The Value of Discovery

On the second Monday of every October, we have a holiday in the honor of the European explorer, Christopher Columbus. Christopher Columbus is important for accidentally discovering America, thus starting the Age of Exploration, and causing world changing events that continually influence history even up today.

This is a good time to talk about the importance of discovery to Lean thinking.  Fundamentally, discovery is the act of detecting something new, or something "old" that had been unknown. Discoveries are often made due to questioning.

Thinking is not driven by answers but by questions. To think through or rethink anything, one must ask questions that stimulate our thought.

Questions define tasks, express problems and delineate issues. Answers on the other hand, often signal a full stop in thought. Only when an answer generates a further question does thought continue its life as such.

Thinking is of no use unless it goes somewhere, and again, the questions we ask determine where our thinking goes. Deep questions drive our thought underneath the surface of things; force us to deal with complexity. Questions of purpose force us to define our task. Questions of information force us to look at our sources of information as well as at the quality of our information.

Encourage a questioning culture.  Urge everyone to question. Ask why several times to try to get to the root cause of problems.  Challenge everyone to think and learn. Because without questioning there can’t be discovery. And without discovery there can’t be improvement.

In the spirit of Columbus Day take some time to discover and learn about your company, your employees, your problems, your processes, and your customers so that you can think Lean improvement.

Lean Quote: Set an Open Door Policy for Accessibility

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 best leaders are approachable and accessible. They are truly part of the team and not merely a figurehead."   —  Ramanathan M

An open-door policy refers to the practice of business or organizational leaders leaving their doors open so that employees feel welcome to stop by and meet informally, ask questions, or discuss matters that have been weighing on their minds.

These days, with open office environments, co-working spaces and remote team members working around the globe, the “open-door policy” is more metaphorical than ever before.

Follow these three key steps.

1. Set boundaries

Your goal as a manager should be to keep a finger on the pulse of what’s really going on with your team. So, how do you make yourself accessible for meaningful discussions without turning yourself into a counselor or micromanager?

Clear communication lays the first building block to creating a successful open door policy. Even managers who encourage frequent, informal conversations through “walk around management” may need to establish set office hours, say before and after team meetings.

If daily interruptions and vent sessions are limiting your productivity as a manager, another option might be to schedule weekly one-on-one meetings with each team member.

2. Always listen intently

The next step in a successful open door policy requires that you listen intently to what an employee has to say. Let the person “speak their truth,” without interruption from phones, email or other people.

Recap what you heard the person say in order to make sure you fully understand the problem. Beware of being dismissive of an employee’s vent because a genuine issue may be lurking behind their frustration.

If the employee brings a recurring issue to you, there’s likely a root cause that needs to be addressed. You might say, “I notice there’s a pattern here. What do you think the solution is?”

By driving the conversation toward solutions, you discourage endless venting and encourage employees to come up with their own solutions.

Remember, not every person thinks in terms of solutions or problem-solving. Walking such employees through decision-making processes teaches them to rely on their own abilities.

3. Focus on the solution

Time, yours and your employees, remains a key component to maintaining a well-oiled open door. After all, endless interruptions compromise your ability to lead your team and your team’s productivity.

Managers should try to solve any issue the first time, within the parameters of what’s functionally achievable. By slaying problems as quickly as possible, you set up your team for maximum success, particularly when you involve them in the decision-making process. Things could get worse if you and your team fail to act.

The rationale behind the open-door policy is to develop trust and communication between employees and management, and facilitate a regular feedback process that deals with and improves day to day issues in the work environment. Such a policy is more important than ever since the transition to remote work, as managers need to find new ways to communicate and engage their employees.

Lean Tips Edition #210 (#3361 - #3375)

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 #3361 – Use a Team to Create the Maps and a Plan

Having one person create the map means you used only one brain and two hands. The information gathered may be biased or, even worse, incorrect. Decisions need to be made for what is best for the entire value stream, and that’s hard to do with only one person. Make sure you use a good cross-functional team to walk the shop floor, analyze part flow, gather the information, and then draw the map.

