Lean Quote: Mistakes Are Inevitable But You Can Learn From Them

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 mistake is an event, the full benefit of which has not yet been turned to your advantage." — Ed Land (Polaroid) 

Nobody likes making mistakes. It is human nature to make mistakes. If you go through life afraid to make a mistake, you’ll spend most of your life doing absolutely nothing. There is no harm in making mistakes, it is an essential part of learning. If you feel the need to avoid mistakes at all costs, it becomes a psychological barrier to taking risks.

Learning from your mistakes is one of the greatest personal achievements you can make. From your own mistakes you can gain wisdom and accelerate self-improvement. Mistakes, because of their relationship with risk taking, are essential to success. The important thing is to view mistakes as a useful stepping stone to a higher confidence and a broader perspective.

Learning from mistakes requires three things:

·       Putting yourself in situations where you can make mistakes
·       Having the self-confidence to recognize and admit to them
·       Being courageous about making improvements

The most important lesson in making mistakes is to trust that while mistakes are inevitable and you can learn from them. No matter what happens tomorrow you'll be able to get value from it, and apply it to the day after that. Progress won't be a straight line but if you keep learning you will have more successes than failures, and the mistakes you make along the way will help you get to where you want to go.

 

How to Avoid 6 Common Pitfalls of Process Mapping

Earlier this week I discussed the benefits of processing mapping.  Process maps are used to develop a better understanding of a process, to generate ideas for process improvement or stimulate discussion, build stronger communication, and — of course — to document a process.  Creating a process map is a relatively straight forward process but some mistakes can derail the process.  

Here are the most common pitfalls in process mapping and some possible remedies:

1. "Unbalanced" map (too much detail in some areas, not enough in others).
   Remedy: Compare to other parts of the map; ask, "Does this step contain roughly the same amount of effort as that step?"
2. Gaps (missing or uncertain steps).
   Remedy: Ensure that those who help create the map are knowledgeable of the process, or hav others review the draft for completeness and accuracy.
3. Map too "busy."
   Remedy: Use additional paper and plenty of white space, or expanded maps cross-referenced to base map.
4. Takes too long, or people get bogged down.
   Remedy: Establish ground rules:
   - outstanding items list
   - move on after 5 minutes
   - follow rough draft principle; first get it down, then get it good
   - use a facilitator.
5. Unclear terminology, or cannot remember what was said about a particular step.
   Remedy: Take notes while mapping, create a glossary of terms.
6. Group is mixed or defers to designated decision makers.
   Remedy: Stress that firsthand knowledge of the work process is what matters.  Strive for equal participation, even if it means redefining the group.  Try to prevent this problem by staffing the group with the right mix up front and explaining to management that they should select those closest to the work. 

What advice would you give others when mapping a process? 

5 Benefits of Process Mapping

Maps and flowcharts help make work visible. Increased visibility improves communication and understanding, and provides a frame of reference for those involved with the work process. Maps are often used to show how work currently gets done in an organization. When used in this way, they represent a snapshot in time that shows the specific combination of the functions, steps, inputs, and outputs that your organization uses to provide value to its customers. Thus, maps and flowcharts help you document your current pathways of customer satisfaction. Analysis of the processes which the maps represent can help you increase customer satisfaction by identifying actions to reduce process cycle time, decrease defects, reduce costs, establish customer-driven process performance measures, reduce non-value added steps, and increase productivity.


Additionally, maps and flowcharts can be used to show how you want work to be done in your organization. By examining a map of current process performance in light of customer requirements and data on sources of customer perceived value, you can draw a different picture to help you illustrate the pathways you will create to provide value to your customers. Thus maps are also important prerequisites to successful organization design, process re-engineering, or benchmarking projects.


In addition to using maps to show how work currently gets done or how you want work to be done, you can also use process maps:

• Orient new employees.
• Evaluate or establish alternative ways to organize your people to get the work done.
• Quickly get up to speed on what your group, team, or department provides to the rest of the organization and vice versa.
• Identify improvement opportunities.
• Evaluate, establish, or strengthen performance measures.

The path for your improvement journey consists of the work processes your organization uses to create and transport goods and services to its customers, whether those customers are inside the organization (as in another department, division, site, etc.) or outside the business (someone who purchases or uses your organization's products and services). Thus, the map you use for your improvement journey must focus on the work processes that make your organization.

Lean Quote: Fear of Failure Should Not Limit Us

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.

"Fear is a bad guardian for a thing that ought to last." — Cicero 

It is natural to have a fear of failure. By human nature, most people prefer to avoid risks, especially in the workplace. However, a fear to fail in the office can stunt employees’ growth and inhibit the company from exploring creative, new ideas and strategies.

Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. Failure is an expected part of the process of finding solutions. If workers feel that they have to “hit one out of the park” every time they come up with an improvement idea, they will be reluctant to provide their ideas.

We are going to make mistakes. A colleague of mine always says, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.

Create opportunities where employees can experiment with new ideas that doesn’t expose the company to any risk, but allows them to learn from their failures and success. This will allow the team to feel comfortable thinking outside of the box.

Fear of failure is one of the greatest fears people have. It is a genuinely scary thing for many people, and often the reason that individuals do not attempt the things they would like to accomplish. But the only true failure is failure to make the attempt. If you don't try, you gain nothing, and life is too short a thing to waste.

