Lean Quote: Courage Inspires Others

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.

"You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do." — Eleanor Roosevelt

When things are difficult, unknown, and perhaps unattainable we may turn the other direction. We must find the inner strength to overcome these perceived barriers. History has proven time after time that the power of a thought is the beginning for actions that will alter the future positively. Understanding this, and having the courage to keep going even in the face of all obstacles, allows us to accomplish anything we want. 

Recognizing these truths about courage will assist you in overcoming any challenge that you face:

1. Courage Begins with an Inward Battle - Courage isn't an absence of fear. It's doing what you are afraid to do. It's having the power to let go of the familiar and forge ahead into new territory.

2. Courage Is Making Things Right, Not Just Smoothing Them Over - Courage deals with principle, not perception. It's knowing when to stand up and having the conviction to do so.

3. Courage in a Leader Inspires Commitment from Followers - A show of courage by any person encourages others. But a show of courage by a leader inspires. It makes people want to follow them.

4. Your Life Expands in Proportion to Your Courage - Fear limits a leader. But courage has the opposite effect. Courage not only gives you a good beginning, but it also provides a better future.

Courage means trusting yourself to overcome your fears and doing what you are afraid to do. Courage increases conviction and inspires others to confront their fears.

 

Lean Tips Edition #96 (Tip 1441-1455)

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 #1441 - Approach Goal Setting Holistically

View goal-setting from the top down, bottom up, and across the organization to ensure alignment. Leaders can plan together and communicate organizational goals and objectives, then empower managers and employees to work together to draft departmental and individual goals that align with their partners in other parts of the organization to support the overall strategy.

Encourage goal-setters to focus on how all the parts fit together. When goals are set collaboratively, employees are motivated by having a stake in planning their own work priorities and being trusted to understand and contribute to the organizational strategy.

Lean Tip #1442 - Communicate Consistently and Regularly on Goals

Organizational alignment can only occur when goals set at the top of the organization are consistently communicated, and committed to, from the top of the organization through each level of management. Take steps to ensure that messages are not being distorted and that front line employees are receiving the proper direction to help employees set individual goals fully aligned with those set at the top of the organization.

Lean Tip #1443 - Celebrate Success; Learn From Failure for Goal Achievement

Accountability for goal achievement is important, but if employees are afraid to fail they will tend to hide bad news or shift blame—which are potentially fatal conditions for an organization. Frequent feedback and monitoring will minimize the risk of failure. Encourage and equip managers to take a coaching role, including creating an open environment where employees can admit and learn from mistakes.

Lean Tip #1444 - Adjust Goals With Changing Needs

Situations change quickly and sometimes goals must also be adjusted, or completely changed, to adapt to shifting priorities; however, according to research, 54 percent of organizations revise goals once per year or not at all. Just as organizations act quickly with change, so too must their people when it comes to adjusting impacted goals. The better the communication from top to bottom and the less rigid the organization, the more nimble it will be in realigning efforts to new drivers.

Lean Tip #1445 - Setting Goals Builds Alignment and Keeps Employees Focused

Perhaps the most powerful aspect of goal setting is its potential use in building an aligned workforce, equipped, empowered, and motivated at all levels to work together to achieve its vision for the future. Setting goals can provide purpose and challenge to energize people to apply their efforts in a specific, planned direction. Well-set and monitored goals that are aligned holistically can put your organization on track for increased employee engagement, productivity, and progress toward achieving its vision.

Lean Tip #1446 - Honor Your Commitments To Earn Respect

A key element of earning respect is to honor your commitments. Always keep your words, be honest and deliver what you promised. This will boost your esteem in the eyes of others. Anybody who cannot be depended upon will find it hard to get others to respect them.

Lean Tip #1447 - Strive for Excellence in Everything You Do.

Always be the best you can be. When you deliver your 100%, others will look up to you and respect you. It is important to be sincere to your job and always strive for excellence. Even at home, it is important to try and be the best at the role you play in your family. Set your standards high and exceed them. It will work wonders for your self-respect and get others to respect you.