Ideally, someone with experience in VSM should lead the initial meetings. A person who has drawn several maps can help determine the process families with the team, teach the team the correct way to collect data and information, show how to draw the maps, coach toward a better future state, and facilitate a successful event.

Lean Tip #3362 – Don’t Expect Everything to Show up on the Map

Even though the maps will give you great information and insights for improvement, they typically do not have other enterprise wide initiatives that an organization should undertake during its lean journey, such as 5S workplace organization and standardization. A company needs to have 5S everywhere, and VSMs may show only an area or process that needs 5S, not the entire facility. Also, other important functions like communication and training do not usually show up as an action item on a VSM, but these functions are extremely important while implementing lean concepts.

Lean Tip #3363 – Start With the Big Picture

Begin with a door-to-door VSM of one of your process families. Try not to dive into a departmental or cross-functional map before developing the higher-level map. By seeing the big picture, you will be able to make better decisions about your value stream. If you dive into a lower-level VSM, you may not get the results you were hoping for.

The massive map may, for example, uncover problems with welding fixtures. That’s fine, but a door-to-door map—one that identifies welding as part of the “fabrication” step—shows a different story. The map reveals that fabrication takes five days, but order entry and engineering takes 10 days. The broader map shows where to start—in this case, order entry and engineering. Drawing a detailed map here will probably reveal significant waste, and show you where you will get the biggest bang for your improvement buck.

Lean Tip #3364 – Post Maps Where People Will See Them

Don’t hide your maps. A key benefit of displaying your value stream maps is to communicate what is going to happen at your organization over the next few months or during the next year. Many people resist change because they fear the unknown. Posting the maps with the plan removes or eliminates this fear. It’s also a way to start discussions and obtain buy-in and ideas for improvement. Don’t hide your maps; be proud of them!

Lean Tip #3365 – Eliminate Waste, Don’t Create It

When it comes to VSM, people often become so enamored with their own bureaucracy or analysis that they are just wasting valuable resources, especially time. I’m talking about the people who spend too much time making fancy graphs from the data that was collected, or the ones that want to get the data down to the one-hundredth decimal point. Remember what you are trying to do here: eliminate waste, not create more.

Lean Tip #3366 – Align VSM with Strategic Goals

Before you start mapping your value streams, you need to have a clear vision of what you want to achieve and how it aligns with your organization's strategic goals. VSM is not a one-time project, but a continuous improvement process that requires commitment and alignment from all levels of the organization. Therefore, you need to communicate the purpose, benefits, and expectations of VSM to your stakeholders, sponsors, and team members, and ensure that they are on board with the change.

Lean Tip #3367 – Involve the Right People and Perspectives

Another key factor for successful VSM is involving the right people and perspectives in the mapping process. You need to have a cross-functional team that includes representatives from all the roles and functions involved in the value stream, as well as customers and suppliers if possible. You also need to have a facilitator who can guide the team through the mapping steps, ensure that everyone's voice is heard, and resolve any conflicts or issues. By involving the right people and perspectives, you can ensure that your VSM reflects the reality of the process, captures the pain points and opportunities, and generates buy-in and ownership for the improvement actions.

Lean Tip #3368 – Review and Update your VSM Regularly

VSM is not a static document, but a dynamic tool that reflects the changes in your process, customer needs, market conditions, and organizational goals. Therefore, you need to review your VSM periodically, and update it as necessary. You should also use your VSM as a basis for identifying new value streams or areas for improvement, and apply the same VSM methodology to them. By reviewing and updating your VSM regularly, you can ensure that your VSM remains relevant, accurate, and effective.

Lean Tip #3369 – Involve as Many Employees as Possible

Involving as many employees as possible can help the team identify points of interest, such as process improvements and potential efficiency leads. The more varied insight you can gather on your value stream identification team, the more a team may be able to creatively improve the process. Consider scheduling meetings with employee groups based on their involvement with the project, such as management meetings for value plan discussion and separate departmental meetings for specific action plan reviews.

Lean Tip #3370 – Implement Changes Gradually

Even though you want rapid improvements and results, it’s important that you don’t change too much too soon. A complete overhaul of your business practices could lead to more harm than gain.

