What is Culture and Why Is It Important?

Corporate culture, safety culture, quality culture, lean culture, … We talk about culture all the time but what is it?

Culture is the environment in which you work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your work place.

Culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a person's behavior.

Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together.

In a healthy business culture, what's good for the company and for customers comes together and becomes the driving force behind what everyone does. Culture determines what is acceptable or unacceptable, important or unimportant, right or wrong, workable or unworkable. It encompasses all learned and shared, explicit or tacit, assumptions, beliefs, knowledge, norms, and values, as well as attitudes, behavior, dress, and language.

An organizations culture shown in

(1) the ways the organization conducts its business, treats its employees, customers, and the wider community,

(2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression,

(3) how power and information flow through its hierarchy, and

(4) how committed employees are towards collective objectives.

Company culture is important because it can make or break your company. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors.

It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change.

No two organizations can have the same work culture. It is the culture of an organization which makes it distinct from others. The work culture goes a long way in creating the brand image of the organization. The work culture gives an identity to the organization. In other words, an organization is known by its culture.

Teamwork Breeds Successful Improvement

We all have roles in our organizations but it is the power of teamwork that makes our endeavors successful. It takes everyone working together on a common goal to be successful in Lean.

A team of people can achieve far more than the sum of the total of the individuals skills alone. In business teams can achieve:

They can generate a wider range of ideas and innovation than individuals;

They are able to motivate themselves;

They can bounce ideas off each team member;

They often take more risks than individuals;

They have a range of personalities such as workers, thinkers, leaders who contribute the right balance of skills necessary to achieve high performance;

They support each other and are not just task-orientated;

They can be a support mechanism which provide mentoring and allow others to grow in self-confidence.

Teamwork is important to the success of an organization, but as the saying goes: “it’s like getting rich or falling in love, you cannot simply will it to happen.” Teamwork is a practice. Teamwork is an outcome. And teamwork leverages the individual skills of every team member.

To create effective teamwork across your organization, you need to break down any departmental barriers to collaboration so that you can draw on the best people. You need to set clear objectives and define working relationships so that members can work as a cohesive team, and you must provide tools that support efficient collaboration.

Most people respond well to being a valued member of a team by putting forth their best efforts. Human beings are hard wired to work cooperatively with one another to achieve common goals, so remember that not all performance rewards need to go to individuals. Incentives can be provided to the team as a whole for working efficiently together to reach goals.

Collaboration and team work create an environment that allows the collective knowledge, resources and skills of each team member to flourish. When people work together they can complete tasks faster by dividing the work to people of different abilities and knowledge. Teamwork can lead to better decisions, products, or services.

Do you agree that teamwork breed successful improvement?

Lean Quote: Focus Drives Performance

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 is Less Productive Than Doing What Should Not Be Done at All." — Peter Drucker

It's easy to get bogged down in doing things faster, better, and more efficiently. However, it's all for nothing if the thing we're trying to accomplish isn't going to provide any real benefit in the long run.

People often confuse efficiency and effectiveness, two very different concepts. Efficiency commonly means doing a job quickly. Effectiveness means doing the right tasks and doing them in priority order. Efficiency is doing things right. Effectiveness is doing the right things.

Most people manage time by looking for more time. This is not possible. The only way to make more time is to manage what we do with the time we have.

The 80/20 principle is key to increased productivity. 80% of our results are typically achieved from 20% of our activities. These high payoff activities have the most impact on our success now and in the future. The other 20% of our results, our low payoff activities, come from 80% of our work effort.

Many of us work in what I call “crisis management”. We are always doing. We manage second and communicate third. If we have time, we may plan and set goals. What does crisis management accomplish? People don't work together. Tasks don't get accomplished on time. Quality may be compromised. People get stressed and harried. The list goes on.

What if we could work in proactive way where we plan and set goals first, where we communicate and schedule priorities then track and measure results? Our results would be very different. Tasks would be finished on time with less waste, turnover and better quality, creating a positive work environment.

