Lean Quote: It Can Be Difficult, Perilous, Even Uncertain Leading Change But Six Elements Can Create Success

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.

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." — Niccolo Machiavelli, The Prince (1532)

Many think culture creates successful results but the contrary is true. Changing the culture of an organization requires effective management. There are six C’s for effective change management that anyone who has influence and accountability for team success should possess:

Commitment – Empathy and support from the top levels with the ability to persevere through the inevitable resistance to change. The willingness to assign good personal and the time and money required for the improvement effort.

Communication – The skill to communicate to the entire workforce on how, when and why change is going to occur, combined with the ability to gain their input, ownership and buy-in. Clear and frequent communication is the key to dissipate uncertainty and fear.

Consensus – An agreement on the best path to take forward for success. Involvement of the people concerned to create ownership and alignment of vision. The greater the connection to the change the greater the willingness to change will be.

Consistency – People need to understand that this is not just a fad that will pass, but that you are serious about sticking to it. Repeated desirable thinking, behaviors, and practices form the basis of an organization’s culture.

Cultivation – Encourage and foster learning and teaching at all levels in the organization. Refine the culture of the organization as needs and opportunities change. Make the change relevant to everyone within the organization

Constantly – Regular uninterrupted activity is required for all people in the organization for all the C’s above. Always looking to improve all aspects of what we do to add value and eliminate waste.

The effectiveness of change (E) is the product of the quality of change (Q), time the acceptance of change (A) : E = Q x A. Excelling in either quality or acceptance is not all it takes; both factors complement each other.

There is no quick solution for changing the culture of an organization. With effective management to focus on the quality of change and the six C’s to aid in the acceptance of change you will be well on your way to transforming your organization. Having the ability to master these six characteristics is the embodiment of a highly effective and successful leader.

Manufacturing Day, A Day to Celebrate the Importance of Manufacturing

Manufacturing Day is a time set aside to highlight the importance of manufacturing to the nation’s economy and draw attention to the many rewarding high-skill jobs available in manufacturing fields. This year, Manufacturing Day will be held on October 5, 2012.

The Manufacturing Day effort is co-produced by the Fabricators & Manufacturers Association, International (FMA), the U.S. Commerce Department’s Hollings Manufacturing Extension Partnership (MEP), the National Association of Manufacturers (NAM) and The Manufacturing Institute, and has earned the support of dozens of regional and national manufacturing organizations. A Lean Journey Blog is proud to endorse this years Manufacturing Day.

Through open houses, public tours, career workshops and other events held at participating facilities on Oct. 5, sponsors hope to introduce as many people as possible to the important role played by manufacturing both in local communities and for the nation. The grassroots events will also introduce manufacturers to business improvement resources and services delivered through the U.S. Department of Commerce’s Hollings Manufacturing Extension Partnership (MEP) a network of more than 400 affiliated centers across the country.

Studies by the nonprofit Manufacturing Institute and others show that almost 80 percent of Americans believe manufacturing is important to our economic prosperity, standard of living and national security. Yet only 30 percent would encourage their children to go into manufacturing as a career.

With the gap growing each year between the skills students learn in school and those they will need on the job, it is increasingly difficult for manufacturers to find and hire qualified employees. By promoting Manufacturing Day, manufacturing associations and other organizations led by MEP centers and the FMA said they want to remove some of the myths surrounding manufacturing. For example, manufacturing is a solid, long-term career choice for qualified candidates—including the young people who will form the workforce of tomorrow, and it is a vital part of our economy.

“Manufacturing Day will be the ‘coming out party’ for U.S. manufacturers all across the nation,” said Ed Youdell, president and CEO of the FMA. “October 5th is dedicated to celebrating the great work and innovation of the 12 million men and women who make the United States the world’s largest manufacturing economy. FMA and MEP centers are encouraging their members and manufacturers to open their doors to their local school kids, community college students, press, and job seekers so that they can see firsthand the safe, high-tech and innovative work environments that await the best and brightest who pursue careers in manufacturing.”

To learn more about Manufacturing Day, log on to www.mfgday.com or call 888-394-4362. Organizations that wish to become involved as official sponsors of this program should call 888-394-4362 or email info@mfgday.com.

Meet-up with Karen Martin

On the Meet-up today, it is my pleasure to introduce Karen Martin,  consultant and author of The Outstanding Organization. I have know Karen for several years. She has a wealth of experience that has been helpful over the years. Karen does a number of webinars a year, publishes a nice newsletter, and entered the blogosphere recently. I think you will enjoy what Karen has to say. I know I do.

