Lean Quote: What Gets Measured Gets Done So Do it Right

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.

"What gets measured gets done. Make sure you are measuring the right things!" — Peter Drucker

It is not enough to simply create a numeric measure. The measure should accurately reflect the process. We use metrics to base decisions on and to focus our actions. It is not only important to measure the right indicators, it is important to measure them well.

Choosing the right metrics is critical to success, but the road to good metrics is fraught with pitfalls. As your endeavors to become more metrics-driven, beware of errors in the design and use of metrics.

Common mistakes include:

• Metrics for the sake of metrics (not aligned)
• Too many metrics (no action)
• Metrics not driving the intended action
• Lack of follow up
• No record of methodology
• No benchmark
• Underestimation of the data extraction

Although there may never be a single perfect measure, it is certainly possible to create a measure or even multiple measures which reflect the performance of your system. If the metrics are chosen carefully, then, in the process of achieving their metrics, managers and employees will make the right decisions and take the right actions that enable the organization to maximize its performance.


 

Fight Workplace Woes With On-The-Job Training

If you notice a decline in employee enthusiasm, it may be more than just spring fever in the air. Low morale is typically a symptom of something more serious than temporary mood swings or day-to-day conflicts among your employees. But fear not: one of the simplest and surest ways to lift employees’ spirits is to conduct empathetic and supportive on-the-job training.

On-the-job training helps fight low employee morale. This infographic from Compliance and Safety explains how and provides several tips for effective on-the-job training.

Featured By: C&S safety videos

Meet-up: Guy Wallace

Today, on the meet-up I am happy to introduce fellow ASQ Influential Voice Blogger Guy Wallace. Guy has been helping companies with performance improvements for over 25 years.  He shares his experiences and expertise on his blog. I've been fortunate to get to know Guy this past year because of our involvement with ASQ. Now you have a chance to meet Guy as well.



Who are you and what do you do?
I am Guy W. Wallace, a CPT - Certified Performance Technologist, and external consultant since 1982 in the areas of Instructional Design and Performance Improvement. I am also a past Board Member and President of ISPI - the International Society for Performance Improvement, and a co-founder of the local chapter, ISPI Charlotte.

How and when did you learn Performance Improvement?
In my first job out of college in 1979 I joined a Training department where my co-workers were into Performance Improvement as one of the ultimate criterion for Training Learning Measurement, and were members of NSPI (now ISPI). I joined the local chapter immediately and attended my first annual NSPI Conference (of 31 attended) back in 1980.

How and why did you start blogging or writing about Performance Improvement?
I began my Blog in 2004 but really got serious about it in 2007, and moved it from one site to another in 2009. I have a history of publishing going back to 1984 (in TRAINING Magazine) as a way to share with others - as so many have done knowingly or unknowingly for me - and I also learn a great deal from the process of organizing my own thoughts for others. So many have taught me directly or indirectly that I have felt the need to pay it forward.

What does Performance Improvement mean to you?
Use of Evidence Based Practices to improve performance at the individual level, the process level, the organizational level and the Societal level for Measured Results, in meeting Stakeholder Requirements.

What is the biggest myth or misconception of Performance Improvement?
Where to start? There are so many. They include the use of Subject Matter Experts in gathering information and insight, designing Instruction and Information for Learning Style preferences, clarity of expectations being the number one lever for performance improvement (I think it is a clear, defined process that is proven to meet stakeholder requirements).

What is your current Performance Improvement passion, project, or initiative?
Finishing up a new book on Learning Paths for those following my PACT and EPPI methods. PACT are my Instructional Systems Design methods, processes, tools and techniques. EPPI are my Performance Improvement methods, processes, tools and techniques.

Lean Defined by Paul Akers

In this new video by Paul Akers, he takes some time define Lean.  It is not about efficiency or killing muda.  Lean is about 2 elements: 1) Learning to see waste 2) Eliminating waste with small continuous improvement with everything endlessly. You can't be "Lean".  Lean is a journey. The big Muda that starts the waste cycle is over-production, as it causes all the other wastes.

Lean is seeing the eight wastes and then eliminating them through deliberate, consistent, endless, relentless, fanatical continuous improvement of everything you do everyday for the rest of your life to serve your customer. 

Paul says this is the most important video he has produced.  What do you think?

Don’t Let Lean Myths Stand In Your Way

Lean thinking has been around since the early 90’s. Despite this fact true Lean thinking still evades many. There continues to be stories in the news about company’s misfortunes mistakenly attributed to Lean implementations. If we truly want to improve our businesses we must dispel these myths so the real power and benefits of Lean can be known.

Here are 5 big misconceptions about Lean and my rebuttal:

Lean is only about cost reduction.
First and foremost, Lean is about value — a bigger and more inclusive concept than mere cost. That is antithetical to genuine Lean process, the simplest definition of which is the continual pursuit, identification, and removal of waste in product and process. Waste is anything that does not contribute value — anything the customer will not willingly pay for. Traditional cost cutting occurs in silos, without regard to who is affected upstream and downstream. These impacts cannot just negate the initial cost reduction from the unilateral approach, but exceed them. Lean examines each process, internal and external, finding and removing the waste, and reducing cost while maintaining the health of all constituents.

Lean makes employees feel like robots.
People are often concerned that Lean efforts, including standardized work, will turn them into unthinking robots. Many Lean methods are used so that abnormalities are clearly visible and therefore can be reacted to. It is not about mindless conformity. Lean creates a baseline so improvement can occur by freeing up mental capacity from doing the routine in order to think about how the process could work better. A truly Lean culture respects people and engages them in continuous improvement.

