Lean Tips Edition #321 (#3841 - #3855)

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Lean Tip #3841 – Successful Leaders Challenge Norms to Seek New Opportunities

Successful change leaders are willing to challenge the status quo and seek new windows of opportunities when required. In certain situations they challenge the current perceptions, rules and procedures in order to deliberately create uncertainty and re-set the norms. However, change leaders also need to be realistic and call for caution when the organization is under severe pressure. They understand the practical limits on the amount of change which can be achieved using logic, facts and data to find rational and solid solutions.

Lean Tip #3842 – Driving Change is About Action

Driving change is often about being action-oriented, persistent and willing to put in more effort when setbacks are encountered. Successful leaders move others into action in a way they can readily accept, by proactively suggesting concrete steps for others to be taken in order to achieve the expected organizational results. However, to drive change, leaders also need to be forward-looking and introduce new and innovative ways of working by envisioning how current structures and processes can be further improved.

Lean Tip #3843 – Change Leaders Must Set the Purpose and Direction to Empower Employees

Successful change leaders are willing to set the purpose and direction for the work of others, and clearly identify objectives, roles, responsibilities and deadlines. They don't shy away from using forceful speech and setting high demands whenever required, even if it means being tough and assertive, putting people under pressure. But in order to drive change, leaders must also be open and inclusive and ask others for alternative ideas to secure their active involvement. By empowering others and stimulating personal and professional growth, successful leaders also act as talent magnets, ensuring an efficient leadership pipeline in the organization.

Lean Tip #3844 – Change Leaders Bring People Together and Build Consensus

By bringing forward convincing and conclusive arguments, successful change leaders act as strong role models and encourage others to follow. They push the agenda forward by actively defending agreed principles and given mandates, and persuade others to follow by being directive and credible. However, successful change leaders also have the ability to foster alliances and build efficient networks in order to increase others' commitment. They manage to bring people together, build consensus and create win-win situations.

Lean Tip #3845 – Change Leaders are Driven But Understand the Value of Collaboration

Successful change leaders are strongly driven and eager to meet and even exceed expectations. They have the determination, resilience and discipline needed to deliver the best possible organizational results given the circumstances, and always deliver the necessary quality on time - even when meeting opposition. However, successful change leaders also recognize that they can achieve more in collaboration with others, being fully aligned with organizational visions and missions.

Lean Tip #3846 – Effective Communication is the Foundation of Success Organizational Change

Effective communication is the foundation of any successful effort when you’re leading organizational change. When introducing any kind of change, leaders should take ownership of communicating it to the entire team early and often. The bigger the change, the more strategic the communication plan should be. Determine who needs to know what and when. Timing is critical, too. I can’t emphasize enough how important clear and timely communication is when driving change in the workplace to ensure employees feel properly informed. Communicating broadly too early before the change occurs can leave too much time for employees to fret, and waiting until the last minute can catch people off-guard.

Lean Tip #3847 – Empower Change Champions Within Your Organization

To drive change effectively, you need support at all levels of the organization – not just those at the top. While leadership often initiates organizational changes, team buy-in plays a crucial role in how successful the initiative will be. People are much more likely to buy in if others they work with are on board, too. For this reason, consider identifying and empowering change champions within your organization. Change champion refers to an employee who is active in demonstrating their support of the change process. These individuals bridge the gap between leadership and the wider team to ensure a smooth transition. Therefore, having champions engaged at all levels is key.

Lean Tip #3848 – Anticipate Pitfalls and How to Address Them

With any change, there is going to be an adjustment period. Anytime you are leading organizational change, create a strategy in advance that anticipates potential pitfalls early and how to address them. Skipping this step could leave leaders unprepared once the initiative is already underway. While it’s not possible to predict everything that could go wrong, thoughtful preparation can help leaders make workplace changes less overwhelming for their teams.

