How to Get Started with Improvement in Your Organization

Discovering ways to improve a company provides the opportunity to increase productivity and raise profitability. As a manager, decision-maker or team leader, identifying areas for improvement within your organization is an effective way to make it more successful. Improvements can cover a range of benefits, including increased efficiency, decreased spending and higher customer satisfaction levels.

To help you get started, I’ve outlined below the essential steps for how to make improvements in your organization.

1.     Set Clear Goals

Setting defined goals provides targets for employees to work toward and assess their performance against. It also ensures that employees complete work that contributes to the overall goals of the organization and can be an important step in facilitating projects that require multiple employees or teams to work independently for significant periods of time before unifying their work.

Having a clear set of values for your company is another effective way to improve morale and provide guidance to staff. This can provide guidance for staff on the preferred course of action when faced with a decision during work, and also may provide a positive outlook on what the work they contribute to the company builds toward.

2.     Develop KPIs to Track Progress

To track your progress, you will also need to establish certain metrics or indicators. For this, identify the key performance indicators (KPIs) for your organization relevant to your goal.

KPIs are measurable values that indicate how effectively an organization is achieving its objectives and goals. More importantly, they create a sense of accountability among employees.

Clear KPIs also serve as motivators, as they provide employees with a tangible sense of progress and accomplishment when goals are met, fostering a performance-driven culture.

3.     Invest in Employee Development

Many organizations have a workforce approaching ― or past ― traditional retirement age. Additionally, employees quit for various reasons, including pursuing better opportunities.

4.     Focus on Employee Engagement

Focusing on employee engagement is crucial for boosting organizational performance because engaged employees are more committed, productive, and motivated to contribute their best efforts to the success of the organization. Business owners can take concrete steps to improve employee engagement and help team members feel passionate about their work, deliver their best performance and strengthen their commitment to their employer.

5.     Identify the Problems

Making improvements for the sake of improvements may be well-intentioned, but you can be much more effective when you are focused on fixing a specific problem. This will help maximize your efforts on only the most pressing issues, saving you from analyzing processes that may not need improvements.

Before you start introducing changes, it can be a good idea to make sure you fully understand how the current workflows or processes are functioning. Make sure you talk to anyone already involved in them so that you can get the full picture.

With all of your issues identified, you can start actually coming up with your process improvements. Invite everyone to participate, especially those who are already involved and/or directly affected by the processes you’ve singled out for improvement, and encourage them to explore and remain open to any ideas.

6.     Adopt a Continuous Improvement Approach

Continuous improvement can help businesses to stay ahead of the competition. When businesses are constantly looking for ways to improve, they are more likely to create products and services that exceed customer expectations. When employees are encouraged to identify and implement areas for improvement, they will be more invested in their work. In addition, happy customers are more likely to be loyal customers. By adopting a continuous improvement approach, businesses can bring numerous benefits to their bottom line and workforce.

Leaders should encourage employees to think about and suggest process improvements regularly, as well as encourage collaboration across departments, so opportunities are more easily identified and discussed. Assigning owners to certain processes is also helpful, not just in the context of these process improvement steps but for the long term, so they can be on the lookout for potential opportunities continuously.

When change becomes a mindset rather than a singular event, your organization will be well-prepared for growth—and anything the future throws at it.

The Stages of High Performance Teams

The Stages of High Performance Teams: Understanding Tuckman’s Model

Teams are an essential part of organizational success, but as you may know from experience, a newly formed team rarely performs at its best immediately. Team development is a process that takes time and typically follows recognizable stages, transforming a group of strangers into a cohesive, high-performing team united by common goals.

Psychologist Bruce Tuckman introduced a widely accepted framework in 1965, famously known as "Forming, Storming, Norming, and Performing." Later, he added a fifth stage called "Adjourning." This model describes the path most teams take to achieve high performance.

