Lean Quote: Small Jobs Make Efforts Easier

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.

"Nothing is particularly hard if you divide it into small jobs." — Henry Ford

Continuous improvement is about small changes on a daily basis to make your job easier.  Small step-by-step improvements are more effective over time than occasional kaizen bursts, and have a significantly greater impact on the organization culture - creating an environment of involvement and improvement.

Small victories tap into motivation. Achievement is fueled by making small amounts of progress, such as accomplishing a task or solving a problem. Help employees break projects, goals, and work assignments into small victories. Help them jump into an achievement cycle.  

Making one small change is both rewarding to the person making the change and if communicated to others can lead to a widespread adoption of the improvement and the possibility that someone will improve on what has already been improved. There's no telling what might occur if this were the everyday habit of all team members.

One of the most counter intuitive facts about small ideas is that they can actually provide a business with more sustainable competitive advantages than big ideas. The bigger the ideas, the more likely competitors will copy or counter them. If new ideas affect the company's products or services, they're directly visible and often widely advertised.  And even if they involve behind-the-scenes improvements--say, to a major system or process--they're often copied just as quickly. That's because big, internal initiatives typically require outside sources, such as suppliers, contractors, and consultants, who sell their products and services to other companies, too.  Small ideas, on the other hand, are much less likely to migrate to competitors--and even if they do, they're often too specific to be useful.  Because most small ideas remain proprietary, large numbers of them can accumulate into a big, competitive advantage that is sustainable. That edge often means the difference between success and failure.

In a Lean enterprise a strategy of making small, incremental improvements every day, rather than trying to find a monumental improvement once or twice a year equates to a colossal competitive advantage over time and competitors cannot copy these compounded small improvements.

 

10 More Ways to Show Respect for People

Respect for People is one of the least well known and often under practiced principles of Lean thinking. As a voice in the Lean community I feel a sense of responsibility to try to change that.

Showing respect in the workplace is one of the most important traits of a Lean environment. Some of the most productive time of our lives is spent on our jobs. Our office is a kind of our second home and our co-workers becomes more like our family members.

Demonstrating respect for people goes beyond just being nice to them. Showing respect in the workplace is all about the relationship we develop with other people and how we value them. To explain this more here are another 10 ways to show respect for people in your organization:

1. Provide a safe working environment. We need to eliminate work hazards which can cause employees to have an injury.

2. We need to relieve people of any unnecessary burdens that wear them down. Don’t overload them.

3. Don’t trouble your customer (anyone who consumes your work or decisions). Don’t give them defects.

4. Encourage coworkers to express opinions and ideas. Use people’s ideas to change or improve work. Let employees know you used their idea, or, better yet, encourage the person with the idea to implement the idea.

5. Don’t take problems away from people. Teach them problem solving skills and let them solve the problems.

6. Develop people who can think for themselves. People who can think for themselves and are experts in their area often need to be empowered to feel respected.

7. Give people the responsibility to make decisions about their work autonomously.

8. Challenging people (constructively) to perform at their highest possible level of performance.

9. Manager act as teachers, not directors. Mentor people closely in the ways of Lean.

10. Don’t waste employee’s time. Don’t force people to do wasteful work.

Asking people to improve their work and giving them the tools to do it (e.g. Kaizen) shows the ultimate form of respect in my opinion. In other words management is saying that we trust and expect that you will take a hand in making things better in order to ensure our survival. The implied message is one of mutual trust and respect.

Daily Lean Tips Edition #45

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# 661 - Define the problem first.

Explain what the problem is—what went wrong, what are the symptoms, what is the impact on your business. Write it down. Everyone who reads it should understand what the problem is and why it’s important. Caution: describe the problem, not what you will do to fix it.

Lean Tip #662 - Test your assumptions about everything.

Check the facts first. Be sure that you and your team understand the problem the same way, and that you have data to confirm that the problem is important. Test the assumptions about proposed solutions to improve the chances your solution will actually solve the problem.

Lean Tip #663 - Measure the right things.

A common measurement trap is to measure something because it’s “interesting.” If knowing a measurement won’t change anything (e.g., help you make a decision, verify an assumption or prove the problem is solved), then don’t waste your time measuring it.

Lean Tip #664 - Look for solution owners rather than problem owners.

