Top 10 Posts from 2021

The end of the year is traditionally a time to look back and reflect. One way to reflect is to evaluate popular blog posts. I have been taking time to reflect on the year that was and as part of that reflection I have flipped back through the 150 blog posts I have written so far this year and compiled a list of my Top 10.

10. Obeya: The Lean War Room - Obeya rooms provide big gains in both collaboration and problem solving, two features that are essential in project management.

9. The Power of Reflection In The Workplace - Reflection is fundamental to our growth and development, especially in developing higher mental functions such as problem solving and decision-making skills

8. 10 Traits All Great Leaders Possess - Collection of characteristics from great leaders in business, sports, politics, and the military.

7. Five Ways You’re Stifling Employee Engagement - Top reasons why employees are not motivated to contribute their best efforts at work. 

6. The Benefits of Lean Visual Project Management - Why you need to be using visual project management techniques over traditional project management tools.

5. 7 Tell-Tale Signs of Leadership Mismanagement - Take notice of the signs of a bad company culture (mismanagement).

4. Using the Gemba Walk to Learn and Engage - The gemba walk is a management process to learn more about the actual condition and to engage with employees on continuous improvement.

3. What Makes A Great Team? - Build a great team that will work together and produce results with these 9 surefire characteristics and attributes.

2. Six Practical Tips for Developing an Engaged Workforce - Use these six tips to help you develop an engaged workforce in your company..

1. The Foundation and Principles of Lean Thinking - The principles, rules-in-use, and foundations of Lean establish a process for everyone to contribute at or near their full potential.

What were some of your favorite Lean posts from 2021? Any recommendations for next year?

Thanks for your continued readership in 2021. I hope you enjoy the holiday season and go on to achieve Lean success in 2022.

10 Reasons for Unnecessary Costs that Lead to Poor Value

There is little doubt that engineers and designers are well aware of the need to minimize cost, and in most instances, they are anxious to receive and use better cost information. However, there are other reasons why unnecessary cost occurs in the products they are specifying.

The most frequent reasons unnecessary cost is found in a product or system will normally fall into one or more of the following categories:

Lack of an Idea: Unnecessary cost can be built into a product or service  simply because of our failure to utilize creative ability in developing alternative solutions. In many cases, we accept the first workable solution that comes to mind.

Lack of Time: Speed to market demands often produce short product development cycles. Aggressive deadlines can sometimes prevent the optimum design from emerging. Decisions we are forced to make, perhaps due to an urgent delivery, or tight design, or product schedule, can force us to initiate a temporary circumstance or satisfy a requirement without regard to cost. Many times, these temporary measures become a fixed part of our product or service, resulting in unnecessary costs year after year.

Lack of Information: Lack of information on exactly what function we are trying to perform. Lack of information regarding what the customer wants or needs. Lack of information on new materials, products, or processes. Lack of cost information or what is necessary cost that is needed to generate a profit.

Reluctance to Seek Advice: Some people are not willing or able to look beyond the current horizon and are reluctant to seek or ask questions, feeling embarrassed or inadequate if they admit they do not know something. This often drives the inability to utilize new technologies and materials. The “Not Invented Here” syndrome does not allow people to tap into ideas from other outside sources.

Temporary Circumstances  or Emergencies: Most companies are faced with emergency measures at some time when a material, machine or supplier readily available is accepted as a temporary solution regardless of cost and continues in use after the emergency has been overcome.

Honest Wrong Belief: Unnecessary costs are often caused by decisions made on what is believed to be true, and not on the facts. We let ourselves believe that there is a good reason why we should not do something: The tools are too expensive; a particular material is not good to work with; that plastic is brittle. “Honest Wrong Beliefs” can stop a good idea that may provide a more economical product or service.

Habits or Inertial Thinking: Doing things almost by rote, each time a similar problem occurs that has been addressed before. We must face the fact that some of our habits need review. We must recognize that old habits can be changed, that new habits can be developed, and more importantly, if we are to eliminate the unnecessary costs, we will have to base our business decisions on fact and not on our habits and attitudes.