The key to increasing productivity while not working harder is to work on the right things.

High payoff activities drives focus. Focus drives performance. Performance drives results. Focus is key to developing success. Unified focus across an organization is one key to developing competitive advantage in your marketplace.

 

Visual Management, A Status At A Glance

In the game of baseball why do fans repeatedly look at the scoreboard when the action is clearly on the field? The scoreboard answers important questions about the status of the game. It tells us how our team is doing in relation to the goal, to win the game! Visual management is the scoreboard for our business.

Visual management provides a clear and common understanding of goals and measures of the business. With this information employees are able to align their actions and decisions with the overall strategic direction of the company. It is also an open window to factory performance, and it provides the same unbiased information to everyone, whether owner, manager, operator, or visitor.

The goal in Visual management is to create a “status at a glance” in the workplace. This refers to an operating environment where anyone can enter the workplace and:

See the current situation (Self-explaining)

See the work process (Self-ordering)

See if you are ahead, behind or on schedule (Self-regulating) and

See when there is an abnormality (Self-improving)

Visual management is the language of the Lean production system. The Gemba is about observation and our observation is greatly enhanced by the ability to see the “status at a glance.” Without it we can’t see the wastes in our factory, which are the greatest source of potential improvements in customer service and business performance. Visuals ensure that what is supposed to happen happens on time, every time by everyone involved.

The key objectives of visual management are:

Give the status (Indicator Lights)

Direct and locate things (Road signs)

Indicate actions (Traffic Lights)

Show what is right or wrong (Lines in parking lots)

Although each tool has a different objective, the goal of all visual management tools is the same:  Status at a Glance.  For a leader, especially a leader in an organization that is on the pathway to a Lean transformation, visual management is one of the most fundamental and necessary elements to success. 

There is irrefutable evidence that a “shared vision” is critical to the success of today’s businesses. Visual management communicates the “shared vision” along with an understanding of how each individual should contribute toward that success. It’s a company-wide “nervous system” that allows all employees to understand how they affect the factory’s overall performance. 

Happy Labor Day!

Happy Labor Day to all my American readers! For a lot of people, Labor Day means two things: a day off and the end of summer. However, Labor Day is a day set aside to pay tribute to working men and women and acknowledges the value and dignity of work and its role in American life.

Here are ten interesting facts that you might not know about regarding Labor Day:

1. Labor Day originates from our neighbors to the north

Most Americans consider Labor Day a uniquely American experience, but in all reality, Labor Day has it’s origins in Canada. Stemming from 1870’s labor disputes in Toronto, in 1872 a parade was held in support of a strike against the 58 hour workweek. As a result, 24 union leaders who were responsible for organizing the event were arrested under anti-union laws.

2. First US Labor Day observance was in the form of a parade

The first US observance of Labor Day came in the form of a parade. Sponsored by the Central Labor Union, On September 5th, 1882 ten thousand workers paraded through New York City. This is commonly considered the first observance of Labor Day in America.

3. The 12 hour work day norm

What’s outrageous enough to spur ten thousand people to parade through NYC? A 12 hour workweek! In the late 19th century, the average working day consisted of 12 hours. Held on a Tuesday, the first Labor Day rally was held in order to gain support for the 8 hour workday.

4. Oregon first to declare Labor Day an official holiday

In February of 1887, the great state of Oregon was the first in the Union to pass law making Labor Day and officially recognized holiday.

5. Grover Cleveland makes Labor Day a national holiday

Making Labor Day an official national holiday as part of his political campaign, in 1894, President Grover Cleveland made good on his promise, and signed a law making Labor Day an officially recognized US holiday.

6. Not just in the US

Although Labor Day hails from Canada and the US, a large number of industrialized nations around the world celebrate Labor Day as a time to respect and reflect upon workers around the world. While not all celebrate it at the beginning of summer, the concept is similar, and is sometimes celebrated in combination of May Day.

