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The KaiZone Friday Favorites: 4/25/2014

April 25, 2014 by Joel A. Gross Leave a Comment

The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

10. How to Create a Dysfunctional Culture where Employees and Customers are Unhappy by Mark Graban.  “Engaged employees lead to happy customers — and sustainable business success.  It’s often instructive, however, to see or hear about a broken and dysfunctional culture. Sometimes the clearest examples of WHAT to do come from looking at what NOT to do.”

9.  Labor Unions and Lean by Bob Emiliani.  “For nearly 100 years, labor union leaders have preferred to use progressive (Lean) management as a wedge issue to create contention between labor and management, when instead they could work to understand Lean management and hold management accountable to its correct practice.”

8.  When “Lean” is Watered Down to “The Customer is King” by Michael Baudin.  “In this article, Lean boils down to “maximizing customer value using fewer resources.” If that is what Lean is, then I don’t know any businessperson — from my local dry-cleaner to the CEO of a major manufacturing company — who would not claim to [be] doing it. “The customer is king” is Business 101, not the defining characteristic of TPS or Lean.”

7.  Want to Make Better Decisions? Simplify…by Pascal Dennis.  “Developing and deploying strategy entails hundreds or even thousands of decisions in a given year.  How do we make better decisions?  Start by simplifying the chess board. Eliminate trivial, marginal, unnecessary and wasteful activities and factors.”

6.  The Silent Andon Cord by Daniel Markovitz.  “The sound of silence from your colleagues is a signal that they need help.”

5.  Just a Simple Strategy by Kevin Meyer.  “Very concisely, what are the three, at most four long-term strategies that your organization needs to be focused on?  What three or four measurable objectives must happen in the intermediate three to five year time fram for that to happen?  What four or five projects must be accompllished this year to enable that?  Then, perhaps most importantly, what is your organization working on right now that doesn’t align with that plan?  Stop it.”

4.  To Create Change, Leadership is More Important than Authority by Greg Satell.  “Control is an illusion and always has been an illusion. Higher status—or even a persuasive presentation full of facts—is of limited utility. The lunatics run the asylum, the best we can do as leaders is empower them to run it right.  And that’s why change always requires leadership rather than authority.  Respectable people always prefer incumbency to disruption.  Only misfits are threatened by the status quo.  So if you want to create real change, it is not power and influence that you need, but those who seek to overthrow them.”

3.  Do CEOs Matter? an Interview with John Shook.  “We’re focusing too much on the CEO. The question really should be, what are the most useful things to focus on?  Organizations are ultimately collections of individuals, so we have to look at each individual, where they need to go. That applies to the CEO, and it also applies to the managers, workers, and also, indirectly, to customers and shareholders.

2.  Lean Quote: Getting out of Your Comfort Zone by Tim McMahon.  “Ships aren’t built so they can sit there in a harbor. Ships are built for sailing and adventures in the sea. There may be risks, but hey, that’s what the ship was made to do. Much like a person can be safe and comfortable with status quo, but that’s not the point of improvement. The point of continuous improvement is to explore and challenge our understanding, not to mindlessly accept what we have always done.”

And this week’s favorite article goes to . . .

1.  Always Made in America by Bruce Hamilton. “Mr. Ohba had a way of asking great questions to make you think, but I was always amazed by his humility. He always would say that “nobody is an expert.” I interpreted that as we are always learning. So, my biggest learning through all of my experience is that lean gives us a vehicle to do great things by unlocking the potential of our people. Lean, Kaizen, continuous improvement — whatever you call it — is the competitive advantage as long as it is used to nurture and grow your folks!”

Have a good article to share with The KaiZone community?  Feel free to post it in the comments section below.  Have a great weekend, friends!

