Platinum is Worth More Than Gold When Comes to Treatment of Others

You may have heard of the Golden Rule before. Many people aspire to live by it but the Golden Rule is not a panacea. Think about it: "Do unto others as you would have them do unto you." The Golden Rule implies the basic assumption that other people would like to be treated the way that you would like to be treated.  Is that the right assumption?

The alternative to the Golden Rule is the Platinum Rule:
"Treat others the way they want to be treated."

The Platinum Rule accommodates the feelings of others. The focus of relationships shifts from "this is what I want, so I'll give everyone the same thing" to "let me first understand what they want and then I'll give it to them." This rule presents us with a significant challenge, in order for us to follow it we must listen and inquire about the needs of others, and suppress our desire to tell them what it is that they need.

I believe the real goal of the Golden Rule is to treat others the way they would like to be treated. The Platinum Rule, distilled to its essence, equates to respect for others. After all, isn't it really about being considerate of others? Isn't it about understanding what their needs and wants are and empowering them to succeed by meeting those needs and wants? When you empower those around you, it makes for a positive and uplifting environment. Who doesn't want to be in a happy workplace?

The Platinum Rule not only applies to your employees but your customers, vendors, and partners. If you really want to deliver customer excellence and not simply deliver customer service then use the Platinum Rule. I think the best way to find out how your customers like to be treated is to ask them.

Customers may or may not like being treated in a standardized manner and they may or may not have the same preferences as the employees they are dealing with. In other words, they may want to be treated differently.

Knowing the personality preferences of others can help employees adapt their own behaviours to reflect the preferences of your customers. Reflecting the needs, wants and expectations of the customer – in a manner that creates a collaborative relationship – will achieve much greater success.

By teaching your employees to recognize, respect and reflect the customer’s preferences, by changing how you approach customer interactions, you can differentiate your company, its products and services from your competitors.

When you think about it the Platinum Rule is a value adding proposition while the Golden Rule is not. When dealing with others feeling valued can translate to respect. Respect for People is the most critical element for success in a Lean environment. So treat others the way they want to be treated.  It is worth more.

Lean Quote: Quality Improvement is About Management Improvement

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.

"Quality in Client Services is a Team Issue, Top to Bottom." — Joseph L. Mancusi, Ph. D.

Before any action is taken, the management team must know and understand the areas where improvement can be noted.  Often, the problems are poor cooperation, poor communication, lack of commitment to team goals, poor management training and distrust of senior management.

By questioning workers in an interview or through a survey, managers learn how the organization is seen by the employees.  Go to the Gemba and engage the workforce to find what bugs them. They will show areas for improvement in management, morale, productivity and quality.  The first step to improve quality is to improve management team functioning.

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Respect for People - Support Japan

Source of Photo : AP

The last several days has been consumed with news from Japan after a magnitude 8.9 earthquake and devastating tsunami.  My company OFS is owned by FEC, a Japanese manufacturer, so I have been in touch with a number of colleagues since this disaster.  We have been fortunate that no employees in have been injured in this incident.  We have several plants that have been shut down since Friday with mostly infrastructure issues.


In Lean we talk of two main components: Continuous Improvement and Respect for People.  In Toyota, Respect for People extends past the staff of the company to the community.  Toyota strives to assist the communities where we live and work by supporting local organizations focused on the areas of environment, education and safety.  They believe this is there social responsibility and part of their long term (50 years or more) thinking.


In my experience Toyota and other Japanese manufacturers have given us a powerful business system in Lean Thinking.  This selfless sharing has transformed manufacturing in the US and around the world.  Maybe it is my personal connection but I feel we have this opportunity to give back in their time of need.

I encourage you to consider donating to the American Red Cross.  There are a number of other organizations that you can donate to as well.  It is important to pick a charity that has worked on the ground in Japan for a long time to avoid getting scammed.


Show your support for the Japanese people by practicing the important Respect For People principle.  Many of my colleagues in the Lean community have advocated support for Japan demonstrating we truly our a community.

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12 Ways to Start Building a Continuous Improvement Culture

Last week, Jeff Hajek from Gotta Go Lean Blog and myself gave a webinar on building a continuous improvement culture. We highlighted 12 areas of focus based on our experience implementing and teaching Lean thinking. Here are the slides from this webinar:

12 Ways To Start Building a Continuous Improvement Culture

View more presentations from Tim McMahon

Personal Kanban Kaizen - It's all Digital

In two earlier posts I wrote about the benefits of a personal kanban and showed my first kanban system. One of the weaknesses of this board was the lack of portability of the system with the amount time I spend out of the office.  So I have created digital personal kanban system.

LeanKit Kanban allows you to create a virtual kanban system online.   Their software makes it easy to customize your own kanban board, add color, dates, and more.  They offer several pricing options to meet all your needs from personal to team editions.  The free personal option only allows you to create one kanban board.

Here is the kanban board I made to manage my tasks.

The layout is pretty simple.  If you remember my previous non-digital board I used the following rules to create my personal kanban:

1) Establish Your Value Stream – The flow of work I chose was Backlog, This Week, Today, and Done.