Lean is just about applying tools.
This is a myth perpetuated by less than knowledgeable leaders. Most companies miss the point that 90% of Lean is about people and culture change and only 10% is about the tools. They expect Lean to be the “silver bullet”, which, even if it does not solve all their problems, will at least aid in short-term gains. There are thousands of Lean tools, because each problem requires its own unique tool to help solve it. People are needed to solve problems. Tools don’t apply themselves. Basically, leaders have to learn to think differently and see their customers and business differently, that’s people development, not tools development.

Lean is something you do in addition.
Lean is not about the destination but the direction or path you take toward this idealistic place. Lean is not something you check off your "To Do List". It is about the constant, persistent, even relentless pursuit of improving your current situation. Usually, it means doing something you haven’t done before because your old habits will not work in your new system. Lean is not technique you apply to your business system but rather a methodology that replaces your business system.

Lean means no inventory.
Lean doesn’t mean ZERO inventory. It means the right inventory at the right time at the right quantities and in the right place. Every company needs buffers, but they must be well planned and controlled. As anybody who has spent some time in a manufacturing plant will tell you, operating without buffers is a sure recipe for disaster. Low inventories are commonly linked to Lean because many organizations are able to reduce inventory levels due to practicing Lean Thinking. But "true" Lean Thinkers understand lower inventories are a resultant of a process improvement not a solution to a problem.

Unfortunately, there are many more myths regarding Lean thinking and methodology. As a Lean practitioner and voice in the community I feel a sense of importance to dispute these myths so that others can learn what Lean is really all about. Please, help contribute to this mission by sharing yours thoughts on Lean myths below.

Lean Quote: The dogmas of the quiet past are inadequate….

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.



Today's Lean Quote is courtesy of my friend Christian Paulsen. Christian is an Executive Consultant with 20 years of Lean Manufacturing. Chris adds value to organizations by driving process improvement and bottom line savings. Chris intends to help others by sharing the lessons learned after a quarter century of operational leadership, marriage, parenting, and even longer as a Cubs fan. He blogs at Lean Leadership and can be found on Twitter as http://twitter.com/chris_paulsen.

Meet-up: Gregg Stocker

Today I am pleased to be able to introduce blogger Gregg Stocker. Gregg is the author of the blog Building a Fast & Flexible Company. He is a Lean consultant and accomplished book author. Gregg has a practical sense that makes his posts easy to relate to. He is frequently highlighted on the monthly round-up because of this. 



Who are you and what do you do?
My name is Gregg Stocker and I am a lean advisor for an oil and gas producer supporting the lean deployment within the unconventional (shale) oil business. Throughout my career, I have worked in a variety of positions and industries, including serving as Managing Director of a polymers manufacturing and service company based in The Netherlands, Director of European Operations for a U.S. company, and Global Quality Director at an instrument manufacturer. 

I wrote the book, “Avoiding the Corporate Death Spiral: Recognizing & Eliminating the Signs of Decline” (Quality Press) and contributed several sections to the recently released “Lean Handbook” (Quality Press).

How and when did you learn Lean?
I had a class during my senior year at Michigan State University on W. Edwards Deming's system of management (I won’t say how far back it was but well before this stuff was en vogue). I'm from Detroit and saw firsthand how destructive the traditional style of management was, so Deming's message struck a chord with me. It also helped me get a good foundation before I got into the workforce and picked up some of the bad Western management practices.

How and why did you start blogging or writing about Lean?
I want to help organizations improve but more than anything, want to help people get more enjoyment out of their jobs. This led me to write "Avoiding the Corporate Death Spiral," because better leadership creates stronger companies and happier employees. 

After I wrote the book, I continued to learn and had more to say, which led me o blogging and public speaking. I also have learned so much from other bloggers over the years that I feel compelled to give back by continuing to blog, speak, and write books.

What does Lean mean to you?
This is a very difficult question to answer because lean covers so many aspects of a business. I guess if I had to boil it down to a simple answer, I’d have to say that it deals with the journey to absolute perfection. Everything we do as part of a lean journey – improving flow, continually improving, valuing employees, PDCA-thinking, etc. – is related to the drive toward perfection. 

The actions of many organizations on the lean journey demonstrate that they don’t understand that it’s about striving for perfection. Talking in terms of solutions - not celebrating “failed” improvement efforts, looking to competitors for benchmarks or to set objectives – are signs that the process fail to truly transform the organization and any gains made will most likely be short-lived.

What is the biggest myth or misconception of Lean?
There are so many . . . If I had to pick, I could probably narrow it down to two. The first is that lean is common sense. I think of this is an excuse made by people who don't want to do it. For example, common sense will lead most people to think that running large batches of products and creating inventory will improve performance because of long setups and uneven demand, but a lean mindset will tell you just the opposite. 

No matter how far an organization has gone with its transformation, there are natural forces to pull it back to the pack. Lean will never be sustainable on its own. 

The second myth is that lean can be delegated. Transforming an organization absolutely requires commitment and involvement of leaders - not just support. Without a strong level of commitment, there will be too much friction between those who buy into and are involved in the transformation and those who don't or are watching from the sidelines.

What is your current Lean passion, project, or initiative?
I’m writing my next book on organizational transformation. Lean is a complex subject and I’ll continue to look for ways to convey the message in a clearer and more concise manner. 

I’m also continuing my effort to bring a lean mindset to the oil and gas industry. Lean is a new frontier for E&P companies and its exciting to be a part of the transformation.