7. First Waffle House opens on Labor Day

In 1955, in Avondale Estates, Georgia, the very first Waffle House opened it’s doors to the public. 25 states and 50 years later, Waffle House now counts over 1500 establishments. Yay waffles!

8. The White border

Labor Day has been traditionally the unofficial “pack up the whites” border, and was often considered a fashion faux pas, if worn post-Labor Day. This tradition has been steadily decreasing over the past decade(s), and is often now just remembered as the “something that once was.”

9. 150 million working Americans

As of 2008, there were 154.4 million people over the age of 16 in the US with jobs. Around ¾ of these workers receive paid vacation time, but an extra day off is certainly nothing to sneeze at.

10. Unofficial NFL season kickoff

99.44 percent of the time, the NFL plays it’s first official season game the Thursday after Labor Day.

So there you have it. Perhaps a few things you already knew about Labor Day, but hopefully a few that you didn’t.

We celebrate Labor Day because we are all in this world of work together. Let’s enjoy the fruits of our labor and the solidarity of workers, the work we do, and the nation and economy we and our parents and their parents have built. Happy Labor Day!

Lean Quote: Stop Training and Start Helping People Learn

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.

"Tell me and I forget, teach me and I may remember, involve me and I learn." — Benjamin Franklin, 1750

Benjamin Franklin’s famous quote has since been proven by science; educators now call it “experiential learning.” Experiential learning is a philosophy and methodology in which educators purposefully engage with students in direct experience and focused reflection in order to increase knowledge, develop skills, and clarify values. It is also referred to as learning through action, learning by doing, learning through experience, and learning through discovery and exploration.

There's a lot more to training than talking! Studies show that we remember 80-90% of what we see and touch, and only 10-15% of what we hear...so there's one thing for sure — people don't learn by us talking! People need to be involved in the learning process in order to be able to perform what they've learned. By engaging, involving, and enabling your staff, you build buy-in to support the long term benefits and impact of a change.

Change your mindset and you'll involve learners more often – your job is not to train but to create learning, so think of yourself as a Creator of Learning and you'll involve people in the learning process more often because you'll always be focusing on whether they're learning, not whether you're training!

So stop talking and start helping people learn!

 

Daily Lean Tips Edition #52

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 #766 - Employees Need Time to Cope With a New Culture.

Miracles can’t happen overnight and habits do not change all of a sudden. The employees must spend some time to understand and adjust to the new culture. One should work with an open mind and willingly accept things. Don’t always crib as it leads to no solution. The employees must try their level best to accept the changes with a smile and work accordingly. One should never be in a rush. The management must also give time to the employees for them to gel with the new culture. Don’t pressurize anyone to accept changes all of a sudden.

Lean Tip #767 – An Employee Must Change His Behavior and Thought Process as Per the Culture.

It is essential to be flexible. Being adaptable at the workplace always pays in the long run. Remember everything happens for the best. One should always try to look at the positive aspects of life rather than cribbing on things which are beyond anyone’s control.

Lean Tip #768 - Model the Culture You Want to Create.

The culture of a company is the behavior of its leaders. If you change their attitudes, their values, their beliefs, their behaviors, you will change your culture. If you don’t, you will fail. This is why you must have alignment with your leadership team. If they are not willing to change their behavior and model what you are trying to create, you must replace them. That may sound harsh, but it’s true. If you don’t, nothing will change in the organization.

Lean Tip #769 - Embrace and Encourage Change.

You can resist change and die; or you can accept it as an integral part of your organizational culture, and move forward with vigor to face the future. The more flexible you are, the more willing to rebound and put that new force dead square where it needs to be in order to alter your company’s course for the better, the more likely you’ll still be there to help make the world a better place for a long time to come.

