The Tree Swing of Communication Failure

At a recent training class I was reminded of the importance of good communication with this notorious diagram.

The diagram illustrates the pitfalls of poor product design, or poor customer service, and the dangers of failing to properly listen to customers and interpret their needs. The tree swing also demonstrates the dangers of departmental barriers, and failures of departments to talk to each other, and to talk to customers. As such, the tree swing is perfect for training these areas of quality, communications, customer care and inter-departmental relations.

The people over at Businesballs.com have added several new tree swing pictures to the original collection.  Here are a couple:

I am sure many people and organizations can relate to this example.  This is why the voice of the customer and internal communications is so important. Remember the essence of communication means saying and hearing have the same message otherwise communication breaksdown.  As we say in Lean the signal or communication needs to be binary, clear, and direct.

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Lean Quote: The Only Lasting Thing is Self-Motivation

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.

"You can motivate by fear, and you can motivate by reward. But both those methods are only temporary. The only lasting thing is self motivation." -  Homer Rice

Self-motivation is not something which you can buy. Self-motivation is a form of self-encouragement. You tell yourself that you have the capacity to perform still better and surge ahead. This keeps you pushing further until you reach your goal.


Being self-motivated is an important quality to have in the workplace. It means that you know exactly what needs to be done and will do it without having to be asked twice. You may even go beyond what is asked for you because you enjoy your job so much or because you want to achieve success in your career.

Self-motivation is a process where one needs lots of reflection and self-assessment. These are very important because it will help you to know what your strengths as well as your weaknesses are. If you know what your strengths are, then you will be able to continue what you are doing and even enhance it. On the other hand, knowing one’s weaknesses is as equally as important because through this, you will know what areas you should improve on. If you know your weaknesses, you may be able to turn these into opportunities which will make you successful in the future.

One thing that can help you get started with self-motivation is to continue learning different things. If you don’t stop learning new things, you will be able to acquire new skills that can help you achieve the goals you have set for yourself.

Through self-motivation, people are given the chance to maneuver or control their own lives which in the future will help them be the best that they want to be.

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Lean Tips Edition #4

For my Facebook fans you have probably already seen this. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I started a new feature which 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.

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 #46 - Avoid "paralysis of analysis": wasting valuable time by collecting data that does not move the project forward

The term "analysis paralysis" or "paralysis of analysis" refers to over-analyzing (or over-thinking) a situation, so that a decision or action is never taken, in effect paralyzing the outcome.

One of the best approaches to take in order to defeat analysis paralysis is to follow the PDCA model, which stands for the following:

•Plan

•Do

•Check

•Act

You begin by stating the problem or your objective, gathering the facts, and then setting forth a hypothesis or a plan of action.  Then you act based on your hypothesis.  Once you've acted and received feedback, analyze the results that you got from the action that you took.

Now, based on your analysis of the feedback, decide how you need to modify your approach and formulate another hypothesis or come up with a different plan of action. Then, act once again to either prove or disprove your new hypothesis. Continue following these four steps—plan, do, check, and act–until you reach the desired outcome.

Lean Tip #47 - Create a map to help you see your goals and hit your targets

You must know where you are going at all times.  Create a written map with simple, specific targets an deadlines.  Review it regularly to make sure you stay on course.

 A road map for goals has three main components. Goals represent your destination. The activities are comprised of all the different options you have to reach the destination --different roads, different forms of travel, different resting areas, and different scenery along the way. Finally, objectives are your itinerary--the final decisions about how to travel, which road to take, where to stop along the way, how long to take, where to stay, and what to see.

Lean Tip #48 - Begin any discussion on Lean measurement by recognizing that measurement is waste.

Begin any discussion on Lean measurement by recognizing that measurement is waste.  It should be limited and minimized. It has been said "You can't fatten a calf by weighing it."  At the same time, you must recognize that an effective measurement system is one of the most powerful tools for change, and for Lean transformation, that exists. 

Lean Tip #49 - Beware: Improper use of the 5 Whys can be counterproductive

The 5 Whys can be counterproductive if you are really suggesting a solution rather than asking others to question, to think it out themselves.  This is the essence of the Socratic method - leading to a far more effective, and sustained, solution because it is then their idea.

