Guest Post: Encouraging Your Employees To Recycle More

I am pleased to introduce this guest post Lee Newell, who has experience in recycling programs. He has some advise for engaging employees in a recycling program that you can use in your workplace. This advice is applicable for most new initiatives as you will see.
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Recycling isn’t just a way of saving money, or even satisfying regulations. More and more, businesses are being judged on a wide range of credentials, including their environmental policy. Asking your employees to recycle as much as possible makes good sense from any number of angles. But how do you encourage busy people to make the change and swap landfill for the recycle bin?

Lean is all about maximum effectiveness for minimum effort and learning as you go. Take it as read that you’re not going to get everything right the first time, but as you find out what works then you can use those insights to expand your program. Here are some ideas for getting started.

1. Appoint a champion

First, you need someone to champion your cause. It doesn’t matter if you call them a Product Owner or Eco-warrior, but you need someone to organize your company’s recycling program – one point of contact for questions (and complaints), and one person with overall responsibility and oversight of what’s going on. Ideally this will be someone full of ideas and an infectious enthusiasm, who is able to communicate clearly why it’s so important to get it right.

2. Involve people

The most successful initiatives aren’t decreed from on-high. Whilst you need strong leadership, the more you can involve your people in the decisions that affect them, the more they are going to buy into them. You may need to set some time aside for training new and existing staff, but try to make it a collaborative process. The more they have input into the recycling program, and the more they understand why it matters to them, the easier it will be to implement.

3. Minimum effort, maximum impact

Don’t try to change the world all at once. People don’t like that – especially if they can’t see why it’s important. Start with one small, easy area. Paper is the obvious one. Estimates suggest that every office worker gets through around 10,000 sheets of paper a year – and two-thirds of that is wasted. Swapping the wastepaper basket for a recycle bin is a small step, especially if it’s right next to the photocopier or printer. It takes literally no effort to make the change, but there’s a big impact right off the bat. Similarly there will be obvious places for toner cartridges, drinks cans and bottles, and other common items. Reduce the number of general waste bins, and put them in places that mean they are a less easy option for recycling that should end up elsewhere.

4. Make it fun

Depending on the nature of your workforce, you can incentivise them to take part by various means. Run competitions to see who can come up with the best re-purposed or ‘upcycled’ office gadget/toy. Get them to nominate a charity to support by recycling old computers, toner cartridges and other hardware. Invite new ideas for reducing your carbon footprint or other environmental impacts.

5. Iterate

Small refinements can make a big difference. As you experiment and learn you’ll find ways to improve your recycling scheme. The famous book Nudge explores the idea of ‘choice architecture’ – changing behavior by the options you give people. For example, most employees generate a huge amount of waste paper every day (around two pounds on average), so it can make sense to have a personal recycle bin under every desk. Similarly, putting general waste bins in central places means that everyone else can see what you’re throwing away. Perhaps simplifying things so that a smaller range of items is recycled will result in a greater proportion of those things ending up in the right place. The idea is to create cultural norms in your organisation and encourage your staff to recycle without having to think hard about it at all.

About the Author:

Lee Newell is a marketing assistant at the experts in products for business - ESE Direct (http://www.esedirect.co.uk). ESE have a wide range of products to assist recycling in the workplace and always strive to make positive contributions to communities and the environment.When he's not busy blogging, Lee is a keen cyclist and often participates in charity bike rides.

Networking and Social Media for Lean and Quality Professionals

On ASQ’s blog this month Paul Borawski shared the news of ASQ’s updated online communities which led to the question of online communities:

The overhaul of ASQ’s Communities got me wondering about which online communities you take part in for professional networking with others in quality.

Networking is the single most powerful approach to accelerate and sustain success for any individual or organization. It provides the most productive, most proficient, and most enduring tactic to build relationships. Personal relationships enable you and your organization to stand out, rise above the noise and remain top of mind.

The network I prefer the most is the blogging community. This is the single most powerful online resource for learning and sharing. A blog is a good platform for reaching out to others. Bloggers spend most of their time sharing their ideas and insights with their readers. But I have found that my readers share a lot with me, too.

If you’re looking for an incentive to keep up to date on all of the latest information on lean or quality, starting a blog is a great start. Your weekly quest to put up new content will lead you to always be searching for new information and sharing it with your readers. Every good blog helps its readers. The power of a blog to educate, inspire, and bring like-minded people together makes blogging a great way to help people.