The smarter approach is to make one change at a time. Once you implement a change, sit on it long enough to measure the true results of that change. Then you can move on to the next fix.

If you aren’t tracking your progress with real data, then you won't really know which changes are having the most meaningful impact on your business. At best, you’ll miss opportunities. At worst, you’ll damage your process and hurt the business.

Lean Tip #3371 – Communicate Clearly and Frequently

Communication is the key to any successful team. Communicate clearly and frequently with your team members, using the appropriate channels and tools. Share your vision, objectives, expectations, and feedback with them. Listen actively and empathically to their ideas, opinions, and concerns. Encourage open and honest dialogue, and avoid assumptions, judgments, and misunderstandings.

Lean Tip #3372 – Collaborate Effectively and Inclusively

Collaboration is the essence of teamwork. Collaborate effectively and inclusively with your team members, using the best practices and methods for your project. Involve them in the planning, decision-making, and problem-solving processes. Delegate tasks and responsibilities according to their skills and interests. Recognize and leverage their diverse talents and contributions. Support and help them when they need it.

Lean Tip #3373 – Give and Receive Feedback Constructively

Feedback is the fuel for growth and improvement. Give and receive feedback constructively with your team members, using the principles and techniques of positive feedback. Give feedback that is specific, timely, relevant, and actionable. Receive feedback that is respectful, honest, and helpful. Appreciate and acknowledge the feedback you receive, and act on it accordingly.

Lean Tip #3374 – Celebrate and Reward Success

Success is the result of hard work and dedication. Celebrate and reward success with your team members, using the appropriate ways and means. Celebrate the milestones, achievements, and wins of your team and individual members. Reward them with recognition, appreciation, and incentives. Express your gratitude and pride for their efforts and outcomes.

Lean Tip #3375 – Resolve and Learn from Conflict

Conflict is inevitable and natural in any team. Resolve and learn from conflict with your team members, using the skills and strategies of conflict management. Resolve conflict quickly and peacefully, focusing on the issues, not the personalities. Learn from conflict, using it as an opportunity to improve your relationships, processes, and results.

Lean Quote: Create a Culture of Feedback

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.

"We all need people who will give us feedback. That's how we improve."   —  Bill Gates

Giving effective feedback is key to building strong teams and high-performing companies. That’s why so many organizations focus on creating a culture of feedback.

Positive employee feedback and constructive feedback can:

• Boost employee loyalty
• Strengthen team bonds
• Promote mentorship
• Improve performance
• Increase employee engagement

In fact, Gallup found that when managers provide weekly constructive feedback, employees were 5.2x more likely to strongly agree that they receive meaningful feedback and 3.2x more likely to strongly agree they are motivated to do outstanding work.

When organizations offer employees the opportunity to provide feedback, it helps their people develop a sense of ownership over their work and the business's overall success. Regular feedback is critical in developing employee voice—the ability of employees to express their views, opinions, concerns, and suggestions, and for these to influence decisions at work. When this happens, employees feel invested in what they’re doing, more engaged, and much more valued and empowered.

More and more organizations are focused on making feedback a part of their daily business practices. By going beyond once-a-year engagement surveys and incorporating feedback at every stage of the employee experience, companies can expect to grow their business and create happier and more engaged employees.

Lean Roundup #172 – September, 2023

A selection of highlighted blog posts from Lean bloggers from the month of September 2023.  You can also view the previous monthly Lean Roundups here.  

 

Another Tale from the Past – Mark Rosenthal shares a story that questions whether kaizen events alone, no matter how many or how quickly they were run, would actually create long-term significant change.

 

Highlights from GE’s “The Lean Mindset” – Katie Anderson talks about her experience attending GE’s special event called The Lean Mindset: Pursuit of Progress.

 

Labor Wastage Day – Bruce Hamilton discusses why we don’t have labor shortage problem; we have a persistent labor wastage problem and why it’s about time to do something about that.

 

Expand the View of the System to Find Ways to Improve Results – John Hunter shares an example of expanding the system view and looking at the results of the entire system it is often possible to find improvements that are not possible by only looking at “your” system.

