Here is the next addition of tips from the Facebook page:
Lean Tip #3556 – Encourage Employee Engagement
Employee engagement has a major effect on creating a culture of continuous improvement and development. Workers who recognize how they fit into a holistic picture are more likely to make improvements and achieve better results. They will be more invested in the success of your business and the ways in which they can contribute to your overall strategy.
Consequently, it is recommended to increase ownership over their workload and provide them with more flexibility and freedom. If you’re looking to measure employee engagement and gain valuable insights, you need to set up proper employee satisfaction metrics and KPIs. This will encourage them to streamline tasks and improve the efficiency of your company. Remember to show your employees that their opinion is important by listening to their suggestions.
Lean Tip #3557 – Improve Teamwork Efforts
It is important to encourage your employees to think of themselves as a collective unit. For best results, it is best to embody the style you want them to adopt. This means that you will need to develop a team-working attitude and offer support at every stage. If your staff lacks knowledge around others’ roles and responsibilities, you may want to transform your individual meetings into team efforts. As a result, you will ensure that each team member is capable of undertaking the workload of others and performing together to achieve goals. The dynamics and strengths of your teamwork will have a direct impact on business outcomes.
Lean Tip #3558 – Promote Professional Development
Businesses with a strong learning and development program are more likely to boost morale and improve business results. This is why, it can be beneficial to encourage your employees to participate in impactful professional development. Remember to prioritize skills development by providing training on specific skills and identifying gaps between actual and desired skill levels. It may also be useful to ask employees about learning and development topics they would like to know more about. This way, you will receive some creative ideas, which you may not have considered before. Moreover, a peer mentoring program can be a powerful educational resource for new employees to settle into their role.
Lean Tip #3559 – Deliver Transparent Communication
A workplace which focuses on transparent communication can ensure better collaboration between team members and increased productivity. Achieving continuous improvement depends on providing open and honest communication to each employee. Communicating updates will help your team stay on track with any changes or news within the organization. Therefore, this ensures they can stay involved and committed to their projects and tasks. Moreover, when problems are highlighted transparently and shared openly, they can be resolved more quickly. Transparency can also ensure alignment by preventing misunderstandings and strengthening relationships. To encourage open communication, be sure to involve everyone in decision-making processes by allowing employees to express their thoughts.
Lean Tip #3560 – Measure And Reflect On Results
Measuring the progress of your initiatives and strategies is what will help you determine their success. Transforming the data into useful metrics will ensure you gain a better understanding of your efforts. To measure the effectiveness of your project and evaluate your results, you can use observations, spreadsheets or studies. Some important metrics which you need to examine include return on investment, product quality, customer satisfaction, as well as employee satisfaction. This way, you can reflect on your progress and implement any changes to continue improving your business operations.
Lean Tip #3561 – Respect People’s Ability to Think
Each individual human brings their unique perspectives, strengths and life experience to an organization. Human brains are amazing things. Respect for humanity means leaders must make an effort to understand our collective nature as a species and enable us to do our best each day.
Sometimes as leaders, we do the problem-solving and just give the answers to the team – because we think we know better or because we think it’s faster or because it’s just a habit we’ve formed over the years. How aligned is this with honoring and respecting people’s ability to think?
Lean Tip #3562 – Build a Culture of Teamwork and Collaboration
Lean leadership recognizes that the path to excellence is rarely a solo journey.
Instead, it relies heavily on the principles of teamwork and collaboration, where individuals from diverse backgrounds and perspectives come together to tackle complex challenges.
This not only enhances problem-solving capabilities but also promotes a sense of unity and shared purpose, driving the organization toward its common goals.
Lean Tip #3563 – Implement Visual Management Systems Across the Organization
Effective communication is a cornerstone of lean leadership, and visual management plays a crucial role in this endeavor.
By implementing visual tools and techniques, such as performance boards, kanban systems, and value stream maps, lean leaders can create a shared understanding of processes, goals, and performance metrics across the entire organization.