Facebook is another favorite platform of mine.  I enjoy the ease of sharing information and the convenience of interacting with individuals and companies. Facebook has over 1 billion users and they are interacting on Facebook. These interactions provide a tremendous opportunity to engage with like-minded individuals. Done correctly, these interactions can create value.

LinkedIn is another good community but doesn’t offer more value than blogging in my opinion. It has the professional conation that Facebook doesn’t however it is a bit clunky. There are few useful groups but many are not managed well. The networking is more useful in job hunting than professional groups. I find it helpful in managing contacts and interacting one-on-one via messages.

I am not a big fan of Twitter due to its limitations (140 characters). While it is easy to follow and be followed it doesn’t offer the conversation power of other social networks.

Considering all these things I am active on all these sites and some others like Google+, Slideshare, Youtube, and about.me because you sort have to with social media. However, with so many sites engaging can be diluted so you need to find the networks that work best for you.

Social networking sites allow us to communicate with others and express ourselves easier. These sites help you find people you have not seen in a while, chat without actually going places and learn things that are happening today. Social networking sites are basically joining us to the world apart.

I’m part of the ASQ Influential Voices program. While I receive an honorarium from ASQ for my commitment, the thoughts and opinions expressed on my blog are my own. 

Lean Quote: The 3 Goals of Change

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.

"Change has a bad reputation in our society. But it isn’t all bad – not by any means. In fact, change is necessary in life – to keep us moving … to keep us growing … to keep us interested … Imagine life without change. It would be static … boring … dull." — Dr. Dennis O’Grady

Change should not be done for the sake of change -- it's a strategy to accomplish some overall goal.

There are three goals of change:

1. Change the way people think or act in the organization. All change begins with the individual, at a personal level. Unless the individual is willing to change his or her behavior, no real change is possible. Changing behavior requires a change in thinking.
2. Change the norms. Norms consist of standards, models, or patterns that guide behavior in a group. All organizations have norms or expectations of their members. Change cannot occur until the organization’s norms change.
3. Changing the organization’s systems or processes. This is the “meat” of the change. Ultimately, all work is a process, and quality improvement requires change at the process and system level. However, this cannot occur on a sustained basis until individuals change their behavior and organizational norms are changed.

Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. 

 

Talking Lean Episode #2 (7-1-2013)

Welcome to episode 2 of “Talking Lean” with Tim McMahon and Jeff Hajek. We had a lot of fun doing the first one, and this second go around is no different. I always come away from discussions with Jeff reinvigorated about continuous improvement. Hopefully, you end up feeling the same way when listening to us.

In this episode, we have a loose theme about taking care of employees. We didn’t really plan it that way, but both of us have a bias towards making Lean work for frontline teams. Because it shows in our writing so often, it really isn’t that big of a surprise that we can link this episode’s articles together with the message of taking care of employees.

As “Talking Lean” is still a new feature, we would certainly appreciate your comments and feedback. You can either posted at the bottom of this page or email me at TIm@aleajourney.com.

To play the MP3 simply click the link below. If you would rather download it, right-click the link and follow the directions in your browsers pop-up window.

 Enjoy the show.

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PODCAST: Talking Lean Episode #2 (7-1-2013)

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Links from the Show

• Lean Quote: Build a Culture of Empathy
• Lean Term: Workstation Design
• Poll Question: How Long Does It Take to Become Lean?
• Article: The Right Order of Muda, Mura, and Muri
• Lean Tip: Challenge Your Employees To Move Out Of Their Comfort Zone
• FAQ: How Do I “Sell” Lean to My Team?

Daily Lean Tips Edition #50

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 #736 - Times of Great Difficulty Are Times of Great Opportunity. 

These times may not seem ideal at first, but they usually provide keen insight into ideas of great value.  When you are surrounded by problems, you are simultaneously given an opportunity to provide valuable solutions. When times are good and everything is comfortably in order, it’s easy to become complacent and forget how skillful and resourceful you are capable of being.  Troubled times are necessary evils that push you forward, because they eventually end, and the lessons and strengths you gain from them last a lifetime.

Lean Tip #737 - Involve Employees in Decisions That Affect Their Jobs.

Provide them with opportunities to share what they need in order to be successful at their jobs. Whenever possible, include a representative staff member in major planning projects or initiatives. Encourage employees to share and discuss ideas for improvement.

Lean Tip #738 – Use the Right Tools and Skills for the Job

Regardless of your operation – staff motivation is influenced by the following factors: having the right person in the job who is capable of doing it; equipping them to do the job by giving them the right tools and support and finally setting realistic targets that they believe can be achieved.  This shows the staff that we are responding to the challenges of the marketplace and supporting them in every way we can.