Lean Tip #3849 – Celebrating Success Reinforces the Process and Motivates Employees

Once a change has been implemented, celebrate its success. Highlighting the positive outcomes of organizational changes not only reinforces the value of the effort, but also motivates your team for future initiatives. This is an important part of the process, especially if the change has had its share of pain points for any reason. Leaders should use this opportunity to draw attention to the benefits, demonstrating why undertaking this organizational change was important for growth and success.

Lean Tip #3850 – Leaders Need Adjust Their Plans to Succeed With Change

Flexibility is so important when driving change in the workplace. Any new idea is just an idea until it is implemented in the real world. What works in theory may not always succeed in practice, so leaders should be willing to adjust their plans as needed to implement successful organizational change. If possible, pilot changes with a small group before rolling them out to the entire organization. See what works and what doesn’t, and make tweaks based on that exercise. Fine-tuning your process sends a message to your employees that while organizational change is inevitable, you want to ensure it isn’t done in a vacuum and are open to feedback to make it most effective.

Lean Tip #3851 – Establish the Goal for Change Within Your Organization

Before embarking on any change initiative, it’s helpful to have a clear understanding of your company’s objectives and performance metrics. Evaluate where your organization stands currently and identify areas for improvement. Establishing a well-defined goal provides a guideline for the change process.

Lean Tip #3852 – Cerate a Roadmap for Achieve Your Change Objectives

Develop a comprehensive plan that outlines the reasons for change, defines its scope, identifies key stakeholders, assembles a dedicated team, and maps out the necessary steps to achieve your objectives. A structured roadmap serves as a blueprint for navigating potential challenges and ensures alignment across the organization.

Lean Tip #3853 – Transparent Communication Build Trust and Reduces Resistance to Change

Effective communication is key when driving change. Transparent and frequent communication increases understanding, builds trust, and reduces resistance among employees. Keep your team informed about the reasoning behind the change, its potential impact, and how they can contribute to its success.

Lean Tip #3854 – Invest in Training to Foster Collaboration and Drive Change at All Levels

Providing effective training for your employees may help reduce the fear and negativity associated with change. Training your managers can give them the tools they need to confidently support teams through the adjustment period. Investing in comprehensive training programs can give your team the skills and knowledge needed to adapt to new processes. Building trust within the organization is essential for fostering collaboration and driving change. Create a leadership team that is help accountable for driving organizational change. For any improvement initiative and change to achieve a positive impact on the business bottom line, it is critical to have demonstrated support and commitment at the top levels of leadership.

Lean Tip #3855 – Prepare for Roadblocks

Despite meticulous planning, obstacles are bound to happen during the change process. Anticipate potential roadblocks and develop contingency plans to address them easily.

Change is not just a necessity but an opportunity for organizations to thrive in an ever-evolving business scene. By embracing change, companies can encourage innovation, enhance employee engagement, and gain a competitive edge in the market. Implementing best practices for driving change enables organizations to navigate challenges effectively and achieve sustainable growth in the long run.

 

DOWNTIME and the Eight Wastes

DOWNTIME and the Eight Wastes in Lean Manufacturing

Acronyms are powerful tools for remembering important concepts, objectives, and processes. In Lean manufacturing, one of the most effective acronyms is DOWNTIME, which represents the Eight Wastes. These wastes highlight the distinction between value added vs non-value added activities and provide a framework for process improvement.

The Eight Wastes: DOWNTIME Acronym

The term DOWNTIME serves as a memory aid to identify the eight

categories of waste that exist in any manufacturing or

service-oriented process:

Letter	Type of Waste	Description
D	Defects	Errors in products or services that require rework or result in customer dissatisfaction.
O	Overproduction	Producing more than needed or earlier than required, leading to excess inventory.
W	Waiting	Idle time when people, materials, or machines are waiting for the next step.
N	Non-Utilized Resources/Talent	Failing to use employees’ skills, creativity, and knowledge.
T	Transportation	Unnecessary movement of materials or products between processes.
I	Inventory	Excess raw materials, work-in-progress, or finished goods tying up capital.
M	Motion	Unnecessary movement of people or equipment within a process.
E	Excess Processing	Performing more work or using more resources than necessary.

