Lean Quote: Legendary Advice From a True Visionary

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.

"Because the people who are crazy enough to think they can change the world are the ones that do." — Steve Jobs

‎The world has lost a great man. Steve Jobs opened the doors of innovation in a technology world that deeply needed it at the time. His views on the internet, business and life in general truly inspired millions of young people worldwide. To pay tribute to this visionary man, I wanted to share some of my favorite quotes...

On Contribution: "Being the richest man in the cemetery doesn't matter to me … Going to bed at night saying you've done something wonderful … that's what matters to me." - Wall Street Journal 1993

On Instinct: "You have to trust in something – your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life." - Stanford commencement speech 2005

On Simplicity: "That's been one of my mantras: focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it's worth it in the end because once you get there, you can move mountains." - Business Week 1998

On Saying ‘No’: “It comes from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.” - Business Week 2004

On Courage: “Because the people who are crazy enough to think they can change the world are the ones that do” - Apple poster 2001

On Innovation: “Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.”

On People: ”My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better.” - Fortune 2008

On Life: “Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” - Speech at Stanford University 2005

On Death: “Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose.” - Speech at Stanford University 2005

Many don't realize but Steve touched all our lives. He inspired so many to be so great. His legacy will be forever etched in the technology world but his legacy to me will be that he lived his life doing the things that were important to him. 

What will you remember most about Steve Jobs?


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Don't Blame the Tools

At the Northeast Shingo Prize Conference last week my friend Jamie Flinchbaugh gave the closing keynote presentation. Jamie's talk was about the role of the manager in problem solving.

The role of the manager is not to solve all the problems but to build the systems capable of solving problems at every level.

One of Jamie's early points in his address was that he has never seen an organization fail from the problem solving tool, they fail because the don't know how to use them. He said its not PDCA, DMAIC, 5 Why's, 8D, fish bone, affinity diagrams, shainin, etc. that is important but rather the thinking and understanding of the problem.

My friend Stuart Ritchie from 1.00 FTE had a comic illustrating this point quite well on Friday.

Jamie explains that all problem solving methodologies are essentially comprised of 4 elements:

1. How we define the problem, which establishes how we will solve it.
2. Establishing what the current reality is from asking the right questions.
3. Define the problem solving process (which must be defined by management):
1. Define when we have a problem (i.e. threshold).
2. Define how to surface problems.
3. Define who to surface problems to.
4. Define how we respond to problems.
4. The behaviors that support problem solving.

For more details on these points here is a copy of Jamie's presentation from the conference:

25 problems presentation_jamie_flinchbaugh

View more presentations from Jamie Flinchbaugh

As Mark Graban said to me last week "do the necessary work." Don't just use the tool. The point of problem solving is to learn to think and adapt to the every day challenges that prevent you from adding value. Therefore you must solve your problems and not copy someone else's solutions. It is through discovery that we truly learn.

It's not the tool that is holding you back it is how you use it.

The Practice of Lean and the Marshmallow Problem

At the Northeast Shingo Prize Conference I had the pleasure to meet Mike Rother, author of Toyota Kata.  If you haven't read his book or reviewed his material online you are missing some valuable learning. During Mike's presentation he talked about Lean as a practice of continuous learning through discovery and experimentation. This is what Mike explains from his research on Toyota as Kata. He used a familiar example of the Marshmallow Challenge to explain the differences in how we solve problems. Mike makes the point that those who are constantly discovering, learning, and adapting (kata) meet the challenge to solve problems more effectively.

For those of you that are unfamiliar with the Marshmallow Challenge Tom Wujec presents some surprisingly deep research into the "marshmallow problem" -- a simple team-building exercise that involves dry spaghetti, one yard of tape and a marshmallow.

The Marshmallow Challenge is a remarkably fun and instructive exercise that encourages teams to experience simple but profound lessons in collaboration, innovation and creativity. Mike Rother teaches that these lessons are essential elements in the practice of Lean. As a Lean practitioner I think Mike is spot on.