Lean Tip #739 - Training is Always Good, It Keeps People Current and Focused On The Job.

Regular, effective and relevant training is massively important and a great motivator. If you want them to perform properly and consistently then you have to give them the tools to do so. Training is always good, it keeps people up to date and focused on the job at hand, it keeps their skills at the forefront and it will show them that management are obviously concerned with how well they do their job, etc. If they are given good quality training that covers the topics and issues they are faced with then they will respond and to a certain extent motivate themselves to stick with what they learn.

Lean Tip #740 - Provide Challenge and Variety in the Workplace

It is important for employees to be challenged or learning new things in their job.  Too often managers don’t allow their employees to expand beyond their areas of expertise.  Managers are fearful that they will need to expend too much energy on training or reviewing work, that there will be too many mistakes, or that the employees don’t want to have to learn more.  Job sharing, job rotations, special projects, strategic offsites, or even including employees in on key decisions can have a significant and positive impact on long term motivation.

Lean Tip #741 - Change Your Mindset About The Cost of Training.

If you think of training as a business expense, that's what it becomes. However, if you think of training as an investment, that's what it becomes. What would you rather do, pay bills or invest in your team? By thinking of training as an investment, you will also expect a return. This focus guides you in everything from selecting the right training to evaluating its results.

Lean Tip #742 - Engage in Ongoing Employee Skill Development

Managerial training responsibilities extend far beyond simply going over work procedures and sending employees to classes when they need to master a new skill. Effective workforce training is an ongoing process that requires supervisors to engage in ongoing skill development with their employees. Managers must engage in informal training needs assessment on an ongoing basis, paying attention to employees' strengths and weaknesses and identifying gaps that can be overcome through training opportunities.

Lean Tip #743 - Convey "What's in It" for the Trainees

In order for employee training to be successful, trainees must know up front how any educational activity they are asked to participate in is relevant to them. When a training program is announced, be sure to specify what employees are likely to get from participating and reinforce that message with consistency throughout the training. Skilled trainers know that helping employees see "what is in it for them" is essential to success.

Lean Tip #744 – Create a Positive Learning Environment To Encourage Development

Creating a positive learning environment will encourage development and help your employees gain confidence in their new position. Trainers should be relaxed and clearly explain the reasoning behind every new exercise and lesson.

Negativity will only inhibit the learning process, so it's important to be patient, allow for mistakes, and always reward new achievements. This positive feedback will reinforce and affirm the efforts of your new recruits, and encourage them to continue learning.

Lean Tip #745 – It’s Critical to Promote Continuous Learning Throughout Employee’s Career

Proper training should not be reserved for new employees. In order to maintain a staff of trained and well-integrated employees, it's critical to promote continuous learning throughout their careers. There are always new things for employees to learn and the rate of change in the business world demands new skills, fresh perspectives and new ideas. Training should be utilized to ensure that your employees are continually learning and improving.

Lean Tip #746 – Lean Managers Share Their Vision With Employees

Few things cause employees to tune out faster than a management team that keeps the company's future direction to itself. Successful Lean leaders see the larger picture and will share the vision.

Lean Tip #747 – Lean Managers Foster Team-Building

Fostering a connected team is an important practice, but before implementing group events and activities, be sure members of your team won't feel left out. Getting to know your team members is generally an effective way to build collaboration and a sense of joint purpose.

Lean Tip #748 – Lean Managers Provide Training To Their Employees

According to a 2011 report from Accenture, 55% of workers in the U.S. say they are under pressure to develop new skills, but only 21% say their companies have provided training to learn those new skills within the last five years. Training is a lever that changes the rate of improvement you can achieve.

Lean Tip #749 – Lean Managers Follow-Through On Employee Ideas

Most employees like to feel their work has meaning. If they don't get this kind of satisfaction, they lose motivation, according to a number of research studies. One sure way to demean an employee's work is to move them off a project before it's completed. Lean leaders must follow-up on employee ideas.

Lean Tip #750 – Lean Managers Eliminate Fear In The Workplace

Managers who rule through rigid control, negativity, and a climate of anxiety and fear don’t trust that they can get things done any other way. Of course, it backfires in the end because fearful employees won’t bring up new ideas for fear of being attacked and won’t be honest about problems. Moreover, very few great people with options are going to want to work for a fear-based manager.

Building Basic Communication Skills

A reader recently asked me how to promote a common skill base for communication in regards to a Daily Lean Tip. Proper communication in the workplace is essential so I thought I would share my thoughts here with everyone.