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The Five Stages of Team Development

The following table summarizes Tuckman’s model:

Stage	Key Characteristics	Description
Forming	Orientation & dependency	Team members are introduced, roles are unclear, and members rely heavily on leadership for direction. They are testing acceptable behaviors.
Storming	Conflict & resistance	Members challenge roles, experience conflicts over ideas and control, and tensions arise as they push for influence.
Norming	Cohesion & collaboration	Trust develops, team norms are established, and members begin working collaboratively toward shared goals.
Performing	Productivity & effectiveness	The team functions efficiently with high trust and strong collaboration, focusing on task completion.
Adjourning	Closure & reflection	For temporary teams, tasks are completed, achievements are celebrated, and members prepare to disband.

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Why Tuckman’s Model Matters

• Clarifies team dynamics: Helps leaders understand the challenges and behaviors typical of each stage.
  
  

• Boosts team effectiveness: Guides teams through conflicts toward smooth collaboration and productivity.
  
  

• Improves leadership focus: Allows leaders to adapt their style to meet the team’s needs at each stage—from directing to delegating.
  
  

• Drives high performance: Teams that successfully navigate these stages deliver stronger results, innovation, and employee satisfaction.
  
  

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Final Thoughts

Every group has the potential to become a high-performance team, but success requires understanding and guiding natural team dynamics. By applying Tuckman’s model, leaders can help their teams move smoothly through forming, storming, norming, performing, and adjourning—unlocking the true power of collaboration and driving lasting success.

The Pros and Cons of Cellular Manufacturing

The other day I was asked about the benefit of cellular manufacturing so I thought I would share some of my thoughts with you.

Cellular manufacturing is a manufacturing process that produces families of parts within a single line or cell of machines operated by machinists who work only within the line or cell. A cell is a small scale, clearly-defined production unit within a larger factory. This unit has complete responsibility for producing a family of like parts or a product. All necessary machines and manpower are contained within this cell, thus giving it a degree of operational autonomy.

Benefits ofcellular assembly include shorter lead times, higher productivity, decreased throughput time, increased flexibility, improved quality and increased output. In addition, communication is usually enhanced, because operators work closer to each other. Assemblers can see each process-what is coming and how fast-and one person can perform multiple operations. Also, multiple cells can easily produce multiple product designs simultaneously, making the assembly line more flexible.

Cells help eliminate waste, especially:

Excess Inventory—A cell will generate inventory only for the output being achieved. Because of a manufacturing cell's layout, excess inventory cannot be tolerated, as there is no place to put it.

Waiting—Operators do not have to wait for supplies or tools as they are all kept in the cell ready for use.

Motion—Workers need not move throughout the plant because everything they need to do their job is kept in the cell.

Part Transportation—In-plant transportation is reduced, as there is no need to truck parts from department to department.

Over-processing—Unnecessary operations (such as packing and unpacking for in-plant transportation) are eliminated in a cellular structure.

Despite numerous advantages, workcells are not always the best solution. In fact, some assembly applications aren't conducive to cells. For instance, cells are often incompatible with low-volume, high-mix production and applications that involve high-cost capital equipment. Equipment utilization rates are generally lower in cells, and if capital costs are high, this can be a detriment.

 

http://www.simsconsult.com/ProsConsLeanManuf/FORMFAB2.pdf 

Assembly cells make sense in certain situations, but they don't work in all plants. When deciding whether or not to use cells, manufacturing engineers must consider factors such as assembly processes and the product being produced. If a part has a short build time with many components, a cell may not be more productive than a progressive assembly line.

Just like anything else, cellular manufacturing is no panacea. It is an operational strategy that, if implemented properly, will provide a new dimension to competing: quickly introducing high quality products and delivering them with unprecedented lead times, swift decisions, and manufacturing products with high velocity.

The REST Strategy for Enhanced Well-Being

Have you noticed yourself often saying things in the heat of the moment that did not mean? Or perhaps you frequently make decisions that you later regret. Maybe sometimes your emotions overwhelm you like a tidal wave, and you feel helpless against them.

If any of the above resonated with you, perhaps it’s time to take a REST.  The REST strategy offers tips to improve your mental clarity and overall well-being. REST is an acronym that stands for Relax, Evaluate, Set an Intention, and Take Action. The basic principle behind REST is to try to take a brief break from whatever is in front of you and come back when your head is clearer. Here’s a little more about how to implement RESTing:

Step 1: Reflect on Your Feelings

1. Take a moment to pause and acknowledge your current emotional state.

2. Identify specific emotions you're experiencing, such as frustration, anxiety, or overwhelm.

3. Reflect on how these emotions are manifesting physically and mentally.

Step 2: Evaluate the Origins of Those Feelings

1. Consider if your feelings connect to any specific events, circumstances, or situations.

2. Determine if they stem from your job responsibilities, team or management dynamics, or the cultural or physical environment.

