Meet-up: Personal Kanban's Jim Benson

Today's guest on the meet-up guest is Jim Benson. Jim is the co-author (along with Tonianne DeMaria Barry) of Personal Kanban.  Jim and Tonianne are the ones who got me turned on to use of a kanban system for personal productivity. They wrote a wonderful book that allows anyone to visualize work in a simple system to limit activity, prioritize tasks, and focus productivity effectively. Over the last few years we have talked about personal productivity systems on a number of occasions.  I have used many of his tips in my own personal kanban system.


Who are you and what do you do?
I am Jim Benson. My partner Tonianne and I focus our work on Lean for knowledge workers. We specialize in helping people and organizations actually understand their work. We also have developed two specific Lean management patterns - Personal Kanban and Lean Coffee. Personal Kanban helps individuals and small teams see their work, limit their work-in-progress, and run visible experiments of continuous improvement. Lean Coffee is a Lean meetings tool that provides a light framework to have coherent and collaborative meetings.

How and when did you learn Lean?
I got my start in urban planning, so I used to build what A.A. Milne might have called Very Big Things. I built subways, bridges, and freeways. During that time, I gained an appreciation for the large number of moving parts some projects can have, the interfaces between the design and implementation worlds, and how to meet the needs of individuals as they worked in multiple systems simultaneously. In 2000, I started a software company that catered to the government sphere. We developed software using proto-Lean practices called “Agile Methodologies.” Agile was very helpful in getting projects completed, its strength was that it used iterative delivery to compensate for historic poor communications between developers and their customers. Once we found Agile, we looked for more toolsets to incorporate and make our processes even more adaptive. 

That’s where we found Lean, which at that time was mainly focused on manufacturing. The concepts of flow, limiting work-in-progress, and systems thinking were immediately compelling. However, it was the underlying message of respect that really caught our eye. The combination of continuous improvement with respect for workers led to immediate and exciting results.

How and why did you start blogging or writing about Lean?
That’s hard to say. I’ve been writing since I was kid, when I got my first manual typewriter. So I’ve always been writing. I would say that my first specific Lean writing would have been around 2005 when we started managing software projects specifically with Lean principles. The first Personal Kanban posts appeared in 2007, the Personal Kanban book was published in 2010. My personal belief is that our practices cannot evolve without writing and communication. It doesn’t help if we focus only on our own teams, we only learn if we read and write.

What does Lean mean to you?
For me, the key to Lean is Deming’s System of Profound Knowledge. The intersection of systems, variation, learning, and psychology give Lean flexibility and resilience. Deming’s understanding that when we form a company, we collaborate on the creation of value. That can only be done if all actors are fully and personally invested in the outcome.

What is the biggest myth or misconception of Lean?
That it’s goal is the reduction of waste. Professionals in a continuous improvement culture will remove waste as a matter of course. When we introduce Lean initiative focusing on the word “Waste”, we start with a value judgement that closes off conversations and increases fear. This is, in my opinion, the root cause of many Lean transition failures.

What is your current Lean passion, project, or initiative?
We have been working with organizations to create Lean systems that help get knowledge workers like IT, sales, creatives, and HR to communicate better with their organizations, to set up projects with more intelligent deadlines and budgets, and to calm overly aggressive project portfolios to reward actual completion with quality. 

Our passion and root of our success is linking the work of the individual to that of the projects they have. People uniformly are overburdened, often distracted, and unaware of the impacts that this has on the quality and quantity of their work. When we highlight the value streams, project loads, and other burdens of individuals, we quickly find the root causes of the frustrations and wastes of the companies they work for.

Book Review: Reflections of A Business Nomad

On Friday, I received in the mail Pascal Dennis’s new book Reflections of a Business Nomad. As a longtime fan of Pascal’s work over the years I sat down Saturday to learn his newest lessons. 

Reflections of a Business Nomad is not like Pascal’s other awarding winning books (Lean Production Simplified, Andy & Me, Getting the Right Things Done, and The Remedy). It’s not a narrative; it’s a book of stories, reflecting on the international travels of Pascal. 

Each poem relates its own story about an experience and a person that the author encounters. The poems or the stories they tell relate a many things that life throws at different people, the struggles they endure and their views on life and their surroundings. Pascal finds the lesson, the joy, the deeper meaning, and the personal connection from situations. He showcases his talents as a story teller. 

Pascal would like to shift the current contemporary business discourse toward virtues of Prudence, Temperance, Courage, and Justice. These virtues are those behaviors that will exemplify a high moral standard. Pascal organized his stories into five sections: 

Fortitude: defined as strength of mind that allows one to endure pain or adversity with courage. Each poem in this section focuses on how each of those the narrator meets and their stories defines the pain and courage they each endured to live their lives with courage. Courage is a precondition for all other virtues. 