In today's team-oriented workplace, the development of good interpersonal communication skills is an important key to success. With a bit of practice and some instruction, you can be on your way to building positive communication skills to use in your workplace and beyond.

The process of communication involves establishing a link with another person either directly (verbal or non-verbal) or indirectly.

Basic Communication Principles include:

• Communication is an exchange of information
• Communication is always and only one to one
• There are two processes when communicating – sending and receiving
• As a sender, we can use tools and skills to LINK with another person
• As a receiver, we can use tools and skills to understand what is being conveyed
• Information can be exchanged directly through words (verbal) or emotions (non-verbal)
• Information can be exchanged indirectly through posters, signs, videos, e-mail or voice mail

The attitudes you bring to communication will have a huge impact on the way you compose yourself and interact with others. Choose to be honest, patient, optimistic, sincere, respectful, and accepting of others. Be sensitive to other people's feelings, and believe in others' competence. Good communication must be H.O.T.

H.O.T. stands for honest, open, and two-way.

Communication is a key ingredient for empowerment. 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.

Open communication is at the center of Lean and Respect for People. Employees need to know what is expected of them and how they’re performing. Visual displays such as scoreboards, scheduling charts, team communication boards, and recognition displays all help to keep information flowing between employees, departments and upper management.

Communication is the glue that binds an organization together but do not assume that several announcements and a note on the notice board is sufficient to get the story out. Some say to communicate seven times and seven ways but that does not mean seven months apart. Develop and implement a robust communication plan and check to see if the total target audience has received the unfiltered message. If you want to know if your message is getting out clearly why not ask the most obscure person on the night shift if he or she heard the message? The day shift is easy but how about the rest of the folks?

To be an effective communicator remember The “Be List”.

• Be A Teacher
• Be Enthusiastic
• Be Positive
• Be Consistent
• Be Demanding but Considerate
• Be Courteous

Not only should one be able to speak effectively, one must listen to the other person's words and engage in communication on what the other person is speaking about. Avoid the impulse to listen only for the end of their sentence so that you can blurt out the ideas or memories your mind while the other person is speaking.

Effective communication is all about conveying your messages to other people clearly and unambiguously. It's also about receiving information that others are sending to you, with as little distortion as possible. Doing this involves effort from both the sender of the message and the receiver.

Developing advanced communication skills begins with simple interactions. Communication skills can be practiced every day in settings that range from the social to the professional. New skills take time to refine, but each time you use your communication skills, you open yourself to opportunities and future partnerships.

Lean Quote: A Strategic Plan Comes To Life Through Discussion and Negotation

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.

"A strategic plan is nothing but a dead letter. It comes to life only through discussion and negotiation." — President Dwight D. Eisenhower

To reduce ambiguity and misinterpretation during the planning phase of Hoshin Kanri management uses a fact-based inter-level negotiation process known as “Catchball”. The word “catchball” denotes a simple social game in Japan in which a circle of young children throw a baseball back and forth. It metaphorically describes a participative process that uses iterative planning sessions to field questions, clarify priorities, build consensus, and ensure that strategies, objectives, and measures are well understood, realistic and sufficient to achieve the objectives.

Hoshin planning begins with the senior management identifying the strategic outcomes/goals to be achieved, complete with deadlines. Once determined, the ‘challenges’ are sent to the operational units who break them down and determine what each unit and person has to do to be able to achieve the management objective. They then bounce the ‘ball’ back to senior management who catches it and determines if the execution committed to will be satisfactory or not. If it is not, the ‘ball’ is bounced back to the operations folks again who catch it and respond accordingly.

The conversation about strategic objectives and means widens as top management deploys its strategy to middle management because managers throw ideas back and forth from one level of the organization to another. There are three major benefits to catchball. First, it opens up new channels of communication between company leaders and process owners, which greatly improves the quality of the organization’s shared knowledge about its processes, people and relationships. Second, it forges new relationships necessary to execute the strategy. Third, by engaging middle and even front line managers in genuine give-and-take negotiations—that is, by getting their buy-in—Hoshin dramatically reduces the cost of getting people to do what they’ve agreed to do.

In short, catchball is a disciplined multi-level planning methodology for “tossing an idea around.” It takes strategic issues to the grassroots level, asking employees at each level of management to “value add” to the plan based on data analysis and experience of their functional areas.

Catchball requires that the people who deploy downward engage in some kind of data-based conversation with the people who design the plans. There must be sufficient coupling and discussion during the planning process to ensure the strategic plan is clear and realistic otherwise it will be nothing but a dead letter.