Here is the next addition of tips from the Facebook page:
Lean Tip #3631 – Embrace Uncertainty
Change often brings uncertainty, and embracing uncertainty is key to adaptability. Accept that change is inevitable, and that uncertainty is a natural part of life. Instead of resisting or fearing uncertainty, develop resilience and learn to thrive in the face of the unknown.
To embrace uncertainty, practice mindfulness and focus on the present moment. Cultivate a sense of curiosity and openness to new experiences. Remind yourself that uncertainty can lead to growth and new opportunities. The more you embrace uncertainty, the more adaptable you will become.
Lean Tip #3632 – Seek New Experiences
Stepping out of your comfort zone and seeking new experiences is another way to embrace change and develop adaptability. Engaging in diverse activities and exposing yourself to different perspectives can broaden your horizons and expand your ability to adapt.
To seek new experiences, challenge yourself to try something new regularly. It can be as simple as trying a new hobby, exploring a different neighborhood, or engaging in a new social activity. The more you expose yourself to new experiences, the more adaptable you will become.
Lean Tip #3633 – Ask “What If” Questions to Push Boundaries
If you want to help your team, be bold and innovative, ask questions that push them to think outside the box. Don’t limit your questions to slight modifications of the status quo. Ask questions that probe current boundaries and limitations. As a result, your team will start to think innovatively. You can ask questions like: “What if we had to build this process from scratch? What would we do differently?” or “What if our main product suddenly became obsolete?”
Such questions may seem far-fetched, but they prepare you to handle sudden disruptions. And often, the seemingly absurd happens think about how many industries saw their main products become obsolete thanks to the pandemic disruption! Asking these hypotheticals encourages your team to expect the unexpected, think creatively, and respond to uncertainty on their feet. You can do this in team brainstorming sessions and also in one-on-one meetings.
Lean Tip #3634 – Change Your Mindset, Focus on Continuous Improvement
One of the biggest ways manufacturers can learn to deal better with change is to become an organization that embraces a culture of continuous improvement. Manufacturing companies that focus on continuous improvement are not only more likely to succeed in an ever-changing business environment, but they are also more likely to implement changes when needed.
This type of company culture prioritizes continually making small changes that improve operational processes. It involves constantly reviewing processes and procedures, looking for ways to make them more efficient and effective. It’s important to encourage feedback from employees at all levels of your organization and to use this feedback to make meaningful changes.
If your staff is always focused on making improvements and changes — and is included in the change-making process — they will naturally become more comfortable with change over time.
Lean Tip #3635 – Invest in Training and Development
To embrace change you must invest in training and development for your employees. This includes providing access to training programs, workshops, and seminars that help employees stay up-to-date with the latest trends and technologies. It’s important to create a learning culture where employees are encouraged to learn and develop new skills.
In addition to providing training opportunities, it is also important to recognize and reward employees who actively seek out opportunities for learning and development, as this reinforces a culture of continuous improvement, encourages ongoing professional growth and makes staff more open and comfortable with change.
Lean Tip #3636 – Address Continuous Improvement Challenges By Communicating Openly
The most important thing you can do when introducing anything new into your business is to communicate with your employees as to the reason why. By clearly communicating the need for process improvement and process improvement tools, you can help to reduce fear and actually spark interest/ support.
Lean Tip #3637 – Address Continuous Improvement Challenges With A Proof-of-Concept
Rather than starting with widespread alterations, you can begin with a proof-of-concept project. For example, if there are multiple processes you wish to amend, start with one.
Then, you can use it as an example as to how the no-code tool has not only improved the organization, but also the lives of employees, too. When employees experience the benefits first-hand, they will be more willing to take part in widespread changes.
Lean Tip #3638 – Make Continuous Process Improvement the Norm Within Training
Change isn’t always easy. It’s vital to train and support employees as you make any adjustments to existing processes. This is especially true when you implement new technologies and want your employees to make use of such tools. They should feel comfortable using new technologies as part of their processes and routines.
Lean Tip #3639 – Improve Your Process with Time Studies
One of the most significant resources wasted within a business is time. Being able to accurately measure and gauge how much time a process takes on behalf of your employees can offer insight into where you can optimize a process. It’s as simple as using software to time a process. Then, you can analyze how long processes take and find ways to eliminate wasted time. This could be in the form of automating approvals and reducing touch-points, thereby preventing potential bottlenecks and delays from occurring.
Lean Tip #3640 – Use Catchball to Get Continuous Improvement Going Within Your Organization.
Within organizations, processes are rarely started and completed by a single person. As such, every process needs to have someone who can be held responsible for its execution, but still requires the input and assistance of multiple people. Catchball is a method of continuous improvement that requires the person who initiated a process to state its purpose and concerns to the others involved clearly. In this way, they can then “throw” it out to the group for feedback and ideas for improvement, yet the single person remains responsible for its completion.
Lean Tip #3641 – Emphasize a Personal Understanding of the Philosophy of Kaizen Across all Levels of the Organization.
Instilling an understanding of kaizen as a long-term practice, rather than a management initiative, is important in order to sustain continuous improvement. Continuous improvement is as much about mindset as it is about actions.
Making sure your employees understand the history and philosophy of kaizen will help sustain a culture of continuous improvement that permeates the company. Building a company culture with a steady focus on improvement is critical to maintaining momentum in your kaizen efforts.
Lean Tip #3642 – Empower Your Employees to Solve Problems
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.
Additionally, 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.
Lean Tip #3643 – Document Your Process and Performance Before and After Improvements have Been Implemented
In kaizen, it’s important to “speak with data and manage with facts.” 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.
Measuring performance against existing benchmarks allows you to demonstrate ROI from your kaizen efforts and keep the company aligned around improvement. It also allows you to identify areas where your efforts are working–or not–so you can make strategic decisions about future improvements.
In order to measure performance objectively, you should identify metrics that quantify improvements. These may include metrics revolving around quality, cost, resource utilization, customer satisfaction, space utilization, staff efficiency, and other KPIs.
Lean Tip #3644 – Standardize Work to Make Improvement Last
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.
Lean Tip #3645 – Create Your Own Kaizen Guidelines
While there are many resources available to guide you through your kaizen efforts, it’s important to personally understand your company’s kaizen journey. 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.
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