Lean Tip #3564 - Develop Problem Solving Teams
Recognizing inefficiencies and waste in operations is a key component of continuous improvement. Furthermore, every area of operations should be scrutinized, and leaders should look for bottlenecks, duplications, and non-value-adding tasks. Additionally, leaders may streamline operations and use resources more effectively by eliminating waste.
Leaders adhere to this idea realize that maintaining the status quo is insufficient. Moreover, they establish a culture where everyone on the team is urged to look for more effective methods of doing things, dispelling the notion that “good” is the enemy of “great.”
Continuously improving leaders give their people the tools they need to address problems. Additionally, they foster a climate where workers feel free to express their problems, suggest changes, and try out novel ideas. Thus, this empowerment stimulates creativity and propels development.
Lean Tip #3565 - Change with the Needs of the Customer
Leadership that is based on values is dynamic. Effective businesspeople are aware of how the market and consumer needs are constantly changing. Thus, they continue to be flexible and adaptable, ready to change course and modify their plans of action to satisfy changing customer needs and provide new kinds of value.
Lean Tip #3566 - Recognize the Little Things.
Small improvements matter because the people who make the improvements matter. Leadership should find three good things to say every day and be genuine. Some days, successes are hard to find. Find three distinctly different people in different situations to make positive comments to and about them. Seek those responsible for the changes and make sure they know you appreciate them and what they have accomplished. Positive communication from leadership is a force multiplier in every organization.
Lean Tip #3567 - Go on Gemba Walks
Going to the Gemba, walking around the plant and asking employees, “What did you do this week to make continuous improvement happen?” That’s one of the most powerful questions a leader can ask. When business leaders keep asking such questions, employees soon learn what’s important and what they need to be working on.
It’s important, though, to differentiate between Gemba walks and plant walks, or “board” walks. Board walks involve reviewing the plant’s performance (SQDC) boards to ensure that each area is meeting targets, and providing support for corrections when needed. A Gemba walk typically involves an executive or other top-level manager observing select processes and functions, such as material flow, with the goal of helping plant leaders and other continuous-improvement personnel see potential and high-priority areas for improvement.
Lean Tip #3568 - Positive Reinforcement is Critical.
Endlessly deliver the message that people will not be disciplined for their mistakes. It is crucial that team members feel safe when they share bad news. We don’t know what challenges our team members face in their personal lives, and often we cannot influence their personal situation, but we can provide a safe working environment as part of the lean lifestyle. People need to be able to trust their leaders and know that leadership will not be punitive. Leaders cannot discipline their way to prosperity or success.
Lean Tip #3569 - Identify When Leadership or Team Members Fall Short.
Look at each failure as an opportunity to learn and improve. It is going to sting sometimes. Address it quickly and take corrective action in a positive light. When addressing failures, avoid blaming people at all cost. Suggest an alternative path that may have yielded a more desirable outcome. Suggest evaluating the process and the instructions together and suggest that the process or direction may not have been as clearly worded as it could have been. Affirm your understanding that given the information available it is understandable how failure could occur. Most of all, ask for the person or people to help evaluate the failure and to identify ways to prevent this in the future. Thank everyone for their time and input. Recognize the person or people who identified the failure and thank them for their attention to detail.
Lean Tip #3570 – Reinforce Performance and Progress with Metrics Tracking
Show employees how their efforts are advancing the company’s lean efforts is through the use of visual-management tools and constantly updated metrics. Tracking and reporting performance metrics help sustain the organization’s commitment to the lean at both the leadership level and on the plant floor.
Tracking
progress on a month-to-month basis reinforces accountability and gives
leadership an opportunity to check on results. Business improvement leaders
need to follow up to make sure new behavior patterns are consistent with the
new methodology. This includes a commitment by executives to remain engaged in
the lean process by going to the Gemba and participating in kaizen events.
