The 3 A’s of Respect for People

A mature Lean organization is based on “Respect for People”.  Respect for people is about building mutual trust and human development.  Lean managers must take responsibility for other people reaching the objectives they set.  They seek to develop and engage individuals through their contribution to team performance.

There are 3 essential elements of Respect for People that start with “A” which managers need for a sustainable Lean culture:

Alignment – Means of connecting objectives and capabilities.

Tell your employees the most important goals for your organization and let them know of the progress towards those goals. Help people feel they are a part of something bigger than themselves or their job by sharing your company's overall vision. If the goals are unclear then the employees are not sure what they are being asked to do.

Autonomy - Being competent and empowered to make decisions.

Develop exceptional people and teams who follow your company's philosophy. The desire of people to be self-directed is autonomy. To create an autonomous environment where people can self-direct, you need to inspire people, and help them to discover their talents, sometimes talents they were not aware they had.

Accountability - To do what we say we will do and uphold our commitments.

To successfully empower someone, we must also assign accountability. Empowering employees without associated expectations is confusing and ineffective.   Empowerment happens when employees use the company tools to solve problems.

Lean is both sub-optimal and unsustainable without the Respect for People part. If you are serious about the longevity of Lean in your organization you will need to focus on this aspect and encourage it.

Lean Quote: Quality Controls Requires Effective Tools

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.

"Quality control is more than just a state of mind. It requires effective tools." — McCormack

Most organizations use quality tools for various purposes related to controlling and assuring quality. Although there are a good number of quality tools specific to certain domains, fields, and practices, some of the quality tools can be used across such domains. These quality tools are quite generic and can be applied to any condition.

The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality. They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.

The tools are:

1. Check Sheets – A generic Tool which can be used for collection and analysis of data. A structured and prepared form that can be adapted for wide variety of issues
2. Control Charts – This is a graphical technique,which can be used to study the changes to a process over time
3. Pareto Chart – This is another graphical technique, which can be used to identify the significance of individual factors
4. Scatter Chart – This is used to identify the relation between variables, by plotting pairs of numerical data, with one variable on each axis. The points will be falling on a line or a curve, if the variables are related.
5. Cause and Effect Diagram (Also called as Ishikawa Diagram or Fishbone Diagram) – This can be used to structure the brain Storming Sessions. It is used to sort ideas into useful categories. Many Possible Causes are identified for a stated problem and the effect on the problem are identified
6. Flow Chart (Stratification Charts) - This tool is used to identify the patterns within the data collected from multiple sources and clubbed together. It is used to identify the meaning of the vast data by identifying patterns.
7. Histogram – It looks very much like a bar chart. it is used to identify the frequency of occurrence of a variable in a set of data.

The seven basic tools of quality can be used singularly or in tandem to investigate a process and identify areas for improvement, although they do not all necessarily need to be used. If a process is simple enough – or the solution obvious enough – any one may be all that is needed for improvement. They provide a means for doing so based on facts, not just personal knowledge, which of course can be tainted or inaccurate. Ishikawa advocated teaching these seven basic tools to every member of a company as a means to making quality endemic throughout the organization.

 

Daily Lean Tips Edition #60 (886-900)

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 #886 – Doing It Right Costs A Lot Less Than Doing It Over

Why does it seem that there is never enough time to do it right, but always enough time to do something over?  If you want to be a proactive organization it will pay huge dividends if everyone concentrates on doing their job right the first time - even if it takes a little longer to make sure it is right.  And by doing it right the first time, you not only increase your company's efficiencies, but you can also have an immediate impact on customer loyalty, retention and overall profits.

Lean Tip #887 - Break The Daily Grind

Most every employee is assigned a task according to his/her skill set; however, it is important to consider rotating people throughout an organization.  This will give them two things: One, a better appreciation of what others do and two, it will help break the daily complacency, monotony and boredom of a job.  You can do this by and giving people new tasks/job functions within the company or other divisions -- which adds to their skill set and a better overall view of the organization.

Lean Tip #888 - Make it Easier to Get Things Done

After removing distractions, you want to make working as easy as possible. In general, make sure that tools for completing jobs are nearby the workers. Fewer distractions will increase productivity.

Lean Tip #889 – Don’t Work Hard, Work Smart

This is somewhat of a cliché, but it has to be mentioned. We aspire to instill this in all employees. On the long run this can make all the difference. Think about this scenario, would you rather spend thirty minutes everyday on a specific task, or implement a system that will require you to invest 2 hours for one day then a couple of minutes every day instead of the thirty? I think the choice is simple and this is an example of working smart.

Lean Tip #890 - Offer Training to Build Employees Skills and Engage Them.

No one wants to get stuck doing the same thing every day for the rest of their lives. Encourage employees to take courses that expand their skill sets. Imagine how much more productive your business will be when employees have enhanced their ability to better communicate, solve problems, and find improvements. Engaged employees are enthusiastic about their jobs, confident in their ability to achieve excellence and motivated to have a greater impact on the success of the business.

