Floor Tape Store

Wednesday, February 12, 2025

Lean Tips Edition #311 (#3691 - #3705)

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.


Here is the next addition of tips from the Facebook page:

Lean Tip #3691 - Use a Fishbone Diagram to See Cause and Effect

The most important part of defining the problem is looking at the possible root cause. You'll need to ask yourself questions like: Where and when is it happening? How is it occurring? With whom is it happening? Why is it happening?

You can get to the root cause with a fishbone diagram (also known as an Ishikawa diagram or a cause and effect diagram).

Basically, you put the effect on the right side as the problem statement. Then you list all possible causes on the left, grouped into larger cause categories. The resulting shape resembles a fish skeleton. Which is a perfect way to say, "This problem smells fishy."

Lean Tip #3692 – Use Analogies to Get a Solution

Analogical thinking uses information from one area to help with a problem in a different area. In short, solving a different problem can lead you to find a solution to the actual problem. Watch out though! Analogies are difficult for beginners and take some getting used to.

Lean Tip #3693 – Ask “12 What Elses”

When faced with a problem, ask yourself a question about it and brainstorm 12 answers ("12 what elses") to that problem. Then you can go further by taking one answer, turning it into a question and generating 12 more "what elses." Repeat until the solution is golden brown, fully baked, and ready to take out of the oven.

Lean Tip #3694 – Hurson's Six-Step Productive Thinking Mofle for Solving Problems Creatively

In his book "Think Better," author and creativity guru Tim Hurson proposed a six-step model for solving problems creatively. The steps in his Productive Thinking Model are:

  1.      Ask, "What is going on?" Define the problem and its impact on your company, then clarify your vision for the future.
  2.      Ask, "What is success?" Define what the solution must do, what resources it needs, its scope, and the values it must uphold.
  3.      Ask, "What is the question?" Generate a long list of questions that, when answered, will solve the problem.
  4.      Generate answers. Answer the questions from step three.
  5.      Forge the solution. Evaluate the ideas with potential based on the criteria from step two. Pick a solution.
  6.      Align resources. Identify people and resources to execute the solution.

Lean Tip #3695 - Use the Kipling Method to Define Your Problem

The Kipling Method, named after Rudyard Kipling's poem "I Keep Six Honest Serving Men," is a popular system used to define problems. It highlights six important questions you can ask the next time need to overcome a challenge. These six questions are:

  •        What is the problem?
  •         Why is the problem important?
  •         When did the problem arise and when does it need to be solved?
  •         How did the problem happen?
  •         Where is the problem occurring?
  •         Who does the problem affect?

Answering each of these questions can help you identify what steps you need to take next to solve it.

Lean Tip #3696 – Clearly Define Roles and Responsibilities for Every Team Member

When team members are unsure of their own tasks and responsibilities, it often creates tension within a team. It is important for each team member to know exactly what he or she is responsible for so that there is no overlap in projects. If multiple employees are working on the same task due to confusion in responsibility, invaluable time and team effort spent on the task are wasted. Each individual should have responsibility in reaching the team goals as well as the tools and mutual support to obtain good results. Setting clear goals for each team member will help keep people aligned on their assigned tasks and responsibilities.

Lean Tip #3697 – Encourage Clear, Frequent Communication

As the saying goes, communication is key! Though this sounds like basic knowledge, it’s often passed over when analyzing how to improve teamwork in the workplace. We know that maintaining clear, frequent communication – especially with large and/or remote teams – is easier said than done. Clear and frequent communication will ensure that all team members are on the same page, leading to more accurate work being completed on a shorter timeline. Strong communication also helps to build trust between team members, thus improving the overall performance of the team.

Lean Tip #3698 – Give Teams Autonomy in Decision-Making

Trusting your team members with making their own decisions is important in building trust and improving teamwork. Oftentimes, if people don’t have the autonomy and power to make decisions regarding their own work, they will begin to resent their work, thus hindering the work of the entire team. In order to keep team members engaged and working hard, it’s important to provide all members with the freedom to make their own decisions.

Lean Tip #3699 – Manage Team Meetings Wisely

Team meetings, however often they happen, should be used to plan, brainstorm, reflect, and share ideas. It’s important to keep team meetings focused and useful, in order to drive productivity. No matter how often teams meet, they should have a structured plan for each meeting. This will help to keep meetings organized and productive, thus driving team performance. Meetings are a time for team collaboration, brainstorming, and creating a plan to move forward with projects.