Everyone participating in the situation owns the problem, like it or not—and nobody likes it. Avoid the finger-pointing trap by looking for solution owners, i.e., the people who can do something to help solve the problem. Helping with a solution is much more fun than being blamed for a problem, so you’re more likely to get the response you need.

Lean Tip #665 - Acknowledge and thank everyone who helps.

Solving an important problem deserves recognition, and nobody else is going to take care of this for you. Make sure management and key stakeholders know what you and your team have achieved. Remind them of the risks avoided. Thank everyone who participated in the project. It’s the polite thing to do, and encourages them to help you next time.

Lean Tip #666 – Management commitment and leadership from the top is paramount.

Your leadership should be 100% convinced of Lean benefits if it is to be implemented successfully. You should form a steering committee to ensure that resources are planned for and roadblocks removed. Organizational goals need to be aligned to Lean activities. An individual should be selected to lead Lean for your organization.

Lean Tip #667 - Lean is not just a Lean Manager’s job.

Implementing an effective Lean management system will mean engaging staff at all levels. A Lean Manager’s role is distinct – they are not capable of improving an entire business single-handedly.

Lean Tip #668 - Lean is Easy – It’s the People and Culture Stuff that’s Hard

For those of us who have been around LEAN for a while, we know that the methods and the tools are easy. It’s the people and culture stuff that’s hard. That’s one of the main reasons that I recommend people focus on the 4% of the business that’s causing over 50% of the delay or defects, and only engage the employees involved in that 4%.

Lean Tip #669 – Teamwork is Critical for Success, But You Cannot Simply Will it to Happen.

Teamwork is important to the success of the team, but as they say in the magazine: it’s “like getting rich or falling in love, you cannot simply will it to happen. Teamwork is a practice. Teamwork is an outcome.” And teamwork leverages the individual skills of every team member. What can you do now to maximize your team’s success?

Lean Tip #670 - Leverage Your Centers of Influence to Improve Your Success

As Malcolm Gladwell identified in his book, The Tipping Point, there are people in your company who are the true centers of influence. They may not have the top job, but they do have the ear of the right people. They can make or break your success. There are two types of centers of influence: connectors and mavens. Everyone comes to the maven for their encyclopedic knowledge of the business or technology. The connector knows everyone and succeeds by connecting the right resources. It would be a good idea to engage your connectors and mavens in the improvement team.

Lean Tip #671 – Don’t expect training alone to fix your problem

Having a well-trained, correctly-focused team is of course an absolute must for any organization looking to operate with a Lean mindset. But training alone isn’t a panacea and, indeed, will almost certainly lead to serious problems if it’s not accompanied by the organization paying proper attention to the other requirements of the methodology.

Lean Tip #672 - Engage Senior Leadership to Push Through Transformation

As with so much in this life, a successful adoption of Lean simply isn’t going to happen without getting the requisite buy-in from the top. A clear mandate from above will be an indispensable aid in pushing through what for many people might seem a particularly exotic - even downright incomprehensible - methodological transformation.

Lean Tip #673 - Deliver Quick Wins to Receive More Management Endorsement

Everyone knows walking the walk matters more than talking the talk - and nothing’s going to make those at the top more likely to endorse subsequent projects than a quick and successful turnaround on initial Lean ventures. Sure, bear in mind the dangers of rushing things through - it’d be a particularly bitter irony if an over-hurried process improvement methodology implementation were to lead to a decline in process quality - but if you can show quick wins initially you’ll have the ear of those who matter when it comes to getting cracking on more ambitious, lengthier and costlier projects.

Lean Tip #674 – Lean Embodies, Keep It Simple Student (KISS)

Too many times we try to over complicate processes, events, projects, and even standard work.  One of the key elements in Lean instructs to “design simple and inexpensive techniques to error-proof processes”.  When we add levels of difficultly and complication we add an opportunity for error and costs, and possibly waste.

Lean Tip #675 - Make Small Changes – One at a Time

In the world of business it’s not always about survival of the strongest, rather those companies that adapt to change. Human nature is resistant to change, so the entire organization must be involved in establishing company goals and objectives. Small changes are not only easier to handle, but easier to maintain and perfect. The ideal company will learn through small, incremental improvements to the current state. Think of it like building a house.  The foundation goes down first, then the frame work, the roof, the electricity, the installation, the walls, etc.

