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What is Lean?
Respect for What Makes us Human

March 14, 2016 by Joel A. Gross 2 Comments

What-is-Lean-A-Respect-for-What-Make-Us-Human

 

The following is a transcript of a talk I delivered this week that seeks to answer the question, “what is Lean?” for those who are new to Lean thinking.  Each section in this post corresponds to a slide in the presentation above.  You can download a free .pdf of the slide deck here. 

1.  What is Lean?  An Introduction.

What is Lean?  As an audience that is new to Lean, this is quite possibly the single, most important question that I can answer for you today.  Yet, I’m going to tell you upfront, right from the start, that I am going to fail to do so.

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Filed Under: The KaiZone Way, The Lean Learning Journey Tagged With: introduction to lean, lean thinking, what is lean

What is Your Vision of Lean?

June 30, 2014 by Joel A. Gross 1 Comment

The KaiZone Community Outreach

Lean thinking is a journey of learning.  I believe that we learn best when we learn from each other.  The KaiZone Community Outreach is a monthly series designed to promote interesting, thoughtful and entertaining discussion on a wide variety of Lean-related topics.  By contributing to the discussion, you help us all to move forward on our personal Lean journeys, one comment at a time.  That’s The KaiZone Way.

In a few seconds, I want you to sit back and relax.  Close your eyes, and in as much detail as you can, create a mental picture of what a Lean process looks like.  Not just any Lean process, but the ideal Lean process.  What is the physical layout of the process?  How do the materials flow?  How do the people perform their work?  I’m serious.  Take a full minute and do it now.  I’ll wait . . .

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Filed Under: Community Outreach, The KaiZone Community Tagged With: coaching, education, lean thinking, process, teaching

Acting Ourselves to a New Way of Thinking

June 11, 2014 by Joel A. Gross 2 Comments

Tweetable Tips from @TheKaiZone Logo - v2

Every month, Tweetable Tips from @TheKaiZone brings you a quick-hit, high-impact lesson to improve your lean practice.  The learning is short, sweet – and best of all – sharable!  And if you find the tips to be useful, simply use the ‘”Click to Tweet” link within the post to share the learning with others!  

Conventional wisdom tells us that, if we want to change what we do, we need to first change how we think about those things.  It is a commonly held belief that our thoughts dictate our actions.  Therefore, as Lean practitioners, we spend a great deal of time and energy attempting to influence the thinking of others in order to drive changes in their behaviors.  The problem, as is often the case in the Lean world, is that conventional wisdom is wrong.  Dead wrong.

Take for example, health behavior.  We all know that we should eat healthy and exercise; but how well do these thoughts lead to changes in our behavior?  Obviously, not as well as most of us would hope.  According to the field of behavioral psychology, we are all subject to an “intention-behavior gap” that causes a significant discrepancy between what we intend to do and what we actually do.  While the underlying causes of the intention-behavior gap are not fully understood, research has identified several factors that narrow the gap, creating a stronger correlation between our actions and our thinking.

Research suggests that we can close the intention-behavior gap by increasing self-efficacy (the extent to which we believe we can complete a task or achieve a goal) and through the planning and execution of our actions.  In other words, behavior change occurs by believing that we can change, and then by simply taking planned action.  In this model of behavior, the gap does not close because our thinking drives changes in our actions, it closes because the outcomes of our actions, relative to our expectations, changes our thinking.

Therefore, the next time you are tasked with driving change at an individual, team or organizational level, focus on creating the right actions, routines and habits in those affected, rather than by influencing the prevailing beliefs or thinking.  And remember,

It’s easier to act ourselves to a new way of thinking than think ourselves to a new way of acting

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Filed Under: The KaiZone Way, Tweetable Tips Tagged With: behavior change, change management, lean thinking, tweetable tips

The KaiZone Friday Favorites for 5/30/2014

May 30, 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.  Top 5 TPS Lessons from Jedi Master Yoda by Matt Elson.  “Yoda was a Jedi Master for over 900 years, so he saw a few things, made some mistakes and had his failures.  The most important thing about Yoda was that he never gave up.  Ever.  Yoda was also constantly learning and reflecting.  It could be argued that true wisdom comes with experience, both positive and negative.”