 

What Makes Toxic Cultures? – Pascal Dennis discusses toxic culture that leaders create and can eliminate.

 

HR: The elephant in the room for psychological safety – Michel Baudin adds comments to Mark Graban’s Quality Digest column about psychological safety by focusing on the HR policies and practices.

 

Completing A Kaizen Event is the Beginning, Not the End of an Improvement – Steve Kane says the conclusion of a Kaizen event is not the end of an improvement; it marks the start of an ongoing journey toward excellence.

 

Understanding How Process Behaviour Charts Work – Christopher Chapman dives into the theory and clockworks behind Process Behaviour Charts so as to demystify how they work and to aid in creating and interpreting them more effectively.

 

Dos and Do Nots for KPIs – Christoph Roster discusses the three most common pitfalls are to underestimate the effort (and hence the cost) of measuring a KPI, to overestimate the accuracy of a number, and (worst of all) to believe that the numbers tell you everything.

 

Should You Forget About Psychological Safety? – Bob Emiliani talks about the aspects of psychological safety and what you can do about it rather then complaining about a lack of it.

 

Some Common Themes From the GE Lean Mindset Event’s Diversity of Backgrounds – Mark Graban shares his experience about the recent event, The Lean Mindset, organized by GE.

 

What Is Process Improvement, and What Are Some Best Practices? – Delancey Padmos shares the aims of process improvement and some best practices to consider.

 

 

5 Manager Competencies Contributing to Achievement

Managers rely on 5 competencies that contribute to collective success.

1.     Translating the Strategy Into Actions

Translating the strategy into actions means developing plans and making operational decisions, and mobilizing employees who will implement them. Managers implement this by:

·        Understanding the company’s strategy and sharing it with their employees.

They keep their team informed of the company’s strategic direction and decisions. They explain the impacts of these decisions on the team’s activities. They allow every employee to speak up and raise questions.

·        Organizing their team’s work.

They provide clear and concrete directives that are applied to individual and collective missions. They identify performance indicators. They define responsibilities, schedules, and processes. They ensure that everyone is aware of these factors and understands them.

·        Making sure that action plans are implemented.

They explain their decisions and ensure that action plans are implemented, They communicate with other managers regarding the impact of action plans on their respective activities.

·        Supporting their employees in the execution of their work.

They are close to their teams and support them, particularly at critical moments. They advise them and provide the suitable expertise and resources needed for success.

·        Providing their management and peers feedback.

To positively influence behaviors, they provide candid and objective feedback to their management and peers.

2.     Delivering the Expected Results

Delivering the expected results means reaching the managerial, financial, business, and technical targets on time, while ensuring the utmost safety and security. It means meeting the expectations of internal and external customers. Managers implement this by:

·        Setting an example in terms of safety and security.

At their respective level, they guarantee that the company’s safety and security standards are met. They share these standards and explain their meaning. They supervise the application and strict observation of safety and security rules, and continuously measure the performance and progress of their team.

·        Defining goals that are realistic, yet ambitious.

They share the goals set by their own management with all their employees. Together with their teams, they set SMART targets that are congruent with others in the company. They plan and specify the results and deliverables.

·        On a daily basis, managing the activities in an efficient manner.

They are in regular contact with their teams to assess the state of progress of the action plans. They share the state of progress with their management and flag any difficulties encountered. They are capable of looking beyond their own scope to find the competencies and resources required to achieve the targets. They develop their internal and external networks.

·        Mobilizing their teams.

They are close to their team and build strong relationships with team members. They explain the actions taken. They encourage initiative. With each employee, they review their achievements and contributions to the objectives and the progress of the projects.

·        Anticipating and providing solutions.

They list to and take account of the information escalated by their team and their customers. They are flexible, adaptable and show a sense of initiative when faced with unforeseen events, and they seize opportunities. They continuously assess their own actions and decisions in order to improve their team’s practices and performance.

·        Permanently bearing their customers’ expectations in mind.

They know their internal and external customers, and share their customers’ expectations with their team. They develop constructive relationships with their customers. They keep their promises to satisfy their customer and create opportunities for new business.

