A Lean Journey 
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# 661 – Define the problem first.
Tip# 661 – Define the problem first.
Explain
what the problem is—what went wrong, what are the symptoms, what is the impact
on your business. Write it down. Everyone who reads it should understand what
the problem is and why it’s important. Caution: describe the problem, not what
you will do to fix it.
what the problem is—what went wrong, what are the symptoms, what is the impact
on your business. Write it down. Everyone who reads it should understand what
the problem is and why it’s important. Caution: describe the problem, not what
you will do to fix it.
Lean
Tip #662 – Test your assumptions about everything.
Tip #662 – Test your assumptions about everything.
Check
the facts first. Be sure that you and your team understand the problem the same
way, and that you have data to confirm that the problem is important. Test the
assumptions about proposed solutions to improve the chances your solution will
actually solve the problem.
the facts first. Be sure that you and your team understand the problem the same
way, and that you have data to confirm that the problem is important. Test the
assumptions about proposed solutions to improve the chances your solution will
actually solve the problem.
Lean
Tip #663 – Measure the right things.
Tip #663 – Measure the right things.
A
common measurement trap is to measure something because it’s “interesting.” If
knowing a measurement won’t change anything (e.g., help you make a decision,
verify an assumption or prove the problem is solved), then don’t waste your
time measuring it.
common measurement trap is to measure something because it’s “interesting.” If
knowing a measurement won’t change anything (e.g., help you make a decision,
verify an assumption or prove the problem is solved), then don’t waste your
time measuring it.
Lean
Tip #664 – Look for solution owners rather than problem owners.
Tip #664 – Look for solution owners rather than problem owners.
Everyone
participating in the situation owns the problem, like it or not—and nobody
likes it. Avoid the finger-pointing trap by looking for solution owners, i.e.,
the people who can do something to help solve the problem. Helping with a
solution is much more fun than being blamed for a problem, so you’re more
likely to get the response you need.
participating in the situation owns the problem, like it or not—and nobody
likes it. Avoid the finger-pointing trap by looking for solution owners, i.e.,
the people who can do something to help solve the problem. Helping with a
solution is much more fun than being blamed for a problem, so you’re more
likely to get the response you need.
Lean
Tip #665 – Acknowledge and thank everyone who helps.
Tip #665 – Acknowledge and thank everyone who helps.
Solving
an important problem deserves recognition, and nobody else is going to take
care of this for you. Make sure management and key stakeholders know what you
and your team have achieved. Remind them of the risks avoided. Thank everyone
who participated in the project. It’s the polite thing to do, and encourages
them to help you next time.
an important problem deserves recognition, and nobody else is going to take
care of this for you. Make sure management and key stakeholders know what you
and your team have achieved. Remind them of the risks avoided. Thank everyone
who participated in the project. It’s the polite thing to do, and encourages
them to help you next time.
Lean
Tip #666 – Management commitment and leadership from the top is paramount.
Tip #666 – Management commitment and leadership from the top is paramount.
Your
leadership should be 100% convinced of Lean benefits if it is to be implemented
successfully. You should form a steering committee to ensure that resources are
planned for and roadblocks removed. Organizational goals need to be aligned to Lean
activities. An individual should be selected to lead Lean for your organization.
leadership should be 100% convinced of Lean benefits if it is to be implemented
successfully. You should form a steering committee to ensure that resources are
planned for and roadblocks removed. Organizational goals need to be aligned to Lean
activities. An individual should be selected to lead Lean for your organization.
Lean
Tip #667 – Lean is not just a Lean Manager’s job.
Tip #667 – Lean is not just a Lean Manager’s job.
Implementing
an effective Lean management system will mean engaging staff at all levels. A Lean
Manager’s role is distinct – they are not capable of improving an entire
business single-handedly.
an effective Lean management system will mean engaging staff at all levels. A Lean
Manager’s role is distinct – they are not capable of improving an entire
business single-handedly.
Lean
Tip #668 – Lean is Easy – It’s the People and Culture Stuff that’s Hard
Tip #668 – Lean is Easy – It’s the People and Culture Stuff that’s Hard
For
those of us who have been around LEAN for a while, we know that the methods and
the tools are easy. It’s the people and culture stuff that’s hard. That’s one
of the main reasons that I recommend people focus on the 4% of the business
that’s causing over 50% of the delay or defects, and only engage the employees
involved in that 4%.
those of us who have been around LEAN for a while, we know that the methods and
the tools are easy. It’s the people and culture stuff that’s hard. That’s one
of the main reasons that I recommend people focus on the 4% of the business
that’s causing over 50% of the delay or defects, and only engage the employees
involved in that 4%.
Lean
Tip #669 – Teamwork is Critical for Success, But You Cannot Simply Will it to
Happen.
Tip #669 – Teamwork is Critical for Success, But You Cannot Simply Will it to
Happen.