Northeast Shingo Prize Conference - Made in America Recap

Last week I had the pleasure to attend the Northeast Shingo Prize Conference hosted by my friends at GBMP.  The conference was conveniently located in my backyard of Springfield, MA. The theme of this years conference was "Made in America" and as Bruce Hamilton put it "Lean is the means by which we can stay globally competitive in our region."

The conference has been a great way to recharge my batteries along the Lean Journey.  There was more than 600 Lean thinkers learning and sharing their know-how.  I'd like to share some of the learning from this invigorating experience with you.

John Shook got the conference going with the opening keynote address.  While John advocates making things where you sell them he says to look at the total cost to avoid the outsourcing lie.  John says the Lean community has a real problem of copying solutions instead of learning to solve problems.  TPS is about Trust. Put in a system you can trust.  Trust people to do their best and trust them to do it right. It is only then we can abandon our safety nets.  Part of the manager's role is to create out of standard conditions so we can learn to improve.  John says Lean is about optimizing our process so there are no shorts (Don't starve the customer) and no overproduction.  It is not about cost cutting but rather systematic total cost reduction.

Dr. Sami Bahri, the Lean Dentist, talked about Lean as an evolution not a revolution. He advocates not improving within the system but rather changing the system altogether.  We can't eliminate waste randomly it needs direction and scope.  Single piece flow is the direction to the customer.  The enemy is our departments of functional silos not our variation in demand.  We need to synchronize our departments.  Lean is a balance of social and technical elements of which people is the most important ingredient.

Mike Rother and Meryl Runion combined for an entertaining lesson on coaching.  They say Toyota hires for teachability. Don't miss an opportunity to develop a person.  This means as a manager you need to let your people practice.  Avoid adding a little to every situation because then you don't know the capability of your people.  Rother says there is no such activity as eliminating waste.  There is only an iterative process of improvement/problem solving.  Waste elimination is not the goal of Lean but rather the result of continuous improvement.  Excellence takes practice.

Alan G. Robinson gave some advice on the success of idea driven companies.  National statistics show that while we generate about 1/2 and idea per person per year only about 1/3 of those are implemented.  That equates to only 1 implemented idea per person every 6 years.  This leaves an enormous potential if we learn to tap into these ideas.  Alan says that idea systems are not suggestion systems.  It needs to be a system that allows all employees to act on all the problems and opportunities that they see.

Mike Rother talked about his way of thinking that he captured in Toyota Kata.  The managers job is to develop people.  Once we think we know the answer "we get on rails" as Mike calls it.  Essentially we stop looking for answers and stop PDCA.  Lean is about learning to improve and adapt. Creative learning and discovery sets us apart.  Focusing on results is an implementation orientation by which we are assuming the path to the desired condition is clear.  Mike says companies need not focus only on core competencies but also core in-compentencies. Managers must innovate, create, and adapt and that we must practice this way of thinking every day.  This can only be done through coaching at all levels of your organization.

Jamie Flinchbaugh had the conference closing keynote address on problem solving.  We take problem solving as common places so we never examine our process for improvement. Managers need to look at problems in the organization systematically.  Organizations don't fail because of the problem solving method they use.  They fail because the don't know how to use them.  Manage must define when there is a problem, how to surface problems, who to surface to, and what the response will be.


For me the key take-a-ways for making Lean in America are:

• Build trust in your employees, suppliers, and customers.
• Our job is to develop our people.
• Coaching is the means we develop people with our processes.
• Excellence takes practice.
• It is not about waste elimination but rather continually improving, learning, and adapting to our customer's problems.
• Tap into the invisible waste of un-implemented ideas.
• Once we stop discovering we stop learning.
• Focus on "how" to improve not "what" to improve.
• Manager must define our problem solving process.
• Don't improve the "traditional" system change the system.

In the next few weeks I will have some other posts on some other lessons I learned at the conference this year.  

Mark your calendar for next years conference at  the DCU Center in Worcester, MA on September 25 & 26, 2012.  You can check out the details at the Northeast Lean Conference.