9.  Start Your Lean Diary Today by Jens Woinowkski.  “The Lean Diary: One word per day.  Weekly and monthly retrospectives.  That’s it.  #leandiary”

8.  The Trouble with Corporate Clichés by Pascal Dennis.  ““Ducks in a row” “Low-hanging fruit” “Let’s take this off-line” Why do these and other corporate clichés make us cringe so?  Well, they’re often used by lazy people to express stale, tired thinking.  If we haven’t thought about something deeply, why burden people with inanities?  If we can’t express an idea in a fresh way, why should anybody listen?”

7.  Back to Basics – Customer Value by Al Norval.  “I often come across organizations that are in the middle of a Lean transformation and when I ask why are they doing it – what’s the purpose? I get an answer of – to save money, to meet our financial obligations to the organization.  This answer always disappoints me since there is much more to Lean than that. In Lean we need to meet the needs of three publics; the Employee, the Customer and the Organization. If we’re doing Lean and not benefiting all three publics, then we’re not doing Lean properly.”

6.  Speed Leadership by Bob Emiliani.  “Right-sizing the brain and sticking to to the basics is seen by most executives (top image) as weak or unchallenging. But that is what the best Lean leaders do.  It results in what I call “Speed Leadership,” which means a greater intellectual acuity and a reduction or elimination of delays and rework that plague executives steeped in conventional management/  The patience and simplicity characteristic of the best Lean leaders trumps the impulsiveness and complexity characteristic of conventional leaders.”

5.  How Teaming Produces Execution-as-Learning by Amy C. Edmondson.  “ In the factory model of management, it was easy to monitor workers and measure their output. But work today increasingly requires the applications of specialized skills and knowledge. Workers are expected to identify issues, analyze problems, and create new solutions. This shift has changed the dynamic of the workplace and the relationship between those in charge and those doing the work. The most successful leaders in the future will be those who have the ability to develop the talents of others.”

4.  Success is Sweet When You Value Your Core by Joshua Rapoza.  “What does this teach us about listening to our customers? Your value is at your core. Don’t change what your customers value in your product, pay attention to what they value and then change everything else.”

3.  Respect for People (Shingo Edition) by Dan Markovitz.  “Blaming your workers is like spitting in the sky. It comes back down on your face. It’s your teaching that needs to be improved.”

2.  Be Careful What You Wish For – Part II by Bruce Hamilton.  “No oversight. No direct observation, in this case, by the persons who are charged with the corporation’s fiduciary responsibility – its board of directors.   The CEOs in the examples above are no different than the cashier in my 2010 post. They were following damaging directives from absentee leadership.   The difference in these cases however is that when CEOs receive nonsensical objectives the potential for damage to customers and employees is very much greater.”

And, in an excellent week for Lean and continuous improvement posts, this week’s Friday Favorite goes to . . .

1.  Learn the Thinking, Not Just the Doing, Why, How, Where, What, When by Tracey Richardson.  “A true sensei has the knowledge, but shouldn’t be above learning from others with less experience or “fresh eyes”.  I’m personally a sponge, I soak in all I can to learn how to be better the next day, that is a role of a sensei/trainer to me – Continuous Improvement, right?”

Do you have an article that you’d like to share with The KaiZone community?  Post it in the comments section below.  Have a great weekend, friends!

Also, don’t forget about The KaiZone Contest: Make Your Own Leanable Moment.

 

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Filed Under: Friday Favorites, The KaiZone Community Tagged With: cliches, customer value, Friday Favotires, lean diary, lean thinking, metrics, respect for people, small business, teaming

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