Lean Quote: Lincoln’s 10 Leadership Principles for 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.

"That some achieve great success, is proof to all that others can achieve it as well." — Abraham Lincoln

President Abraham Lincoln is considered by many to be a noble and great leader who shaped American history. He is not often looked to as an example of how to, however, be an effective business leader.

Here are 10 leadership principles starting with P that Abe Lincoln exhibited that set an example for 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. Like Abraham Lincoln be the role model for leadership in your organization by practicing these qualities. 


 

Taking Risk and Overcoming Failure to Find Solutions to Quality Challenges

On ASQ’s Blog, President Paul Borawksi asks if you are willing to take risk to find solutions to quality challenges:

And, I want to know how you—the quality professional–handle failure in the workplace. Do you try again until you find a solution? Are you penalized for failure? Or do you avoid it altogether? How much risk are you willing to take to find solutions to quality challenges?

To err is completely human, so you should not be afraid of the mistakes you may make and of course, you should never hide them. Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes.

Treat every mistake as an opportunity to learn and grow. Don’t feel stupid or doomed forever just because you failed at something. You can always find other opportunities.

A colleague of mine always said, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.

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

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.

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.

As a supervisor, you should work to create an environment where improvements are encouraged and failures are embraced. An environment where ideas are continually tested and then those that work are adopted. This cycle of continually learning and improving is at the heart of Toyota’s success.

Management needs to establish an environment where failure is acceptable. Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation.

I’m part of the ASQ Influential Voices program. While I receive an honorarium from ASQ for my commitment, the thoughts and opinions expressed on my blog are my own. 


      

The 8 Common Wastes in an Office That Cause Downtime

Applying Lean to office processes is an often misunderstood concept. Many efforts at lean office often fall by the wayside since measuring improvement is nearly impossible. It is important to analyze the office processes themselves to determine how to apply lean appropriately. The best way to accomplish this is to first understand how the seven wastes of manufacturing apply to office processes to identify improvement opportunities.

To identify and eliminate the waste that plagues your office, learn to identify the 8 wastes in their manifestations.  Here is a list of the 8 common wastes of Lean, and some ideas about how they manifest in the office environment.

Defects & Inspection

This is work that you thought was complete but requires to be touched again due to not meeting the customer's needs. Inspection is the same as review and this is in the flow because our internal customer doesn’t trust that we can deliver what they want. This leads to more reworking of defects, but we have to fix the process to produce a good product.

Examples:

•       Order entry errors

•       Design errors or engineering change orders

•       Invoice errors

•       Lost files or records

•       Bad or Missing information

Over Production

This is the act of producing more than what the customer wants instead of providing what they need or actually paid for.  This is a fast way to lose customers as it requires more time and resources, something that is in short supply.

Examples:

•       Producing reports that no one reads or needs

•       Making extra copies just-in-case

•       Producing more to avoid set-ups

•       Entering repetitive information on multiple documents

•       Memos or email to everyone

Waiting

A period of time delay spent while expecting something to happen or ready for something to happen. Waiting waste is idle time created when material, information, people or equipment is not ready.

Examples:

•       Waiting for approvals or signatures

•       Attendees not all on time for meeting

•       Slow system response time

•       Delays in receiving information

•       Printer or computer break-down

Non-Utilized People or Knowledge

People’s skill, abilities, and knowledge are not effectively or appropriately used. This happens frequently in large organizations where the skills and backgrounds of everyone are not common knowledge. The biggest crime in this category is not empowering or enabling the people most intimate with a process to improve the process.

Examples:

•       Bypassing procedures to hire a favorite candidate

•       Start using software without prior training

•       Not providing opportunity for professional development

•       Limited authority and responsibility for basic tasks

•       Inadequate business tools / training available

Transportation

This is where you have to take the product you are working on and move it somewhere.  That act of moving does not change fit, form, or function.  We are usually taking it to the boss to drop it off on their desk be reviewed, so we can rework it later.  I see a pattern developing here.

Examples:

•       Moving product in and out of storage

•       No signs identifying areas or departments

•       Multiple hand-offs or approvals

•       Bad area layout

•       Excessive filing of documents

Inventory

Inventory is a common result of multi-tasking and otherwise un-balanced workloads.  It can be found in e-mail or work order in-boxes, to-do lists, product development pipelines, and resource assignment charts.  If a person has three tasks to complete, it is guaranteed that two of them are waiting (in inventory) while that person performs the third.  If you want to be able to see inventory like you do on the factory floor, you must make the lists, in-boxes, resource assignments, and project pipelines visible in your workspace.