Lean Tip #770 – Institutionalize Cultural Knowledge Into Every Facet of The Organization

Cultural knowledge should be integrated into every facet of an organization. Staff must be trained and be able to effectively utilize knowledge gained. Policies should be reflective of the organization’s culture. Evaluate the organization's cultural competence on a regular basis.

Lean Tip # 771 - Demonstrate That You Value Your Employees And Their Work.

Provide employees with the opportunity to be heard and demonstrate to them that their opinions are taken on board - employees should feel they are part of the decision-making process. They are also likely to take more pride in the organization’s overall mission and vision if they believe they are contributing meaningfully.

Lean Tip #772 - Communicate Effectively In Order To Develop Trust And Confidence In Your Employees.

An organization’s culture plays a pivotal role in driving motivation and the relationships between employees, managers and their colleagues therefore need to be founded on trust, support and collaboration. A multi channel, planned and opportunistic, communication strategy that promotes openness and transparency will help make this possible.

Lean Tip #773 - Provide Interesting And Challenging Work To Your Employees. 

Employees are increasingly looking for work that is meaningful and stimulating. Despite the difficulty in providing this constantly, the aim is to empower and satisfy your workforce by providing work that requires skills and experience where you can and is challenging for the right reasons.

Lean Tip # 774 - You Can’t Make People Engaged. Engagement Is An Outcome.

People choose to become engaged if they have sufficient opportunity and motivation. Having said that, there are things you can do to help. You can create the conditions so that people to do things because they want to, rather than because they were told to. The following tips offer some ideas for how to create these conditions.

Lean Tip #775 - Be Open: Provide The Tools And Opportunity

Encourage people to offer input to areas they think they could improve. Imagine how frustrating it could be if you hire someone because you value their experience, skills and potential, and then confine their contribution to a defined job role. If someone in Sales could add value to Research & Development, couldn’t the benefit of contributing outside their role be greater (to the organization and individual) than the drawbacks?

Lean Tip #776 - Give People Autonomy

Help people understand the goal you’re working towards, and inspire them about why that’s the goal. Then give them the trust and ownership to determine how they can help you achieve it. You can offer support and advice, and the opportunity to demonstrate their talent and value they can offer.

Lean Tip #777 - Show Employees They Make a Difference

Without your employees, your company simply couldn’t do business. Employees keep the company running and keep your customers happy. You can increase employee engagement by actively acknowledging the wonderful work they do as a team. You can also show employees how they make a difference beyond the company’s core business mission by highlighting the impact of the company’s philanthropy initiatives, corporate volunteer programs, and other charitable giving. Recognizing these causes reminds employees they’re making a difference beyond their place of work.

Lean Tip #778 - Share Information And Numbers With Employees To Create Ownership.

Let them in on what is going on within the company as well as how their jobs contribute to the big picture. When you keep you employees informed they tend to feel a greater sense of worth. Keep communication hopeful and truthful – do not be afraid to share bad news, instead be more strategic about how you deliver it. Improve performance through transparency – By sharing numbers with employees, you can increase employees’ sense of ownership.

Lean Tip #779 - Choose The Right Champions For Initiatives To Get Engagement Early.

To make sure engagement captures both hearts and minds, activate your ‘early adopters’ who are passionate about not only the concept but also about driving change and influencing others to communicate with local business units. Look for and find the ‘right’ people for the job. Both the doers (get it done) and the planners (get it right). So if you are trying to engage a team, make sure you have a good mix of get it right and get it done people.

Lean Tip #780 – Management Must Remove Roadblocks That Hinder Achievement

Most employees want to accomplish the objectives in front of them, but most people run into what they perceive to be a never-ending series of roadblocks. One such roadblock is knowledge where many employees believe that a lack of knowledge or expertise prevents them from accomplishing what they want to accomplish. Another common roadblock is lack of internal communication. Many employees cite poor communication as the number one hindrance to accomplishing a specific task. Companies that empower employees to master the subject of their work and facilitate internal communication are well on their way to improved employee engagement.