Lean Tip #50 - Six Honest Working Men are Useful in Defining What Customers Really Value

Rudyard Kipling's 'Six Honest Serving Men' remains, some 100 years after it was first written, one of the most useful problem analysis tools.  The original verse is,

        'I knew six honest serving men,

        they taught me all I knew;

        their names are what  and why and when,

        and where and how and who'.

 The six men are a very useful way of defining customers, their requirements and what is really valued.

Lean Tip #51 - A cause of a problem may not be so common.

There are two types of causes to a problem:

Common Cause is that from the variability inherent in a system.  Common cause variation is fluctuation caused by unknown factors resulting in a steady but random distribution of output around the average of the data.

Special Cause is not inherent in the system.  The root cause of which can be determined and eliminated.  Special cause variation is caused by known factors that result in a non-random disruption of output.

Needless to say, not all phenomena arise from constant systems of common causes. At times, the variation is caused by a source of variation that is not part of the constant system.

Lean Tip #52 - Control is not defined as the complete absence of variation

Shewhart (1931, 1980) defined control as follows:

A phenomenon will be said to be controlled when, through the use of past experience, we can predict, at least within limits, how the phenomenon may be expected to vary in the future. Here it is understood that prediction within limits means that we can state, at least approximately, the probability that the observed phenomenon will fall within the given limits.

Control is simply a state where all variation is predictable variation. A controlled process isn't necessarily a sign of good management, nor is an out-of-control process necessarily producing non-conforming product.

Lean Tip #53 - Not all problems are the same nor require the same level of action

If we fail to fully understand the problem we are facing we may not give it the immediacy it deserves.

An acute problem is one that strikes unexpectedly, is quite severe, but is a one shot deal.

•Problem may never have occurred in the past.

•Immediate action is required to solve the problem.

•Customer may be asking for immediate action.

 A chronic problem is an on-going situation.

•Problem may not need immediate attention, but happens often.

•Immediate action is not necessarily required to solve the problem.

•Problem-solving may be preventative or improvement based.

•The decision to solve the problem is bases on analysis of data.

•Control charts and pareto diagrams help in the decision-making process.

Lean Tip #54 - Anticipate barriers to accepting or implementing your idea or the teams idea.

Knowing in advance how people are likely to respond to a proposal or idea is often the key to influencing them successfully.  Before presenting a new idea or action plan, determine whose support you absolutely need to have.  Talk with individuals who work within a particular topic to win them over.

Lean Tip #55 - Generate enthusiasm for ideas by tapping into shared

People want to do more than go through the motions - they want to do work that matters.  When you appeal to deeply held values and goals, your words and ideas resonate with people.  They intrinsically understand that your proposal not only will help the organization, but also will help them live out their values and pursue their goals.

Lean Tip #56 - Create an environment of excellence by communicating high expectations

Many people build their expectations on what they think is possible.  When you're a leader, you can't afford to be passive - you have to get involved.  As a leader, you have the opportunity to help people see what's beyond their current horizons. You can create an environment of enthusiasm and excellence by communicating high expectations; fostering optimistic, positive attitudes about people and their work; and ensuring that people feel appreciated and valued for their achievements and efforts.

Lean Tip #57 - Help people learn from experience to solidify their learning

Unless people reflect on what they learn, they run the risk of completing a string of disconnected activities.  Try these tips to enhance learning:

•Before an event, tell them what you believe they can learn from the experience.

•Talk with them about what they are learning.

•Use effective, open-ended questions to help them fully realize what they learned from the experience.

•Discuss with them how they will translate what they learned into new situations and opportunities.

Lean Tip #58 - Suggest articles, training programs, and other resources to help others develop

That is what I am doing with A Lean Journey blog and these notes.  There are a mirad of training resources including articles, books, videos, audiotapes, software training, webinars, seminars, workshops, and conferences.  Identify resources that are current and timely.  When people have completed the activity, take time to discuss what was learned and how they will apply the knowledge and skills to the job.

Lean Tip #59 - Promote teamwork among groups by discouraging "us versus them" thinking

We need to work not only with our own teams, but also with teams and groups across and outside of the organization.  Leaders need to address obstacles before they become serious impediments.  Promote teamwork among different groups by showing respect for other functions and professions'.  Avoid labels, stereotypes, and disparaging remakes about other groups.  Encourage people to focus on mutual goals.

