Lean Quote of the Day, March 5, 2010

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.

Feel free to share some of your favorites here as well.

The greatest challenge to any thinker is stating the problem in a way that will allow a solution. - Bertrand Russell

A problem well stated is a problem half solved. - Charles F. Kettering

A well-stated problem statement speeds a robust corrective action process. It helps identify potential root causes and eliminate bias and noise.  Accurate problem statements save time and effort by focusing the team on root cause identification.  Continuous improvement happens when root causes are found and permanently eliminated.  Learn more about the first step in this process by review this post on defining the problem statement.

Three Simple Questions All Managers Should Ask Everywhere

A Lean implementation can not be sustained without Lean management. Our management system must change as our production system changes in Lean to maintain the integrity of technical changes over time. A Lean management system comprises of the practices and tools used to monitor, measure, and sustain the operation of Lean production operations. Lean management practices identify where actual performance fails to meet expected performance; assigns and follows up improvement activities to bring actual in line with the expected, or to raise the level of performance. The four principal elements of Lean management are standard work for leaders, visual controls, a daily accountability process, and leadership discipline.

Management must go to the Gemba to practice Lean management. Gemba is roughly translated from the Japanese as the real place. The idea of the Gemba is simple: go to the place, look at the process, and talk with the people. Gemba walking teaches us to see in new ways what we have failed to see before. So what do you look for and how do you see it? All management should learn to ask these three simple questions:

       1) What is the process?

       2) How can you tell it is working?

       3) What are you doing to improve it (if it is working)?

Nothing sustains itself, certainly not Lean manufacturing or Lean management. So, establish and stick to a routine including regular visits to the Gemba, check the status of visual controls, follow-up on daily accountability assignments, and ask the three simple questions everywhere. Lean management is, as much as anything, a way of thinking.

Lean Quote of the Day, February 26, 2010

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.

Feel free to share some of your favorites here as well.

All blame is a waste of time. No matter how much fault you find with another, and regardless of how much you blame him, it will not change you. The only thing blame does is to keep the focus off you when you are looking for external reasons to explain your unhappiness or frustration. You may succeed in making another feel guilty about something by blaming him, but you won't succeed in changing whatever it is about you that is making you unhappy."
-- Wayne Dyer

 One of the biggest areas of concern is the Behavioral waste and blaming which some leadership utilize on a daily basis.  Blame is a what I call a "fat" behavior.  Bob Emiliani who has studied lean transformations and lean behaviors was the first to use the term “fat” behavior.  Check out this post called No "Fat" Behavior, Please to learn about the difference between lean behaviors and "fat" behaviors.

Employee Recognition

People basically work for rewards. There are numerous forms of rewards and not everyone enjoys the same rewards. I have found this book by Bob Nelson a great source for ideas on different ways to reward employees.

When it comes to rewards in the workplace public employee recognition is one most powerful in terms of cultural transformation. It is especially important to engage in good employee recognition practices when you want to develop a productive workplace. Unfortunately, many either don’t do this or don’t do this well.

The best formula I have found for recognizing employees for their efforts is:

1) Thank them by name.

2) Specifically state what they did that is being recognized. It is vital to be specific because it identifies and reinforces the desired behavior.

3) Explain how the behavior or activity made you feel (assuming you felt some pride or respect for their accomplishment!).

4) Point out the value created by the behavior or activity to the team or organization.

5) Thank the people again by name for their contribution.

Every time you make life at work more satisfying for your employees, you are increasing the rewards they reap from doing their jobs well – and you make them want to continue to do so.

Meeting Codes of Conduct

In a previous post I talked about the use of SPACER (Safety, Purpose, Agenda, Conduct, Expectations, and Roles & Responsibilities) as a technique to improve team meeting efficiency and effectiveness.

Safety – is always the top priority, discuss safety protocols like evacuation, PPE or safety equipment needed in the facility, bathroom location, etc.
Purpose – “what is the meeting for?”, discuss what is in scope and what might not be.
Agenda – no matter what type of meeting or for how long there should be some sort of plan
Conduct – what are the rules the team participants should adhere to while in the meeting like cell phone us, side discussions, etc.
Expectations – what do we expect to get out of this meeting especially if it is a training session?
Roles – what are the roles of the participants in the meeting, is there a note taker or time keeper for example.