Lean Tip #891 - Don’t Talk About It, Just Do It.

Lean requires a bias for action. Just like the Nike tagline, you should go ahead and just do it. Deploying Lean means you're following a PDCA (plan-do-check-act) cycle and that it's okay to fail. Whether you succeed or fail, you're following through on Lean.

Lean Tip #892 - Discard Conventional Fixed Ideas.

Part of problem solving is thinking outside of the box. Encourage people to think this way and not in the same old way that got them into the problem to begin with!

Lean Tip #893 - We Don't Have Bad People, Just Bad Processes.

For the most part, this is true. By concentrating on the process and building continuous improvement there, you will have the culture change that you're looking for.

Lean Tip #894 - Do Not Seek Perfection. Do It Right Away.

Taiichi Ohno used to regularly nag at people not to let a quality problem "escape" to the next customer. You've got to stop what you're doing, put a countermeasure on it and do it right away.

Lean Tip #895 - Correct Mistakes Immediately.

You've got to fix mistakes immediately. Don't wait for the next shift to do it. Don't wait for the weekend to do it. Don't wait for maintenance to do it. Quality depends on immediate action to correct mistakes.

Lean Tip #896 - Do Not Spend Money For Kaizen.

It is not necessary to spend money to fix every problem. All that proves is that you have a lot of money. I don't care whether you're in manufacturing or health care, you don't have "extra" money. Toyota says that they use their wits, not their wallets, for continuous improvement.

Lean Tip #897 - Question Everything. Ask "Why" Five Times.

A brilliantly simple root cause problem-solving tool, asking why five times becomes easier the more you do it. Adopting this as a default way of looking at things will aid, not only your problem solving, but other areas, too.

Lean Tip #898 - Ideas are Infinite. Execution is the Key.

This simple maxim is often overlooked as people get caught up in meetings and so on. You've got to be the change you want to see, not the change you'd like to see. It's the same as not confusing better with best. You want to move to better right away, not take forever working out what "best" looks like.

Lean Tip #899 - Take No Action and Nothing Will Happen.

If you do nothing, nothing changes. Be aware of items that stall your action. It's better to have a 50-percent reduction in waste right away than it is to take no action and hope for a 100-percent reduction in waste sometime in the future.

Lean Tip #900 - Kaizen Starts With Taking a Look at the Actual Place of Work. Continuous improvement efforts must start with a trip to the Gemba. The Gemba might often be the factory floor, but people forget about Lean in the office, where half of the work starts out being late! It's easy to see waste on the floor, but it's harder (at first) to see waste in the office or other value streams. Going to the Gemba will make it easier.

Lean Leadership Lessons From The Sochi 2014 Winter Olympics

Like millions of others from around the globe I have been glued to the TV watching the winter Olympics from Sochi. Once again the eyes of the world are on its best and brightest athletes as they attempt to push the human body to new limits, and remind us that our best human qualities — determination, perseverance, innovation, sacrifice, and camaraderie – know no bounds.

As much as the Olympics represent the pinnacle of the sporting world, they are also the source of a number of inspiring stories that showcase both the human spirit and what we can accomplish when we strive to be our best.

To that end, I’d like to share some important lessons for leaders on how to guide their organization to succeed and thrive, regardless of the challenges that stand before them.

Lesson 1: Olympians know no goal is impossible with the right mindset. If you want to succeed, don’t lose sight of your goals. Stay unwaveringly motivated. Your focus determines your results. Focus on the right things.

Lesson 2: When Olympians suffer an inevitable setback, they don’t let themselves succumb to doubts. You can’t compete at the highest levels without inner-confidence. And when you do get a taste of success, don’t rest on your laurels. You have to pivot, hone in on the strengths that have carried you so far, and overcome adversity with perseverance.

Lesson 3: There’s no substitute for surrounding yourself with the best possible team. With the right players, there’s no limit to what you can accomplish. Don’t compromise on talent, and hold yourself to the lofty expectations people will place on you.

Lesson 4: Olympians break through excuses. Many businesses will face immense challenges on the road to success. They will also be presented with opportunities to overcome these challenges. Don’t squander your potential with self-imposed limitations. Don’t make excuses for why you cannot engage more fully. Capitalizing on your chances is a matter of being dedicated and sacrificing for the greater good of the business.

Lesson 5: Olympians never stop learning from mistakes. In business you need to measure everything so you can analyze how to be more effective, more productive, and more profitable in the future. What gets measured gets improved. You never settle for good. You always strive to be great. It’s an attitude of constant improvement.

Lesson 6: Olympians give 100% commitment to their goals. You have to give 100% commitment to what it is you want to achieve. Without a doubt those that are competing have committed themselves 100%. They don’t expect it to be easy and are ready and willing to do what it takes.

To achieve success businesses and leaders within them need to take a long term view. The reality is there is no shortcut to success. These lessons above show how we should approach our leadership and guiding the people we lead towards achieving our shared goals.