Sunny Side Up: being prudent or cautious is an important virtue. Through prudence we stop and contemplate our options and can reach better decisions. Prudence must govern all other virtues. Without it we wouldn't know to use temperance, courage, or justice. 

The Ass End: this section definitely deals with businesses, leaders, how companies and unions are run, the prospective of a Union Manager, Executive and Production Manager plus A Chief Financial Officer who appears to be the most unhappy man in the world and read what he writes to learn why. 

The Blues: are stories of sadness and how they affect his life. They show a concern for justice, peace, and genuine respect for people. 

Postcards: is about moderation or self-constraint in action, thought, or feeling. Pascal demonstrates that temperance is not about enjoying less, but about enjoying better. 

Each section ends with a series of questions meant for reinforcing the learning that can used in study groups or individual reflection. The stories are easy to read and full of insight that can be underestimated without appropriate reflection. It is a great book to use as a basis for discussions in college business classes, book discussion groups and study groups. The book is full of original artwork to support the stories. 

The virtues outlined in Reflections of a Business Nomad provide lessons in leadership and ethics that all business leaders can use to transform status quo. These lessons from the gemba provide a view of perception versus reality teaching the reader skills in observation and reflection. 

Pascal’s Reflections of a Business Nomad is an enjoyable, thought provoking book challenging the reader reflect and learn from the world around us and our experiences. It illustrates how learning from the human spirit and condition results in greater personal fulfillment and better businesses. I recommend this wonderful book to anyone who wants to better themselves and others.

A Ted talk about the Laws of Subtraction by the Author Matthew E. May

We live in an age of excess everything--an era of overwhelming choice, crippling complexity, and feature overload. Standing out in the age of excess everything demands a singular skill: Subtraction.

The world's most original innovators all know this: less is best. They know that by removing just the right things in just the right way, they can achieve the maximum effect through minimum means and deliver what everyone wants: a memorable and meaningful experience. Subtraction is the scalpel of value—the method by which the simplest, most elegant solutions will be created, now and in the future. Subtraction is the creative skill needed to win in the age of excess everything.

A TedTalk by Matthew E May the author of The Laws of Subtraction explores this concept.  This talk delivers six simple rules for developing and deploying it:

1. What isn't there can often trump what is. (Examples: FedEx logo, Scion xB car)
2. The simplest rules create the most effective experience. (Example: urban redesign of London's Exhibition Road; Netflix vacation policy)
3. Limiting information engages the imagination. (Examples: original iPhone marketing strategy)
4. Creativity thrives under intelligent constraints. (Example: Mars Pathfinder project; Lexus LS400)
5. Break is the important part of breakthrough. (Example: Lockheed's Skunk Works)
6. Doing something isn't always better than doing nothing. (Example: Boston Consulting's mandatory downtime)





Matthew E. May is the author of the new book THE LAWS OF SUBTRACTION: as well as three previous award-winning books: The Elegant Solution, In Pursuit of Elegance, and The Shibumi Strategy. A popular speaker, creativity coach, and a close advisor on innovation to companies such as ADP, Edmunds, Intuit and Toyota, he is a regular contributor to the American Express OPEN Forum Idea Hub and the founder of Edit Innovation, an ideas agency based in Los Angeles. Matthew spoke at the London 2010 Ted Salon in hosted by frog design.

Lean Quote: Don't Think You Know Everything

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.

"The problem of quality management is not what people don't know about it. The problem is what they think they do know." — Philip Crosby

Learning is the key to success—some would even say survival—in today’s organizations. Knowledge should be continuously enriched through both internal and external learning. For this to happen, it is necessary to support and energize organization, people, knowledge, and technology for learning. A learning organization values the role that learning can play in developing organizational effectiveness.

A constant quest for learning provides the means to always be moving forward, to conquer new frontiers and achieve new and exciting goals. Make a point to learn something new every day. Learning new things brings more exciting experiences your way. It allows you to meet other people who can bring further knowledge or learning opportunities. 

In order to fully realize potential, you’ll have to add knowledge, skills, and experience. Don’t expect your people to do their best if you don’t equip them with the training they need to perform. And don’t expect your potential to spring forth in a final draft; it takes time to hone your skills and build your confidence. This could come from formal schooling, from the school of hard knocks, or from both. Either way, your education is the house your realized potential will live in. 

A good manager is acutely aware of what they know and why they know it, as well as what they don't know. They understand the difference between opinions, hunches, and objective facts. A good manager knows that their job is to fill in these gaps in knowledge, not to defend them. Good managers don't ruin their credibility by over-stating their knowledge.

 

The Secrets of Success in Eight Words, in Three Minutes

Why do people succeed? Is it because they're smart, or are they just lucky? Analyst Richard St. John condenses 7 years of research and 500 interviews from TEDTalks into an unmissable 3-minute presentation on the real secrets of success.



