Ten Lean Lessons That Building Legos Has Taught Me

My kids enjoy playing with Legos so it is no surprise that they got some new sets for Christmas.  The last few weeks have been fun filled with these little bricks building cars, houses, and other scenes.  As I look at this time together I can’t help but think there are a number of Lean lessons that you can take away from this experience.

1. Start With the End in Mind

LEGO provides a complete – and exciting – picture of the final product right there on the box. You fall in love with the end result before you even start.

2. Learn by Doing

You learn by trying yourself. It doesn’t take long with a Lego project to know if you are doing it right.

3. Power of Visuals

Lego kits come with high quality visual instructions labeled only with letters and numbers that make it easy for anyone to assembly them.  This speed up the build and cuts down on mistakes.

4. Kitting

Larger Lego set come with multiple bags. These kits organize the build in a specific sequence with the correct pieces at the time you need them. That “grouping” allowed them the ability to focus on the things they needed to do and not get overwhelmed. This makes the project manageable and adds rewards along the way.

5. One Piece Flow

You can't rush the build — and half the fun of getting a Lego set is building it! Large sets can be very overwhelming, too, and require patience. Just build one piece at a time.

6. Mistake Proofing

When things don’t match or don’t line up, it’s obvious. Failure is not a loss. I was not afraid to make mistakes when I was building and every mistake I made was an opportunity to learn what not to do the next time.

7. Personal Accomplishment

There is always a sense of accomplishment that you feel the first time you get that new Lego kit assembled into whatever it is supposed to be and hold it up in front of the box, admiring how it looks exactly like the picture.

8. If You Can Dream It, You Can Do It

Dreams are the means to a desired end. With the Lego bricks in hand you can build whatever you want; there are no limits. You can do anything that you can dream of.

9. Keep it Simple

You build small, simple pieces that are easy to understand and then you assemble them in a variety of complex ways to accomplish a particular goal. When faced with a challenge that seems overwhelmingly complicated at first break it down until you can understand the pieces, then watch how they fit together - suddenly almost anything seems doable.

10. Patience.

Building with Lego bricks is a slow progression that takes patience, especially when you have a large number of loose blocks to sort through while you are building.

Time has taught me that you can learn valuable lessons from almost any experience. Legos are more than building blocks, they teach essential leadership skills. I believe that to be a successful Lean leader you need to focus on these lessons. I am happy to be spending quality time with my kids and learning such valuable lessons. And more importantly think of the lessons they are learning from this experience.

Lean Quote: If You're Not Making Mistakes, You're Not Improving

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.

"A life spent making mistakes is not only more honorable but more useful than a life spent doing nothing." — George Bernard Shaw

Mistakes are unavoidable in life and leaders certainly make their share of them. Any time you look to break new ground or technologies or whatever it is you are leading, you open up many new avenues for mistakes and they are inevitable with change. You can’t have one without the other and so learning to use mistakes well is an important leadership trait.

Fear of failure is a genuinely scary thing for many people, and often the reason that individuals do not attempt the things they would like to accomplish. But the only true failure is failure to make the attempt. If you don't try, you gain nothing, and life is too short a thing to waste. Doing something is better than doing nothing.

If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure is an inevitable stepping-stone to great achievement.

But to have success, management must create an environment where it is safe to fail. Failure is an expected part of the process of finding solutions. If workers feel that they have to “hit one out of the park” every time they come up with an improvement idea, they will be reluctant to provide their ideas. In a Lean environment, failure and success should be met with the same level of enthusiasm and support.

 

7 Steps Successful Lean Leaders Take Support Improvement

Leadership commitment and support is critical for successful process improvement initiatives. Fortunately, it is not particularly complicated to make a difference. Here are seven steps that leaders can take to support Lean process improvement efforts.

1. Set Goals

Create a vision of the future state and determine where to focus your efforts. Lean is often surmised as doing the right things at the right time and cost. Set concrete goals with a time frame for when you want to achieve those goals.

2. Get Started

Successful leaders start immediately. They don’t drag their feet or put it off. They act on a goal right away, because they understand the power of momentum. They may not do the whole thing at once, but they do take a big step to get started. There is never a better time than now to get started.

3. Think Positive

This is the half-empty, half-full syndrome. Lean leader are optimists and believe the cup is always half full. They aren’t pie-in-the-sky types, but they see the positive side of an opportunity, and they believe in their ability to achieve their goals.

4. Take Action

Those who are successful take action, even on partial information. Too many people wait around until they think they have all the answers. But if you do that, you may wait forever. Lean leaders don’t proceed blindly, but they know that, once they have the critical details, they can make a decision and act accordingly.

5. Be Determined

Implementing Lean is no easy endeavor. There are so many variables that it is impossible to determine how things will proceed. You don’t know what will happen once you take the first step, so the only constants are the end vision and your determination to get there, even if the path doesn't unfold exactly as you envisioned.