 

3.     Leading Change

Leading change means making decisions and implementing the actions required to achieve the company’s ambitions. Most of all, it means mobilizing all of the stakeholders affected by these changes. Managers implement this by:

·        Embracing and explaining the need for change.

They personify the will to change. They share this will with their teams and all stakeholders. They make the reasons for the change clear – for them and with them. They explain the background and constraints (financial, human, time-related). And they ensure understanding.

·        Defining the target and the means of making the change.

They qualify the nature of the change to made: new working methods, a new organization, new tools, etc. They analyze the impacts, risks, and opportunities of the change. They plan the stages of the change. They identify and involve they key players of the changes inside and outside their team, before the project is launched.

·        Organizing and driving action plans.

They know and have expertise in the proven change management tools and methods, and use the tools and methods best suited to the situation. They make sure that the tools are suited to the expected results.

·        Working side-by-side with their teams on the operational implementation of the transformation.

They listen to their teams and regularly adjust their actions. They are able to call working and management methods into question. Together with their teams, they design, and implement suitable solutions and support their teams throughout the change.

·        Identifying opportunities and overcoming any obstacles to change.

They stay close to their teams, are pragmatics, flexible, and persevering. They do not lose heart, even when faced with resistance or disinterest. They accept the risks of the change.

·        Taking stock of the reality of the change and the effects of the transformation.

They measure the progress of the projects and make sure that they produce technical results (the quality of the solution) and engage stakeholders and achieve customer satisfaction. They inform their teams of these results.

4.     Developing Teams

Developing teams means creating conditions in which everyone can make progress. It means giving objective and regular feedback to every team member on performance, competencies and potential to develop. Managers must identify and develop talents. They recognize and value the diversity of their employees. They propose professional development actions. Managers implement this by:

·        Creating conditions conducive to collective performance.

They foster team spirit and collaborative working. They organize their team according to the group’s goals. They listen to their peers’ opinion of their teams.  They set up development plans that match competencies to required targets. They value diverse profiles, backgrounds, and experience.

·        Managing and recognizing induvial performance.

Their assessments of their employees’ competencies and performance are clear and objective. They allow room for errors while addressing inappropriate behavior and poor performance. They support their employees. They applaud success and encourage progress.

·        Contributing to the professional development of their employees.

They assign missions in which their employees can succeed and reveal their full potential. They encourage employees to play an active role in their own professional development. They give their employees the means of enriching their competencies and expertise through training, new missions, and challenges.

·        Favoring their employees’ mobility.

They build career paths with team members and support their mobility. With a focus on internal hires, they engage with other mangers to facilitate mobility.

·        Establishing quality dialog with all their employees.

They build trusting relations with each individual, built on transparency. They prefer direct discussions. They take part in the life of the team. They develop cross-functional cooperations and exchanges of experience and best practices with other managers.

5.     Encouraging Creativity

Encouraging creativity means proposing, nurturing, and implementing innovative ideas. It means creating a climate conducive to innovation and developing creative and original ideas that continuously improve the team’s performance and service to its customers. Innovation is a lever for the creations of value. Managers implement this by:

·        Proposing new solutions.

Managers support innovation in every field: technical, organizational, commercial, social, etc. They regularly and constructively call existing practices into question, to facilitate new ideas and solutions. They step back and think about their professional practices and those of their employees.

·        Encouraging and congratulating initiatives.

They encourage their employees to voice their ideas. They implement tools and processes that encourage new ideas or practices. They actively listen to their employees’ suggestions, including suggestions that go beyond the established order. They widely share and discuss original ideas. They take the various points of view expressed inside and outside their team into consideration.

·        Contributing actively to the implementation of new ideas and encouraging the spirit of enterprise.

They allow and encourage ideas to mature. They make decisions quickly. They are able to find and allocate the necessary budgetary resources. They involve their employees in the implementation of new ideas. They keep track of progress.

·        Using innovation to leverage continuous improvement.

Together with the stakeholders involved, they assess the performance of new ideas that have been implemented. They accept failures and learn from them. They highlight successes and measure the impact of innovation on their activities. They reward the employees who came up with the new idea, and those who successfully implemented it.