Lean Quote: Gratitude Helps Us Flourish

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.

"Gratitude turns what we have into enough, and more. It turns denial into acceptance, chaos into order, confusion into clarity...it makes sense of our past, brings peace for today, and creates a vision for tomorrow.."  —  Melody Beattie

November kicks off the holiday season with high expectations for a cozy and festive time of year. However, for many this time of year is tinged with sadness, anxiety, or depression. Research (and common sense) suggests that one aspect of the Thanksgiving season can actually lift the spirits, and it's built right into the holiday — expressing gratitude.

According to research reported by Robert A. Emmons and Anjali Mishra, there are several scientifically supported ways gratitude helps us flourish. Here are four I found especially compelling:

1.     Gratitude reduces our stress. Thankfulness redirects our attention from our difficulties to the benefits we enjoy. It’s like creating a stockpile of good thoughts for when times are tough. It also helps us reframe our losses and stay connected emotionally to friends and family.

2.     Gratitude inoculates us from negative emotions. When we focus on what we don’t have or how our decisions could have turned out better, we leave room for resentment, envy, and regret to build. Gratitude can keep these feelings at bay.

3.     Gratitude sustains our relationships. Let me just ask, Do you like hanging out with people that gripe and complain? Me neither. It’s gratitude that draws people together, builds trust, and strengthens ties. That’s true in the workplace, among friends, in families, and between husbands and wives.

4.     Gratitude improves our health. Grateful people visit their doctors less often and live longer than others. The research shows that thankfulness helps us sleep better, control our blood pressure, and generally reduce physical complaints.

We all have the ability and opportunity to cultivate gratitude. Given these four ways gratitude can benefit us, I’d say we have some very good reasons to return thanks more than once a year. Simply take a few moments to focus on all that you have – rather than complain about all the things you think you deserve. Cultivating gratitude makes each day worth living and might even give us more days.

Lean Roundup #186 – November 2024

A selection of highlighted blog posts from Lean bloggers from the month of November 2024.  You can also view the previous monthly Lean Roundups here.  

 

Dark Lean - Christoph Roser explains in order to do good lean, we need to understand why some lean projects are bad 0r, in order for practitioners to reach the light side of lean, they need to understand more about “Dark Lean.”

 

Reflections on Deploying Improvement Strategies – Pascal Dennis shares his reflections on deploying improvement strategies.

 

Building Loyalty and Empowering Growth: How Lean Principles and Genuine Mentorship Drive Employee Retention – Alen Ganic shares the practices successful organizations have adopted that retain staff long-term focused on creating an inviting, flexible, and supportive work environment.

 

Consolation and Desolation: Lessons from St. Ignatius for Business Leaders – Ron Pereira explores how St. Ignatiusa 16th-century saint and founder of the Jesuits, advised navigating spiritual states, and how these lessons apply to the challenges and triumphs leaders face in the business world.

 

Corporate Bystanders: The Leaders Who are Just Along for the Ride – Damon Baker explains why we need to challenge the paradigm of corporate bystanders believing they’re along for a smooth ride, but the truth is, they’re dragging the company down because in the end, leadership isn’t about titles or perks; it’s about making a difference where it matters most.

 

Leadership Cheat Codes – Christopher Chapman shares five of the best cheat codes along with some short stories drawn from real experiences that help to set them in your mind, especially those who are on a path to leadership—although, they will benefit anyone to know.

 

Toyota Change Point Management: Henkaten – Christoph Roser explains Henkaten, often translated as “change point,” an approach by Toyota to deal with changes in their manufacturing system.

 

Introduction to Daily Management to Execute Strategy - Robson Gouveia and José R. Ferro provide a complete introduction to their new book “Daily Management to Execute Strategy.”

 

Hoshin Kanri Ensures Frontline Problem-Solving within Lean Management – Mark Reich explains how hoshin kanri links strategic goals with frontline problem-solving, creating a unified approach to continuous improvement and empowering teams at every organizational level.

 

The Value of Key Performance Indicators in a Lean Transformation - Ernie Richardson and Tracey Richardson share their thoughts on the two categories of key performance indicators (KPIs) in the workplace, how they can help you, and how to identify them.

 

Reflecting on my First Time Meeting Isao Yoshino in Japan — 2012 – Mark Graban reflects on his last trip to Japan and the lessons learned from Mr. Yoshino (subject of Katie's Shingo Award-winning book Learning to Lead, Leading to Learn) ahead of embarking on a new trip with Katie Anderson to Japan.