So God Created a Quality Manager

Quality Digest created a video honoring the role of the quality manager in today’s organizations, based on Paul Harvey’s timeless tribute to the farmer, which debuted at the 2013 Super Bowl. Mike Micklewright and Quality Digest present this homage to quality managers: Those hard-working, often-overlooked gatekeepers of continuous improvement. Told in the style of the late, great Paul Harvey, this video demonstrates why quality managers are the glue of organizations everywhere, whether in manufacturing or service industries. Enjoy!

http://www.qualitydigest.com

Lean Quote: Respect for People Consists of Understanding, Mutual Trust, and Teamwork

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.

"Respect your fellow human being, treat them fairly, disagree with them honestly, enjoy their friendship, explore your thoughts about one another candidly, work together for a common goal and help one another achieve it. No destructive lies. No ridiculous fears. No debilitating anger." — Bill Bradley

The power behind Lean is management's commitment to continuously invest in its people and promote a culture of continuous improvement.  The Toyota Way can be briefly summarized through the two pillars that support it: Continuous Improvement and Respect for People.

Many companies focus on improvement and fall short on respecting their people. Not for lack of effort but for misunderstanding what constitutes treating employees with genuine respect, as opposed to being polite and considerate. We must practice the equally important Toyota principle “Respect for People”.

The “Respect for People” principle consists of two parts: “Respect” and “Teamwork,” and is as follows:

“RESPECT: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.

TEAMWORK: We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.”

Most of us already know the importance of respecting each other. Yet it’s also true that we all, at some time or another, may have been less than respectful to people with whom we work. Most often, these expressions are not intentional. Even so, it’s important that we all be able to recognize these kinds of situations so that we can take steps to avoid them whenever possible and to respond to them in an appropriate manner when they occur.

We are all unique individuals, with our own gifts, skills, concerns, and perspectives. This uniqueness is part of what makes us who we are as a person, although, in the workplace it can also be what set us apart from our co-workers. So the question becomes how we can find common ground given all our unique gifts, skills, concerns, and perspectives. At the core, respect has to do with establishing and maintaining effective working relationships.

In the end Lean is all about people.  The power behind Lean is a management's commitment to continuously invest in its people and promote a culture of continuous improvement.  Establishing good working conditions to promote teamwork is a key component of respect for people.

 

Lean Roundup #46 - March, 2013

A selection of highlighted blog posts from Lean bloggers from the month of March, 2013.  You can also view the previous monthly Lean Roundups here.

Who is the Customer for a Commodity? – Gregg Stocker says Lean professionals must understand the company and its processes before attempting to teach or coach people about continual improvement.

What Does Respect for People Actually Mean? – John Hunter explains that “respect for people” does not mean making anyone feel uncomfortable but rather the contrary.

Lean Product Development – Dan Jones shares 5 key lessons when implementing Lean in product development.

Organizing to Achieve the Strategy – Bill Waddell answers the debate about organizing value streams around products or customers by saying it is important to first understand your strategy.

Eliminating Key Points – Mark Rosenthal talks about breaking down the work with TWI job instructions advocating that key points are mistake proofing opportunities.

Solving the "Sustainment Problem" – Jim Vataralo explains that for improvement to take hold there must be a balanced approach like that of a 3 legged stool.

The Three Rules for Rules – Jon Miller shares 3 rules that serve as a guideline for creating rules that are the foundation of Lean and continuous improvement.

Lucy and the Football - Do Your Actions Match Your Words – Jamie Wilson talks about the importance of leaders “talking the talk” and “walking the walk”.

Where There is Fear You Do Not Get Honest Figures – John Hunter discussed the issues that occur when you lead with fear and how you can combat that.

Don't Let Metrics Trump Culture – Bill Waddell shares a good story that illustrates the importance of empowering employees to make decisions to help customers.

Reflection - The Breakfast of Champions – Pascal Dennis reminds us that reflection is key to continuous improvement as an aspect of plan-do-check-adjust.

Working With People – Matt Wrye provides several ways to deal with people since different people need to be handled in different situations.

Standardized Work: How My White Board Keeps Me On Track - Pete Abilla shares his white board that he uses to be productive and accountable and his associated standard work.

