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Here is the next addition of tips from the Facebook page:
Lean
Tip #1831 - Give Employees the Chance to Problem Solve
Remember,
a Gemba walk is more than just an intelligence-gathering trip for you, it is a
potential learning experience for the employee. When you ask them why something
does or does not work, let them figure out the solution. As managers, we often
want to jump right in and solve the problem. However, by empowering your
employees to tackle their own challenges, they become more skilled at finding
and eliminating waste.
Lean
Tip #1832 – Do Not Be Afraid To Ask Questions
A
manager must understand what is occurring at their facility, but that does not
mean always remembering every single detail. Do not be afraid to ask questions.
Your team is there to help you just as you are there to help them. If they can
help you understand a process, you can bring that understanding into the decision-making
process. Never fear looking foolish, we are all life-long learners.
Lean
Tip #1833 - Focus on the Process, NOT the People
The
Gemba walk focuses on the process flow, not the people who work in the process.
One of the facilitator’s main jobs is to create a blame-free environment during
the walk. A Gemba walk is not a search for the guilty! The management should
NOT be pointing fingers during the walk. Workers are often victims of a poorly
designed process but unfortunately they can also be blamed for that broken
process.
Lean
Tip #1834 - Share Your Observations with the Team
Whether
you plan to make changes as a result of your walk or not, be sure to provide
feedback and follow up with employees. They will likely be very curious about
what you observed and took away from the experience. Following up with your
comments will make your next visit even more effective.
Lean
Tip #1835 – Don’t Confuse Gemba Walks with MBWA (Management by Walking Around)
Management
by Walking Around is an approach that encourages management participation in
the work affairs of employees. A Gemba walk, on the other hand, is about
observation and deliberation. MBWA has often devolved into walking around,
saying hello, and slapping people on the back. That's not very helpful.
Lean
Tip #1836 - Get Out of the “I Know Everything” Mentality
Try
and understand the fundamentals of the process pertaining to the problem area.
Confirm how it works or exists in its very basic and current form. Get out of
the mind-set that you know everything, because if you did, you would know the
problem area, cause and its solution as well. Understand the nuances of the
techniques which exist in the process. Ask all the basic questions to really
understand the problem and note significant points of the process which would
then bring immense clarity to the part of the problem you are attempting to
solve.
Lean
Tip #1837 – Visualize the Problem
Try
and document a picture of the process depending on the problem. This may or may
not be relevant, but we all know pictorial representations often help. Draw a
simple diagram without worrying about technical conventions, specific
constraints etc. A simple picture diagram can help visualize the most complex
of problems in any area. Use any simple tool like PowerPoint, white boards,
sheets, and papers and never shy away from starting to draw these on the fly if
understanding a problem is becoming a challenge.
Lean
Tip #1838 - Focus on the Root Cause, Not the Symptoms
It’s
very easy to get caught up in the symptoms of the problem and most problems are
incorrectly attempted by suppressing these symptoms. Abstain from thinking like
“The bucket gets filled with water and starts to overflow, so let me get a
bigger bucket”, “High CPU usage brings the system down, let’s put more CPUs”,
etc. I am not saying you should not suppress the symptoms to give you some
respite until the root cause is identified, but abstain from a “fixing the
symptom” mind-set. This mentality will keep you away from solving the real
problem. Once you know the root cause, not only can the problem be solved, it
can be prevented in future too.
Lean
Tip #1839 – Implement a Step-By-Step Plan of Action
When
you approach problems systematically, you cover the essentials each time–and
your decisions are well thought out, well planned, and well executed. Provide a
checklist and mark off each item as it is achieved so that others feel that
they are achieving their goals and moving away from problems, obstacles, and
challenges as they take action steps. This will keep them motivated and in
motion.
Lean
Tip #1840 - Learn How Things Work
Don’t
just find the solution but know how exactly certain things work. By
scrutinizing how things work, you will have a better understanding of the
process which is vital in stimulating your analytical skills. Asking more
questions can help develop better problem-solving skills, retention, and memory
of a subject. So don’t be shy to ask questions.
Lean
Tip #1841 - Be a Champion of Change.
For
successful change to occur, you need to be a dynamic role model. Employees need
to know that their leader is personally committed to the success of the change.
Practice this by removing barriers, providing resources, ensuring learning,
partnering with stakeholders, supporting employees through change, measuring
progress and quickly managing resistance.
Lean
Tip #1842 - Get in Front of Problems.
Concern
is a normal response to a change initiative. Create a safe environment and a
mechanism that allows employees to air their issues and bring forth problems
before there is any chance of escalation or derailment. Respond fairly,
reasonably and in alignment with the vision of the change, regardless of
anyone’s role or level in the organization. Keep in mind that what you think is
a small issue may be a large concern for the person affected.
Lean
Tip #1843 - Build a Culture of Continuous Improvement
Always
be looking for ways to improve your business processes and performance, and
invite your staff to share their ideas and observations for improvement.
Organize forums and online contributions to capture and recognize their input
and celebrate your shared successes. Your steps will help your staff recognize
change as a positive part of driving continuous improvement and build their
morale and investment.
Lean
Tip #1844 - Lead by Example
It
is vital that your senior leaders model any change initiatives for your
employees. If your senior leaders do not “walk their talk,” employees will
quickly stop trying as well. Your staff will think, “Why should I make these
extra efforts if the people running the organization aren’t bothering?” Leaders
who don’t back up their words with actions lose employee trust. A change
initiative requires a team effort, and management should be fostering trust and
leading their teams. Senior leaders can introduce a change process, but it’s
their active participation that demonstrates the organization’s commitment to
change.
Lean
Tip #1845 - Get Everyone Engaged.
Figure out a way to get all of your employees
engaged in planning and decision-making. That way the project becomes their
baby: something they’re willing to fight for. To do this, whenever possible,
ask for input and use their ideas. This
way, they have a vested interest in seeing the project succeed. This can not only empower and motivate
employees, it can also lead to new and more productive ways of working that
normally would be overlooked during more stable times.
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