Lean Quote: Live For the Moment, It’s Happening Now

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.

"May, more than any other month of the year, wants us to feel most alive."   —  Fennel Hudson

When’s the last time you felt exhilarated, lighthearted, and free? Or the last time you were fully present? When’s the last time you felt alive? 

Playfulness, connection, and flow are all energizing, happiness-boosting states when they occur on their own. But when we experience these three states at once—in other words, when we experience True Fun—the effects can feel magical. 

When we have True Fun, we are not lonely. We are not stressed. We are not consumed by self-doubt or malaise. Instead, we are focused and present, free from anxiety and self-criticism. We laugh and feel connected, both to other people and to our authentic selves. When people talk about past experiences in which they truly had fun, their faces light up because True Fun makes us feel alive. Prioritize fun, and you will feel yourself coming back to life. 

If our goal is a meaningful and joyful existence, both in the long term and in the day-to-day, understanding the importance of our attention is only the first step. Next we must decide, what do we want to pay attention to? 

Our natural tendency is always going to be to pay attention to the negative, to scan the horizon for potential attacks. It’s a survival strategy that serves us well when our dangers are physical and real. It also affects our experience of life—we pay far more attention to correcting what’s wrong than enjoying and nurturing what is going right. 

We all want lives that are filled with meaning, happiness, satisfaction, and joy—but we don’t know how to get there. These are nebulous destinations with no clear path, so instead, we spend our time chasing, striving, and competing, dwelling on the past as we sprint toward future goals, like drivers who are so focused on the road ahead that the scenery rushes by in a blur. 

But we are not problems that need to be fixed. We are lives that want to be lived. Living does not suddenly start when we achieve inbox zero, or win an argument on social media, or earn a promotion. It happens in every moment—it is happening right now. 

Meet-up: 5 Questions From Within the Lean Community with Jeff Hajek

This month A Lean Journey Blog turns 15 and as I look back on how I got started and who influenced my journey I wanted to revisit a previous series I started in 2012 called the Meet-up.

One of the things I am so found of in the Lean community is the general wiliness to share with each other.  I have learned some much from my very experienced colleagues since I have been an active contributor.  Every month I roundup the best Lean related posts and articles I found particularly valuable from these fellow bloggers and contributors. Each one has their own story and opinions to share.

The goal of Meet-up is provide you an opportunity to meet some influential voices in the Lean community.  I will ask these authors a series of questions to learn about them, their lessons, and get their perspective on trends in industry.

In today's edition, we are going to meet-up with Jeff Hajek. When I first started Jeff was a great resource and support for me as he was starting his own business. We shared a passion for Lean and sharing knowledge with others that led to many collaborative projects together. Jeff filmed a short video to answer these questions:

1. Who are you, what organization are you with, and what are your current lean-oriented activities?

2. How, when, and why did you get introduced to lean and what fueled and fuels the passion?

3. In your opinion what is the most powerful aspect of lean?

4. In your opinion what is the most misunderstood or unrecognized aspect of lean?

5. In your opinion what is the biggest opportunity for lean in today's world? How can that be accomplished?

Through their answers to these questions hopefully you will get a sense of the thinking behind those who are shaping the Lean landscape.  I continue to keep learning and thankfully with the willingness of these practitioners to share I am positive you will, too.

Meet-up: 5 Questions from Within the Lean Community With Kevin Meyer

This month A Lean Journey Blog turns 15 and as I look back on how I got started and who influenced my journey I wanted to revisit a previous series I started in 2012 called the Meet-up.

One of the things I am so found of in the Lean community is the general wiliness to share with each other.  I have learned some much from my very experienced colleagues since I have been an active contributor.  Every month I roundup the best Lean related posts and articles I found particularly valuable from these fellow bloggers and contributors. Each one has their own story and opinions to share.

 The goal of Meet-up is provide you an opportunity to meet some influential voices in the Lean community.  I will ask these authors a series of questions to learn about them, their lessons, and get their perspective on trends in industry.

Today, we are going to get this kicked off with one of my original influencers and the person behind the idea for the Meet-up from his own blog back in 2010, Kevin Meyer. Here are his answers:

 1. Who are you, what organization are you with, and what are your current lean-oriented activities?

My name is Kevin Meyer, and I retired on January 1st, 2024 after 14 years as co-founder and CFO of Gemba Academy.  I continue to stay involved with the company on various strategic projects.  Prior to Gemba Academy I worked in various engineering, operations, and executive positions at primarily medical device manufacturers, ending with being president of a mid-market medical device company for eight years.  I am currently a member of a couple angel investment groups where in addition to investment I mentor and advise startups on the opportunity of leveraging lean methods.

2. How, when, and why did you get introduced to lean and what fueled and fuels the passion?

Back around 1997 I was working for Abbott Laboratories and transferred to their Salt Lake City facility to be operations manager of their largest molding operation, producing parts critical for other factories around the world.  The operation was 24/7/365, running at 100% capacity, but was nearly 3 months behind schedule, creating crazy visibility and “help” from corporate. 