Policy Deployment And The Coaching Chain  - Mark Rosenthal captures the important points on policy deployment and their link to coaching from a recent LEI talk.

In Business Improvement, The Small Stuff = BIG DEAL – Antonio Ferraro writes about the impact that small improvements have when eliminating waste and improving customer value.

Systems vs Tools: A Lean Lesson From The Big Bang Theory – Jeff Hajek talks about the need of both systems and tools but advocates to focus on the basics.

Train To The What, How, Why Model Then... – Tracey Richardson explains how to change standards by training to the what-how-why model when you make changes then there is more time to spend on proactive problem solving than reactive.

We Do Not Think About The Way Toyota Does Standards – Mike Rother explains a standard as an ideal target condition you want to achieve rather than a current best practice.

Managers Must Be Teachers... – Michael Balle says lean managers must be teachers of which training is a key responsibility and operators standards and standardized work are training tools.

From The Lean Edge: How Do I Change The Standard? – Dragan Bosnjak answers the question by explaining the rate of change is based on capacity of training.

Guest Post: Combat Project Overload with Prioritization

Today I am pleased to present a guest post by Antonio Ferraro of Creative Safety Supply (one of our sponsors). Antonio talks about managing multiple projects and provides some tips on prioritization. This a subject we can all relate to and perhaps use some help improving.
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In the work environment, it is not uncommon to have multiple projects going on at once; in fact many organizations have numerous improvement projects going on in every department every day. Many of the projects underway tend to focus on saving time, money, and resources. However, is there ever a time when it is appropriate to say too many projects is just too much? If a company is constantly pulling its top employees in all directions to work on several projects, those people will typically under-perform on each project assigned. They will be overworked and overloaded and not able to dedicate the creativity and ingenuity needed to really help make a project successful. The key to business projects is prioritization. Prioritization is a simple term that means to put things in order based on importance. This sounds pretty simple, right? Well, if it was so simple businesses would never struggle with project overload and that is simply not the case. There has to be some sort of happy medium where the projects being worked on are prioritized so the most important projects are tackled first and the subsequent less immediate projects are worked on after the more important projects have been accomplished.

Example of Project Overload
A business specializing in tool making is constantly looking for ways to improve sales and business processes, so top managers put together a series of projects aimed at increasing sales and production as well as some thoughts for new projects. Each department is given a list of projects that must be completed by a specified date. Some departments have nearly ten different projects that they must complete in varying sizes from small to huge undertakings such as redesigning current production line arrangements. The employees who are eager to keep their jobs start trying to implement the projects and changes immediately. Managers in each department frantically try to brainstorm how the changes should be set-up, and start new processes and practices daily. Needless to say, everyone is stressed and the projects being implemented are not as nearly as effective as they looked on paper. This is a disaster! This is project overload. It usually doesn't ever end up being beneficial for meeting the business objectives and it really takes a toll on the staff as well.

Tips to Help Make Projects Successful
As mentioned above prioritization is crucial when choosing to implement projects within a business. It’s never a good decision to take on too many projects as most will fail and prove ineffective while others will just never get finished. When deciding on what and how many projects to tackle, certain criteria should be taken into consideration. One important step is to create a functional leadership team that will be dedicated towards a specific project from start to finish. Another tip is to identify the most important areas in need of improvement and to list them in order of priority as well as what resources may be needed to assist in project implementation. Furthermore, the use of an acceptable timeline should also be involved. If projects are significant, it doesn't make sense to spend only a week in project development and then start implementing changes immediately thereafter. Adequate time should be allocated depending on the project’s size and level of importance.

In a nutshell, projects are usually a good thing; however, project overload is not. It is not a good idea to dilute valuable resources by trying to implement too many projects all at once. Time needs to be taken to focus on the most important projects first so you are not setting yourself up to fail before even starting.

About Author: Antonio Ferraro - On behalf of Creative Safety Supply based in Portland, OR (www.creativesafetysupply.com). I strive to provide helpful information to create safer and more efficient industrial work environments. My knowledge base focuses primarily on practices such as 5S, Six Sigma, Kaizen, and the Lean mindset. I believe in being proactive and that for positive change to happen, we must be willing to be transparent and actively seek out areas in need of improvement. An organized, safe, and well-planned work space leads to increased productivity, quality products and happier employees.