 

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Leanable Moment #3: How I Added 7 Years to My Life in Just 3 Months

April 21, 2014 by Joel A. Gross 4 Comments

How I Used Lean Thinking to Add 7 Years to My Life

Leanable Moments take you inside my home life to show you how I apply Lean thinking to real-world problems.  Each Leanable Moment is presented in A3 format – simply click the image to enlarge – and includes discussion focusing on the finer points of the problem solving process – the type of things they don’t necessarily teach you in Lean training!  Each discussion will conclude with a summary of key lessons learned, going beyond the boundaries of just one problem to take the waste out of life.

I will not soon forget the roller coaster ride that was the year 2013 for me.  Suffice it is to say that it had its share of ups: my wife and I welcomed our third child to the world and I changed companies to take a major step forward in my career; and downs: I’m commuting 60 miles every day into Northern New Jersey due to a change in job location, and I spent 6 months recovering from a minor knee operation due to an allergic reaction and an infection.  When the December holidays finally allowed for some much needed relaxation, I took the time to reflect on 2013.  Despite the peaks and valleys, I was proud for all that my family and I had accomplished in 2013 and the outlook for 2014 seemed bright.  Then I looked in the mirror.

If a picture is worth a thousand words, the bulbous face staring back dictated to me the novella of my 2013 in an instant.   I invested a great deal of energy throughout the year in managing through the seemingly constant change.  Unbeknownst to me until that moment, the price I paid was my health.  Fortunately, the approaching New Year provided just the impetus I needed to set things in a different direction.  Unfortunately, of those people who commit to a New Year’s resolution, only 8% reach their goals. For the non-statisticians out there, those aren’t very good odds!

Whatever I was going to do, I knew it had to be different than the way most people approach their New Year’s resolution.  But how?  How would I start to understand the underlying causes of my poor health?  How would I set meaningful goals that would keep me on the path to my true north destination?  How would I develop habits of wellness and commit to a long-term healthy lifestyle?  Exactly how does someone who preaches the value of Lean thinking for a living – and not to mention operates a Lean blog purely as a hobby – attempt to improve his health?  Good guess!

In the above A3, you’ll find the story of how I applied Lean thinking to set the foundation for a long-term healthy lifestyle, using a simple strategy to add years to my life with minimal effort.

<WARNING!  Awful cliché approaching!>  You could say, I used Lean to get lean!

I warned you . . .

The Target Condition

With the growing pains of a new job, nearly two-and-a-half hours of daily commuting time and three children under the age of four, the operative word for my wellness strategy would be: SIMPLE  SIMPLER    SIMPLEST.  Because of my current lifestyle, I needed to challenge myself to define the simplest possible approach for improving my health, allowing me to meet my goals with minimal additional effort on my part.  Any strategy that required a significant outlay of time, money or effort would – simply – not succeed.

I started by doing some soul searching to better define what healthy really meant to me.  I was able to boil my personal wellness needs down to three priorities:

  • Lose Weight.  An obvious choice, but an important one.  Excess weight has been shown in countless studies to increase our risks of major health problems including heart disease, stroke, diabetes and cancer.   However, determining an ideal (target) body weight, requires more than just the number on the scale.  Body composition, the amount of body fat relative to lean body mass, is also of critical importance.  Therefore, I used this reference to set my weight loss goals of 171 lbs. at 15% body fat by the end of 2014.
  • Build Strength.  Despite being an athlete for most nearly all of my pre-college life, I’ve always been somewhat of a weakling.  Ten years of working in an office sapped what little strength I had built in my earlier years.   A lack of stability was likely the underlying cause of the back and knee pain I had been experiencing for the past few years.  Not to mention, building a little muscle was a very important customer requirement (from my wife).    I chose a very simple exercise, the bench press, to monitor my gains in strength.  As I had never before in my life been able to bench press more than 165 lbs., I set a target goal of 185 lbs. by the end of 2014.
  • Protect My Heart.  Although nearly all body parts are important a family history of cardiovascular disease amongst my grandparents placed my heart at the top of my priority list.  I used blood pressure as my primary measure of heart health, targeting a value of below 120/80 by the end of 2014.