Lean Tip #1448 - Have Strong Values

All the well-respected people of the world have strong values. They stand by their principles no matter what happens. We should take a look deep within us and find out our true values. When our conscience tells us something is against our values and principles, we must stand firm and do the right thing.

Lean Tip #1449 - Maintain a Positive Attitude

People rarely respect negative leaders. Instead, they typically ridicule them behind their backs. Negativity sends the message that you're bitter or mean; it develops fear, not respect. Compliment your staff on a job well done. Make sure the compliment is sincere and personal. It is always best to share a compliment when the act is fresh.

Lean Tip #1450 - Tell Staff What to Do, Not How to Do It

Effective delegation is an important part of becoming a good leader. Understand that employees are looking to develop their skills, so when you delegate, give them an important task to accomplish. Then stand back and let them figure out how to do it. When you tell employees how to do the task, they feel mistrusted and perhaps worthless. It is difficult to trust a leader who can't let go.

Lean Tip #1451 - Be Available to Employees and Offer Help

Don't just have an open-door policy; make time to talk with employees and ask their opinions. Employees want to think they have the boss's ear and can come to you when they have issues. No matter how busy you are, when you walk through your work area and notice an employee who needs assistance, offer some. Step in and get your hands dirty. It won't go unnoticed.

Lean Tip #1452 - Be Relentlessly Proactive.

Don’t always wait for direction from others. Use your own skills and resources to start getting things done and solve problems. Get in the habit of figuring things out for yourself. Don’t be afraid of a challenge once in a while.

Lean Tip #1453 - Practice Humility, Learn from Others.

You’re not always going to be right, and you’re not the best at everything. Every person you meet can teach you something. Confidence doesn’t come from a place where you’re the best. True confidence comes from understanding humility, and that every person has something unique to offer to the world, including you.

Lean Tip #1454 – Become a Resource to the People You Work With.

Pay attention in meetings and be sure to read the company memos that circulate through the website and in the company mailbox. If you stay on top of company information, then people will recognize you as a resource and respect your professional approach to your job.

Lean Tip # 1455 - Be a Role Model to Others

Actions speak louder than words. Are you a role model to others by way of your behavior? Do you uphold yourself to the highest code of conduct? You gain respect by walking the talk. The most respected person is the one who inspires others to achieve their best and enables them to unlock their highest potential.

5 Tools that Will Make Your 5S Efforts More Visual and Successful

www.kaizenworld.com

5S is a process and method for creating and maintaining an organized, clean, and high performance workplace.  It enables anyone to distinguish between normal and abnormal conditions at a glance.  5S can be the foundation for continuous improvement, zero defects, cost reductions and a more productive work space.  The 5S methodology is a systematic way to improve the workplace, processes and products through employee involvement.

The five S’s basically stand for seiri, seiton, seiso, seiketsu and shitsuke. Let’s briefly go over these five terms in English for better understanding.

1. Sorting: The first “S” stands for sorting, this essentially means to get rid of unnecessary items or tools and to prioritize the items that are used so they can be stored more efficiently and within accessible areas.

2. Straightening: The second “S” is for straightening or setting things in order. The main objective here is to organize the workspace to be most efficient and productive by locating tools and equipment most often used in easy to access areas. Not only does this better utilize the space within the work area, but it also helps to save time that may be lost in trying to locate specific items or tools.

3. Shine or Sweeping: The third “S” focuses on cleanliness. Having a clean and tidy workplace encourages others to also keep the area clean and helps contribute to a more productive and effective work environment.

4. Standardizing: The forth “S” helps with standardization, the goal with this strategy is to keep workstations that do the same jobs more uniformly organized. For example, if an employee does a particular job and there are multiple work stations doing that same job, the employee should be able to move effortlessly from workstation to workstation since they all function in the same manner.

5. Sustain: The fifth “S” is for sustaining the practice. This step basically includes the monitoring and sustaining of the four previously mentioned 5S tactics. The focus should be to move forward with the 5S methodology and not fall back into old ways and habits that are potentially not as beneficial and effective for the organization.