Negative Attitudes: Failure to recognize creativity or innovation.

Obsolete Specifications: Some specifications used today are outdated. Testing specifications, codes, material specifications, and specification from previous projects are used unquestioningly.

Poor Human Relations: Lack of good communication, misunderstanding, interpersonal relations between people are a frequent source of unnecessary costs.

These reasons for unnecessary cost probably apply to most aspects of human activity. They will and do occur in well-organized companies having skilled management and technical staff, and do not necessarily reflect on any one individual or group of individuals.

Lean Quote: Gratitude Always Leads to Generosity

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.

"Christmas is more than a time of festivities, family, and friends; it is a season of generosity, gladness, and gratitude."   —  William Arthur Ward

With the year coming to a close, I wanted to take some time to reflect on the relationship between gratitude and generosity, remembering why it’s so important to express one just as frequently as the other. 

Gratitude and generosity are interdependent attitudes of mindfulness that engender and strengthen one another. They are powerful forces that act in the opposite direction of destructive emotions such as hatred, jealousy, greed, resentment and ill-will. Just as with the other attitudes of mindfulness, they can be cultivated through practice. 

Gratitude is a feeling of thankfulness for what we have received – acknowledging the good, especially that which comes from or exists outside of us. If we consider closely, we begin to realize that nothing good we possess, tangible or intangible, has been generated by ourselves alone. Gratefulness involves accepting what is, being in the now, and getting unhooked from “I, me and mine”. 

Generosity has been described as the act of giving oneself over to life. We can be generous with ourselves and with others, but acting generously with regard to the welfare of another acknowledges our interconnection and brings a special kind of joy. Generosity doesn’t always have to involve material things. One of the greatest gifts we can give is our attention. Giving thanks and encouragement, easing human suffering, acting in a way that helps equalize inequities, and creating social justice are all forms of generosity. 

Practicing gratitude and generosity are important for all who seek true happiness. 

The Ultimate Guide to Lean Manufacturing

Originating on the assembly lines of Henry Ford's factories, then later refined by those that built Toyota into a world leading car manufacturer, lean manufacturing is the method by which manufacturers aim to reduce waste yet maintain productivity in their factories. The goals of lean manufacturing are to reduce the time, effort, and costs of making a good without sacrificing quality.

In this article from Propel, you can take a deeper dive into what lean manufacturing is, what its main goals and core principles are, and what are the major pros and cons of it. In many ways, lean manufacturing is the way factories and plants will continue to strive to operate. Its focus on low waste makes it environmentally friendly and the lowered production time makes us consumers happier, but implementing a true lean manufacturing process can be challenging and can sometimes require a true overhaul on the entire company.

Lean Manufacturing Guide - propelplm.com/articles/ultimate-guide-to-lean-manufacturing

Author Bio:

David Sides is the Outreach Director at Propel. We at Propel have made a tool that allows manufacturing companies to track its product across its entire lifecycle. Our expertise here along with our relationships have allowed us to have great insight into lean manufacturing and how it can improve the process.

5 Tips For Creating a Culture of Experimentation

"Experimentation" has become a buzzword for managers and business owners. Everyone wants their employees to think outside the box, develop creative ideas and be innovative. However, few organizations actually take the steps necessary to make that happen. 

Since the beginning of times, experimentation has served as a critical tool for challenging the status quo business models and driving radical changes. For organizations, it typically means the potential to take bold steps and decisions to improve the customer experience while minimizing business risks. It also provides an organization with endless opportunities to learn more about their customers by means of testing. 

1. Be Data Driven 

Don’t make the mistake of not measuring your data for better results. Data is what confirms results, validates change, and fuels growth. 

Don’t ignore even the seeming negative data, or opinions of users. Use these to fuel your next innovative move. Your consumers and users may have completely different ideas of what could work better. Listen to their feedback and study the data. Then, trust in that data enough to be driven by it. 