The Current Condition

On 29-Dec-2013, I recorded the baseline for each of my targeted metrics.  My very own current condition put into perspective exactly how bad my health truly had become.  For my height, my starting weight of 204.3 pounds and 31% body fat put me in the overweight category, on the verge of obesity.   My strength had been reduced significantly since I remembered from my college days, with a one-rep max bench press of only 135 pounds .  However, of particular concern was my blood pressure.  Three readings averaged out to 140/86, which translates to a cardiovascular state somewhere between prehypertension and stage 1 hypertension.  I was at serious risk for developing heart disease later in life.

To see the bigger picture, however, I placed my data into a life expectancy calculator developed by the University of Pennsylvania.  Living well into my 80s has always been a given in the back of my mind; the data, however, predicted otherwise.  My life expectancy was a mere 78.75 years.

Cause Analysis

To simplify the analysis, I didn’t evaluate every potential cause for my lack of wellness.  Instead, I focused the analysis on just the critical few factors.  It was no surprise that at a high level, my unhealthy behavior was rooted in a failure to eat properly and a lack of exercise.  However, I was surprised to learn that the same cycle of events was at the foundation of both issues.  After several days of self-observation, I learned that I tended to eat poorly – in terms of quality and quantity of food – at times of the day when I was feeling particularly tired or stressed.  I knew I was eating the wrong kinds of food, but I chose to anyway because I sought the comfort of food to take my mind off of the negative feelings I was experiencing in that moment.  It was as if the stress of life depleted the energy that I needed to make better decisions about the foods that I ate.

Similarly, stress and lack of energy became the scapegoat for my lack of exercise.  I knew that I should be exercising regularly; however, when the opportunity presented itself, I would choose not to and convince myself that I was either too busy or that I didn’t have the energy.  I didn’t have the energy because I was not exercising; I was not exercising because I didn’t have the energy.  It was a vicious cycle.

Why wasn’t I eating well?  Why wasn’t I exercising more?  The underlying root causes in both cases were strikingly similar.  Major life changes in the past year had significantly increased the level of stress in my life, which sapped my willpower and led me to make poor health decisions. <conclusion>

Countermeasures

Experience told me that I needed to address the root cause of the problem in order to improve my situation.  However, my strategy for improvement required that I identify the simplest possible strategy for improving my health.  So, when I first started to look for opportunities to address the root cause of the problem, my increased stress levels, I had difficulty finding non-complex solutions.  The stresses had accumulated due to major life changes, like a new job and a growing family; short of packing up and moving the family closer to work– anything but a simple solution – I needed to look for other plans of attack.

Instead, I considered a different component of the root cause statement: ways in which I could improve the choices I made in relation to food and exercise.  Initially, improving my willpower to make better health decisions seemed as big of a challenge as reducing my stress; certainly, it did not seem a simple solution could be effective.  That is, until I researched the topic by reading the book The Willpower Instinct by Kelly McGonigal.  Two very important pieces of information about willpower ultimately allowed me to identify a very simple solution to my poor health decisions:

  1. Willpower works just like a muscle in your body.  It has a finite capacity to do work, and becomes depleted with repeated use.  In other words, the more we try to resist temptation in general, the weaker our willpower becomes.
  2. When it comes to seeking food to reduce stress, it’s not the food itself that provides the reward;  it’s the anticipation of the bad food that creates the craving.    Similarly, when it comes time to exercise, it isn’t the exercise itself that we seek to avoid; it was the anticipation of the exercise that drives us to prioritize other activities – like eating bad food!

Making bad health decisions is obviously bad for our health.  But by resisting temptation and making good health choices, we strain our willpower “muscle”, making it more likely that we will eventually give in to our cravings.  It’s no wonder that most attempts to become healthy fail over time!  So how did I overcome my limited ability to resist making bad decisions?  By simplifying.   Instead of attempting to improve my willpower and rely on good decision making, I created a system in which I eliminated the decisions and the anticipation altogether.   I created standardized work for a healthy lifestyle.