 

Tips for Creating an Inclusive, Respectful Learning Environment

As a leader, you want to do everything you can to be the best and most effective leader possible, and while there are many things to keep in mind, one important thing is to remember is to create an inclusive learning environment for the members of your group.

Creating an inclusive work environment is an effective way to make all employees feel comfortable and welcome within your workspace. Fostering this type of environment will likely enhance employee happiness and perhaps even productivity. Crafting an environment of this type, however, requires efforts toward helping workers overcome their fears of the unknown and even prejudices they may potentially be harboring.
Creating a learning environment that values diversity takes many factors into consideration. An inclusive, respectful environment will maximize learner engagement within the learning program.

Managers may incorporate multiple theories, methods and resources to create an inclusive, respectful learning environment. Suggestions include:

1. Develop awareness of biases and assumptions about culture, age, gender, educational background, etc.
2. Be aware of and understand individual differences in addition to cultural differences.
3. Use inclusive language and avoid stereotyping.
4. Involve learners and/or content experts in the learning process, especially in planning.
5. Be flexible in planning and delivery of learning programs.
6. Use a variety of media in learning activities to address multiple learning styles and personality types.
7. Value contributions from individuals, as well as groups and communities.
8. Clearly explain the purpose and anticipated outcome for activities to help establish a common understanding among learners.
9. Be prepared with support or referrals in case learners experience difficult emotions that arise from the reflection process.

Creating an inclusive work environment is an effective way to make all employees feel comfortable and welcome within your workspace. Fostering this type of environment will likely enhance employee happiness and perhaps even productivity. An inclusive environment is one in which members feel comfortable due to the respect and relationships between each other. Openness and honesty emerge, thus making for great synergy, satisfaction and learning.

5 Ways to Create a People Centric Culture

Putting people first at a company, what I call being People-Centric, promotes the sharing of ideas, suggestions and improvements. People are at the core of every organization, and an organization’s employees – its people – are the most important investment it will make. Even as technology advances and capital shifts, it is the leadership and personal contributions of the individual employees who comprise an organization’s workforce that ultimately set it apart from competitors.

Companies that reap the benefits of an engaged workforce understand that people are their greatest asset. Great workplaces foster an environment of communication, fairness, respect, and trust - while creating opportunities for people to grow as employees, and as individuals. A work environment in which people feel valued, heard and a sense of camaraderie is critical to employee engagement.

Here are 5 ways to create a people centric culture:

1. Communication is the key to 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.

2. 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.

3. 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.

4. 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.

5. Create a learning environment. 

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. Developing your people shows respect for them.  Building explicit (book) and tacit (hands on) knowledge and distributing it is equally important.

Asking people to improve their work and giving them the tools to do it (e.g. Kaizen) shows the ultimate form of respect in my opinion. In other words management is saying that we trust and expect that you will take a hand in making things better in order to ensure our survival. The implied message is one of mutual trust and respect.

Lean Quote: There is No Substitute for Observation When Problem Solving

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.

"Nothing has the power to broaden the mind as the ability to investigate systematically and truly all that comes under thy observation in life." — Marcus Aurelius

All too often, attempts are made to solve problems without knowing anything about or are not being familiar with a particular area or process -- resulting in a misdiagnosis or failed solution. Answers come from the floor, from the 'gemba,' where the condition occurs. You need to go to the real place and experience these conditions for yourself before being able to take the next steps.

No matter what your position is or what you are working on you can not underestimate the importance of going to the Gemba. Gemba is the Japanese word for “actual place.” You can’t solve problems at your desk. Going to the Gemba is a great way to get the entire team involved in identifying and solving problems. It is grounded in fact finding using actual conditions from the actual workers who perform the work. This activity creates energy within the team solving the problem leading to experimentation, ideas, and discussion on improvements.

Lean leaders should go to the shop floor and get their hands dirty by working on process improvement. People expect their leaders to be innovative.  Allow others to see your creativity in action on the front lines.   Leaders need to do more and observe less.   Action is observation in full motion.

There is no better way to experience the flow of value (or lack thereof) than taking the same journey that an order, new product, patient or other takes through your processes. Start where the order, product or person enters your value stream and "go see" all the places they go from start to finish. Look for all forms of the 7 wastes and when you see them, think about "why" they exist. Do this often in order to gain a true understanding of your processes. What happens on Monday is not necessarily what happens on Friday.

In data collection, impartial observations of how the process is currently running are critical in identifying waste with respect to time, materials, etc. You can observe a lot by simply watching, although in some environments it may be difficult to observe the work itself. This is because there are so many work products that are virtual, for example, emails, phone, computer inputs and reports. In these cases, process observation with trained observers can be powerful.

Many managers rely on gut instinct to make important decisions, which often leads to poor results. On the contrary, when managers insist on incorporating facts and evidence, gathered from direct observation at the source they make better choices and their companies benefit. Lean companies however strive to empower their employees to make decisions at all levels through access to data, knowledge of evaluation methods, and defined standard processes.

Supervisors and managers must continually walk through the factory to see that standards are being followed and to practice seeing waste. Operators need to continually examine their own operations to stay alert for new problems and new ideas for solving them that may come to mind as they do their jobs.

There is no substitute for observation when it comes to problem solving.