If the video leaves you wanting more, St. John has written a book on these eight success traits. He also offers a "Rate Your 8 Traits" self evaluation sheet and wallpapers on his blog.

Daily Lean Tips Edition #38

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 #556 – Learn more about Lean thinking and leadership by reading books.

There is an unlimited supply of highly rated books available to help you succeed. I have highlighted a number of notable books on this site. Start your collection today.

Lean Tip #557 – Start a company library of books that exemplify your philosophy.

Many companies have their own libraries and training that are available for the asking. You could even hold a lunch and learn session where a group gets together to review a book that the group is reading collectively.

Lean Tip #558 – In our digital age there is a wealth of knowledge online.

Who hasn’t Googled to learn more on a topic? A simple online search will reveal a wide range of online webinars and training courses, many of them free or low-cost. This can be a great way for you to learn at your own pace and when it’s convenient for your schedule.

Lean Tip #559 – Joining a professional association can a valuable resource of knowledge and support.

Industry associations and trade organizations offer a variety of training options, including conferences, seminars, certifications and more. There may be a cost associated with some of this training, and access to some of the resources may require membership. Sharing with like-minded people who have various experiences can create a support network for continuous improvement and learning.

Lean Tip #560 – Learn more from listening to podcasts.

Podcasts are becoming increasingly media savvy learners. They often include product information or interviews with experts in a particular field and tend to cover fairly narrow topics.

Lean Tip #561 – Learn more from reading blogs.

Online publishers are another great source for information to enhance your skills. I prefer my own blog but I continue to learn some much from other bloggers which I highlight monthly.

Lean Tip #562 – Learn more by attending a webinar.

Webinars are another area of increasing popularity for learners due to the flexibility of scheduling and the ease of attendance. Jeff Hajek and I have been offering webinars for about a year now. If you missed any you can see them replayed here.

Lean Tip #563 – Professional conferences are good for networking and learning.

By attending conferences, trade shows, and workshops you can find quality teachings. Guest speakers entertain, educate and inspire their audiences through motivational and informational presentations. They are particularly good for networking with others that you can learn from and share with.

Lean Tip #564 – Networking with other Lean thinkers benefits everyone.

Local groups that share your interest in a particular topic, offer a great forum to learn and share information for little or no cost. Special interest groups within these groups can offer further topic specialization and can be a tremendous way to learn or be mentored.

Lean Tip #565 – The value of tacit learning, learn by doing, should not be underestimated.

Human beings can definitely learn by hearing, reading, watching, seeing, and analyzing…but when it comes to getting results you simply cannot learn better than to learn by DOING. You learn best by doing.

Lean Tip #566 – An improvement process is one of the fundamental elements in any quality management system.

An improvement process presents a series of steps to think about and work through. These steps help you ask questions, gather information, and take actions effectively and efficiently. Thus, an improvement process provides a framework that guides you from the initial improvement to successful completion.

Lean Tip #567 – When making initial plans try setting milestones backward.

Do you have a deadline for finishing? When do you want to have a solution ready to put in place? When will you have finished studying how things are now? How much time will you allow for gathering customer input?

Lean Tip #568 – Assess the current state by defining the process, collecting and analyzing data.

Start with a simple flow chart that shows the big picture, then draw one with more detail. Try considering the current state from your customer’s point of view. Carefully identify inputs and outputs to capture interfaces and cross-functional activities. As much as possible, involve people who do the process.

Lean Tip #569 – Don’t jump to solutions when defining problem.

Many teams have an almost irresistible urge to jump to solutions at this point. Often, a problem statement is really a premature solution in disguise: “We don’t have enough people.” It is an important role of the facilitator to keep the team focused on problems and causes until both are well understood.

Lean Tip #570 – Think boldly and creatively when envisioning the ideal state.

Do not take anything for granted; question all assumptions. Lateral thinking can be very powerful. Expand your thinking and identify many possibilities. What would the best look like? What are all the things you could do better?

Lean Quote: Be Willing to Fail In Order To Achieve Your Goal

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.

"Only those who dare to fail greatly can ever achieve greatly." — Robert F. Kennedy

Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation. 

Past failures prepare you for future successes. It’s the old adage, “Learn from your mistakes”. Failures help you realize what didn’t work, so you can find what will work. 

 If we allow ourselves to become discouraged during the learning process we may give up right before we reach our goal. Anytime we learn from our efforts we are in the process of succeeding. Each lesson brings us closer to our intended result. 

The real failure is trying nothing to improve your situation. Lean is about thinking and making improvements. Some ideas work and some ideas don’t. What management needs to do is create a safe environment where it is OK to fail.