2. Be Open to Ideas and Creativity 

It is easy to get stuck in your ways. Instead, adopt a company approach whereby you are all open to ideas and creativity. 

Don’t be afraid to take a different path, to try different software, or just to do something completely different. Sometimes the biggest anomalies or most outlandish suggestions can produce the best results. After all, if you aren’t changing you aren’t growing. And if you aren’t growing, your business cannot progress. 

3. Break Down Silos 

For a company hoping to evolve, nothing will kill progress like silos. In a culture that values experimentation, collaboration and sharing is imperative. This is why it’s so important that all team members, regardless of position or department, are given the opportunity to present ideas and pursue new innovative opportunities. 

Oftentimes, the team members who are closest to the customer possess the greatest ideas for growth, yet they’re too afraid to come forward. By offering these individuals a platform to express their ideas, morale will be boosted and a sense of entrepreneurialism will be instilled across all levels. 

4. Integrate Experimentation Into Day-to-Day Life 

To make experimenting a habit in your business, it needs to be intertwined into your employees’ day-to-day life. Impending deadlines, on-going projects, endless meetings – it’s hard to find time to experiment. It’s the number one reason why employees feel held back from learning. If you’re part of an organization, developing a experimenting culture, you have to be an advocate for time. The concept of experimentation should be ingrained in your employees from the moment they join your organization. 

5. Learn from Failure 

My last tip: don’t be afraid of failure. Strive to grow from past mistakes, think outside the box, and embrace experimentation, even if it means you don’t get everything right from the beginning. Stagnation is one of the dangers of companies that start well but end up resisting growth. 

A culture of experimentation and risk taking is great for any organization. It keeps fresh ideas and opportunities flowing through the organization, helping the organization to optimize operations and maintain their competitive edge. 

With the tips shared above, you will be able to effectively push your team to take risks and create a culture where experimentation is the norm rather than the exception. 

Lean Quote: Be the Leader, Adjust the Sails

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 pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails."   —  John Maxwell

This is a fun quote, because it breaks the usual dichotomy of the glass is half full, glass is half empty paradigm. It adds a third choice to the mix. In this case, the ‘half empty’ complains. The ‘half full’ anticipates a better future. The third group does something about the situation.

While this is an example specific to sailing a ship, I believe it can be applied to our lives in general. You can complain, you can wait for things to get better, or you can get up off your butt and start doing something about the situation.

Not every situation can be salvaged. Some things will turn out badly. But there are few things that cannot be changed at least a little, if you are willing to work at it. Yes, you may still lose, but you might just be able to score a few points, if you work hard and smart.

I’m not saying any one of us could do a better job, but we are each the captain of our own ship. You can do nothing and complain about how poorly things are going. You can do nothing and wait for the world to improve. Or you can do what you can to adjust the sails and improve your condition.

In this manner, you are the leader. You provide the example for your crew, however small that may be. And when your ship begins to move, the ships around you will start to wonder why the wind favors your boat. The smart captains will ask what you did. The best captains will do what you did. And in their imitation, you have become a leader.

Once you can see past the false choice between “half empty” and “half full,” you can begin to determine what actions you can take to fill the glass, or drink what is in it to sustain yourself while you work on getting yourself more to drink.

Neither of those two options get anyone much of an improvement in their lives. The decision is fairly simple, you reject the dichotomy and select option three, adjust the sails. Now the question becomes what can you do to adjust your sails, to improve your condition or situation?

Now all that remains is to determine where you want to go, and how you set your sails to best take advantage of the prevailing winds. While some might say that it’s impossible to make any headway in the current situation, it is useful to remember that some of the greatest fortunes were made in poor economic times.

Complaining and hoping are the two sides of the coin of inaction. No matter how many times you flip it, you are still stuck with those two choices, and in the mean time, nothing gets done. Be a leader, even if you are the only person on your dingy. Otherwise nothing will get done, and that’s rarely going to be the best option.