 

3 Ways to Give Thanks on Thanksgiving (or Any Time)

Ah, November. The leaves are falling, the weather is chilly, and the smell of pumpkin spice permeates the air. While you’re probably making plans to celebrate Thanksgiving with family and friends, there’s one group of people you may be forgetting—your employees.

Thanksgiving is the perfect time to express your gratitude to those around you. Making your employees feel appreciated now only promotes mutual feelings of goodwill, but it can make them feel more loyal and dedicated to their work.

Giving thanks on Thanksgiving doesn’t have to be difficult. These appreciation ideas for employees will help you get into the spirit and show how much you appreciate the people you work with.

1. Take the time to talk to, and get to know, your employees. The most significant way to thank your employees is to get to know them. Take them to lunch or schedule time to ask about their values, hobbies, and interests. Understand your employees. Use what you now know about them to build a customized skills-improvement performance plan. Spend time with, and become interested in, each of your employees.

2. Ask employees what they think. The best way to feel appreciated is to be included – to feel that your perspectives matter. In a Lean environment, we need input from all of our employees to be successful. Including employees in company issues, challenges, and opportunities empowers them, engages them, and connects them to the strategy and vision of the company.

3. Say thank you and mean it. Most managers actually do thank employees who do great work. Employees work for more than money. They work for the praise and acknowledgement of their managers. A sincere thank you, said at the time of a specific event that warrants the applause, is one of the most effective ways to appreciate employees. Remember the phrase, “What gets rewarded, gets repeated.” Start to say “thank you” or “I appreciate what you do” when it is deserved, and it will inspire the behaviors to continue. Make it personal and sincere. Catch employees doing great things and respond. It empowers them, appreciates them, and celebrates their performance.

The Thanksgiving season is a great time to recognize employees for their dedication. Finding simple and creative ways to show your appreciation does not have to be difficult. Be creative and try to come up with new ways to say, “thank you” this holiday and every day.

Regardless of your style and how you do it, connecting with employees and taking the opportunity to thank them, whenever you can, pays dividends for everyone. Appreciating and thanking your employees isn’t hard or costly. So, take the time to make a difference in your employee’s life. You will be pleasantly rewarded by them making a difference in yours

This Thanksgiving, remember to extend a special thank you to your coworkers. Not only will it mean a great deal to them, but they will likely return their gratitude in kind! With a simple “thanks”, you will be building a sense of gratitude and appreciation that can outlast the Holiday season and ultimately embed itself into your company’s culture.

Lean Quote: Leadership’s Function is to Produce More Leaders Not More Followers

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.

"I start with the premise that the function of leadership is to produce more leaders, not more followers."   

—  Ralph Nader

Leadership development has become a necessary focus for any organization that wishes to separate itself from the pack and become established in markets that are always changing the rules.

Creating an intentional strategy for developing employees is one of the most important things you can do as a leader to impact the culture of your organization. This is especially true for those you would categorize as future leaders.

If you want to be intentional about developing future leaders in your organization, here are a few keys to consider:

1. Encourage Self-Awareness and Reflection

Helping your employees discover their own strengths and weaknesses encourages self-awareness. A self-aware employee has a better grasp on which areas they wish to improve. By providing constructive feedback and encouraging reflection, you can coach a good employee into becoming an outstanding member of your team.

2. Promote Potential Leaders to Take on Challenges

The best employees are filled with potential, but many companies make the mistake of leaving that potential untapped. Don't let this happen in your organization. Studies show that most employees enjoy using their talents and abilities. In fact, challenging your workers to stretch their knowledge and providing opportunities for them to showcase what they can do is an ideal way to boost morale.

3. Build Strong Relationships

Strong work relationships are mutually beneficial to both management and employees because they make work a pleasant place to be. To build rapport with your team, you must be trustworthy and reliable - and open to suggestions for change. Transparency also helps build strong connections. An open-door policy is preferable to a more traditional tiered hierarchy. In this way, any employee who has a problem can talk to you without following a set chain of command.

4. Use Job Rotation to Broaden Experience

Give your workers a chance to broaden their expertise by working in different parts of the company. This will allow you and them to discover both their strengths and the areas where they need additional training. It will also give them an appreciation of other roles that will be beneficial in managing others in those areas.