These wastes collectively create delays, add costs, and reduce customer satisfaction—hence the fitting acronym DOWNTIME.

Value Added vs Non-Value Added Activities

In Lean manufacturing, every step in a process can be classified

into one of two categories:

• Value Added Activity (VA): Work that directly creates value for the customer—something they are willing to pay for.

• Non-Value Added Activity (NVA): Work that consumes time and resources but does not add value from the customer’s perspective.

Research shows that in many organizations, 60–80% of process steps are non-value added activities, meaning most of the time, money, and effort goes into things the customer does not value.

Why Eliminating the Eight Wastes Matters

When processes are filled with waste, the total lead time—the time it takes

to deliver a product or service—becomes much longer than necessary.

By identifying and eliminating the Eight Wastes, organizations can:

• Shorten lead times and deliver faster to customers.
  
  

• Lower operating costs by reducing rework, inventory, and delays.
  
  

• Increase capacity to handle more demand without adding resources.
  
  

Boost customer satisfaction by focusing on quality and value.

Embedding Lean Thinking into Company Culture

The DOWNTIME acronym is more than a teaching tool—it is a practical way to build

awareness of waste across teams.

Embedding Lean principles into company culture shifts

the mindset from traditional “keep busy”

work to one focused on continuous process improvement.

Leaders play a critical role in helping employees understand the difference between value added vs non-value added work and empowering them to reduce the wastes in their daily activities. When organizations invest in developing their people, the impact on efficiency, morale, and profitability can be profound.

Final Thoughts

The Eight Wastes of Lean manufacturing, remembered through the DOWNTIME acronym, highlight how much of our time is consumed by non-value added work. By applying Lean principles and focusing on process improvement, companies can reduce waste, respect their employees’ time, and deliver greater value to their customers—driving both growth and sustainability.

Lean Quote: Make Stress Your Friend

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 way to make decisions, is go after what it is that creates meaning in your life and then trust yourself to handle the stress that follows."   —  Kelly McGonigal

Kelly McGonigal, health psychologist and lecturer at Stanford University, shares inspiring new research showing that stress may only negatively affect your health if you believe it will. Her 2013 TED talk, How to Make Stress Your Friend, is one of the 20 most viewed TED talks of all time, with over 20 million views. She shares strategies for stress reduction by reframing how you view stress and making stress your friend. You can reframe by turning it from a negative into a positive and using it to build resilience and connection to others.

To make stress your friend, according to Kelly McGonigal, you should view stress as a positive force that can help you handle challenges and connect with others. Focusing on the belief that stress is harmful can negatively impact your health. Instead, embrace stress as a signal that your body is preparing you to meet a challenge and that it can enhance your social connections. 

Here's key things people can do to make stress their friend:

1. Reframe Your View of Stress:

Instead of seeing stress as a negative, recognize that it's a natural human experience that can be a catalyst for growth and resilience. 

2. Understand the Benefits of Stress Hormones:

McGonigal highlights that stress hormones like oxytocin, which are often associated with the negative effects of stress, also promote social connection, empathy, and a desire to support others. 

3. Embrace Social Connection:

Stress can motivate you to reach out to others, seek support, and strengthen your relationships. 

4. Focus on Meaning:

Chasing meaning in life, even if it involves stress, is more beneficial for your health than avoiding discomfort, according to McGonigal. 

5. Trust Yourself:

Believe that you have the capacity to handle the stress you encounter, and don't be afraid to pursue activities that are meaningful to you, even if they involve challenges. 

By changing your mindset about stress and understanding its potential benefits, you can harness its power to build resilience, strengthen relationships, and live a more meaningful life, says McGonigal. 