Today, I want to discuss codes of conduct in more detail. Codes of conduct are merely a set of guidelines by which a team agrees to operate. Such codes are guidelines designed to enhance the productivity of team meetings. The following are a few common examples of codes of conduct:

• Arrive on time for scheduled meetings.
• Stick to the agenda.
• “3 Knock” rule if any team member deviates from the agenda (this is when a person politely knocks on the table to provide an audio indicator that the speaker is going off track of the agenda topic being discussed).
• Everyone’s ideas will be heard.
• One person speaks at a time.
• No sidebars.
• “Parking Lot” for out of scope ideas (this is a place on the easel pad where topics are placed for consideration on the next meeting agenda because they are not appropriate for the meeting at hand).

This is just a sampling of common sense ideas to give an idea as to what team meeting guidelines can be like. As you adopt your own codes of conduct it may be beneficial to frame and post these in meeting rooms. This will provide a simple visual reminder that will encourage people to abide to the guidelines in an effort not to waste other people’s time.

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Lean Quote of the Day February 19, 2010

On Friday’s 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.

Feel free to share some of your favorites here as well.

"Leadership is the art of getting someone else to do something you want done because he wants to do it."  — Dwight D. Eisenhower

There are a lot of definitions of Leadership.  Ultimately for me it comes down to people.  Check out the 6 qualities of Leadership that start with the letter P for People in this post.

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Mistake Proofing Help

We all make mistakes, to err is human.  The questions are why does it happen and how can you prevent it.  Mistake-proofing is the use of process design features to facilitate correct actions, prevent simple errors, or mitigate the negative impact of errors Poka-yoke is Japanese slang for mistake-proofing, a term coined by Shigeo Shingo.

John Grout has researched mistake-proofing extensively for the past 17 years. John is dean of the Campbell School of Business at Berry College, Rome, Georgia, and the David C. Garrett Jr. Professor of Business Administration. In May 2007, John's book "Mistake-Proofing the Design of Healthcare Processes" was published by the Agency for Healthcare Research and Quality as a government document that is distributed free to the public and can be downloaded here (pdf). In 2004 John received the Shingo Prize for his paper, The Human Side of Mistake-Proofing with Douglas Stewart.

For resources on mistake proofing visit John Grout's Mistake-Proofing Center.  John's suggests, starting by looking at some everyday examples, then taking a look at the Brief Poka-Yoke Tutorial.  I would suggesting following this up with a review of bad designs, a scrapbook of illustrated examples of things that are hard to use because they do not follow human factors principles.

I think is particularly worthwhile highlighting this section from Grout's tutorial which originated from Shigeo Shingo who formalized poka-yoke:

The ability to find mistakes at a glance is essential because, as Shingo writes, "The causes of defects lie in worker errors, and defects are the results of neglecting those errors. It follows that mistakes will not turn into defects if worker errors are discovered and eliminated beforehand"[Shingo 1986, p.50]. He later continues that "Defects arise because errors are made; the two have a cause-and-effect relationship. ... Yet errors will not turn into defects if feedback and action take place at the error stage"[Shingo, 1986, p. 82].

…

According to Shingo [Shingo, 1986, p.71], "Defects will never be reduced if the workers involved do not modify operating methods when defects occur." The willingness to take corrective action is a function of the attitude and commitment of both managers and workers, not an intrinsic attribute of a particular approach to quality management.

You should also visit The Lean Enterprise Institute (LEI) to view Grout's healthcare webinar on mistake proofing to reduce medical errors (or view slides).

John suggests there is a new attitude to preventing errors requiring a new remedy:

"Think of an object's user as attempting to do a task, getting there by imperfect approximations. Don't think of the user as making errors; think of the actions as approximations of what is desired." Source: Norman, The design of everyday things. Doubleday 1988.

"The remedy is in changing systems of work. The remedy is in design." Donald Berwick hopes "that normal, human errors can be made irrelevant to outcome, continually found, and skillfully mitigated."

John Grout says you need to think about how to stop mistakes like your life depends on it because it just might. Get started today learning how you can stop mistakes with these great resources.