Lean Tip #60 - Not all groups are teams, teams need to develop

A group of people is not the same thing as a team.  Teams require independent goals and collaboration.  Teams are created, and there are regular stages in their development.  Leaders play an important role in growing and supporting their teams through each stage of growth.  These stages are often characterized as forming, storming, norming and performing.

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Lean Product Development Process

I have the opportunity to present at the 2010 CONNSTEP Manufacturing & Business Conference on Novemebr 11.  The conference is built on continuous improvement and profitable growth – providing companies with the critical skills necessary to set a new direction and compete in the global recovery. With two keynotes and over 31 workshop opportunities, the conference will bring together leaders at every level and within every industry including manufacturing, healthcare and process based businesses.

Jamie Flinchbaugh will be the afternoon keynote speaker talking about changing behaviors through daily actions.  Mark Graban will also be presenting on how lean thinking helps hospitals.  I will be presenting on a Lean Product Development Process.

I thought I would share some of my thoughts on product development in terms of a Lean process.  Here is the abstract for my presentation:

Lean Product Development Process

Lean thinking is an enterprise strategy to grow your business profitably. For a business to grow profitably there are essentially two elements that are needed: Lean and Innovation. You need innovative products, technologies, and services that people really want. And this all needs to be done with operational excellence to compete in a global consumer driven market.

A Lean Product Development Process comprises 3 basic elements: (1) driving waste out of the product development process, (2) improving the way projects are executed with stage-gate A3 management process, and (3) visualizing the product development process.

The first step in eliminating waste from New Product Development (NPD), and thus improving the process, is to learn to identify the eight wastes.  By closely examining the entire NPD process from a Lean perspective, the opportunities to drive out waste and increase value will become obvious.

Improving the execution of individual activities with the use of Lean tools is the next step.  A stage-gate review process helps to define the process utilized in development while reducing the risk of development.  The A3 management process is used to solve problems, gain agreement, mentor, and lead projects.

The last step is to bring visual factory techniques to your product development process.  Visual boards displaying necessary information provides the status at a glance.  Stand-up meetings in combination with the visual boards allow for optimized communication and with a bias for action.

There are a number of best practices within the realm of Lean Product Development but with only 60 minutes I think this represents a practical place most organizations can start.  If you can do this successfully you will have the building blocks to grow your business profitably.

Exhilarating Learning - "Northeast" Shingo Style

Last week I spent a couple days at The Sixth Annual Northeast Shingo Prize Conference in Providence, RI.  The conference was an exhilarating learning experience for me so I thought I would share some of those nuggets with you.

It is probably makes the most sense to start with some thoughts from Ritsuo Shingo, son of Shigeo Shingo whom the prize is named after, since he started the conference.  Mr. Shingo talked about Lean management.  He encouraged the audience to do more than "Go and See" but rather "Go and Watch".  We must observe with a purpose.  Something he called "Genbaism".  Don't just take a plant tour.  That is what i would call MBWA (Mangament By Walking Around).  For me that is nothing more than a plant or department tour which doesn't encourage improvement or develop people.  All problem solving starts with grasping the facts.  To make this point Ritsuo asked the audience which is more serious a small fire or a big fire?  Well, it depends.  We need further information.  The question you need to ask is if you leave it alone what will happend next?  The most severe consequence is the bigger problem.  Ritsuo had a saying that really stuck with me, "Show them your back!"  This is really about the attitude you bring every day to everything you do.  Leader must lead by example.  Everyone is watching what you are doing. 

Mike Wroblewski had a great talk on kaizen improvement events.  There is no one size fits all.  Kaizen is really a means to involve the people of the organization in improvement.  The main goal of kaizen is to develop people to think Lean.  Mike used a teaching example that everyone can relate to in their daily lives.  Got Milk!  He asked the audience to explain lean concepts in terms of milk in their home.  An example I am going to have to use in my teaching. 

Alice Lee had an inspirational speak on both a personal and professional Lean journey.  She starts with a human development model which symbolizes a 3 legged stool - Tools, Philosophy, and Management.  The discussion centered around the philosophy needed to change from a traditional organization to a transitional organization through to a transformational organization.  There are several key elements needed to become a transformational organization:  1) Direction and focus 2) Disciplined approach, avoid distractions 3) Total participation (everyone) and 4) Strive for "True North". 