Lean Tip #3700 – Provide the Team with Learning Opportunities

How can we expect everyone to be perfect team players if they’ve never actually learned how to work on a team project? How to work on a team may sound obvious to some people, but it does not come naturally for everyone. To maximize the benefits of teamwork in the workplace, it is important to provide your team with proper training and guidance. Providing learning opportunities will not only enhance teamwork skills, but will also increase employees’ engagement and job satisfaction. Workshops and qualified guest speakers from outside of the organization are a great way to ensure that all team members understand the importance of teamwork in the workplace as well as how to be an effective team member.

Lean Tip #3701 – Set Clear Team Goals

Setting clear goals is the first step towards effective teamwork. Goals provide direction and purpose, and they help team members understand what they are working towards. It’s important to set goals at both the team and individual levels. Team goals help to align everyone’s efforts, while individual goals help each team member understand their role and contribution to the team.

Setting clear milestones is also crucial. Milestones are like signposts on the road to success. They help you track progress, identify issues, and celebrate achievements. So, don’t just set goals, but also define clear milestones to guide your team’s journey.

Lean Tip #3702 – Make Communication a Priority in Your Team 

Communication is the lifeblood of any team. Effective teamwork requires regular communication that keeps everyone on the same page and fosters a sense of camaraderie. One way to facilitate communication is through daily huddles or standups. These meetings provide a platform for team members to share their completed tasks, upcoming focus, and potential obstacles.

Regular check-ins also enhance collaboration and teamwork. They allow team members to share their progress, ask for help, and offer support to others. So, make communication a priority in your team, and watch as it transforms your team’s dynamics and performance. 

Lean Tip #3703 – Create Psychological Safety for Team Members

Psychological safety is a state where team members feel comfortable taking risks, speaking up, and sharing failures. It’s a culture where people feel safe to be themselves and express their thoughts and ideas. Creating such a culture requires encouraging a safe environment for interpersonal risks and disagreements, embracing failures as learning opportunities, and modeling vulnerability and trust as a leader.

Remember, a team that fears making mistakes will never innovate. So, foster a culture of psychological safety, and watch as your team becomes a hotbed of creativity and innovation. 

Lean Tip #3704 – Disagree Respectfully

Disagreements are inevitable in any team. However, it’s how you handle these disagreements that determines the success of your team. Encourage your team members to disagree respectfully and value diverse ideas and opinions. This not only prevents conflicts but also leads to better decisions and solutions.

Active listening and asking questions instead of making statements can be a powerful tool in this regard. It helps to explore the assumptions behind differing ideas and promotes understanding and respect. So, don’t fear disagreements, but use them as an opportunity to learn and grow. 

Lean Tip #3705 – Celebrate Small Wins

Don’t forget to celebrate small wins and milestones. Celebrations not only boost morale but also foster a sense of achievement and appreciation. Regularly share and celebrate individual and team wins, recognize contributions, and create a culture of appreciation and motivation.

Remember, a team that feels appreciated will always do more than what is expected. So, make it a habit to celebrate small wins, and watch as your team’s motivation and performance soar.


Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Monday, February 10, 2025

7 Steps for Leading Lean

Embarking on the journey of Lean is akin to setting sail into a vast ocean of continuous improvement and relentless pursuit of excellence. It’s a voyage that demands not only a steadfast commitment to the principles of Lean but also an unwavering dedication to fostering a culture of empowerment and respect within an organization. Lean leadership is not merely about streamlining processes and eliminating waste; it's about nurturing a mindset that embraces change, values employee contributions, and continuously seeks ways to enhance value for the customer.

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.

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.

The journey of Lean leadership is one of transformation, both personal and organizational. It's a path that requires patience, humility, and a genuine desire to serve others. By embodying these principles and practices, leaders can guide their teams to achieve remarkable results and create an enduring legacy of excellence.


Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Friday, February 7, 2025

Lean Quote: What Gets Measured Gets Managed

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.


"What gets measured gets managed. — Peter Drucker


You’ve probably heard the saying, “What gets measured gets done.” It comes from the management guru Peter Drucker who actually said “What gets measured gets managed” the basic tenet is that if you’re measuring something then the probability of you acting on the information you now have is a lot higher. Regular measurement and reporting keeps you focused on what you’re trying to achieve.