Examples:

•       Excessive office supplies

•       Files piled up between desks

•       No storage space because its filled with stuff not needed

•       Batch processing transaction & reports

•       Obsolete files or office equipment

•       No sufficient cross-training

Motion

Excess motion primarily refers to people having to walk to office equipment or (even more importantly) having to walk to find people. Meetings are motion in the sense that they are work without producing, unless a decision is made or information is produced during the meeting. Motion shows up as people search for files they can’t find, in phone calls to track down information, or from unnecessary button clicks to get to the bottom of a work order to update the to-do list.

Examples:

•       Looking for items without a defined place

•       Searching for files on computer

•       Employees not working to a standard method

•       Poor work area layout

•       Sorting through materials

Excess Processing

Excess processing often results from the creation of multiple versions of a piece of work that now must be reconciled into the true work.  It shows up in additional signature approvals, data entry or data format changes, frequently revising documents or information, or complex forms or databases that require information to be entered repeatedly. 

Examples:

•       Multiple signatures

•       Unused or unnecessary information collected

•       Re-entering data

•       Different software working on same document

•       Expediting

•       Unnecessary or excessive reports

My best advice for finding and eliminating waste in the office is to find what bugs you.  Hunt down the rework, the overtime, the stress and frustration, and you will quickly begin putting your fingers on the waste and its causes. Address the causes of the waste.  Eliminate them.  In doing so, you will not only make your business more productive, but it will be a much better place to work.

Quality Control is Not Quality Assurance

The terms “quality assurance” and “quality control” are often used interchangeably to refer to ways of ensuring the quality of a service or product. The terms, however, have different meanings.

Control: An evaluation to indicate needed corrective responses; the act of guiding a process in which variability is attributable to a constant system of chance causes.

Quality Control: The observation techniques and activities used to fulfill requirements for quality.

Assurance: The act of giving confidence, the state of being certain or the act of making certain.

Quality Assurance: The planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled.

At its simplest, quality control is inspecting, testing or checking something (service or product) to make sure it's OK.  The intent is to identify anything that isn't OK, and either fix it or eliminate it, to make sure it conforms to the specifications, and has/does/functions as required.  Quality control is typically done at the end of the line, before it 'goes out the door'. If the something isn't OK, this is called 'nonconformity' or a nonconforming service/product.

Quality control does not ensure quality, it only finds instances where quality is missing.  Obviously it's better than nothing, but it has its limitations.  The most important of these is that you only find out that things aren't OK at the end of the process.

Quality assurance developed from the realization that quality could be improved by looking 'further up the line'.  Quality assurance activities are determined before production work begins and these activities are performed while the product is being developed. It is aimed at preventing nonconformities/defects.

Quality assurance focuses on processes and their continuous improvement. Its goal is to reduce variance in processes in order to predict the quality of an output (final or interim product), gather best practices for the company, reduce cost, and reduce time to market. Quality assurance  is strongly linked to innovation and creativity. Quality Assurance neither imposes nor defines processes for other people, but it provides advice and support to the process owner, which leads to the ability to measure success and make decisions based on facts.

Quality control is concerned with examining the product or service — the end result and quality assurance is concerned with examining the process that leads to the end result. A company should use quality assurance to ensure that a product is manufactured in the right way, thereby reducing or eliminating potential problems with the quality of the final product.

Lean Quote: Management Commitment is the Driving Force Behind Quality and Productivity Improvement

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.

"It is only when management supports, in both word and deed, the goal of continuous improvement, that it will begin to see increases in both quality and productivity." — Wheeler and Chambers

In my experience I have learned that the single most important element for success in Lean is the human element.   First and foremost Lean managers have the critical role of motivating and engaging all people to work together toward a common goal. Management must define and explain what that goal is, share a path to achieve it, motivate people to take the journey with them, and assist them by removing obstacles.

All managers are teachers, and their actions determine company capability. Whether consciously or not, with their everyday words and actions all managers are teaching their people a mindset and approach. So it makes sense to ask, “What patterns of behavior and thought do we want to be teaching in our organization?”