5. Create Coaching and Mentoring Opportunities

One of the best ways to develop future leaders is by having them learn directly from other successful leaders. Once you’ve identified candidates that could potentially be great leaders, match them up with a great leader to mentor them, coach them, and consistently provide feedback. A mentor can provide customized guidance that helps prepare junior employees to become more effective leaders in the future. Building these strong relationships early creates opportunities for open, honest lines of communication throughout the leadership development process.

These are just a few of the ways organizations can develop leadership potential in the workplace. By keeping communication open, incorporating leadership into regular professional development, and giving emerging leaders opportunities to grow, organizations can begin to build their leadership pipelines from within.

Lean Tips Edition #307 (#3631-3645)

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 #3631 – Embrace Uncertainty

Change often brings uncertainty, and embracing uncertainty is key to adaptability. Accept that change is inevitable, and that uncertainty is a natural part of life. Instead of resisting or fearing uncertainty, develop resilience and learn to thrive in the face of the unknown.

To embrace uncertainty, practice mindfulness and focus on the present moment. Cultivate a sense of curiosity and openness to new experiences. Remind yourself that uncertainty can lead to growth and new opportunities. The more you embrace uncertainty, the more adaptable you will become.

Lean Tip #3632 – Seek New Experiences

Stepping out of your comfort zone and seeking new experiences is another way to embrace change and develop adaptability. Engaging in diverse activities and exposing yourself to different perspectives can broaden your horizons and expand your ability to adapt.

To seek new experiences, challenge yourself to try something new regularly. It can be as simple as trying a new hobby, exploring a different neighborhood, or engaging in a new social activity. The more you expose yourself to new experiences, the more adaptable you will become.

Lean Tip #3633 – Ask “What If” Questions to Push Boundaries

If you want to help your team, be bold and innovative, ask questions that push them to think outside the box. Don’t limit your questions to slight modifications of the status quo. Ask questions that probe current boundaries and limitations. As a result, your team will start to think innovatively. You can ask questions like: “What if we had to build this process from scratch? What would we do differently?” or “What if our main product suddenly became obsolete?”

Such questions may seem far-fetched, but they prepare you to handle sudden disruptions. And often, the seemingly absurd happens think about how many industries saw their main products become obsolete thanks to the pandemic disruption! Asking these hypotheticals encourages your team to expect the unexpected, think creatively, and respond to uncertainty on their feet. You can do this in team brainstorming sessions and also in one-on-one meetings.

Lean Tip #3634 – Change Your Mindset, Focus on Continuous Improvement 

One of the biggest ways manufacturers can learn to deal better with change is to become an organization that embraces a culture of continuous improvement. Manufacturing companies that focus on continuous improvement are not only more likely to succeed in an ever-changing business environment, but they are also more likely to implement changes when needed.

This type of company culture prioritizes continually making small changes that improve operational processes. It involves constantly reviewing processes and procedures, looking for ways to make them more efficient and effective. It’s important to encourage feedback from employees at all levels of your organization and to use this feedback to make meaningful changes.

If your staff is always focused on making improvements and changes — and is included in the change-making process — they will naturally become more comfortable with change over time.

Lean Tip #3635 – Invest in Training and Development

To embrace change you must invest in training and development for your employees. This includes providing access to training programs, workshops, and seminars that help employees stay up-to-date with the latest trends and technologies. It’s important to create a learning culture where employees are encouraged to learn and develop new skills.

In addition to providing training opportunities, it is also important to recognize and reward employees who actively seek out opportunities for learning and development, as this reinforces a culture of continuous improvement, encourages ongoing professional growth and makes staff more open and comfortable with change.

Lean Tip #3636 – Address Continuous Improvement Challenges By Communicating Openly

The most important thing you can do when introducing anything new into your business is to communicate with your employees as to the reason why. By clearly communicating the need for process improvement and process improvement tools, you can help to reduce fear and actually spark interest/ support.

Lean Tip #3637 – Address Continuous Improvement Challenges With A Proof-of-Concept

Rather than starting with widespread alterations, you can begin with a proof-of-concept project. For example, if there are multiple processes you wish to amend, start with one.

Then, you can use it as an example as to how the no-code tool has not only improved the organization, but also the lives of employees, too. When employees experience the benefits first-hand, they will be more willing to take part in widespread changes.

Lean Tip #3638 – Make Continuous Process Improvement the Norm Within Training

Change isn’t always easy. It’s vital to train and support employees as you make any adjustments to existing processes. This is especially true when you implement new technologies and want your employees to make use of such tools. They should feel comfortable using new technologies as part of their processes and routines.