Each day, I greet the morning with a green smoothie, which I prepared fresh the previous evening.  Mid-morning, I snack on a stash of organic nuts and dried fruits that I maintain in a convenient location to keep my energy high until the ding on my phone reminds me it’s time for my noon workout.  That is, the workout I blocked off on my calendar, just like the countless meetings that I can’t seem to avoid.  I follow the gym with a pre-made salad topped with grilled chicken or sushi if I’m feeling exotic.  A piece of fresh fruit mid-afternoon tides me over until dinner, which has been scheduled and prepared ahead of time by my wife.  Soon, it’s time for bed and the start of a new day.  Time to repeat the cycle all over again.  And again. And again.

Standardization has nearly eliminated the temptations that previously drove me to eat poorly and to skip the gym.  Healthy habits are now no more a choice for me than getting dressed or taking a shower.  I do not question whether I can squeeze them into a busy day and I do not look to substitute less healthy activities in their place.  They are, simply, what I do as part of my day.  And because I no longer rely on willpower to overcome bad decisions, my defenses against an infrequent craving are much stronger, and my commitment does not waver over time.

Am I perfect?  No.  I am still human after all.  I still have an occasional treat that wouldn’t exactly be considered healthy.  The major difference is now I choose to do so because I want to, not because I have to.

Verify and Standardize

Thanks to Lean thinking, and in particular the rigorous pursuit of simplicity, I am living a truly healthy lifestyle for the first time in my life.  But don’t take my word for it.  Let’s look at the data:

Table of metrics to monitor weight loss, strength and cardiovascular health.

The weight loss of 17.3 pounds does not tell the whole story.  Based on the reduction in body fat from 31% to 22%, I’ve actually lost 22.2 pounds of fat and gained 4.9 pounds of lean mass.

The increase in muscle has driven an even greater increase in strength, as I have already exceeded my year-end goal in the bench press by 20 lbs.  I’ve even been forced to increase my year-end goal from 185 pounds to 250 pounds.

The improved diet and frequent exercise also delivered a significant reduction in my blood pressure, bringing me down well into the healthy range.

Of all the numbers, however, the change in Life expectancy was by far the most impactful to me.  With the simple changes I have been able to make over just the last 3 months, I have added the equivalent of 7.5 years on to my life!

To ensure that I continue to make progress towards my goals, I check the status of my personal metrics on a weekly basis: every Saturday morning before breakfast.  Moreover, as a means of holding myself accountable, I will provide quarterly updates here on TheKaiZone.com .

Lessons Learned

  • Relentlessly pursue simplicity when addressing a complex problem.  One of my favorite Lean authors, Pascal Dennis, recently published a series of articles entitled Strategy Deployment and Dieting (see Part 1 and Part 2) noting that, when it comes to strategy, “more companies die from over-eating than from starvation”.  Strategies must be simple if we as humans are to internalize them.  Large, complex strategies do nothing but alienate and frustrate the people who must execute them, and are generally not sustainable in the long-term.
  • A few small changes can be transformational.  By making a few minor tweaks to my daily routine, I added 7.5 years to my life in just 3 months.  Large, slow and ineffective solutions (like fad diets or the projects that constitute the portfolios of most organizations) are necessary when we do not take the time to learn and lack understanding of the current condition.  Simple and effective solutions arise from a firm grasp on the problem we are attempting to address and its underlying causes.   This is the true spirit of kaizen and spreading this thinking is the mission of TheKaiZone.

Have you solved a problem in a unique or innovative way that you would like to contribute to Leanable Moments?  Simply click here or use the Contact the KaiZone link at the top of the page and tell me about it!

 

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The KaiZone Friday Favorites: 4/18/2014

April 18, 2014 by Joel A. Gross Leave a Comment

The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

How Can We Overcome Toxic Conformity at Work? By Michael Sinocchi “• Be the change you want to see in your people. If you want the truth, you must speak the truth and be the truth  Encourage debate and dialogue. Welcome ideas that conflict with your own assumptions.  Instead of arguing with dissenters, ask for explanations of their thinking.”