6. Lead by Example

You must hold yourself accountable before you can hold anyone else. A leader implies followers are doing just that, following. If you want to be a leader, you must go to the source and see the actual condition from those that make it happen. It is from the Gemba that you have the best opportunity to coach improvement.

7. Learn From Your Mistakes

To be a good leader you have to take calculated risks and you will certainly make some mistakes along the way. Admit them. Learn from them. Don't repeat them! Mistakes are a necessary part of the learning process.

These are just some of the steps needed to be a successful leader in a Lean environment. Being a good leader may sound simple, but it is not easy. It requires tremendous strength of character. Almost all successful leaders will tell you that being extremely focused on the outcomes they wanted to create, trying many different approaches to achieving them, and staying the course all add up to success.

Daily Lean Tips Edition #59 (871-885)

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 #871 – To Improve Your Business Map Your Processes

You cannot improve what you do not understand. You must be able to understand and map existing processes to define the to-be processes (the vision). Bear in mind that processes feed into one another. Processes flow into one another; one process could flow into a bigger process with the end of that process being the beginning of another. It’s important to note that in some cases, there's a difference between the way a process is documented and what happens in reality. Besides this, existing documents may be outdated and not reflect the changes that have been made to processes over time.

Lean Tip #872 - Identify the Bottlenecks of Your Processes

Identify those points where delays are introduced into the process. You can do this by interviewing process participants, observing the process in action or simulating the process to identify the points at which improvements can be made. Evaluate each step in the process by taking a value-oriented approach. Bottlenecks could arise from unnecessary sign-offs/approvals and unsmooth hand-offs. Though it’s important to maintain quality, the analyst still needs to question the value of checks and reviews.

Lean Tip #873 - Know What the Customers Want. 

You can’t make your company effective if you haven’t communicated with the actual consumers of your products.  Some customers may want something specific, and others may want something else. Regardless of who wants what, the customers’ main wants usually include quality and quick turnaround.

Lean Tip #874 – Quality Improvement is about Customer Satisfaction

Quality improvement requires you to make a difference in order to satisfy the customers.  You have to keep abreast of how things are going in your niche or market.  Don’t hesitate to make changes and adjustments when they are needed.  Without the customers, you would not have a job and the stability for the company would be at risk.

Lean Tip #875 - Simplicity Matters In Process Improvement

If your process isn’t simple, it’s going to be very expensive, not very usable, and probably not sustainable – put simply, it will fail. Whether evaluating new processes, or determining which ones to re-engineer or discard, make simplicity a key consideration. Remember this – usability drives adoptability, and simplicity is the main determinant of usability.

Lean Tip #876 - Don’t Think Product – Think Outcome

I know this will offend some, but process improvement is not a new software program or application. While toolsets can enhance process or can become a by-product of the process, they do not in and of themselves constitute process improvement. Don’t get caught in the trap of perpetual spending or development as a solution. Recognize if you’re caught in this trap it’s a symptom of bad process not a reflection of good process.

Lean Tip #877 - Turn Employees into Problem Solvers and Improvement Specialists.

The most important aspect of lean is to involve employees in developing lean processes. Many times companies create a culture in which the employees don't make the decisions, management does. Then when problems occur, employees are unable to diagnose or solve problems without involving a supervisor. lean reverses that by revolving around employees and looking to them as the improvement specialists.

Lean Tip #878 – Gather Some Good Knowledge When Problem Solving

Information about your problem can often decrease that uncertain anxiety and fear we face when we are challenged with something. Knowledge wisps away the clouds of fear around a problem. And we often find that the problem might not be as bad as we thought.

Lean Tip #879 - Let Go of the Need to be Right.

Open your mind to a solution that may work and try it out instead of just making snap judgments based on little information and experience. The need to be right can make you disregard solutions that are just what you need for far too long.

Lean Tip #880 - Find the Lesson or Opportunity Within the Problem.

There is almost always a good side of a problem. Perhaps it alerts us to a great way to improve our business. Or teaches us how our lives perhaps aren’t as bad as we thought. Finding this more positive part of the problem reduces its negative emotional impact and you may even start to see the situation as a great opportunity for you. When you are faced with a problem ask yourself: How can I use this? What is the good thing about this? What can I learn from this? What hidden opportunity can I find within this problem?

Lean Tip #881 – Communicate Often About Common Visions and Goals.

Working together toward a shared vision helps keep teams strong. Take care of your team by regularly reminding group members what your common goals and purpose are.

Lean Tip #882 - Take Care of Your Team, Pitch In and Lend a Hand.

Help out during crunch times or when people need assistance or support with a task or project. Provide direction as needed. Encourage group members to reach out and help one another. Make sure people have the tools, information, and resources they need to get the job done. Help individuals and the group keep priorities in focus. Intercede as necessary to remove organizational obstacles to the team’s progress.