David Meier also talked about kaizen from personal experience.  He said human beings love tools and we know tools are easier to learn.  He says people often think kaizen mean quick or rapid improvement but that is not necessary.  The countermeasure must match the problem.  He challenge the audience to find solutions by asking what can be done right now.  Don't stop at the first solution continue to find another solution.  The first answer is not always the best answer.  Using PDCA ensure the problem is solved.  According to David the top 5 mistakes in Kaizen are: 1) Jumping to solutions 2) Bias toward a particular idea (usually your own) 3) Stop at first workable solution 4) Failure to deeply explore alternatives and 5) Continue to pursue an idea without merit.

Lesa Nichols says Muri is the new Muda.  If we get rid of Muri (overburden) which is caused by Mura (uneveness) we can get rid of muda (waste).  We tend to go about this in the wrong order.  We must look for the visual signs of Muri in the forms of physical and mental stress.  Look at the eyes, ears, fingers, back, neck, and shoulders to find Muri within your process. 

Bruce Hamilton, a.k.a. Mr. Toast, closed the conference by reminding Lean Thinkers about conceptual blindspots.  Where do we look for improvement?  Process improvement leads to operational improvement not the other way round. We often find apparent efficiency by being productive on things we don't need.  Don't automate the waste, eliminate the waste.  Bruce defined 3 steps for improvement:  1) Basic concepts 2) Systems to give shape to those concepts and 3) Techniques for implementing those systems.  He encouraged everyone to avoid being one of the 3 types of engineers Shingo despised:  1) Table Engineer - sits around table and discusses ideas 2) Catalog Engineer - looks in catalog and buys solution and 3) Not Engineer - says you can't do that.  Bruce encouraged us to be "Can Do Engineers".  He concluded with Dr. Shigeo Shingo words and the theme of the conference this year, "Easier, Better, Faster, and Cheaper."  As with everything Shingo did or said this order was deliberate.  We often make the mistake of starting backwards.  Make the job easier, then better, then faster and it will be cheaper.

The best part of the conference was meeting the truly wonderful Lean Thinkers.  There was about 550 Lean advocates and thinkers all together with one purpose and that was sharing best practices.  It is from this that we can all improve and raise the bar of Lean Thinking.  I had the pleasure of meeting some favorite Lean bloggers at the conference and you can see their take on the conference below: 

Shingo Prize winning author and blogger at Gemba Tales Mark Hamel on Easier, Better, Faster, and Cheaper.
 
Mike Wroblewski, who inspired me to start my own blog, from Got Boondoggle? wrote a couple pieces If air travel worked like healthcare, Inspired by Shingo again, and Lean bloggers at Shingo Conference.

and David Kasprzak who blogs at My Flexible Pencil, wrote a review from the conference like I did. 

I am already looking forward to next year's conference on October 5-6 in Springfield, MA. not only for the fact is 20 minutes from my house but for the people and the learning experience. 

Lean Quote: The Two Dimensions of Leadership

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.

"Outstanding leaders go out of the way to boost the self-esteem of their personnel.  If people believe in themselves, it's amazing what they can accomplish." --Sam Walton.

Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production-oriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then you're more people-oriented. 

A popular framework for thinking about a leader's 'task versus person' orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.

By plotting 'concern for production' against 'concern for people', the grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity. The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly.

As Same Walton alludes the goal of effective leadership is to make others successful in performing their jobs!  Therefore consider where you place your concern.

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A Lean Environment is One Where They Present You With Solutions

I saw this comic at ONEFTE.com that made me pause a little. 



I know this comic is poking fun at the corporate lifestyle that many experience.  But as I reflected on this comic I thought to myself there are places in which this situation is true.  In a Lean Thinking organization it is the goal to have empowered employees to find problems and to provide solutions.  It is even encouraged that employees implement the solutions on their own. 

In previous posts (here and here) I talked about the Lean practices at FastCap.  They provide a great example where employees find problems and bring solutions.  Here is the latest example from FastCap's YouTube Channel about an office improvement:



So do you think there is a job where you get presented with solutions all day long?

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