While researching how to address the capacity issues while waiting for new presses to arrive in 3-6 months, I came across AME.  Doc Hall, Dave Hogg, and Dan McDonnell from AME taught me about quick changeover, and by the time the new presses arrived we had caught up and even had extra capacity.  I was sold and became a lean evangelist from that point on.  We used it to quickly quintuple production at a subsequent facility I became responsible for, and in my last position we reduced our costs so much that we could out-compete so-called “low cost” Asian competitors from the so-called “high cost” state of California.  Along with Ron Pereira and Jon Miller, we started Gemba Academy to give back and help train others on the concepts that had made us so successful.

 3. In your opinion what is the most powerful aspect of lean?

Respect for people, hands down.  Recognizing that traditional financial reports place a value on the “cost” of the pair of hands that is assembling product (or support activities), but there is no offset for the “value” of the brains that hold the creativity, experience, and collaborative multiplier - unlike with capital equipment - therefore poor and damaging decisions are made to chase “low cost labor.”  Find ways to tap into the power of those brains, while providing financial and psychological safety to encourage the risk that creates learning, even from failure.

 4. In your opinion what is the most misunderstood or unrecognized aspect of lean?

That lean is only for manufacturers.  An interesting data point is that over the past 14 years, subscribers to Gemba Academy’s training material changed from being predominantly manufacturers to being predominantly non-manufacturers.  There has been strong interest, and great results, in healthcare, government, services, and even education.

 5. In your opinion what is the biggest opportunity for lean in today's world? How can that be accomplished?

Lean principles and methods can be applied anywhere, even outside of work.  However, many of them (such as the power of one piece flow) are counterintuitive and need to be demonstrated to be believed.  We need more people experienced with lean to help spread the good news into more and different industries and situations.  There are many lean consultants and many lean training companies, but value is really demonstrated when the concepts are successfully implemented and returns are experienced.  This takes passionate, inquisitive, and creative people driving lean change - both from the top in executive positions but also from within organizations.  Lean is being taught in some universities - such as what Eric Olsen is doing at CalPoly, but a deeper understanding of lean should be taught as part of core curriculums.

 Through their answers to these questions hopefully you will get a sense of the thinking behind those who are shaping the Lean landscape.  I continue to keep learning and thankfully with the willingness of these practitioners to share I am positive you will, too.

Lean Quote: All Things Seem Possible in May

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 world's favorite season is the spring. All things seem possible in May."   —  Edwin Way Teale

Impossible is a state of mind; what is impossible today may not be so tomorrow. What is impossible for us may not be so for others. This means that nothing is impossible if we know how to do it. To think otherwise will prevent us from finding a solution. Take flying for example. In the past, man could not fly. To make such a suggestion then would have made a person look stupid. But because some people refused to believe that flying was impossible, it is possible today. In fact, flying is so common that we take it for granted. The impossible has become the possible. When new changes or ideas become the accepted norms for us, we have greater options at our disposal. Today, we can travel by land, sea or air. In the future, space travel might become common for the masses.

It's easier to say something is impossible, or at least extremely unlikely. Everyone has periods of doubts. Everyone considers giving up sometimes, but then you just have to remember why you tried so hard in the first place.

Nothing is impossible. If you never tried it then you would never know if it worked. Every failure teaches you something if you are willing to learn from your mistakes. Those saying it cannot be done should not interrupt those trying it. Artificial roadblocks are wasteful and counterproductive. Keep trying. Keep learning.

Your self-belief as a leader is infectious as well. What do you believe about yourself? What do you believe about your ability? What is possible and what is impossible? Your willingness to try the impossible will inspire your team to push the limits as well.

Book Review: Flow Engineering

Have you worked for or do you work for an organization that is growing exponentially. Our organizations are growing dramatically as it has become easier to expand operations globally either through acquisition or through addressing new markets. These fragmented segments and disconnected infrastructures can greatly impact radical transformation and business improvements. As the company grows waste and delay grow exponentially taxing the business more and more.

If you’re looking for a way to be able to chip away at this complexity turn to Flow Engineering: From Value Stream Mapping to Effective Action. Written by Value Stream Mapping experts Steve Pereira and Andrew Davis, Flow Engineering provides a step-by-step guide for running fast-paced mapping workshops that rapidly build shared understanding. Based on foundations from Value Stream Mapping, cybernetics, and the Toyota Production System, Flow Engineering's lightweight and iterative practices build the value, clarity, and flow required for effective collaboration and collective action.

Flow Engineering is a series of collaborative mapping exercises designed to connect the dots between an unclear current state and a clear path to a target state. It’s an open, adaptive, and engaging series of practices that can take you from complexity to clarity, from friction to flow.

Using the five key maps to facilitate collaborative “flow conversations,” Pereira and Davis show how teams can surface tangled process dependencies, conflicting priorities, and unspoken assumptions that grind progress to a halt. The result? A clear roadmap owned by the people doing the work to accelerate innovation cycles, optimize workflows, and achieve more effective coordination.

