Lean Is Like LEGOS: You Build It Brick By Brick

Who doesn't love LEGOS? It's fun, it's practical, and...it's philosophical. Approach Lean like a LEGO project: brick by brick.

"Today I want you to stop worrying about that final plan, and instead focus on just putting the next LEGO brick in the right spot. THAT'S IT." That's pretty much how you build with LEGO. One brick at a time, placed in the right place. Don't worry about the next brick. Just the brick in front of you.”  - Steve Kamb, NerdFitness

You build small, simple pieces that are easy to understand and then you assemble them in a variety of complex ways to accomplish a particular goal. When faced with a challenge that seems overwhelmingly complicated at first break it down until you can understand the pieces, then watch how they fit together - suddenly almost anything seems doable.

Building with Lego bricks is a slow progression that takes patience, especially when you have a large number of loose blocks to sort through while you are building.

Trying to do too much when introducing a new process can be overwhelming. Strive to accomplish small steps over time and build on your successes.

Continuous improvement is about small changes on a daily basis to make your job easier.  Small step-by-step improvements are more effective over time than occasional kaizen bursts, and have a significantly greater impact on the organization culture - creating an environment of involvement and improvement.

Small victories tap into motivation. Achievement is fueled by making small amounts of progress, such as accomplishing a task or solving a problem. Help employees break projects, goals, and work assignments into small victories. Help them jump into an achievement cycle.

Making one small change is both rewarding to the person making the change and if communicated to others can lead to a widespread adoption of the improvement and the possibility that someone will improve on what has already been improved. There's no telling what might occur if this were the everyday habit of all team members.

Sponsored by Brick Dave. Learn more: Top 10 Ways Legos Are Educational for Your Child: Learning with LEGO

Lean Quote: Leaders Must Spread Hope To Employees

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.

"I believe the leader’s ultimate job is to spread hope. " — Bob Galvin, Motorola

Leaders must guide, motivate, and inspire. Guide your team in the direction you want the group to go by setting a vision, strategy, and goals. Motivate them to bring their best by expressing your passion, communicating with confidence and optimism, and connecting tasks to a greater purpose.  Your work doesn’t stop there; inspire them to act by continuously engaging their talents, re-recruiting their spirit, and celebrating successes.

Always maintain a positive attitude. Positive attitudes have power in more ways than one. As a business leader, you should exude optimism which will help your staff avoid patterns of negativity. When the economic climate is unstable, businesses will face continual challenges. If you are not optimistic about your ways of conducting business, it can negatively affect the mindset and productivity of those who work for you.

The attitude of the leader has a huge impact on the culture, environment, and mood of the department or organization. The leader’s attitude tends to spread and affect others dramatically. A good leader has the attitude of serving his employees at all times, often at the expense of his own morale or personal needs. A good leader truly cares about the morale of the team, pushes and motivates his team with respect, a relentlessly positive attitude and with a genuine heart

Lean leaders are optimists and believe the cup is always half full. They aren’t pie-in-the-sky types, but they see the positive side of an opportunity, and they believe in their ability to achieve their goals. Leaders provide inspirational motivation to encourage their followers to get into action.

 

You Can’t Inspect in Quality

Unfortunately, there are not enough organizations that understand quality. Quality is not additive or final. It must go beyond the product or service. We cannot add it at the end of the line or inspect it into the product. At best that is only a false sense of security. If we want a quality product it must be made with quality processes by quality minded people.

Inspection can be useful to gather data on the process. Using that data to see if a process has gone out of control and a special cause needs to be investigated is useful. Using that data to evaluate the success, or failure, of an attempt to improve (via the PDSA cycle) is useful.

Many traditional companies use a final inspection department to 100% check the product just before it is shipped to make sure that any errors that occurred in-process are caught before the product is shipped.

Inspecting to pull out the failed items from the production before a customer sees them is a path to failure. When companies do this, they are trying to inspect quality into the product.  However, 100% inspection has been shown to be only about 80% to 85% effective. If the process is this bad, the process needs to be improved.

"Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product. As Harold F. Dodge said, “You can not inspect quality into a product." — W. Edwards Deming, Out of Crisis, Page 29

In some organizations, we might as well give the quality folks a uniform, a badge and a gun. They act like they are the Quality Police. Progressive companies realize you cannot inspect quality into a product.  By the time product is inspected, its level of quality has already been established. The primary means of ensuring a quality product is delivered is not by waiting until the product is assembled to test it. Great companies build quality in from the start and maintain that quality throughout the manufacturing process. To improve quality, you have to improve the process that produced it.

Generally the most effective way to achieve quality is to avoid having defects in the first place. It is much less costly to prevent a problem from ever happening than it is to find and correct the problem after it has occurred. Focusing on prevention activities whose purpose is to reduce the number of defects is better. Companies employ many techniques to prevent defects for example statistical process control, quality engineering, training, and a variety of tools from the Lean and Six Sigma tool kit.

Start with the idea of preventing defects, not waiting until they are identified and correcting them. Many companies have an active Zero Defects policy where defect prevention is paramount and quality inspection is almost just a verification of what they already know – that the product is defect free. If we can start with quality and maintain that quality throughout the process we will have a quality product.

Quality is about prevention—you cannot "inspect" quality into a product. It has to happen before the inspection process.

5 Tips for Implementing 5S

5S is a process and method for creating and maintaining an organized, clean, and high performance workplace.  It enables anyone to distinguish between normal and abnormal conditions at a glance.  5S can be the foundation for continuous improvement, zero defects, cost reductions and a more productive work space.  The 5S methodology is a systematic way to improve the workplace, processes and products through employee involvement.

1. Start small

It would be unwise to try to implement 5S throughout your entire organization in one go (unless you have a small company), better to select one area in which to concentrate your efforts and provide a show piece for the rest of the organization. In my mind it would be best to select the worst area in the company so as to show what can be achieved and the differences it can make. Showing success in one area gains the confidence of others and a reason to buy-in.

2. Training

The whole team should be trained in the vision and objectives of the company and given a clear understanding of what the company is trying to achieve through them and their 5S program implementation. They need to have a clear understanding of the seven wastes of lean and an overview of basic lean principles. With this knowledge they will be ready to undertake their 5S implementation.

3. Leadership buy-In and commitment

Your management should understand and practice the ideas of 5S themselves so as to provide an example to your other employees, it would be hard to motivate your employees to keep a tidy workspace if every time they walked past their managers desk they saw piles of untidy clutter. Management needs to be ready to explain and help fix any situations that arise.

4. Don’t make it stand alone

Doing 5S is liberating.  We have all experienced that feeling after cleaning the basement or garage after a year of accumulating stuff.  But 5S is just one tool that enables stability that enables flow.   Well organized and sparkling clean waste is still waste.  Getting bogged down in 5S can be an avoidance pattern - avoiding the hard work of thinking about how to create flow and solve the real root cause problems inhibiting flow.

5. Monitor, review, and improve

Once the team has completed the first activities they’ll need to focus on sustaining. The team should create standard audits to assess and score their area so that they can be monitored on an ongoing basis. In addition, the team should meet to review how things are working and what additional improvements they could make. Photographs should be taken of the improved work area and a 5S story board put up to show the improvements gained. I would also suggest that the team be allowed to make a presentation to the management and the rest of the organization to show off their achievements.

The 5S system is a good starting point for all improvement efforts aiming to drive out waste from the manufacturing process, and ultimately improve a company’s bottom line by improving products and services, and lowering costs. Many companies are seeking to make operations more efficient, and the concept is especially attractive to older manufacturing facilities looking to improve the bottom line by reducing their costs.

Lean Quote: Lean Goes Beyond Tools To Challenge Thinking

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 tool is just an opportunity with a handle. It's just a way of thinking about something differently. " — Wired co-founder Kevin Kelly

We all have stories of those who try to use Lean as a tool to improve their business but fail. Those of us who have experienced the true power of Lean understand that it is more than that.

Lean is not about the tools it’s how they are applied. A large number of organizations have failed to produce the desired results from the direct and prescriptive application of Lean tools. The tools themselves have been proven to work in many situations. The difference must then be in how the tools were applied, their appropriateness, but not the tools themselves.