3. Think about how these workplace stressors impact your physical, social, psychological, financial, or community well-being.

Step 3: Shift Your Thinking

1. Acknowledge and interrupt negative thought patterns or assumptions contributing to your stress.

2. Visualize a desired outcome or scenario to reduce anxiety and shift your energy.

3. Try to understand the needs motivating the actions or behaviors in play.

Step 4: Take Action to Alleviate Pressure

1. Focus on what you can control and break down the issue into smaller, manageable tasks.

2. Seek support from colleagues or supervisors to delegate tasks or discuss concerns.

3. Engage in movement, breathing exercises, or journaling to reduce stress hormones and increase well-being.

The R.E.S.T. technique provides a practical way to manage stress and cultivate well-being by empowering you to take a brief break, clarify your thoughts, plan your response, and take action to move forward with greater ease and confidence. Regular practice of this skill can help you develop greater emotional resilience and maintain your overall well-being.

Lean Quote: The Impact of Self-Respect on Your Life

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.

"To free us from the expectations of others, to give us back to ourselves – there lies the great, singular power of self-respect."   —  Joan Didion

You’ve probably heard of the Golden Rule: Treat others as you want others to treat you, or some variation thereof. It is a rule that makes sense and needs little explanation. Of course, we should treat others with the respect and kindness that we would want from others. So why is it so difficult to apply that rule the other way and treat ourselves with the love and respect that we give others?

Self-respect is applying the golden rule to yourself. It is to treat yourself in a way that you treat others. It is to respect, love, protect, and care for yourself each and every day. It is to let go of judgment and criticism and replace it with patience and gratitude.

There are some strategies that can help you improve your sense of self-respect:

• Identify your values: Start by understanding yourself. Imagine suddenly losing everything you own and being left with nothing but yourself. Ask yourself: “What is important to me? What are my values? Why do I settle for less? What could remind me of my value?”
• Keep the focus on internal qualities: Be mindful that you may get caught up in thinking that your worth as a person is due to external factors like your net worth, position, looks, possessions, or the number of followers you have on social media. Self-respect however, is about internal qualities like your character, morals, values, and actions.
• Work on accepting yourself: Start to pay attention to your thought patterns without getting caught up in them. Concentrate on self-acceptance and let go of your harsh internal critic. Commit to forgiving yourself and accepting your flaws, bad habits, and all the things you don't like about yourself.
• Challenge negative thoughts: Pay attention to how your negative thought patterns affect your actions. Identify your triggers for negative thoughts and rationalize them. For instance, if a negative experience or lack of specific skills causes you to automatically call yourself unworthy, it can be helpful to recognize this thought process and challenge it: “Even if I’m not great at singing, I am still worthy of love and respect.”
• Don’t give in to self-doubt: Focus on loosening the grip of self-doubt. Nobody can make you feel unworthy of respect unless you permit them to do so. Develop a kinship with yourself and understand your strengths and values. Remind yourself that just as we have a moral obligation to respect others, we also have a moral obligation to respect ourselves.

In order to develop self-respect, you have to act on it. You show others how you want to be treated by your actions and words. Show them that you are valuable by speaking up and setting strong boundaries.

How to Make Employees Feel Respected

In the workplace, respect and appreciation aren’t just nice-to-haves; they are essential components of a healthy, productive, and loyal workforce. Numerous studies highlight how crucial these elements are to employee satisfaction and overall well-being. A study conducted by the HarvardBusiness School found that employees who feel respected by their leaders are 55% more engaged and 56% more likely to stay with their organization for an extended period. When employees feel respected and appreciated, they are more likely to stay longer, perform better, and exhibit loyalty to their employers.

