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Lean Tip #1606 - Hire or Develop Lean Leaders and Develop a Succession System
The key here is not to take ownership of the plan but to provide conditions in which the team can implement Lean. The aim of this approach is to create a nucleus of people who are trained in the Lean tools and techniques, who have experienced Lean through hands-on application and who can then with some external support move on to help others create lean processes by transferring their knowledge.
Lean Tip #1607 - Create a Positive Atmosphere
Be tolerant towards mistakes committed in lean environment with a supportive and learning attitude. Have patience with progress as this will be key to get results and also try to create a blame free supportive environment. Have courage to take risks at crucial stages to push things and resources to meet the plan and achieve results.
Lean Tip #1608 - Benchmark With Other Companies
Visit other companies that have successfully implemented lean to get ideas and understanding; other companies are often delighted to present their lean implementation progress. Networking is key to ensure global understanding with other companies implementing Lean.
Lean Tip #1609 - Set up a Lean Enterprise Steering Team
This team would be responsible to provide support in the planning, resourcing, implementation, and follow-up accountability for implementation. The steering team is often identical to the normal line management team. The internal resources and external consultants would provide consulting support to the team. This infrastructure would resolve inter-departmental issues.
Lean Tip #1610 - Use Experts for Teaching and Getting Quick Results
The word "sensei" is used in Japan with some reverence to refer to a teacher who has mastered the subject. A company needs a sensei to provide technical assistance and change management advice when it is trying something for the first time to help facilitate the transformation, get quick results, and keep the momentum building.
A good teacher will not do it all for you. You need to get lean knowledge into your company, either by hiring experts or by hiring outside experts as consultants. To develop a lean learning enterprise you need to build internal expertise—senior executives, improvement experts, and group leaders who believe in the philosophy and will spread lean throughout the organization over time.
Lean Tip #1611 - Complete Most Important Tasks First.
This is the golden rule of time management. Each day, identify the two or three tasks that are the most crucial to complete, and do those first.
Once you’re done, the day has already been a success. You can move on to other things, or you can let them wait until tomorrow. You’ve finished the essential.
Lean Tip #1612 - Get An Early Start.
Nearly all of us are plagued by the impulse to procrastinate. It seems so easy, and you always manage to get it done eventually, so why not?
Take it from a recovering chronic procrastinator — it’s so much nicer and less stressful to get an earlier start on something. It isn’t that difficult either, if you just decide firmly to do it.
Lean Tip #1613 - Don’t Allow Unimportant Details to Drag You Down.
We often allow projects to take much, much longer than they could by getting too hung up on small details. I’m guilty of this. I’ve always been a perfectionist.
What I’ve found, though, is that it is possible to push past the desire to constantly examine what I’ve done so far. I’m much better off pressing onward, getting the bulk completed, and revising things afterward.
Lean Tip #1614 - Turn Key Tasks into Habits.
Writing is a regular task for me. I have to write all the time — for work, my hockey organization, my blog, etc. I probably write 5,000 – 7,000 words per week.
The amount of writing I do may seem like a lot to most people, but it’s very manageable for me, because it’s habitual. I’ve made it a point to write something every day for a long time.
I rarely break this routine. Because of this, my mind is in the habit of doing the work of writing. It has become quite natural and enjoyable. Could you do something similar?
Lean Tip #1615 - Create Organizing Systems.
Being organized saves tons of time, and you don’t have to be the most ultra-organized person in the world either. Systems aren’t complicated to implement.
Create a filing system for documents. Make sure all items have a place to be stored in your dwelling. Unsubscribe from e-mail lists if you don’t want to receive their content. Streamline, streamline, streamline.
Lean Tip #1616 - Promote a Culture of Learning.
In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.
Lean Tip #1617 - Stress Training as Investment.
The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While it’s true that training can be costly up front, it’s a long-term investment in the growth and development of your human resources.
Lean Tip #1618 - Choose Quality Instructors and Materials.
As you probably don’t have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback.
Who you select to conduct the training will make a major difference in the success of your efforts, whether it’s a professional educator or simply a knowledgeable staff member. Having the right training materials is also important — after the training is over, these materials become valuable resources for trainees.
Lean Tip #1619 - Clarify the Connections of Training and Their Job.
Some employees may feel that the training they’re receiving isn’t relevant to their job. It’s important to help them understand the connection early on, so they don’t view the training sessions as a waste of valuable time. Employees should see the training as an important addition to their professional portfolios. Award people with completion certificates at the end of the program.
Lean Tip #1620 – Make Training Ongoing and Measure the Results.
Don’t limit training solely to new employees. Organized, ongoing training programs will maintain all employees’ skill levels, and continually motivate them to grow and improve professionally.
Without measurable results, it’s almost impossible to view training as anything but an expense. Decide how you’re going to obtain an acceptable rate of return on your investment. Determine what kind of growth or other measure is a reasonable result of the training you provide. You’ll have an easier time budgeting funds for future training if you can demonstrate concrete results.