Commitment from management is a “MUST”. In fact, it is the driving force. Procedures, tools, and database are all useless if the management does not want to see an improvement culture in the organization. The employees of the organization will not care, if the management themselves do not show the attitude to follow the right path.

The truth is demonstrating commitment is hard work. Wavering commitment is usually seen as no commitment at all. The only way to achieve a reputation for commitment is through determination and persistence. Genuine commitment stands the test of time.

Commitment is demonstrated by a combination of two actions. The first action is called supporting. The second action underlying commitment is called improving.

It is the combination of both supporting and improving behaviors that makes up the practice of commitment. Company leaders demonstrate their commitment to change and improvement by making these behaviors visible to everyone. Leading by example is the ultimate demonstration of your commitment. 

 

Taiichi Ohno’s Workplace Management: Special 100th Birthday Edition

TaiichiOhno’s Workplace Management was directly written by Taiichi Ohno, founder of the Toyota Production System. Many of his writings were transcriptions and interpretations of the man himself, leaving the reader to wonder how accurately it reflected the thoughts of this transformational leader. Jon Miller, both an experienced lean expert and fluent in Japanese, provides this latest translation and re-release of what should be a staple of every lean library.

This small book is a compilation of 38 short chapters each one or two pages that originally were spoken narratives with Taiichi Ohno. The book is not written by him, but is the result of these several discussions from Ohno. Some of the chapters are extremely insightful in the way of thinking Taiichi Ohno used when thinking up ideas for the Toyota Production System. There's also an excellent Publisher's Foreword and even better Afterword taken from Taiichi's 1st TPS textbook.

Although much of the learning comes in the form of specific nuggets of knowledge and subtle points and hints, a major theme throughout the book is the focus on the “gemba” or real place. The message is that you can’t effectively lead, manage, solve problems or improve without a relentless focus on the gemba. This means not only is this where you spend your time, where the work is done, but also it is what you seek to understand. He asks you to put aside your assumptions and see what is really occurring.

Unfortunately, this book is devoid pictures and illustrations which would bring clarity to the teachings. However, Ohno uses a combination of direct logical arguments, stories and analogies to paint a picture for his audience, the same you might expect to do in coaching his employees during the transformation of Toyota.

There is not a clear flow to the book, it is not easy to draw the intended conclusions and there is a substantial amount of redundancy throughout the book. Furthermore, there are chapters on unrelated topics such as one about issues within Japanese politics from the 1980s which is clearly not within the focus of the book.

TaiichiOhno’s Workplace Management is a must read for anyone serious about understanding Lean manufacturing in general and the Toyota Production System in particular. Word of caution, this book may have you seeking more answers than it gives. If you are seeking these answers, as many readers are, this is not the book to start with. It is particularly helpful if you are already be familiar with TPS concepts in order to fully grasp the teachings of the Lean Mastermind

This unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, Taiicho Ohno, published to mark what would have been his 100th birthday. Filled with insightful new commentary from global quality visionaries, Taiichi Ohno's Workplace Management is a classic that shows how Toyota managers were taught to think.

What Makes A Happy Worker VS A Sad Worker?

There is a lot of discussion and focus on employee happiness and whether happy employees are more productive or harder working. Maybe employers should begin taking a look at their sad or disengaged workers to determine if it is their position or job they are happy performing or not. Many companies use HR training in order for management and others to implement workplace wellness training as sad workers can cause more problems than just low productivity.

Sad workers have a tendency to cause interoffice problems with other coworkers and with management. Workshift is the new type of office work environment. Workshift is essentially mobile office work saving commuting time, providing less interruption to upper level management, happier workers who are engaged in the actual work they are required to handle.

This happy vs sad worker infographic provides extensive data showing how an employees emotional well-being has a direct correlation with their work ethic, not necessarily their work productivity.

• Over seventy percent of employees are just going through the motions while at work, not fully engaged in the work atmosphere. 
• Eighty-six percent of current office workers desire workshift employment which is work done mobile rather than in the office. Those who workshift are more engaged, have less struggle working with management and coworkers.

Employers face a high turnover rate in employees and may need to become more flexible with employees reporting to the office to work. Company workplace stress training can be used to help employees feel more engaged while at work.

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