Unfortunately, not every work environment provides the respect and appreciation that employees need. Here are some practical ways to foster a positive work environment among your peers:

1. Treat Colleagues with Respect: Leading by example is one of the most powerful tools you have. Treat your colleagues with respect, and they are likely to reciprocate. Be mindful of your words and actions, and avoid negative gossip or dismissive comments. When others feel respected by you, they are more likely to respect you in return.

2. Congratulate Them on Their Successes: People thrive on recognition, and you don’t need to be a manager to offer it. When a colleague achieves something noteworthy, make it a point to congratulate them. This can be as simple as sending a quick email or offering praise in a team meeting. Celebrating the successes of others builds rapport and goodwill.

3. Be a Friend: Research has shown that workplace friendships can increase job satisfaction and performance. By showing interest in your colleagues’ lives, listening actively, and offering support when needed, you can build strong, positive relationships. A friendly smile or taking the time to check in on how someone is doing can go a long way in creating a sense of camaraderie.

4. Show Genuine Caring: Acts of kindness, such as offering help when a colleague is swamped or simply lending a listening ear, can make a big difference. Being caring and compassionate helps you build trust and foster deeper connections with your peers. This can lead to a more supportive and positive workplace environment.

Respect must be cultivated intentionally and continuously through humble, two-way dialogue and ongoing feedback mechanisms that honor complexity and lift up overlooked voices. Leaders who make respect a daily priority through actions like unconscious bias training, inclusive policies and psychologically safe feedback cultures will see the dividends of higher employee engagement, well-being and performance across their organizations. Employees simply want to feel valued - that universal human need is well within leaders' power to nurture.

Lean Tips Edition #321 (#3841 - #3855)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter 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.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3841 – Successful Leaders Challenge Norms to Seek New Opportunities

Successful change leaders are willing to challenge the status quo and seek new windows of opportunities when required. In certain situations they challenge the current perceptions, rules and procedures in order to deliberately create uncertainty and re-set the norms. However, change leaders also need to be realistic and call for caution when the organization is under severe pressure. They understand the practical limits on the amount of change which can be achieved using logic, facts and data to find rational and solid solutions.

Lean Tip #3842 – Driving Change is About Action

Driving change is often about being action-oriented, persistent and willing to put in more effort when setbacks are encountered. Successful leaders move others into action in a way they can readily accept, by proactively suggesting concrete steps for others to be taken in order to achieve the expected organizational results. However, to drive change, leaders also need to be forward-looking and introduce new and innovative ways of working by envisioning how current structures and processes can be further improved.

Lean Tip #3843 – Change Leaders Must Set the Purpose and Direction to Empower Employees

Successful change leaders are willing to set the purpose and direction for the work of others, and clearly identify objectives, roles, responsibilities and deadlines. They don't shy away from using forceful speech and setting high demands whenever required, even if it means being tough and assertive, putting people under pressure. But in order to drive change, leaders must also be open and inclusive and ask others for alternative ideas to secure their active involvement. By empowering others and stimulating personal and professional growth, successful leaders also act as talent magnets, ensuring an efficient leadership pipeline in the organization.

Lean Tip #3844 – Change Leaders Bring People Together and Build Consensus

By bringing forward convincing and conclusive arguments, successful change leaders act as strong role models and encourage others to follow. They push the agenda forward by actively defending agreed principles and given mandates, and persuade others to follow by being directive and credible. However, successful change leaders also have the ability to foster alliances and build efficient networks in order to increase others' commitment. They manage to bring people together, build consensus and create win-win situations.

Lean Tip #3845 – Change Leaders are Driven But Understand the Value of Collaboration

Successful change leaders are strongly driven and eager to meet and even exceed expectations. They have the determination, resilience and discipline needed to deliver the best possible organizational results given the circumstances, and always deliver the necessary quality on time - even when meeting opposition. However, successful change leaders also recognize that they can achieve more in collaboration with others, being fully aligned with organizational visions and missions.

Lean Tip #3846 – Effective Communication is the Foundation of Success Organizational Change

Effective communication is the foundation of any successful effort when you’re leading organizational change. When introducing any kind of change, leaders should take ownership of communicating it to the entire team early and often. The bigger the change, the more strategic the communication plan should be. Determine who needs to know what and when. Timing is critical, too. I can’t emphasize enough how important clear and timely communication is when driving change in the workplace to ensure employees feel properly informed. Communicating broadly too early before the change occurs can leave too much time for employees to fret, and waiting until the last minute can catch people off-guard.