Who are you and what do you do?
I’m Karen Martin and I’m a business performance improvement consultant. I use that title rather than a Lean-specific title because I view Lean as a broad spectrum management philosophy, not merely an operations design strategy. However, I’m not entirely comfortable with “consultant” because I don’t operate as a traditional “I’ll-tell-you-what-to-do” consultant. I’m more of a facilitator, coach, and teacher than anything, but clients don’t often understand what that means. So, for familiarity, I stick with “consultant.”

I started my consulting practice in 1993 after I successfully built and managed operations in hospitals, clinical laboratories, and health insurers, a period during which I became enthralled with all-things-Deming.

As a consultant, I initially specialized in healthcare. Since diversifying in 2000, I’ve worked with clients in nearly every industry and at every stage of transformation. Engagements range from clients who are just beginning the Lean journey to those who are mature but want to deepen their understanding and accelerate results, re-invigorate their journey after stalling, or develop their leadership and/or internal improvement teams.

How and when did you learn Lean?
I guess you could say the late 80’s—if you consider Deming to be the forefather of Lean. I was introduced to “Lean” in 2000 when I took a brief hiatus from consulting to serve as the interim Director for San Diego State University’s Institute for Quality and Productivity. At that point, I had never stepped foot in a manufacturing setting. But as I sat through the Lean Manufacturing program that I was responsible for, I was instantly struck by how similar manufacturing and the service sector were—a connection that many struggle to see. And “you had me at Lean” is an understatement. Every fiber in my body knew that Lean was the powerful transformer that it has the potential to be and my mission in life became clear. I decided to dedicate my remaining career to helping others see what I saw and to reap the many benefits of adopting Lean business management practices in office, service, and knowledge work environments.

How and why did you start blogging or writing about Lean?
I began teaching at the university level when I was only 26 and have always enjoyed teaching, whether in person, virtually, or in written form. One of my strengths as a teacher is helping people convert theory into practical application and simplifying complex concepts. In terms of writing, I’ve always been drawn to it. I was our high school newspaper editor and won the journalism award. And, at one point while living in L.A. and being surrounded by screenwriters, I aspired to be a thriller writer. I have 1.5 completed novels under my belt. But writing fiction—especially thrillers—is very hard work and a tough sell. So I turned my proverbial pen to business and am deeply satisfied with that transition.

What does Lean mean to you?
To me, Lean is about doing more with less. Simplifying. Having unbridled respect for your “customer,” whether a paying customer, an internal customer or even a “customer” at home. It’s about innovating 24-7, seeking and telling the unvarnished truth, and seeing the world through a holistic lens. Seeing similarities before differences. Getting rid of anything that doesn’t matter and doesn’t add value. To Lean is a life philosophy, not merely a business management approach.

What is the biggest myth or misconception of Lean?
There are many. I guess the biggest one is that it’s about tools and process design versus what it really is—a method for managing one’s business from finance to operations, from HR to IT, from supply chain management to organizational design, from recruiting and onboarding to how meetings are run. Other misconceptions include a series of absolutes that aren’t always true, such as “batches are bad,” “all work should be standardized,” and “adding steps to a process is wrong.” And then there’s the one that drives me absolutely crazy: “Lean is about speed (or waste reduction) and Six Sigma is about quality.” Ah, no.

What is your current Lean passion, project, or initiative?

I’m currently in the throes of promoting my latest book, The Outstanding Organization, and am managing a full client load, one of which is a complete transformation. And I’m starting a new book with Productivity Press that I’ve been avoiding for years. It’s a how-to for creating value stream maps in the office/service sector, and I’m thrilled that Mike Osterling has agreed to co-author it with me. We really need a book on the subject out there and I gave up waiting for someone else to write it. My next hard cover “idea” book is also crystallizing. I plan to begin writing it in February. Life is good.

Daily Lean Tips Edition #35

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature 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.  Another great reason to like A Lean Journey on Facebook.

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 #511 – Show Respect for People: Be clear in your communication.

When you express goals or explain projects, be sure the employees really understand what you are asking for. If the goals are unclear then the employees are not sure what they are being asked to do.

Lean Tip #512 – Show Respect for People: Eliminate barriers, restrictions and layers of protocol.

The more steps, individuals, policies and departments employees have to work through to get results, the more frustrating and disempowering things actually are. Use cross-training, multi-department teams and projects, and trainings to help break down the boundaries and barriers that may exist between employees and departments.

Lean Tip #513 – Show Respect for People: Allow employees to suggest better ways of getting their jobs done.