The book is organized into 3 parts. The first being gaps that need to be bridged and why they have been a challenge for most organizations. The second part lays the foundation for flow engineering with the five mapping steps. The last part describes approaches to scaling and sustaining your progress with Flow Engineering beyond an initial pilot. Throughout the book the authors use a fictional example to help illustrate the practices of Flow Engineering. Each chapter summarizes key learning points for emphasis.

This book is for Lean practitioners familiar with the basics of value stream mapping and basic agile knowledge. Curious problem-solvers struggling to help their teams or organizations see the big picture will find benefit from the techniques in Flow Engineering. It’s easy to adapt and tailor to varied situations. It’s flexible enough to help teams of any skill level, and it’s robust enough to be used for ambitious process improvements or day-to-day problem-solving.

If you are looking to improve flow, explore more, or be inspired then consider reading Flow Engineering.

This book will be released May 14^th but you can preorder here: https://amzn.to/3QkTZhc

Note: The publisher IT Revolution sent me an advanced copy to review.

Lean Roundup #179 – April 2024

A selection of highlighted blog posts from Lean bloggers from the month of April 2024.  You can also view the previous monthly Lean Roundups here.  

 

Strategy Digi-deployment – Bruce Hamilton shares a few potential (and common) pitfalls to avoid when digitizing your strategic deployment plan.

 

Simplifying Lean – Bob Emiliani discusses the problems from simplifying Lean in terms of method and in terms of objective.

 

Enhancing Organizational Efficiency through Supplier Process Improvement – John Knotts explains why working with suppliers to improve their processes is a strategic necessity in today’s complex and competitive business environment.

 

My Piece for IndustryWeek: Boeing Executives Failed to Lead, Waved Off Lean – Mark Graban discusses the Boeing failures being a company problem, not a worker problem.

 

Content Follows Form or Acting Your Way to New Thinking – Pascal Dennis explains Lean excellence rests on a set of mental models or mindsets and through these routines you can change one’s behavior.

 

Nine Tips to Better Process Development - Eric Ethington and Matt Zayko share nine proven techniques for designing successful, waste-free processes to achieve exceptional results with your next product launch.

 

Continuous Improvement vs Operational Excellence | KaiNexus - JJ Puentes explains the difference between these two complementary paradigms that guide business operations management so that you can apply elements of both to streamline operations and achieve your most critical strategic goals.

 

Lean Transformation for Enhanced ROI - Matt Banna shares some tools that help optimize lean transformation depending on your organization's objectives.

 

How Top Organizations Approach Enterprise Digital Transformation - Danielle Yoon explains how organizations are embracing digital technologies and modernizing processes to enhance operational efficiency, improve agility, and unlock new opportunities for growth and innovation.

 

How Status Regulates Progress – Bob Emiliani says to improve the understanding and practice of management one must go into this work with eyes wide open and have an interest in learning from the difficulties and mistakes of others that preceded them.

 

More Crisis Control at Boeing and the FAA – Some Lessons on Building in Quality from NUMMI – John Shook explores how the NUMMI joint venture between Toyota and GM offers vital lessons on integrating quality right from the start as Boeing grapples with recurring quality issues.

 

Digital Transformation in Manufacturing: Benefits, Key Challenges, and Solutions – Megan Cox explores the ongoing digital transformation in manufacturing and the challenges, benefits, and best practices for aligning smart manufacturing technologies with business goals and values.

Lean Quote: When Done Well, Leadership Communication Inspires Trust and Positive 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.

"When done well, leadership communication inspires trust and positive change."   —  Moryah Jackson, linkedin

Communication is more complicated than the simple mechanics of sending and receiving information — when leaders harness the ability to communicate well, they translate important data quickly and accurately.

Communication is one of the most important skills a leader can have. It takes purpose and intention to implement effective communication. You must know how and when to communicate and select the appropriate mode for your audience. Whether writing, conversing, presenting, or facilitating, leaders must excel at communication in all of these modes. It’s the only way to meet people’s individual needs and enable important human connections.

3 Important Facts About Communication for Leaders

1. Authenticity counts — a lot.

Be honest and sincere. Find your own voice; avoid using corporate-speak or sounding like someone you’re not. Let who you are, where you come from, and what you value come through in your communication. People want, respect, and will follow authentic leadership. Forget about eloquence — worry about being real. Don’t disguise who you are. People will never willingly follow someone they feel is inauthentic.

2. Visibility is a form of communication.

If you want to communicate well, be accessible. Emails and official missives aren’t enough. Be present, visible, and available. Getting “out there” — consistently and predictably — lets others know what kind of leader you are. People need to see and feel who you are to feel connected to the work you want them to do. Find ways to interact with all of your stakeholder groups, even (and especially!) if communicating in a crisis.

3. Listening is a powerful skill.

Good communicators are also good listeners. When you listen well, you gain a clear understanding of another’s perspective and knowledge. Listening fosters trust, respect, openness, and alignment. Active listening is a key part of coaching others. Allow people to air their concerns. Ask powerful questions that open the door to what people really think and feel. Pay close, respectful attention to what is said — and what’s left unsaid.