Lean Tip #883 - Create a Team Culture Where “We” and “Us” are the Norm.

Modern work cultures have become “I” instead of “we” oriented. When executives incorporate the word “we” into their vocabulary, employees at all levels feel included and a part of the organization’s success.

Lean Tip #884 - Share Individual and Team Successes With All Employees

Go ahead, recognize and acknowledge employees! It’s good for employee morale and loyalty. Make employees feel like they “belong.” Belonging is the foundation that launches high levels of engagement and productivity.” When employees are engaged they are loyal. And, people step forward to accomplish extraordinary things through collaboration and team work.

Lean Tip #885 - Transparency Must Be Maintained and Healthy Interaction Must Be Promoted Among Team Members.

The communication must be effective, crystal clear and precise so that every team member gets a common picture. Effective communication also nullifies misunderstandings and confusions. Confusions lead to conflicts and individuals waste their time and energy in fighting rather than working.

Lean Quote: Make Employees Feel Appreciated

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.

"The deepest principle in human nature is the craving to be appreciated." — Mark McCormack

Employee recognition is a powerful tool to sustain high performance levels in your employees. It is also a channel through which you communicate to your employees the kind of actions and attitude you like them to execute. Thus, you establish the performance patterns that enhance productivity and render you a competitive edge.

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.

Most managers only practice recognition after the fact – which is rewarding people for achievements. Rewards are great, however they are only a trade (first you achieve something and then I reward you for it) and they only cause short term motivation (if the rewards stop coming, performance will decrease as well, because the trade is out of balance).

But if you can recognize them before the achievement you can engage them. It makes them feel heard, valued, involved and important. Recognizing how people like to be treated; what training, information or tools they need to do their job; what their ambitions, talents, personality type and motivational drivers are, helps us to respond to them in a way that brings out the best in them. All this assures sustainable motivation.

 

Steps to the Crucial World Class “No Blame” Environment

People want to do a good job. They really do! And doing a good job today means working in a safe-from-ridicule environment where we can learn from mistakes and look at them as opportunities to learn more about our processes in order to make them more trouble-free. It’s this kind of thinking that gets us into the parts per million defect range and beyond!

Our greatest fear is the fear of being humiliated. So it’s not surprising that folks hide their mistakes and avoid saying and doing unusual things so they won’t be ridiculed. And yet, these unusual things – and what we can learn from our mistakes – may be just what’s needed to solve a problem.

Everyone’s contribution is needed. We can’t tolerate the old thinking of looking for someone to blame. No-blame environments produce decreased problems, fewer defects, increased productivity, higher profits – and – more genuine employee involvement and ownership. In short, work becomes a more fun place as the focus switches to satisfying the customer by achieving results. A no-blame environment does not mean people aren’t accountable – far from it . . . they are more so. And proud of it!

Follow these key points to build and grow a no-blame environment:

• You build a “no-blame” environment every day – one conversation at a time. Use every conversation as an opportunity to build another’s self-esteem.

• Managers and workers are partners in the improvement process. They share facts daily through straight talk and generous listening.

• Mistakes are part of the “facts” in everyone’s work life. Use mistakes as opportunities for improvement – not vehicles for discipline.

• Emphasize fact finding, not fault finding. Fact-finders observe, listen, ask questions, reserve judgement, analyze and conclude the facts. They replace the words “I think …” with, “Here is what the data tells us …”

• Point fingers only at processes – not people.

• Managers are responsible for creating a safe-from-ridicule, no-blame environment of trust & integrity. Their role is to coach & lead by example.

• Workers are responsible for supporting & reinforcing the positive behaviors of fellow workers & management.

You start the process by beginning to live it. Remember, real change takes place through the conversations we have every day with each other. It is in your own best interest to make every conversation an opportunity to build another person’s self-esteem. This approach can work wonders in your company. 

Lean Quote: Tenacity is the Strength that Leads to Success

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.

"Let me tell you the secret that has led me to my goal: my strength lies solely in tenacity." — Louis Pasteur

Striving for excellence is an ongoing process; it requires a persistent attitude of excellence demonstrated by a continual focus on both the large and small things in our endeavor.

Without tenacity, success is just but a far away dream. It is the force originating from within you that seeks to bring out the potential in you and drive you to your destiny.

It is the desire of many to achieve success but a determined person is never satisfied until he gets what he is after. Determination is what motivates one to strive and work hard towards success; therefore without it one tends to walk blindly and without purpose.

Take up a project or goal only if you are sure that you have the will and the energy to go ahead with your plans, whatever may be the difficulties, obstacles, and complications in your path.

Just how determined are you?

Answer that for yourself and really take a good look at your reasons for starting that idea in the first place. Because if your focus and determination lack drive, the necessary skills or bucket loads of patience you will ultimately fail in your personal quest, whatever that may be.

The commitments you make and the actions you take with enthusiastic tenacity will bring you the success you are now envisioning.