Game On! Maybe Lean Can Be Fun by Lory Moniz.  “By design, good games support the approaches of concrete learners through a myriad of feedback mechanisms: visual, auditory, textual, progress charts, etc. while abstract learners can ignore which ever feedback mechanisms they choose – often by simply switching them off.”

Quality of Lean by Bob Emiliani.  “The quality of Lean in an organization is driven largely by people being allowed by their leaders to think, and not just always being told by their leaders to do things, “nose to the grindstone.” Allowing people to think requires leaders to view employees as having a brain – whether loading dock worker or marketing chief.”

Build a Deliberate Culture, Not an Accidental One by Jamie Flinchbaugh.  “A company’s culture is the product of people’s shared experiences. The problem is, most of those experiences are not designed to create a deliberate culture. Instead, the result is an accidental culture.”

More on Toyota’s Respect for Humanity by Michael Baudin.  “As a manager or as a consultant, you don’t implement or recommend policies labeled “respect for people” or “respect for humanity.” Instead, you make changes to the way work is being done and organized that are aligned with these values and needed for your business.”

Are You Really Different?  Lean Flow for Skilled Repair Work by Ed Kemmerling.  ” How many times have we heard these comments from clients on why lean will not work? “We are different. Every job is unique.”  “We cannot expect teamwork from skilled trades. Their work is too specialized.”  “We must keep our people busy at all times. That’s why inventory is so important.”  Let me tell you a story about how we transformed a sophisticated aircraft repair facility, made up of many skilled tradesmen, into an effective lean team.

Is Lean a Waste Elimination Program or Striving for Excellence? by Jeffrey Liker.  “The real challenge is to replace the old habits of people that focus on today’s problems, quick resolution, with little learning with a set of skilled routines to systematically improve toward clear targets.”

You Get What You Expect and You Deserve What You Tolerate by Mark Graban.  “If you tolerate bad processes, you deserve bad results. That’s true in any organization.”

Top 5 Ways TPS Could Have Saved the Roman Empire by Matt Elson.  “You can’t push the envelope without trying…”Genius is 1% inspiration and 99% perspiration.”  The Roman Empire was build through hard work.  Rolling up your sleeves, getting your hands dirty, and “learning by doing” serve to drive you forward on a daily basis.  TPS is built on trying something new, experimenting and analyzing the results.  If the results are better than the current condition, then great!  If the results missed the target, then great!  At least you learned something new.”

Innovative Thinking at Amazon by John Hunter.  “Amazon continues to be innovative not just in technology but with management thinking. Jeff Bezos has rejected the dictates exposed most vociferously by Wall Street mouthpieces and MBAs that encourage short term thinking and financial gimmicks which harm the long term success of companies.”

Have a great weekend, friends!

 

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Why You Should Jump to Solutions

April 14, 2014 by Joel A. Gross 1 Comment

Fail.  Shcool.  Order is important in Lean thinking.

Is Order Important?

Dsteipe waht rasreech form Carbgmdie Uinretvisy may laed you to bleevie . . . we learn at a very young age that order is important.   First we crawl, then we walk, then we run.  Ready, Set . . . wait for it . . . Go!   I before e (except after c, but that’s neither here nor there).    In life, when we do things in the wrong order, the results can be downright disastrous – at least if you are an unsuspecting trombone player.

By definition (literally), processes are governed by the rules of order:

Definition of a Process

In the Lean world, improvement is a process, which means that the order of steps when solving a problem is critical, right?  Isn’t that why we follow Plan-Do-Check-Act (PDCA)?  Lean thinking requires that we first identify the problem or opportunity.  Next, we understand the root cause.  Only then do we even begin to think about solutions.  In fact, according to Mark Graban’s Lean Blog, bucking of the established order represents the two biggest errors we make when solving problems.

If all of this seems obvious to you, I’m going to warn you in advance.  The following statement contains controversial advice and may not be suitable for all Lean practitioners:  When solving problems, I deliberately choose not follow the established order.  In fact, I start by jumping right to solutions.  And you should, too!

What is the Value that Lean Thinking Adds?