There are thousands of Lean tools, because each problem requires its own unique tool to help solve it. However, tools do not solve problems but rather people do. People are needed to apply tools. Basically, leaders have to learn to think differently and see their customers and business differently, that’s people development, not tools development.

Lean is a way of thinking. It is about learning to see opportunities and continually improving them. Lean is a system of tools and people that work together. 

 

Daily Lean Tips Edition #74 (1111-1125)

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 #1111 – Respect: Speak Calmly and Listen to Others.

Respect must always be a mutual concept, as you cannot hope to gain it without offering it in the first instance. It is therefore crucial that you remain a good listener at all times, and take the opinions of others on board before taking a direct action or decision. On a similar note, you must always speak calmly when interacting with both colleagues and superiors, as otherwise you run the risk of alienating them and developing a reputation as someone who is difficult to work with.

Lean Tip #1112 – Respect: Go Above and Beyond the Call of Duty.

Whenever you start a job, you are given a basic salary and a job description that outlines the tasks under your control. As you develop relationships with those around you and earn greater levels of responsibility, however, you must be willing to operate outside of these boundaries and do more than is expected of you. Whether this is covering for an unforeseen absence or completing a project within a specified deadline, your willingness to go above and beyond the call of duty will ensure that you remain well-respected among your peers.

Lean Tip #1113 – Respect: Make Collaboration a Key Aspect of Your Work Life.

There will be instances where it is necessary to work on a collaborative project with different colleagues and departments. This can be challenging, especially if you are unfamiliar with their working methods or prefer to operate on an independent basis. Earning universal respect requires you to communicate with people across multiple levels, regardless of status or pre-existing relationship. With this in mind, you must always be open to collaboration and strive to work effectively with any kind of team.

Lean Tip #1114 – Respect: Practice the Virtue of Patience.

Professional respect relies on your ability to showcase both compassion and understanding, as you must make the most of your colleagues’ strengths while also making allowances for their weaknesses. Everyone brings a unique skill-set to the workplace, while each individual also works at his or her own pace. It is crucial that you are patient when dealing with colleagues and superiors, as this enables you to become a productive and respected member of a multi-layered organization.

Lean Tip #1115 – Respect: Become a Problem Solver.

Professional respect can be achieved simply by adding unique value to the workplace. While you can do this by undertaking your role tenaciously and effectively, it is also possible to become a talented problem solver with skills in analytical thinking, strategizing, and negotiation. Every workplace needs proactive problem solvers, so by taking on the mantle and fulfilling this need you can gain newfound respect among your colleagues.

Lean Tip #1116 – Teamwork: Make Every Team Member Feel Valued

Success as a team can only come when each team member is aware of the importance of their role in the team’s success. Involve all team members by sharing any available information relevant to the goal/project and any deadlines. Assign them with responsibility for specific goals/outcomes and reward all members of the team for achieving them.

Lean Tip #1117 – Teamwork: Set Increasingly Challenging Team-Based Goals

Each time the team reaches a goal, set a more challenging goal for them to achieve to encourage team members to stretch themselves and learn from and build on their previous successes. Recognize the team for meeting the challenge and openly discuss how their team effort led their achieving the goal.

Lean Tip #1118 – Teamwork: Incorporate Team-Based Problem Solving into Staff Meetings

At each team meeting ask every team member to share a project or task they might feel stuck on, or challenged by, and request that other team members give feedback, provide some mentoring and share their ideas to help resolve the dilemma or impasse. Encourage team brainstorming of solutions.

Lean Tip #1119 – Teamwork: Discuss Team Dynamics on a Regular Basis

Encourage open communication in team meetings about the team dynamic - for example, talk specifically about what’s working well and what could work better. Use this as an opportunity for team members to discuss how they can work more effectively as a team, but never to whinge or criticize one another in front of other team members. Also encourage conversations reflecting on what has enabled positive achievements as a team.

Lean Tip #1120 – Teamwork: Act as a Guide

Every team needs a great leader who’s willing to guide the team in working and making decisions collaboratively. The team leader must also be committed to reaching the team’s goals and have strong communication skills to be able to share their passion and vision for success.

Lean Tip #1121 - Set Workers Up For Success

Workers who are comfortable in their workspace are more likely to be successful and productive than those who feel uncomfortable. Factors that come into play in worker comfort include cleanliness, accessibility, safety, and ease of use of working environments.