Lean Tip #3639 – Improve Your Process with Time Studies

One of the most significant resources wasted within a business is time. Being able to accurately measure and gauge how much time a process takes on behalf of your employees can offer insight into where you can optimize a process. It’s as simple as using software to time a process. Then, you can analyze how long processes take and find ways to eliminate wasted time. This could be in the form of automating approvals and reducing touch-points, thereby preventing potential bottlenecks and delays from occurring.

Lean Tip #3640 – Use Catchball to Get Continuous Improvement Going Within Your Organization.

Within organizations, processes are rarely started and completed by a single person. As such, every process needs to have someone who can be held responsible for its execution, but still requires the input and assistance of multiple people. Catchball is a method of continuous improvement that requires the person who initiated a process to state its purpose and concerns to the others involved clearly. In this way, they can then “throw” it out to the group for feedback and ideas for improvement, yet the single person remains responsible for its completion.

Lean Tip #3641 – Emphasize a Personal Understanding of the Philosophy of Kaizen Across all Levels of the Organization.

Instilling an understanding of kaizen as a long-term practice, rather than a management initiative, is important in order to sustain continuous improvement. Continuous improvement is as much about mindset as it is about actions.

Making sure your employees understand the history and philosophy of kaizen will help sustain a culture of continuous improvement that permeates the company. Building a company culture with a steady focus on improvement is critical to maintaining momentum in your kaizen efforts.

Lean Tip #3642 – Empower Your Employees to Solve Problems

Employees who are closest to the problems in your operations are the best-equipped to solve them. They are your greatest assets in your kaizen efforts, so give them the support they need to implement improvements. Developing your team’s abilities through training and support should be as much a part of your continuous improvement program as making improvements to manufacturing processes.

Additionally, engaging team members to identify problems and suggest improvements in their work areas encourages a sense of ownership over their work, which can improve overall motivation, morale, and productivity.

Lean Tip #3643 – Document Your Process and Performance Before and After Improvements have Been Implemented

In kaizen, it’s important to “speak with data and manage with facts.” In order to evaluate improvements objectively, existing procedures must be standardized and documented. Mapping the process’s initial state can help you identify wastes and areas for improvement and provide a benchmark for improvement.

Measuring performance against existing benchmarks allows you to demonstrate ROI from your kaizen efforts and keep the company aligned around improvement. It also allows you to identify areas where your efforts are working–or not–so you can make strategic decisions about future improvements.

In order to measure performance objectively, you should identify metrics that quantify improvements. These may include metrics revolving around quality, cost, resource utilization, customer satisfaction, space utilization, staff efficiency, and other KPIs.

Lean Tip #3644 – Standardize Work to Make Improvement Last

In order for improvements to last, they must be standardized and repeatable. Standardizing work is crucial to kaizen because it creates a baseline for improvement. When you make improvements to a process, it’s essential to document the new standard work in order to sustain the improvements and create a new baseline. Standard work also reduces variability in processes and promotes discipline, which is essential for continuous improvement efforts to take root.

Lean Tip #3645 – Create Your Own Kaizen Guidelines

While there are many resources available to guide you through your kaizen efforts, it’s important to personally understand your company’s kaizen journey. Reflecting on your kaizen efforts after improvements have been implemented is an important part of the continuous improvement cycle.

As you reflect on your efforts, develop your own kaizen guidelines. Start by creating guidelines based on your own experiences improving the workplace. Keep in mind that these guidelines should be for your colleagues, your successors, and yourself to understand the problems you have overcome. These guidelines will ultimately help you as you approach your next challenge.

2024 Northeast Lean Conference Recap Summary Part 2

In a continuation of my recap from Day 1 the 2^nd day of the Northeast Lean Conference Leveraging Lean to Thrive in Uncertain Times did not disappoint. Andrea Haas, President at Summit Polymers, demonstrated how they used Lean Practices to Succeed in automotive industry after Tariffs, COVID labor shortages, microchip shortages, global supply chain disruptions, and inflation. They specifically focused on Jidoka, building in quality with Poka Yoke and Andon, standardized work, and kaizen to successfully navigate these uncertain times.

Cultivating a Lean Culture Through Individual Change Management

Evan McCoy, Continuous Improvement Leader at Kone, shared how to create awareness, desire, knowledge, action, and results around creating a Culture of Continuous Improvement. What can we do about the fact the 70% of change initiatives fail?