As I’ve previously established, Lean thinking is a cognitively demanding effort that consumes a large amount of our available budget of energy.  Furthermore, it takes a significant investment of time to thoroughly break down a problem and to drill down to root cause, instead of jumping into action.  Despite the substantial upfront outlay of time and energy required, we willingly pay the cost because we believe it will be returned in the form of more effective and more efficient problem solving.

Each and every PDCA cycle presents the opportunity to learn on two different levels.  When we attempt to solve a problem, we can learn both about the problem itself, and also about the methods we use.  For the vast majority of problems, we dedicate most of our effort to the former and very little time to consider the latter.  In time and with plenty of practice, Lean thinking becomes second nature to us.  Eventually, we cease to ever question the process.  We take it at face value and it simply becomes what we do and how we think.  The value-add is a given.  But, is it truly?  How do you know?  What proof do you have?  If we never turn an inquisitive eye towards the process of Lean thinking, can we really be certain that the ends justify the means?

The best way I see to truly understand the value-add of the Lean problem solving process is to treat each problem as scientific evaluation of the methodology itself.  Consequently, by stating the proposed solutions prior to the application of Lean thinking, we create a control for the experiment that allows us to test whether or not the rigors of the PDCA cycle contribute significantly to the outcomes of our problem solving efforts.  Therefore, I start by jumping to solutions precisely to show the folly of jumping to solutions.  I start in the Act phase, to demonstrate that we should first Plan, Do and Check.  I break the established order to prove that problem solving is a process of thinking in which the order contributes greatly to the outcomes.

So, What Are the Outcomes?

For the last five years, I’ve started nearly every single project, workshop and kaizen event with the same question:

If we were to take action based only upon what we know right now, what would we do?

I note the response and never speak of it again until after the PDCA cycle has yielded the final action plan.  After the application of Lean thinking, we reflect on the actions that were proposed at the beginning of the initiative; in that moment, the effects of Lean thinking are placed in to sharp relief, becoming apparent to all.  In the last 5 years, I’ve asked teams and individuals to jump to solutions on over 50 occasions.  Lean thinking has resulted in significant changes to the originally proposed course of action in more than 75% of opportunities.

To put that into context, consider that the pre-PDCA actions were not contributed by individuals with little knowledge about the problem or process.  These were deliberately constructed teams of individuals, selected specifically because of their subject matter and process expertise.  These were people with years of collective experience, most of whom worked directly with the processes of interest on a daily basis.  Despite the massive breadth and depth of knowledge within the teams involved, Lean thinking drove significantly different outcomes in more than 75% of problems investigated! 

What Can We Learn from the Other 25%?

It should not come as a surprise that, for a finite number of instances, the actions required to counter a problem were well understood prior to the use of the PDCA methodology.  When taken together, these instances share a critical few commonalities which provide great insight into how they were able to be well-understood without the deliberate application of Lean thinking.

  • The problems were observable to the human eye.
  • There was little distance in time or space between the observation of the problem (symptom detection) and the cause of the problem.
  • The environment in which the problems occurred was repeatable and predictable.

Collectively, these three characteristics do not cast doubt on the value that Lean thinking provides, but rather the management of the organization.  Think of it this way: if a problem is readily observable, with a cause that provides timely feedback all within a highly repeatable and predictable environment, why hasn’t it already been solved?  In these cases, Lean thinking is still the correct answer, but to a very different and much more fundamental question for the organization.

Why Should You Jump to Solutions?

Five years of research has proven to me, unequivocally, that the process of Lean thinking adds value.  Many would view my study as a failure; five years of effort to prove something that was already widely accepted as fact seems like a less-than-successful outcome.  However, the question for me was not one of yes (the thinking adds value) vs. no (the thinking does not add value), but to what extent.

Changing the way people think is difficult and stressful work, but it is necessary for Lean thinking to truly transform an organization.  When I am facing resistance from the targets of a change, or when I publicly challenge the mandates of a well-respected leader, or when I’m perceived as a roadblock to a team that just wants to take action, I need to believe in the strength of my convictions beyond a shadow of a doubt.  That is why I jump to solutions.  Because I believe fully in the power and in the value of Lean thinking.  And you should, too.