Lean Tip # 1122 - Be Consistent and Continually Reassess

Continuous improvement is one of the main tenets of lean manufacturing, and with good reason. Ensure that workers at all levels are invested in the lean manufacturing process and are accountable for maintaining the environment is crucial. In addition, you will need to adapt and change things along the way. Be sure to stay on top of how efficient the workflow is, how well practices are being implemented, and determine whether changes need to be made.

Lean Tip #1123 - All Employees Should Contribute to Lean

Lean should be practiced by employees at all levels and in all departments at your company. By engaging people in the process of problem-solving, it reduces resistance to the recommended solutions. Rather, participants want to see their ideas implemented and be successful because they are their ideas.

Lean Tip #1124 - Eliminate Scrap

People don’t always understand the true cost when it comes to scrap. If you make a product that must be thrown away, you don’t just lose the materials. You also lose the labor and the opportunity for profit. Even if you can rework a product, you’re still losing out on the labor and cutting into your profit.

Lean Tip #1125 - Ask for Help

You can ask people for advice on what to do and what they did in similar situations like yours. But you can also ask for more practical help. You don´t have to solve every problem on your own and sometimes it feels better to have someone by your side, even if it is just for emotional support.

Fat Attitudes Add No Value

My friend and fellow Lean thinker Bob Emiliani coined the term “fat” behavior after those behaviors that aren't consistent with Lean thinking. Our behaviors lead us to create the systems we consciously or unconsciously use at work, and our systems help shape and reinforce the culture that is in place. Our culture is the foundation for our daily behaviors, and in turn, our daily results.

Attitude and behavior are closely related in some sense though they are two different concepts. One of the most important differences between behavior and attitude is that attitude is internal whereas behavior is external in sense. In other words it can be said that behavior can very well be seen by others as it is external whereas attitude is shelled within the mind of the individual and hence cannot be seen by others immediately.

I believe there are “fat” attitudes just like behaviors that are non-value added and wasteful to Lean thinking. It is these self-deflating attitudes that reinforce negative thinking and emotions. Here are some common “fat” attitudes that you may recognize in the workplace:

1. Black and White Thinking

We tend to place people and situations in either/or categories. Either something or someone is all good or all bad. Shades of gray don’t exist, leading us to view ourselves and others as failures if we aren’t 100 percent perfect in every way.

2. Blaming

As victims of blaming, we either constantly chastise ourselves for things that are not our fault, or we transfer all responsibility to other people without objectively considering our own role in the situation.

3. Fairness Fallacy

We have an implicit belief that every situation must be fair and are constantly examining whether we are being dealt with in a just manner. Because other people won’t always agree with us about what is fair, and because sometimes the universe works in mysterious ways, we end up feeling cheated and resentful.

4. Filtering

We take the negative details and magnify them while filtering out all positive aspects of a situation. For instance, a person may pick out a single, unpleasant detail and dwell on it exclusively so that their vision of reality becomes darkened or distorted.

5. Jumping to Conclusions

Without individuals saying so, we know what they are feeling and why they act the way they do. In particular, we are able to determine how people are feeling toward us. For example a person may anticipate that things will turn out badly, and will feel convinced that their prediction is already an established fact.

6. Overgeneralization

We come to a general conclusion based on a single incident or a single piece of evidence. If something bad happens only once, we expect it to happen over and over again. A person may see a single, unpleasant event as part of a never-ending pattern of defeat.

7. Fallacy of Change

We expect that other people will change to suit us if we just pressure or cajole them enough. We need to change people because our hopes for happiness seem to depend entirely on them.

8. Always Being Right

We are continually on trial to prove that our opinions and actions are correct. Being wrong is unthinkable and we will go to any length to demonstrate our rightness. For example, “I don’t care how badly arguing with me makes you feel, I’m going to win this argument no matter what because I’m right.” Being right often is more important than the feelings of others around us.

In order to have meaningful change we have to change both attitude and behavior together. Change in thinking will lead to behavioral change. Alternatively, change in actions will eventually lead to changes in attitude. This combined approach provides the most success by providing positive thinking with the right methodology to implement and sustain change.