Leadership Lessons From Abraham Lincoln

Today is President's Day in the US. A federal holiday originally to recognize George Washington, our first President, is now popularly viewed as a day to celebrate all U.S. presidents past and present. In honor of this I want to share some leadership lessons from one of these great leaders.  

President Abraham Lincoln is considered by many to be a noble and great leader who shaped American history. However, he is not often looked to as an example of how to be an effective leader and business role model. But, there is actually a lot we can learn from one of our most well-known leaders.

Here are 10 leadership principles starting with P that Abe Lincoln exhibited that set an example for the type of leader that managers and executives should exemplify: 

1. Purpose – Answer the question “Why I am doing this?” Without purpose there is not direction. 
2. Probity – Demonstrate complete honesty if you want integrity. This is how leaders get people to follow them. 
3. People – This is the “Respect for People” element. Listen and show we care. The say Lincoln would go beyond just hearing your pain and actually absorb your pain for you. 
4. Preparation – Proper planning saves time. Never stop learning and improving. 
5. Persuasion – Show them how through doing. The use of stories to illustrate your point makes it more personal and memorable. 
6. Persistence – Never give up; keep going, especially when the road is not so clear. 
7. Process Thinking – Put a process in place. It is through this we can improve our current state. 
8. Problem Solving – PDCA, objectively study, build strong problem solving skills, and engage everyone everyday in the process.
9. Performance – Don’t focus on the results, focus on the process and the results will come. 
10. Possibilities – Take the impossible and make it possible. There is no limit to the possibilities if we open our mind.  

In my experience people don’t like to be told what to do. Lead them by asking the right questions. Challenge their thinking and develop them to constantly improve. Lean is a powerful way of thinking. I believe it is this thinking that can truly change the world. Lincoln was able to learn and grow amid great calamity. His story, like no other, demonstrates that leaders do not just make the moment; they meet it and, in the process, are changed by it. Like Abraham Lincoln be the role model for leadership in your organization by practicing these qualities.

Note: The source of the 10 leadership principles from Abe Lincoln comes from Jerry Bussell's book Anatomy of a Lean Leader. 

Lean Quote: Successful Leaders Lead With the Heart, Not Just the Head.

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.

"Successful leaders lead with the heart, not just the head. They possess qualities like empathy, compassion and courage. They also have the ability to establish deep, long-term and genuine relationships where others trust them.." — BIll George

It has been said, “You can’t truly love another before you learn to love yourself.” Organizations are no different. If we don’t love and respect and admire the people we work with every day, we can’t collectively give our customers the love they deserve. Empathy is an inside-out job.

Empathy is the ability to put yourself in another’s shoes and walk a mile.  It’s the ability to imagine what it might be like to experience and relate to the thoughts, emotions, and experience of the other person. Empathy is more than simple sympathy, which is being able to understand and support others with compassion or sensitivity.

Some people naturally exude empathy and have an advantage over their peers who have difficulty expressing empathy. Most leaders fall in the middle and are sometimes or somewhat empathetic. Fortunately, empathy is not a fixed trait. It can be learned. If given enough time and support, leaders can develop and enhance their empathy skills through coaching, training, or developmental opportunities and initiatives.

Build a culture of empathy. Empathy is an essential component of caring about your customers, your employees, and your company, and its absence signals larger problems in organizational culture. Empathy can’t be plastered on like a fake smile, but it can be cultivated from within.

 

8 Principles of Quality Management

When it comes to the quality of products and services presented by a company, quality management is essential. Quality management is the process of managing and monitoring performance to ensure adherence to predetermined quality standards and goals.

A principle is a fundamental truth or law and therefore quality management principles are the fundamental truth or laws that form the basis of quality management. There are a number of principles used in quality management, all of which play a significant role in its success.

These principles have been identified to facilitate the achievement of quality objectives and form the foundation for effective quality management.

Principle 1 - Customer-Focused Organization : "Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements and strive to exceed customer expectations".

Principle 2 - Leadership : "Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives."

Principle 3 - Involvement of People : "People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit".

Principle 4 - Process Approach : "A desired result is achieved more efficiently when related resources and activities are managed as a process."

Principle 5 - System Approach to Management : "Identifying, understanding and managing a system of interrelated processes for a given objective improves the organization’s effectiveness and efficiency."

Principle 6 - Continual Improvement : "Continual improvement should be a permanent objective of the organization."

Principle 7 - Factual Approach to Decision Making : "Effective decisions are based on the analysis of data and information."

Principle 8 - Mutually Beneficial Supplier Relationships : "An organization and its suppliers are interdependent, and a mutually beneficial relationship enhances the ability of both to create value."

The International Standard for Quality Management (ISO 9001:2008) adopts a number of management principles that can be used by top management to guide their organizations towards improved performance. These eight principles form the basis for the quality management system standard ISO 9001:2008. These principles are used by many companies as an improvement model. The more companies who begin implementing these principles, the more successes there will be across the board and the better quality and services will be.