Ask for employee suggestions for other ways of getting the task or project accomplished. Listen and be willing to really hear the employees' comments. Employees hate to have no input and be told exactly how to perform their jobs, leaving no creativity.

Lean Tip #514 – Show Respect for People: Show you have trust in your employees.

Allow them to make mistakes as a form of learning. Show that it is really OK to make mistakes. Trust that people have the right intentions and will make the right decisions, even if they are different than your own. Let them know you really support their decisions.

Lean Tip #515 – Show Respect for People: Encourage and reward improvement and innovation.

Employees may be afraid to offer insight and new ways of doing things because the company culture doesn't support them. If you really want to empower employees, you'll need to create a company culture that encourages and rewards innovation. You may start by asking individuals to look for ways to improve efficiency, output, safety, etc. in the tasks they perform every day.

Lean Tip #516 – Show Respect for People: Listen. Listen. Listen.

Do you do most of the talking? Be open to communication and ask your employees questions. They can demonstrate what they know and grow in the process.

Lean Tip #517 – Show Respect for People: Share leadership's vision.

Help people feel they are a part of something bigger than themselves or their job by sharing your company's overall vision. Tell your employees the most important goals for your organization and let them know of the progress towards those goals.

Lean Tip #518 – Show Respect for People: Allow employees to actively participate in team and company goals.

Look for every opportunity to include employees at every level of the organization, in being active participants. Employees can't be involved with one-way directives.

Lean Tip #519 – Show Respect for People: Be a coach.

The best way to empower employees is not to manage them. Coach them to success. This is a process of developing their skills and providing them specific feedback to meet high standards. Employees want to be on the same team with their bosses. Be their coach and lead the team to success!

Lean Tip #520 – Show Respect for People: The key to empowerment is communication.

Give every employee equal and direct access to information. Many companies have developed a trickle-down style of communication that alienates those employees who may not be "in the loop." The more informed employees are and the more communication is open, honest, direct and complete, the more likely employees are to feel empowered and connected to the daily operations and overall goals of their company.

Lean Tip #521 - Delegate meaningful jobs, not just the "junk" stuff you don't want to do.

Workers don't want to perform trivial tasks on a regular basis any more than you do. If the tasks are truly unimportant, maybe they should be deleted altogether. If they are necessary, consider setting up a rotating schedule so workers can take turns performing the task.

Lean Tip #522 - "Let go" once you delegate (supervisors have a tendency to over supervise).

If you delegate a task, make sure the person you give it to has the skills, the instructions, and the resources necessary to carry it out. If you don't have the confidence in the person's ability to do a satisfactory job, you shouldn't give the task to that person to begin with.

Lean Tip #523 - Show you trust your employees by accepting their ideas and suggestions.

Seek out employees' ideas on a regular basis. Employees feel ownership of a process or a task when they've had input into it.

Lean Tip #524 - Whenever possible, provide opportunities for employees to work in self-managed or self-directed work teams.

Allow these teams freedom to determine the best course of action for meeting agreed-upon goals and objectives. Employees will see firsthand the results of their decisions and feel the pride of group achievement.

Lean Tip #525 - Give credit where credit is due.

A sure way to earn distrust from employees and squelch their enthusiasm is to take credit for their good ideas and performances.

Celebrating The American Laborer!

For a lot of people, Labor Day means two things: a day off and the end of summer. However, Labor Day is a day set aside to pay tribute to working men and women. It has been celebrated as a national holiday in the United States and Canada since 1894.

Labor Day, an annual celebration of workers and their achievements, originated during one of American labor history’s most dismal chapters. In the late 1800s, at the height of the Industrial Revolution in the United States, the average American worked 12-hour days and seven-day weeks in order to eke out a basic living.

Over the years, it has evolved from a purely labor union celebration into a general "last fling of summer" festival.It’s a good thing to enjoy your last summer holiday. But it’s also a good thing to respect and honor those who didn’t have the favorable working conditions we have now. It’s a good thing to remember those who fought very hard for workers’ rights. The purpose of the holiday is to celebrate the social and economic achievements of America’s workers. Labor Day celebrates us all — our achievements and contributions to the strength, prosperity, and safety of our nation.

So explore whatever you like to do on Labor Day. But remember the original purpose of the holiday, as stated by the U.S. Department of Labor: “It is appropriate, therefore, that the nation pays tribute on Labor Day to the creator of so much of the nation’s strength, freedom and leadership – the American worker”. And we say…Amen to that!

Lean Quote: Still the question recurs “can we do better?”

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.