Leader VS Manager: Key Differences You Need To Know

We are all leaders and managers in some way. These roles interchange even daily depending on the tasks people are on. But why do most people cope with these roles very differently? Some are excellent managers but their leadership qualities are too far from great. At the same time, there are inspiring and motivating leaders who can’t even manage their own schedules.

The question is what makes a person a leader? And how do managers differ from leaders and why? These and similar questions arise when you think about self-development, the skills, and traits you have to develop as a leader. Being a good manager is easy when you are a true leader, while the opposite may not be attainable.

“You see managers and leaders every day. You may not recognize each role because the difference is not that significant on the surface”, - says Adam Whitney, creative director at portrait retouching service.

A CEO of a large multinational company may seem to you as an impeccable leader. But the details always matter. You should find out more about managers and leaders to distinguish between them.

Who is a Manager?

Anyone could be a manager. If you manage something in a local grocery store your family owns - congratulations, you’re a manager! This term applies to a variety of occupations. It can be a cleaning manager (a janitor, for instance) in your favorite diner or an experienced CEO of a bank nearby. Both positions presume administration, maintenance, and focus on processes. The difference is in the level of responsibility.

The manager is a title. It is a position. Managers organize processes to make an organization succeed. The main focus of any manager is the maintenance of a working structure but not employees. The definition of management is what people should do rather than how they should do it.

One of the best leader vs manager difference examples is the approach to people. Managers see employees as effective instruments to get a job done. Leaders focus on the environment and human interactions. Managers are goal-centered, while leaders are people-oriented.

What is the main manager and leader difference? Managers are good decision-makers but rarely capable of envisioning things to come. They are excellent executives who are always ready to follow orders. Leaders are visionaries who give these orders.

Who is a Leader?

Leadership is what most people heard about but only a few know what this is. The synonym of leadership is responsibility. It is the readiness to accept any results of your decisions if you are a true leader. Managers have procedures and instructions about most situations they have to manage. In comparison with the last ones, leaders don’t have such a privilege. So, manager and leader traits are very different in most cases.

Undisputable Traits a Leader Should Have

Leaders are always determined. They focus on what they must do and follow this path with no excuses. If you want to become a true leader, you should develop this trait. There is no other way.

Leaders are always responsible for what they do and say. You’re either responsible or not if leadership traits are what you are after. Being harsh to others, though, is now what great leaders do. You need to learn empathy as well.

Leaders have positive thinking. They are always open-minded even if the world around them is against it. Being positive when you’re torn apart by hardships of life is not easy and you should keep this in mind. But true leaders do it somehow, so should you if you want to be like them.

If you want to know more about a leader's traits, read the following post.

Leadership Skills of a True Leader

Leaders set goals right. If they don’t, they accept that they were wrong and reset the goals. This cycle is endless so for some people it could be a difficult one. Yet, you must be ready that what you do is not what you should do.

Leaders are aware of their strengths and weaknesses. The ability to critically assess one's own capacity is what distinguishes leaders from regular people. A true leader is not falsely modest but overestimating one's abilities is not an option. You are what you do rather than say.

Leaders are great listeners. You can’t be a leader if you don’t know your followers. Building relationships with people is the most powerful skill of any genuine leader. You should learn to think about people first, their needs, and issues if your goal is true leadership.

Read more about leadership skills a true leader should have.

Get to Know the Key Difference Between a Leader and a Manager

Managers are doers, while leaders are thinkers. Keep it in mind on the road to true leadership. Yet, it should not confuse you because leaders usually see what they must do to achieve the goals. Managers ask leaders about it. Becoming a leader is not an easy task, but if you are on it, nothing should ever stop you. Building a trustworthy environment is one of the most powerful skills of a true leader.

Author Bio:

Nancy P. Howard has been working as a journalist at the online magazine in London for a year. She is also a professional writer in such topics as blogging, SEO and marketing.