At its core, Peter Drucker's quote suggests that measuring a particular aspect of a task or goal makes it more likely to be accomplished. It highlights the profound psychological impact that quantifiable metrics can have on motivation and productivity. By quantifying progress, individuals and organizations can better understand their performance, set clear objectives, and track their success.

1. Clarity in Objectives:

When you measure something, you are essentially defining what success looks like. Measuring provides a specific target and makes the path to success clearer.

2. Motivation:

The act of measuring creates a sense of accountability. Knowing that figures are being monitored compels individuals to put in extra effort to meet or surpass their goals.

3. Continuous Improvement:

Regular measurement allows for continuous feedback and improvement. By identifying strengths and weaknesses through measurement, one can adjust strategies and work towards consistent growth. In a business context, companies that continually measure and analyze their performance can adapt to market changes and stay competitive.

4. Focus on What Matters:

Drucker's quote encourages prioritization. It underscores the importance of measuring the right things. In a world full of distractions, identifying key performance indicators (KPIs) that directly impact success is essential. By concentrating on what matters most, individuals and organizations can achieve their goals efficiently.

So is that all you have to do? Measure something and it will magically happen?  Of course not. You need to be setting up the right systems to monitor your progress and this requires proper business planning, project management, and change management.

Peter Drucker's famous quote highlights the power of quantifiable metrics in driving performance and success. It stresses the significance of clarity, motivation, continuous improvement, and prioritization in achieving goals. Whether in business or personal development, measuring progress remains a powerful tool for reaching objectives and realizing one's full potential. Drucker's wisdom continues to inspire and guide individuals and organizations towards greater efficiency and success.

Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Wednesday, February 5, 2025

If Your Kaizen is Failing to Deliver Results, Consider These Questions

While Kaizen and continuous improvement approaches have proven to be highly effective in enhancing productivity and fostering a culture of innovation, some companies may struggle to adopt these practices due to several reasons. If your failing to create a kaizen culture here are some questions that you can ask to help diagnose the problem so that Kaizen will create the impact you are looking for.

1.     Who are we asking to participate in kaizens?

Correct answer: “Everybody all the time!”

The more people you engage in Kaizen, the greater your impact will be. It’s simple, really - one person improving one thing each week has an impact of, well, one improvement per week. 500 people each improving one thing per week has a comparably huge impact. Sure, you can’t just straight from one person to 500 people, but definitely make sure you’re aligning your efforts to move in that direction. Kaizen is a competitive strategy in which all employees work together to create a strong culture of constant improvement. Employee engagement matters a great deal in Kaizen.

2.     How often does leadership talk about Kaizen?

Correct answer: “Every chance they get.”

Kaizen involves everyone in continuous improvement to find a better way of doing things. Top management has the most important role in implementing kaizen and that is commitment. When management demonstrates a long-term commitment to continuous improvement employees personally develop a kaizen mindset. Managers and executives should be encouraged to find ways to improve their processes as well.

Leadership that really buys into Kaizen and works to promote a culture of continuous improvement talks about Kaizen every chance they get. When they’re meeting with their staff and someone has a complaint, they suggest capturing that opportunity for improvement. Great Kaizen leaders drive the cultural transformation by emphasizing the value of Kaizen to the organization. They get more engagement, more improvements, and a greater impact.

3.     How do you capture opportunities for improvement?

Wrong answer: ““A suggestion box.”

Many organizations want to harness the ideas for improvement that naturally exist in their employees. Suggestion boxes are a common, but ineffective, way to engage employees in continuous improvement. They’re usually implemented with the best of intentions by managers who genuinely want to hear their employees’ improvement ideas, but the boxes fail to produce the desired engagement. Most of the reasons suggestion boxes, or any idea collection process, do not work effectively come down to a combination of process, culture and communication related issues.

Suggestion boxes are a bad way to approach a great concept, and the desire to engage employees in continuous improvement shouldn’t be abandoned because that method failed. Instead, I’d encourage you to look into real employee engagement.

4.     How long is the turnaround time between when an idea is submitted and when a manager approves it?”

Correct answer: “Same day, when possible.”

If there’s too great of a time lag between when employees capture opportunities for improvement and when their managers give them the “go ahead” to work on them, momentum will be lost and less improvement will be made. Failure to follow through on these can undermine the team's efforts.  It is also necessary to ensure the improvements that are made are maintained to prevent backsliding.

5.     What kind of improvement ideas are looking for?

Correct answer: “Small. Low-cost. Low-risk. Daily. Continuous.”