"Still the question recurs “can we do better?” The dogmas of the quiet past are inadequate to the storm present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, we must think anew, and act anew." — President Abraham Lincoln in his Annual Address to Congress (December 1, 1862)

Lean Leaders and Lean Thinkers should rally around this great quote from a great President. Can we do better? The answer was “YES!” which President Lincoln made clear as he exhorted all who would listen to think anew and act anew.

The answer was yes during the Civil War years and it is yes at your work site today. The harder question is “how?” How will you think and act anew? Do you need to think anew about an old issue that has been causing waste at your site? Do you need to think anew about how to make your process even better? Do you need to think anew about your problem solving methodology? Does your organization need to think anew and act anew by embarking on the Lean Journey?

Many organizations have been on the Lean Journey for some time. Many others are just starting or have not yet started. All need to think anew and act anew.

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Today's Lean Quote is by Christian Paulsen who has guest blogged a number of times. He authors the Blog Lean Leadership. Christian Paulsen helps companies optimize performance. He is a Lean – TPM facilitator and adds value to organizations by driving continuous process improvements and bottom line cost savings. Christian is a Consultant who brings 20 years of manufacturing leadership experience and Lean Manufacturing expertise.

Christian’s experience includes the use of Lean principles in Food and Beverage manufacturing plants using a variety tools. Christian successfully led Kaizen Teams with a track record of yield and efficiency gains, process improvement, cost reduction, as well as safety and quality improvement in ten manufacturing plants competing in highly competitive markets. Christian’s experience also includes the TPM Instructor Course training and leading the implementations of 5S, Autonomous Maintenance, TPM, PDCA, DMAIC, and Six Sigma.

Christian attended Purdue University on a Navy ROTC scholarship and received a Bachelor of Science degree in Applied Mathematics. After serving in the US Navy, Christian pursued a career in manufacturing with Frito-Lay, Unilever (Lipton), and Nestle USA as well as smaller private manufacturers. Christian also has MBA coursework at Lehigh and Regent Universities. Christian is a husband, father, and a follower of Jesus Christ.

Meet-up: Kaizen Notebook's Evan Durant

On the Meet-up today, it is my pleasure to introduce Evan Durant who authors Kaizen Notebook. I have been following Evan for several years. He has a great knack for applying Lean to the world around him. Evan is always challenging my thinking which is why I keep coming back to see what next.

Who are you and what do you do?
My name is Evan Durant, and I am currently a continuous improvement lead at a large technology company. I help to facilitate the use of lean thinking in operations as well as other areas in order to improve overall business results for the organization.

How and when did you learn Lean?
As a student of six sigma, I went through all of the lean training and learned about one-piece flow and such, but the light bulb didn’t really come on for me until around 2007 when the company I worked for was acquired by a very large organization with a well-established lean culture. It was then that I got to see some really interesting applications of lean in a variety of different environments, and I was instantly fascinated. I volunteering to be involved in lean transformation and took every opportunity I could find to learn about and experiment with lean principles.

How and why did you start blogging or writing about Lean?
During my early years with lean transformation I found that blogs were a rich source of information and advice. There are some phenomenal bloggers out there with a ton of experience who are willing to share their knowledge of lean and to help others on their journey. I wanted to be part of that community. Plus I really admired the discipline required to put your thoughts down in a coherent way and on a regular basis. I started blogging in 2009 and have been thrilled to be part of an international conversation on the advancement of lean thinking.

What does Lean mean to you?
For me lean (or whatever you want to call it) is really a rallying cry. It’s a directional beacon that people can understand and get behind. I’ve been part of other organizations where improvement efforts are scattershot, unfocused, and almost always locally optimized. As part of a lean organization, we may not all agree on the right way to get there, but there’s little doubt about the direction we’re going. Lean provides that direction.

What is the biggest myth or misconception of Lean?
I’m still amazed at the number of people I meet who think that lean has some ultimate conclusion. We’re going to “do lean” or “lean that out” and then move on to something else. We refer to the directional aspect of lean when we talk about True North. Well you never get to “North”. As an essentially unobtainable goal Lean provides the compass to guide your efforts, but if you think it’s a milestone or a benchmark to be achieved then you miss the real benefit.

What is your current Lean passion, project, or initiative?
Right now I’m most passionate about problem solving. We are starting to take an A3-like approach to solving problems that focuses on having a very clearly defined problem statement and then using PDCA over and over to drive to root cause. This is something that I think is sorely lacking in many organizations I’ve seen, and I’m very excited to see this rigorous and systematic approach starting to take hold. We’ve already seen some substantial and measureable business benefits from it.