He promotes the ADKAR Framework for Change

Awareness – change begins with understanding why

Employees will want to know why? Why now? What’s Wrong?

Leaders must be ready to answer what’s changes and why, risks of not changing, what’s not changing, why now

Desire – Change involves personal decisions

Build desire and momentum by showing not telling. Focus on the small improvements. Celebrate and show recognition.

Knowledge – Change requires knowing how

Do and show rather than tell and teach. Formal training (10%), learning through experience (70%), learning through socialization (20%)

Ability – Change requires action in the right direction

People leaders must set the tone for the teams. Time is constrained resource create space and culture for improvement. Allow for experimentation and risk. Improvements must be visible and impactful.

Reinforcement – Chage must be reinforced to be sustained

Meaningful link between improvement and daily work. Simpler, easier, more efficient improvement in process. Accountability systems to reinforce. Performance measures that connect and reward and recognize by leadership and peers.

Breaking the Buy-In Barrier: Getting Lasting Senior Leadership Commitment

Melissa Lin, Associate Director Continuous Improvement at Phillips, knows about the importance of senior leadership buy-in. To be successful you need senior leadership commitment actively and visibly participating throughout the journey, building a coalition of peers, and communicating with employees.

Is the resistance directed at you or because of you or something else?

These are the most common obstacles to senior leadership buy-in, what they really mean, and how to overcome them.

Gimme the ROI – They want the facts, data, quantifiable benefits and/or risk mitigation to buy-in so you can solve that with a strong, clean A3.

I don’t see the problem – They want the facts verified with their own eyes, irrefutable evidence change is required to be convinced so bring them to the Gemba and let the problems show themselves or bring it to them in the form of spaghetti diagrams or VSMs.

This isn’t a priority for us – They want to see connection to the big picture, need help focusing on top priorities and fixing problems on their plate so use Hoshin Kanri to connect to True North and use Root Cause & 5 Whys to solve problems.

I don’t think it’ll work – They want results, proof of improvements, and one less thing to worry about so have well scoped value stream for kaizen and show respect for people.

 

Developing a Company of Problem Solvers

Edge Coble, Director of Continuous Improvement at Gemline, shared how they use Continuous Improvement Boards to develop, engage, and empower everyone into problem solvers. Continuous improvement is about seeing the problem not waste elimination. Waste is a byproduct of poor flow.

The CI Board is:

               Way to identify and resolve problems

               Aligned to corporate goals & dept KPIs

               Diversity of viewpoints, knowledge & experience

               Cross-pollination & rapid deployment of improvements

               Source of accomplishment and pride

The CI Management Model for Engagement has these leadership styles

Collaborative – CI Leadership – working together

Leave Alone – Manager not around

Authoritarian – Tell what to do

Parental – Treat as part of extended family

Continuous improvement is about spotting the disruptions in your team’s workflow, understanding why it’s happening, and determining a speedy correction.

Created an idea board in MS Planner (Teams) – see picture

 

Passing the Baton to a New Generation of Problem Solvers

Karl Wadensten, President of Vibco, was the final keynote of the conference. As Vibco celebrates its 52nd anniversary, Karl shared how embracing Lean has powered his company through challenging times and still enables them to thrive today. I’ve been to their facility several times and it is very impressive so I would recommend a visit.

The future of continuous improvement will be characterized by a more balanced approach that prioritizes job satisfaction, social responsibility, and sustainable practices alongside traditional metrics of success. Organizations that embrace this paradigm will not only enhance employee engagement and satisfaction but will also contribute positively to society an the environment.

Gen Z has a distinctive perspective on the current workplace, influenced by their upbringing, and educational experiences which is different than other generations.

Emphasis on purpose – seeks work that aligns with their personal values and contributes positively to society.

Focus on learning and growth

Importance of mental health

Comfort with Technology

Preference for collaborative Work

Skepticism Towards traditional career paths

Job satisfaction over job security

Understanding these perspectives allow organizations to create environments that attract and retain Gen Z talent.

When the rubber hits the road. The boss is the coach. The boss is authentic. The boss shows vulnerability. The boss knows when to lead and when to follow. The boss show’s purpose and passion for his people.

The 21st Annual Northeast Lean Conference will be October 27 & 28, 2025 at the Double Tree Hotel & Conference Center in Manchester, NH.

The 2025 Northeast Lean Conference