Teamwork
is important to the success of the team, but as they say in the magazine: 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. What can you do now to maximize your
team’s success?
is important to the success of the team, but as they say in the magazine: 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. What can you do now to maximize your
team’s success?
Lean
Tip #670 – Leverage Your Centers of Influence to Improve Your Success
Tip #670 – Leverage Your Centers of Influence to Improve Your Success
As
Malcolm Gladwell identified in his book, The Tipping Point, there are people in
your company who are the true centers of influence. They may not have the top
job, but they do have the ear of the right people. They can make or break your
success. There are two types of centers of influence: connectors and mavens.
Everyone comes to the maven for their encyclopedic knowledge of the business or
technology. The connector knows everyone and succeeds by connecting the right
resources. It would be a good idea to engage your connectors and mavens in the
improvement team.
Malcolm Gladwell identified in his book, The Tipping Point, there are people in
your company who are the true centers of influence. They may not have the top
job, but they do have the ear of the right people. They can make or break your
success. There are two types of centers of influence: connectors and mavens.
Everyone comes to the maven for their encyclopedic knowledge of the business or
technology. The connector knows everyone and succeeds by connecting the right
resources. It would be a good idea to engage your connectors and mavens in the
improvement team.
Lean
Tip #671 – Don’t expect training alone to fix your problem
Tip #671 – Don’t expect training alone to fix your problem
Having
a well-trained, correctly-focused team is of course an absolute must for any organization
looking to operate with a Lean mindset. But training alone isn’t a panacea and,
indeed, will almost certainly lead to serious problems if it’s not accompanied
by the organization paying proper attention to the other requirements of the
methodology.
a well-trained, correctly-focused team is of course an absolute must for any organization
looking to operate with a Lean mindset. But training alone isn’t a panacea and,
indeed, will almost certainly lead to serious problems if it’s not accompanied
by the organization paying proper attention to the other requirements of the
methodology.
Lean
Tip #672 – Engage Senior Leadership to Push Through Transformation
Tip #672 – Engage Senior Leadership to Push Through Transformation
As
with so much in this life, a successful adoption of Lean simply isn’t going to
happen without getting the requisite buy-in from the top. A clear mandate from
above will be an indispensable aid in pushing through what for many people
might seem a particularly exotic – even downright incomprehensible –
methodological transformation.
with so much in this life, a successful adoption of Lean simply isn’t going to
happen without getting the requisite buy-in from the top. A clear mandate from
above will be an indispensable aid in pushing through what for many people
might seem a particularly exotic – even downright incomprehensible –
methodological transformation.
Lean
Tip #673 – Deliver
Quick Wins to Receive More Management Endorsement
Tip #673 – Deliver
Quick Wins to Receive More Management Endorsement
Everyone
knows walking the walk matters more than talking the talk – and nothing’s going
to make those at the top more likely to endorse subsequent projects than a
quick and successful turnaround on initial Lean ventures. Sure, bear in mind
the dangers of rushing things through – it’d be a particularly bitter irony if
an over-hurried process improvement methodology implementation were to lead to
a decline in process quality – but if you can show quick wins initially you’ll
have the ear of those who matter when it comes to getting cracking on more
ambitious, lengthier and costlier projects.
knows walking the walk matters more than talking the talk – and nothing’s going
to make those at the top more likely to endorse subsequent projects than a
quick and successful turnaround on initial Lean ventures. Sure, bear in mind
the dangers of rushing things through – it’d be a particularly bitter irony if
an over-hurried process improvement methodology implementation were to lead to
a decline in process quality – but if you can show quick wins initially you’ll
have the ear of those who matter when it comes to getting cracking on more
ambitious, lengthier and costlier projects.
Lean
Tip #674 – Lean Embodies, Keep It Simple Student (KISS)
Tip #674 – Lean Embodies, Keep It Simple Student (KISS)
Too
many times we try to over complicate processes, events, projects, and even
standard work. One of the key elements
in Lean instructs to “design simple and inexpensive techniques to error-proof
processes”. When we add levels of
difficultly and complication we add an opportunity for error and costs, and
possibly waste.
many times we try to over complicate processes, events, projects, and even
standard work. One of the key elements
in Lean instructs to “design simple and inexpensive techniques to error-proof
processes”. When we add levels of
difficultly and complication we add an opportunity for error and costs, and
possibly waste.
Lean
Tip #675 – Make Small Changes – One at a Time
Tip #675 – Make Small Changes – One at a Time
In the world of business it’s not always about
survival of the strongest, rather those companies that adapt to change. Human
nature is resistant to change, so the entire organization must be involved in
establishing company goals and objectives. Small changes are not only easier to
handle, but easier to maintain and perfect. The ideal company will learn
through small, incremental improvements to the current state. Think of it like
building a house. The foundation goes
down first, then the frame work, the roof, the electricity, the installation,
the walls, etc.
Leave a Comment
Your email address will not be published. Required fields are marked with *