If you’re asking people to give you big, high impact ideas and devaluing daily continuous improvement, you’re taking the wrong approach to a Kaizen culture. The size or amount you will tackle within the kaizen is important for getting things done.  If the scope is too large you run the problem of never implementing an improvement. Kaizen is all about daily continuous improvements… asking for these will result in capturing and implementing more ideas, with a much bigger overall impact than limiting the query to groundbreaking ideas.

6.     Are you sharing the improvements you’re making?

Correct answer: “Absolutely!”

As long as you’re sharing improvements in some way, you’re on the right track. That is, assuming that your sharing method does the following -

-  Share every improvement with the right people

-  Not take up very much of your precious time

-  Not overwhelm people with too much information

-  Keep all improvements accessible to anyone who is interested

-  Connect all employees around improvement

Sharing improvements is important because it allows the impact of each to spread beyond its initial scope, gets more people engaged in continuous improvement, recognizes employees who are doing great work, and promotes knowledge sharing.

7.     What rewards and recognition do you offer?

Correct answer: “Recognition in meetings and sharing success.”

Offering financial rewards for Kaizen is a common pitfall. Giving any type of financial reward actually results in a decreased number of improvements captured and implemented because:

-  The reward structure only promotes improvements with a financial return.

-  People want credit for their ideas so that they get the money, so they don’t collaborate.

-  The focus becomes on getting money, not on improving the organization

-  Improvements in areas like safety, quality, and satisfaction are undervalued

Kaizen is about the behavior of finding and solving problems, not the result or outcome of doing so. Therefore, you should reward and recognize the behavior, not the result or outcome, of the Kaizen. This way, you can reinforce the desired behaviors and process that drive continuous improvement and encourage your team members to keep looking for opportunities to improve, such as asking questions, generating ideas, testing solutions, and evaluating results.

Successful kaizen efforts can result in benefits such as increased productivity, improved quality, better safety, lower costs, and improved customer satisfaction. Kaizen can also lead to benefits in a company’s culture, including improved communication among employees, improved morale and employee satisfaction, and an increased sense of ownership in the company among employees.


Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Monday, February 3, 2025

5 Mindsets That Kill Leadership Development

Undoubtedly, leading people is the most complex and challenging facet of leadership. A leader’s mindset might be one of the greatest predictors of success and also one of the most elusive elements to pin down. Leadership happens in the nuanced shifts that occur first in the leader’s mind.

You’ve probably read about, or attended seminars or training sessions, regarding leadership models that make you a great leader. You may have even tried applying them in your organization. But rarely do we discuss mindsets that affect your leadership and plateau in their development.

Here are five mindsets that could destroy your leadership potential and abilities.

1. We’ve Always Done it that Way!

Yes, that may be true, and it may have worked in the past, but the world is very different now from the time a lot of your current systems were introduced. So, when you hear yourself say this, think about whether the fact it’s always been done that way means it should always be done that way in the future

2. My Way is the Best Way!

It could be true, but what if someone else had ideas that post-date yours? Does that mean they are wrong? Instead, become curious and check out if some other way may actually be better than yours!

3. I’m the Boss?

In today’s working environment, old-age management techniques seldom work, and this idea that people still work for us can stifle and strangle your leadership opportunities. Instead, people work with us and that mindset can make a huge difference in the way we gain people’s commitment.

4. I Don’t Need to Develop Leaders!

The potential of your organization rests on the strength of its leaders. Look at yourself and your team. If you are serious about becoming the best leader you can be, your growth and development has to take center stage. Having the attitude ‘I know everything I need to know’ can kill off any chances of progression within a business.

People grow best “in the game.” Don’t create a separate “growth” track or course for a subset of leaders; your whole organization should be on a growth track. Growing leaders is not a program. It’s part of a healthy culture.

5. We Tried That Already and It Didn’t Work!

When companies attempt new ideas or when they try to do things in different ways, they risk failure. And, failure is scary. However, failure is necessary for progress and innovation. Leaders with a fear of failure may avoid taking risks or making decisions, hindering their ability to innovate and adapt. They might also shy away from challenging situations, preventing them from developing essential leadership skills.

Leadership is not just about directing and managing a team; it’s also about cultivating the right mindset to inspire and empower others. As you lead, be on the lookout for these five forces trying to hold you back. As a leader, it is crucial to understand the concept of mindset shifts and how they can greatly impact your effectiveness and success.


Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Friday, January 31, 2025

Lean Quote: Focus on What is Right with People Instead of What is Wrong with Them

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.


"What would happen if we studied what is right with people instead of focusing on what is wrong with them? — Don Clifton


This powerful quote challenges the traditional paradigm of identifying and fixing human weaknesses, urging us to redirect our attention towards understanding and cultivating strengths. By adopting a positive and proactive approach to human development, we can unlock untapped potential.

Throughout our lives, we are conditioned to identify and address our shortcomings. From childhood, educational systems, and even workplaces, the emphasis is often placed on overcoming weaknesses rather than nurturing strengths. However, this deficit-focused mindset can have detrimental effects on our self-esteem, motivation, and overall well-being. Don Clifton challenges this prevailing narrative by proposing a fundamental shift in our perspective—one that prioritizes recognizing and harnessing strengths instead of obsessing over deficiencies.

Every individual possesses a unique set of talents, skills, and qualities that, when identified and nurtured, can pave the way for personal fulfillment and success. By studying what is right with people, we unveil a realm of untapped potential and empower individuals to thrive. A strengths-based approach encourages us to focus on the positive attributes and capabilities individuals bring to the table, promoting self-confidence, engagement, and resilience.

When we shift our attention to understanding and developing strengths, we create an environment that fosters personal growth and unleashes untapped potential. By recognizing and amplifying what individuals excel at, we enable them to shine and make meaningful contributions to their communities and organizations. This approach not only enhances individual performance but also cultivates a sense of purpose and fulfillment, driving higher levels of motivation and productivity.

Don Clifton's quote encourages us to shift our focus from what is wrong with people to what is right with them. By adopting a strengths-based perspective, we unlock the vast potential within individuals, teams, and organizations. This approach fosters personal growth, inclusivity, collaboration, and innovation. We must embrace the power of studying what is right with people, as it is through recognizing and nurturing strengths that we can create a brighter and more prosperous future for all.

Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare

Wednesday, January 29, 2025

Lean Roundup #188 – January 2025



A selection of highlighted blog posts from Lean bloggers from the month of January 2025.  You can also view the previous monthly Lean Roundups here.  

 

Starting the New Year with Global Leadership Resolutions: Building a Foundation of Psychological Safety – Mark Graban says if we aim to build a Lean culture, it must rest on a foundation of Psychological Safety where people generally feel safe speaking up about problems, sharing ideas, and experimenting without fear of retribution.

 

The Power of Visual Management – Transforming Workspaces and Mindsets – Alen Ganic explains visual management is more than just a tool—it’s a mindset; by making tasks and progress visible, we reduce waste, improve efficiency, and foster continuous improvement in both professional and personal environments.

 

Optimizing Continuous Quality Improvement: Essential Tools and Strategies for Success – Maggie Millard says organizations can reach their full potential in the pursuit of excellence through continuous quality improvement by embracing the principles and tools of incremental change, respect for people, clear goals, and structured methodologies,

 

Why Gemba Walks Matter & How to Make Them Work – Kade Johnson shares 11 steps you can take to ensure that your next Gemba walk is successful.

 

Kaizen: Hoshin Kanri, Bowler Charts, Action Plans, and More – Christoph Roser describes the big picture of kaizen improvement involving True North direction, overarching targets of hoshin kanri, practical problem solving, and action plans to make actual improvements.

 

Japan Study Trip Highlights: November 2024 – Katie Anderson shares another incredible immersive learning experience from 6th cohort of the Japan Study leadership program from November 2024.

 

Steve Jobs on Quality and Juran – Christopher R Chapman shares video of the late, great Steve Jobs, where he was interviewed about the influence Dr. Joseph Juran had on his thinking about quality.

 

Building a Resilient Business with Hoshin Kanri and Problem Solving : A Conversation with Grand Rapids Chair CEO Geoff Miller – Geoff Miller and Mark Reich shares insights on building resilience through hoshin kanri and daily problem-solving to transform culture and performance.

 

Safety First: GE Aerospace’s Lynn Facility Demonstrates True Lean Leadership – Mark Graban shared GE Aerospace's Lynn, MA, facility which provided an inspiring example of what respecting people, empowering people, and ensuring their well-being while driving continuous improvement.


Subscribe to my feed Subscribe via Email LinkedIn Group Facebook Page @TimALeanJourney YouTube Channel SlideShare