CpXXw_9hsm0lz5c_KjGaewwKlByh-H5vWV8SbSgDVdvEPeH7Ewvhb0mHqa6Ng-xvoaA1o48tdcW5yZV_c6BbbJRI260WkoJC_7n43i0if75BVVVMuupfQnCyEG8jbwn0TBmOJMMVcrB3LyJo_18vdXk1L_oTg/s1536/6532431a769b1188055b60c1_teamwork-concept-on-the-brown-wooden-table-background.jpeg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1024" data-original-width="1536" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMQE2FRGoU_gpucnO_yD44la0y7Ey8g2CpXXw_9hsm0lz5c_KjGaewwKlByh-H5vWV8SbSgDVdvEPeH7Ewvhb0mHqa6Ng-xvoaA1o48tdcW5yZV_c6BbbJRI260WkoJC_7n43i0if75BVVVMuupfQnCyEG8jbwn0TBmOJMMVcrB3LyJo_18vdXk1L_oTg/w400-h266/6532431a769b1188055b60c1_teamwork-concept-on-the-brown-wooden-table-background.jpeg" width="400" /></a></div><br /><span style="font-family: "Arial",sans-serif;"><br /></span><p></p><p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Have you ever
seen a team fall apart because of bickering, infighting, or a failure of
accountability? Not only is it frustrating to watch, it's also incredibly
disheartening.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Patrick
Lencioni, author of The Five Dysfunctions of a Team, defines “Teamwork is the
state achieved by a group of people working together who trust one another,
engage in healthy conflict, commit to decisions, hold one another accountable,
and focus on collective results.”<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">High performing
teams are the cornerstone of healthy and cohesive organizations. Building these teams is not a complicated
task, but many leaders fail because they allow one of the following issues to
manifest within the team.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>TRUST</b> – A team
needs to be comfortable with being vulnerable with each other about their
weaknesses, mistakes, fears, and behaviors. Trust grows when relationships are
strong!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>CONFLICT</b> – A
team needs to share their passions, disagree, and challenge and question one
another. The stronger the relationships,
the healthier the conflict!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>COMMITMENT</b>
- A team buys into important decisions
(even if they initially disagree) once all ideas and opinions have been
considered. Strong relationships promote buy-in!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>ACCOUNTABILITY</b>
- A team does not rely on their leader
to be the primary source of accountability but rather deals with their peers
directly. Strong relationships build comfort levels creating the ability to
discuss missed deliverables and mistakes, and encourages ownership.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>RESULTS</b> - Teams that trust one another, engage in
conflict, commit to decisions and hold one another accountable are more likely
to put aside their individual needs and focus on what is best for the team as a
whole. When relationships are strong, team needs become the priority!<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Use your
awareness of the five dysfunctions to recognize issues as they happen, so that
you can help your team to be more effective. And remember that these are just
five of the factors that can affect the performance of your team, so use these
alongside other team effectiveness tools.<o:p></o:p></span></p>
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a company in a variety of ways, from productivity and profitability to customer
satisfaction and public perception. In addition, quality affects the overall
operating costs of a company. Focusing on quality helps keep a company strong
in all areas.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">In this article
I highlight three effects on how poor quality can affect your organization.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Influencing
Customer Satisfaction</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Quality has a
direct bearing on customer satisfaction. If a company produces a quality
product, satisfied customers will rank that company higher in surveys than
companies that fail to provide quality products or services. In addition,
dissatisfied customers are more vocal in their criticisms of a company with
quality problems. Various websites will rank different companies according to
customer satisfaction and quality products. Poor companies may get an initial
sale of a product or service but it will not create repeat customers.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Causing
Problems with Productivity</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Poor quality
costs a company a significant amount of money in terms of productivity
problems. If a company uses low-quality parts, systems break down, regardless
of any high-quality parts also used. Low-quality parts can cause mechanical
breakdowns, as well as work slowdowns or even stoppages. If quality is not a
proactive measure, employees will spend their time on inefficient process and
fixing incidents on a regular basis. It is crucial to find out which processes
are inefficient and how to improve them.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>Impacting
Company's Profitability</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Poor quality
can have a significant impact on a company’s profitability. While using less
expensive parts and equipment might cut costs in the short term, the long-term
effects might be far more expensive. This could also be a lack of quality in
human, physical, financial or knowledge factors that are needed to perform
business processes.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Good quality
increases profitability. When employees are engaged in a work environment in
which teamwork is emphasized and where quality products are the goal, the work
environment flows more smoothly than one in which quality is an afterthought.<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;"><b>The Solution</b><o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Arial",sans-serif;">Investing in
proper quality control is key to reduce poor quality. Focusing on quality can
help a business maintain a satisfied customer base. When focusing on quality,
it must be a team effort, with everyone within the company committed to
implementing any quality changes managers mandate. Ultimately, the cost of working with an
ineffective system are exponentially higher than the cost of working with a
proper quality management platform.<o:p></o:p></span></p>
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