 

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Filed Under: The KaiZone Way, The Lean Learning Journey Tagged With: jump to solutions, kaizen, problem solving, solutions

The KaiZone Friday Favorites: 4/11/2014

April 11, 2014 by Joel A. Gross Leave a Comment

The KaiZone Friday Favorites

In the KaiZone Friday Favorites, I present my top ten favorite articles from the last week (give or take a few days) in the world of Lean – and beyond.  With leading content from the world’s foremost improvement authors and future Lean leaders, I do the research so you don’t have to!

Is Home Depot’s Expedited Checkout Lean? by Ron Pereira.  “Skeptics may see this as a bandaid to a broken, unbalanced, process.  In other words, instead of attempting to fix the root cause of the problem (checkout capacity) they’re throwing people with scanners at it.”

Top 5 Ways to Gain the Support of Management by Matt Elson.  “Our enemy is complacency, resistance to new ideas and “this is the way we’ve always done it.  We have to fight that enemy every day, every hour and every minute.”

Behaving Your Way into a New Way of Thinking:  Leadership Standard Work and Personal Change by Bill Kirkwood.  “Even if a leader sees anew how current habits and behaviors are impeding positive change, the true change occurs by doing.  The adage “behave your way into a new way of thinking” is essential and can be successful and less risky with a coach by the leader’s side.”

How to Change Your Beliefs and Stick to Your Goals for Good by James Clear.  “The root of behavior change and building better habits is your identity. Each action you perform is driven by the fundamental belief that it is possible. So if you change your identity (the type of person that you believe that you are), then it’s easier to change your actions.”

Scatter – Our Nemesis by Pascal Dennis.  “Big Company Disease has many causes.  One of the most subtle is our inability to ‘wrap our arms around’ the PDCA cycle.  Myriad improvement cycles begin – but they become fragmented:  Group A develops the Plan, Group B deploys, Group C checks the Plan, and Group D adjusts it. I call this Scatter,”

The Power of Hope in Improvement by Karen Martin.  “Part of what the transition phase between the current state and future state is about is giving people hope. We don’t talk about hope in business circles. But when people are beaten down and frustrated with the amount of chaos that they deal with day in and day out, hope is a great antidote to resistance [to change]. And hope is the way forward.”

The Road to Lean by Bruce Hamilton.  “Regardless of the particular best practice we choose to implement, be it huddle boards, schedule boards, workplace organization, set-up reduction, mistake-proofing – you name it; if its intent is not to help employees, to remove their struggles and make it easier for them to continuously improve their processes, then it is worse than uninspiring. Small wonder this approach does not “sustain.”

Look Below the Water Line to Understand Lean by Hakan Forss.  “The artifacts and behaviors we can easily observe at Lean companies are only the tip of the iceberg. Waste reduction and other Lean practices, principles and tools like A3, kanban, andon and heijunka, are all important parts of Lean but it is only the tip of the iceberg. You need to look below the waterline.”

In Toyota, Improvement Ideas Were Expected by Voluntary by Dave Meier.  “ When I worked at Toyota it was “expected” that everyone contribute their ideas and efforts toward continuous improvement, BUT it was voluntary. That seems a bit paradoxical, but getting people to be “involved” comes in many ways . . . Improvement is not something done in addition to the work, it IS the work! That is the Toyota philosophy.”

Fighting “We’ve Always Done It This Way” in Workplaces & Baseball by Mark Graban.  “When we ask what we’ve always done that way or why we’ve always done it that way, sometimes there is a good reason. If so, we should understand WHY we are doing something that way and ask if we really should continue it that way. . . Sometimes, we shouldn’t be doing it that way and we shouldn’t continue. Can we find a better way of doing something? Should we reinvent the process and method instead of just tweaking it?”

Have a good weekend, friends!

 

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