Lean Tip #3847 – Empower Change Champions Within Your Organization

To drive change effectively, you need support at all levels of the organization – not just those at the top. While leadership often initiates organizational changes, team buy-in plays a crucial role in how successful the initiative will be. People are much more likely to buy in if others they work with are on board, too. For this reason, consider identifying and empowering change champions within your organization. Change champion refers to an employee who is active in demonstrating their support of the change process. These individuals bridge the gap between leadership and the wider team to ensure a smooth transition. Therefore, having champions engaged at all levels is key.

Lean Tip #3848 – Anticipate Pitfalls and How to Address Them

With any change, there is going to be an adjustment period. Anytime you are leading organizational change, create a strategy in advance that anticipates potential pitfalls early and how to address them. Skipping this step could leave leaders unprepared once the initiative is already underway. While it’s not possible to predict everything that could go wrong, thoughtful preparation can help leaders make workplace changes less overwhelming for their teams.

Lean Tip #3849 – Celebrating Success Reinforces the Process and Motivates Employees

Once a change has been implemented, celebrate its success. Highlighting the positive outcomes of organizational changes not only reinforces the value of the effort, but also motivates your team for future initiatives. This is an important part of the process, especially if the change has had its share of pain points for any reason. Leaders should use this opportunity to draw attention to the benefits, demonstrating why undertaking this organizational change was important for growth and success.

Lean Tip #3850 – Leaders Need Adjust Their Plans to Succeed With Change

Flexibility is so important when driving change in the workplace. Any new idea is just an idea until it is implemented in the real world. What works in theory may not always succeed in practice, so leaders should be willing to adjust their plans as needed to implement successful organizational change. If possible, pilot changes with a small group before rolling them out to the entire organization. See what works and what doesn’t, and make tweaks based on that exercise. Fine-tuning your process sends a message to your employees that while organizational change is inevitable, you want to ensure it isn’t done in a vacuum and are open to feedback to make it most effective.

Lean Tip #3851 – Establish the Goal for Change Within Your Organization

Before embarking on any change initiative, it’s helpful to have a clear understanding of your company’s objectives and performance metrics. Evaluate where your organization stands currently and identify areas for improvement. Establishing a well-defined goal provides a guideline for the change process.

Lean Tip #3852 – Cerate a Roadmap for Achieve Your Change Objectives

Develop a comprehensive plan that outlines the reasons for change, defines its scope, identifies key stakeholders, assembles a dedicated team, and maps out the necessary steps to achieve your objectives. A structured roadmap serves as a blueprint for navigating potential challenges and ensures alignment across the organization.

Lean Tip #3853 – Transparent Communication Build Trust and Reduces Resistance to Change

Effective communication is key when driving change. Transparent and frequent communication increases understanding, builds trust, and reduces resistance among employees. Keep your team informed about the reasoning behind the change, its potential impact, and how they can contribute to its success.

Lean Tip #3854 – Invest in Training to Foster Collaboration and Drive Change at All Levels

Providing effective training for your employees may help reduce the fear and negativity associated with change. Training your managers can give them the tools they need to confidently support teams through the adjustment period. Investing in comprehensive training programs can give your team the skills and knowledge needed to adapt to new processes. Building trust within the organization is essential for fostering collaboration and driving change. Create a leadership team that is help accountable for driving organizational change. For any improvement initiative and change to achieve a positive impact on the business bottom line, it is critical to have demonstrated support and commitment at the top levels of leadership.

Lean Tip #3855 – Prepare for Roadblocks

Despite meticulous planning, obstacles are bound to happen during the change process. Anticipate potential roadblocks and develop contingency plans to address them easily.

Change is not just a necessity but an opportunity for organizations to thrive in an ever-evolving business scene. By embracing change, companies can encourage innovation, enhance employee engagement, and gain a competitive edge in the market. Implementing best practices for driving change enables organizations to navigate challenges effectively and achieve sustainable growth in the long run.