2) Establish Your Backlog – I put every task onto a post-it-note, if the task had a due date I put that on the note as well.

3) Establish Your WIP Limit – I limited my Today column to 3 and therefore limited my This Week column to 15

4) Begin to Pull – As I work on the Today column I pull new tasks into Today.

The built in visuals are a great feature of this kanban.  The color coding helps me manage all aspects of my life in one place.  I use the colors to organize the following grouping of tasks:

Tan - work related tasks: projects, kaizen events, data analysis
Green - personal tasks: kids activities, home projects
Blue - A Lean Journey Blog tasks:  new posts, website maintenance
Red - AME tasks: new workshops, social media posting

If tasks are date sensitive that can be added to the the card and a visual date shows in the bottom right of the card.  When you move the cursor over the task the date is visible.  The date starts out yellow and then turns red if your task is behind.  You can see I was behind a couple on my board.

The software offers a number of analytics to help you understand how well you perform.  I have not really used this information yet to improve my system but it is there.

As I mentioned in the previous system I use this for tasks that take about 1-2 hours.  For smaller tasks I also use a digital system.  I use Google Tasks which is a simple To Do List.  I prefer this over other electronic To Do Lists for the following reasons:
1) It is simple to use.
2) It integrates with my calendar Google Calendar.
3) It is available on my Android phone.
4) I have created 4 lists which match the categories of my Kanban board.

Here is what is looks like in my calendar (which is also color coded), on far right side is the tasks.  There is a tasks shown due on Tue 3/8 for example.

So how do I make this all work. Well, at the end of each day I spend about 15 minutes planning for the next day. It is scheduled on my calendar. I start with the kanban board by looking at what i completed today. Then I look at the This Week area and move 3 items I need to do tomorrow into the Today column. At the end of the week I plan the following week by looking at my backlog of tasks. Also, in this 15 minutes I look at my Google tasks (generally on my phone) and update the list. I pick 3 things I must do the next day and prioritize them as such. As I go through the day i will add tasks to the tasks and kanban board as they come up. This help me keep from losing those thoughts. Since it is digital it only takes a few seconds.

My most productive time is in the morning and generally my most available.  I start with my kanban tasks (at least the first one) and then move to the Google tasks.  I should mention I generally don't check email first thing.  I tend to look at email only 3-4 times per day.  This usually includes a visit to facebook and twitter since I manage several social channels.  I eat lunch in the office most days and use this time to visit all those blogs I highlight once a month.  Learning is a great way to spend my lunch time.

This system isn't perfect but seems to work for me. Hopefully it makse you think about your productivity. In the spirit of continuous improvement and continuous learning share your personal productivity system and advice in the comments here. 

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Lean Quote: Motivation Tips for Managers

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.

"An employee's motivation is a direct result of the sum of interactions with his or her manager." — Bob Nelson

Managers should remember that people act from motives, and motives come from within, not without, the individual.  A motive is that within the individual which incites that person to action.  This means, in effect, that all motiviation is "self-motivation."  This being true, the job of the manager is to help people find ideas, which will act as inner impelling forces directed to useful ends.  It is the manager's job to get people to want to do that which needs to be done, rather than feeling they have to do it in order to justify their retention on the payroll.  Here are some reliable ways to do this:

1. Be genuinely interested in them.
2. Get them to see the end results of purposeful, dedicated, consistent effort on their part as it relates to their future and the advancement of their careers.
3. Provide them with goal-oriented job descriptions.
4. Utilize incentive programs, which will have purpose and meaning for them.
5. Show them how they fit into company goals and the related importance of their work.
6. Give them deserved praise and meaningful recognition.
7. Keep them achieving.  Achievement is, in iteself, a great motivational factor.
8. Help them set goals, which will coincide with those of the company.
9. Get rid of "dead wood."  Productive workers are more productive when every person contributes to the team effort.
10. Help them acquire and maintain a spirit of achievement by careful planning and organizing their efforts directed toward attainment of meaningful results.
11. Help them set and achieve self-improvement goals.
12. See to it that they get the acceptance and approval they need to satisfy their thirst for recognition and a feeling of importance.
13. Help them attain a conviction that they are accepted and approved, and that in your estimation, they appear in a favorable light.
14. Show them how and why they are doing useful, worthwhile work.
15. Tell them about their progress.  This they want to know.
16. Listen with interest to their triumphs, their problems, their ideas and their grievances.
17. Show them how they can get what they want by meritorious performance.
18. Never neglect them, ignore them, forget them.  This is one of the worst mistakes a manager can make in handling people.

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FastCap Comedy: Fix What Bugs You

I have talked about FastCap and their improvement videos here before.  Now there is a bit a humor from the folks at FastCap.



While this video is a little bit comedic there are still valuable lessons to be learned:
1.  Fix what bugs you - make your job easier.
2.  Go to the shop floor - the Gemba is where problem solving occurs.
3.  Work can be fun - make improvement enjoyable if you want more.


There is a great deal that we can all learn from FastCap.  They have over 250 videos on their YouTube Channel FastCapTV. Many are about small daily improvements from the shop floor fixing what bugs them. Take some time to review these.