A Visual Workplace - also known as Visual Factory or Visual Management – is a lean concept that emphasizes putting critical information at the point of use. Visual systems and devices play a critical role in many of the most popular lean tools, including 5S, Standard Work, Total Productive Maintenance, Quick Changeover, and Kanban (Pull Production).

In fact, Visual Workplace serves as the key sustaining force for these initiatives, because it ensures that Lean improvements remain clearly visible, readily understood, and consistently adhered to long after the Kaizen or rapid improvement event is over.

In my experience there are 5 tools that can help with a Visual Workplace and 5S efforts:

1. Camera. Pictures are very effective at visually highlighting the improved appearance and order in the workplace.
2.  Laminator. Customize your own visuals with a laminating machine. The use of visuals helps to ensure that the new standards remain clearly visible, readily understood, and consistently adhered to by all employees long after the Lean or rapid improvement event is over.
3.  Label Maker. The right printing system can be an essential tool for creating an orderly and visually instructive workplace, allowing you to make signs, labels, tags, and more on demand.
4. Communication Boards. Use communication boards to track key performance indicators, provide Lean activity updates, report audit / inspection results, and recognize achievements.
5. Tape. Floor marking lays the foundation for the ‘set in order’ stage of 5S, as you start from the floor and work your way up organizing the facility. The proper use of floor marking tape helps create order and pattern of work in your facility, which eliminates searching and confusion within a work area. Floor marking also helps to clearly define processes and cells in the value stream.

In 5S, visual devices like red tags, floor marking tapes, shadow boards, and shelf labels are used to ensure that there is a place for everything - and everything remains in its place after a kaizen event is over. Likewise, the Standardize and Sustain steps of 5S are virtually impossible to manage without the use of visuals such as check sheets, schedules and audits.

Lean Quote: Leadership is an Action, Not a Position

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.

"Leadership is an action, not a position." — Donald McGannon  

Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.

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

The only cure for inactivity is action. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.

For leaders, action is one of the most important traits they can embody.  Taking action means getting things done.  It means seizing the initiative.  It conveys momentum, and energy, and creating something new, something that didn’t exist before.  And this excites followers and others who understand that going towards something is always better than sitting around staring at the wall.

 

Book Review: 12 Principles of Manufacturing Excellence

Explaining how to implement and sustain a top-down strategy for manufacturing excellence, The 12 Principles of Manufacturing Excellence: A Leader’s Guide to Achieving and Sustaining Excellence, by Larry E. Fast (CRC Press, 2011), provides a comprehensive, proven approach for delivering world-class performance while also cultivating the right culture through leadership and mentoring.

Written for operations and manufacturing leaders and supervisors, this book provides a blueprint for virtually anyone that is challenged to find efficiency and profitability in their business. The text's comprehensive approach provides guidance on cultivating the right culture through leadership and mentoring. The author guides readers along the path to achieving organization alignment, both vertically and horizontally, across the entire structure of their organization. He provides readers with a method for tracking progress-plant by plant, and function by function.

Tapping into four decades of leadership experience, 35 years of it in the manufacturing industry, Larry Fast explains how to achieve vertical and horizontal alignment across your organization. He details a clear pathway to excellence via the 12 Principles of Manufacturing Excellence and provides a method for tracking progress—plant by plant and function by function. Emphasizing the importance of using Lean and Six Sigma tools to improve your business, the book chapters:

THE 12 PRINCIPLES OF MANUFACTURING EXCELLENCE

The Manufacturing Excellence Strategy

Manufacturing Principle 1: Safety

Manufacturing Principle 2: Good Housekeeping and Organization

Manufacturing Principle 3: Authorized Formal Systems

Manufacturing Principle 4: Preventive and Predictive Maintenance

Manufacturing Principle 5: Process Capability

Manufacturing Principle 6: Product Quality

Manufacturing Principle 7: Delivery Performance

Manufacturing Principle 8: Visual Management

Manufacturing Principle 9: Continuous Improvement

Manufacturing Principle 10: Communication

Manufacturing Principle 11: Training

Manufacturing Principle 12: Operator-Led Process Control

The Plant Manager’s Role

The Manufacturing Manager’s Role

The Materials Manager’s Role

The Process Engineering Manager’s Role

The Maintenance Manager’s Role

The Quality Manager’s Role

The Human Resource Manager’s Role

The Finance Manager’s Role

Sustaining Manufacturing Excellence

12 Principles of Manufacturing Excellence was a best seller in its category and a 2nd Edition was published Sept. 24, 2015. It features a new Chapter 1 on leadership, various updates of anecdotes, and new electronic tools on the accompanying CD.

This resource-rich book will allow you to spell out leadership expectations and provide your employees and associates with a clear understanding of their individual roles. Helping you keep everyone in your organization focused during the quest towards sustainable manufacturing excellence, the accompanying CD supplies the tools you and your team will need to pursue it with passion, confidence, and urgency.

Fast’s book encompasses most if not all of the areas of manufacturing excellence that are important to our business and leadership culture. It is full of common sense examples of implementations, and ideas that, when embraced by leadership, can be sold to associates that are committed to the journey. The simplicity in which these principles are described and the requirements of various management roles in driving excellence through these principles are of great value to any organization that is serious about driving change and improvement.

I strongly recommend this book to others either thinking about how to begin your journey, or those who may need to re-energize your team that's already on this journey to transform manufacturing!

Lean Assessments Are Valuable on Your Journey

Anyone who has done a search on Lean Assessments online knows there are dozens of models.  Are they necessary? I would say yes. If you do not know where you are, how do you know where you’re going? Peter Drucker’s famous saying “what gets measured, gets done” is popular because it is true. An assessment is not merely an audit of the current status. It also suggests the wanted position. It creates a strong “expected-to-improve” environment, and it indicates were to go next. Thus, an assessment provides focus for the improvement, fosters attention from management, and creates a desire for good scores throughout the organization.

Leaders often think they understand what needs to be improved; however, that isn’t always true. Most companies use external auditors to perform financial audits and for ISO9000 compliance so why not Lean. Lean has a greater chance of being successfully deployed if it is viewed as strategic and is driven from the top by the CEO who has established a compelling reason to engage in Lean.

Lean Assessments are intended to provide a sense of where your company is at any one time along its lean journey. The assessment helps to investigate, evaluate, and measure key areas of maturity as your organizations progresses along the Lean journey. They are intended to be used as a guide for setting priorities for transformation and improvement efforts.

Because assessments motivate actions, one should not go easy with them. If not designed carefully they drive the wrong behaviors. One should take great care in developing assessments that are helpful for the organization. Blindly copying other firm’s assessments is a dangerous route. What gets measured, gets done, so be sure to measure what you want to be done.

What is your experience with Lean Assessments?  What advice would you give others?

Lean Quote: Leadership and Learning are Indispensable to Each Other

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.

"Leadership and learning are indispensable to each other." — John F. Kennedy

In a Lean organization, learning is critical, and line management's direct responsibility. Lean is based on how people think; simply defined, Lean is shared thinking. Management and employees need common philosophy, ideas, and principles. Leaders can't just put workers into situations, and hope they learn the right things. They should take responsibility for the message, combining real-life experience with direct coaching. An organization's principles should become guideposts to help people make tough decisions.

Lean Leaders must not only be teachers, they must also preach and promote teaching at all levels. Lean Leaders make sure that all of their direct reports are good teachers. In classical leadership, the role of teaching is frequently delegated – not so with the Lean Leaders.

To teach, a leader has to learn, and learning Lean is more than a cerebral exercise. By applying Lean to everything, a leader becomes a more effective teacher. Remember what leadership is really about: It's not a job; it's an act. Leaders have to learn how to teach, build creative tension, and eliminate fear and comfort. Leaders need to actively participate in the transformation of the business, and apply Lean to their own jobs.