The Real Impact of a Lack of Transparency

A lack of transparency can have significant negative impacts on individuals and organizations. It erodes trust, fuels suspicion, and can lead to poor decision-making and reduced productivity. In the workplace, it can create a toxic environment, while in business, it can lead to reputational damage and financial consequences.

Here's a more detailed look at the impact of a lack of transparency:

1. Unforced Errors: Miscommunication and misunderstandings about priorities and goals can lead to inefficiency, redundant tasks, missed opportunities, and teams working against each other.

2. Problems Fester: Without transparency, problems remain unresolved as their root causes go unnoticed, undiagnosed, and incorrectly addressed.

3. Resistance Grows: When team members aren't open about their ideas, concerns, or feedback, opportunities for improvement are missed, and overall progress stalls.

4. Silos Form: Lack of clarity can lead to conflicts between departments or teams, each vying for resources, priorities, or approaches, which hampers collaboration.

5. Feeling Left in the Dark: Unclear priorities or exclusion from crucial information can lead to mistakes and misunderstandings, making it hard to meet expectations.

6. Feeling Unappreciated: Exclusion from key conversations or not being given access to important information suggests that one's insights and involvement aren't valued.

7. Feeling Insecure: Unclear or absent communication can lead to second-guessing, stress, and a sense of disorientation, making individuals feel like mere cogs in the wheel, questioning their worth and the value of their contributions.

8. Reduced Employee Engagement: A lack of transparency can make employees feel undervalued and disengaged, impacting morale and productivity.

9. Poor Decision-Making: Without access to relevant information, employees may make poor decisions that negatively affect the organization.

10. Erosion of Trust: When employees lack access to information or feel decisions are made in secrecy, they are likely to distrust management and colleagues, leading to a breakdown in communication and collaboration.

In essence, transparency is crucial for building trust, fostering collaboration, and promoting ethical behavior in any context. Its absence can have far-reaching negative consequences.

I suppose no further convincing is needed. Each and everyone of these seven points is in itself already a sufficient reason to increase transparency. And together they express one simple message: be transparent.

Is there enough transparency in your organization?

Celebrating the Worker on Labor Day – A Lean Perspective

Labor Day, celebrated on the first Monday of September in the United States, honors the contributions and achievements of American workers. Established in the late 19th century, it became a federal holiday in 1894 as a tribute to the labor movement’s role in building the nation’s strength, prosperity, and well-being. While it often marks the unofficial end of summer, at its heart, Labor Day is about recognizing the value of the people who make work happen every day.

In Lean, we know that respect for people is not just a principle—it’s a foundation. The success of any process, system, or business depends on the creativity, dedication, and problem-solving of its employees. Labor Day is the perfect opportunity to acknowledge and celebrate that truth.

Ways to Recognize Employees This Labor Day
Here are a few ways organizations can connect the holiday’s meaning to their Lean culture:

1. Celebrate Achievements Publicly – Share recent improvement wins and highlight the people behind them. Recognize those who have gone the extra mile to remove waste, improve quality, or make work safer and easier.
2. Connect Improvements to Purpose – Remind employees how their daily efforts contribute to customer value, team success, and the organization’s mission. People are more engaged when they understand the “why” behind their work.
3. Encourage Reflection and Feedback – Use the holiday to invite employees to share ideas for improvement. This shows respect for their expertise and reinforces that their voice matters in shaping the future.
4. Make Appreciation Visible – Whether through a small gift, a handwritten note, or a recognition board, tangible signs of gratitude go a long way in reinforcing a culture of respect.
5. Empower and Invest – Commit to ongoing training, skills development, and providing the tools employees need to succeed. Continuous improvement thrives when people are given the resources to grow.

This Labor Day, let’s remember that Lean is about more than processes—it’s about people. By honoring the contributions of every worker and fostering an environment where they can thrive, we not only celebrate the holiday’s spirit but also strengthen our culture of continuous improvement all year long.