Lean Quote: Success Means Having Determination

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.

"Success means having the courage, the determination, and the will to become the person you believe you were meant to be." — George Sheehan quotes (American physician, author and running enthusiast, 1918 - 1993)

Remember this formula, write it down some where in your house or place of work, in your note book or diary, in your memory, or in your computer:

Success = Idea + Determination.

Idea - Determination = Wishful thinking, fantasy, a waste of time and valuable resources.

Many people have great ideas, but don't have the determination to see it through.

Without determination, success is just but a far away dream. It is the force originating from within you that seeks to bring out the potential in you and drive you to your destiny.

It is the desire of many to achieve success but a determined person is never satisfied until he gets what he is after. Determination is what motivates one to strive and work hard towards success; therefore without it one tends to walk blindly and without purpose.

Take up a project or goal only if you are sure that you have the will and the energy to go ahead with your plans, whatever may be the difficulties, obstacles, and complications in your path.

Just how determined are you?

Answer that for yourself and really take a good look at your reasons for starting that idea in the first place. Because if your focus and determination lack drive, the necessary skills or bucket loads of patience you will ultimately fail in your personal quest, whatever that may be.

The commitments you make and the actions you take with enthusiastic determination will bring you the success you are now envisioning.



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Steve Jobs: How to Live Before You Die.

Yesterday, we lost a great innovator and visionary. Steve Jobs, co-founder of Apple, died at age 56 after battling cancer for several years. In memory of Steve and his innovations that have changed our lives I wanted to share this video:


Drawing from some of the most pivotal points in his life, Steve Jobs, chief executive officer and co-founder of Apple Computer and of Pixar Animation Studios, urged graduates to pursue their dreams and see the opportunities in life's setbacks -- including death itself -- at Stanford University's 114th Commencement on June 12, 2005.





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5 Tips for Making the Most Out of Your Conference Experience

In a few days, I will be attending one of the best Lean Thinking conferences in New England, The Northeast Shingo Prize Conference. As I prepare for the conference this year I thought I would share some tips on making the most out of your conference experience.

1. Before the conference.
As Dr. Stephen R. Covey (author of the international bestseller The 7 Habits of Highly Effective People) would advise: “Start with the end in mind.” Make concrete connections between the value the conference represents and your personal and professional goals. Outline several detailed goals that you are committed to and keep them in mind throughout this process. Explore the conference schedule. Be selective and strategic about your planning schedule. Begin by focusing on areas relevant to your interests.

2. Attend the sessions, listen, and learn.
Remember the focus of the conference. Whether it’s to meet new people with common interests or take advantage of being in a learning environment. Come prepared to learn. Listen to peers in conversations. Attend and participate in sessions. Soak up what you hear and learn to improve your business or yourself.

3. Network, Network, Network.
Conferences are a great opportunity to meet new people who have your similar interests, new and different ideas and great feedback for your business. Have a positive attitude, a stack of business cards ready to mingle, strike up conversations and start meaningful relationships.

4. Distill every talk down to one key takeaway.
Every presenter at a conference has his or her own style. Some people tell a story, sometimes there is a video or set of images, and sometimes there is a full slide presentation. Given our short memories and the great amount of stimuli, it is important to distill each presentation down to a central point. After each presentation, ask yourself what struck you, what did you learn? Perhaps there was a specific tip that you could adapt in your own work - or some piece of counterintuitive advice that really resonated.

5. Follow-up.
Organize any materials that you collected at the conference. Make a list of the new things you learned at the conference and write down one strategy for each idea that outlines how you’ll incorporate what you learned in your daily work. Write up a summary of what you learned at the conference and share it with your supervisor. Offer to present a session or workshop on a particular topic to your co-workers. Follow up with any new contacts you made at the conference to continue the discussion.

Lastly, you should review the conference. While it is fresh in your mind, consider what worked well and what didn’t. Think about what you’d do differently if you attended again. Make a few notes for yourself that you can refer to when planning to attend again.

Hopefully, I will see some of you soon at a conference near you.



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