Category Archives: Engagment
I am still amazed at what can be accomplished by improving the process first and then looking at how technology can support the process. I have always been a big advocate of looking at process first. Yet, still today I see great cases of studying the process first and then implementing supporting technology. In most cases, the technology needed to support the process is simpler than the original technology plans.
The rewarding part of the work is having success in an area that was hesitant to have the process work done. An area claiming just to need the technology. After completing the process work and seeing the benefits, that same area starts to ask for more process work to be done. That is a great feeling.
Another benefit of getting people to see the benefit of doing the process work first is they start to ask more questions around the end-to-end process. People start to see the entire process and the affects a change has in one area can have on another area. The end-to-end discussion becomes easier for people to have.
This shift in mentality can start to break down work silos and get more people engaged in the entire process.
Are you doing end-to-end process improvement at your company? Is it starting to change people’s perspective?
Last week, Beyond Lean focused on strategy deployment or hoshin kanri. A great concept to help align the priorities for the organization during the year. A term that appeared was “catch ball”. This is a term to capture the essence of gaining input through discussion with the next level down in the organization. It is a great way to get engagement at all levels of the organization and build the buy-in to what the work is for the year.
I found this great video describing what “catch ball” is. I thought it would do a better job than I could.
Do you use catch ball in your organization or do you have a straight line drill down with objectives?
This week is Lean series week at Beyond Lean. The blog posts will center around strategy deployment (or Hoshin Kanri). Justin Tomac, Chad Walters, Karen Wilhelm and Tony Ferraro will be guest blogging. This will give you different perspectives from on strategy deployment all right here at Beyond Lean. I am really excited for this week’s series. All the posts are great. Enjoy!
Almost every company will say they have a strategy. While they may have a great strategy, most companies miss out on deploying that strategy throughout their organization.
Strategy deployment is a key concept that most companies don’t execute well. Typically, a communication goes out stating the strategy of the company or it may even be communicated at a large town hall. This is great, but it is only a single step in the strategy deployment process.
A great strategy deployment process starts at the top with clearly articulated goals for the company. The executives involve senior management in the process. They discuss what the goals should be across all parts of the organization and how their areas can help achieve those goals.
Once that has been agreed upon, then the senior management involves the middle management. They discuss more detailed tactics on how to the middle manager’s area can help achieve the senior manager’s goals and objectives. It is a two-way discussion with input and clarity from both levels.
This catchball or laddering conversation should happen level by level all the way down to the floor and then all the way back up to the executives. This should happen a few times. Not just once.
Here is a good graphic to try and depict the process:
When done well, the benefits of this are enormous. Everyone starts to understand the strategy and how their work is helping to achieve the vision of that strategy.
The discussion that happens during the catchball phase isn’t just between a team and their manager but also between managers that are peers. This helps to develop alignment not only up and down the organization but also across the organization. This alignment helps determine how to use the finite pool of people and cash to best achieve the company’s goals and objectives.
In my experience, company’s that have a great strategy deployment process end up with much better results year-to-year and can sustain those results because of the clear communication and everyone understanding the importance of their work.
Does your company use strategy deployment? How does it work?
When creating change it is not always easy working with people. People are the largest variable in any change you want to create. Because of this, different people and situations have to be handled in different ways.
One way is through demonstration. Do the work on a project and show them the benefits of working in the new way. Either show them after the changes are made or have them work alongside you as you make the changes and work in the new way. This way the person gets first hand experience of the benefits.
Another way is coaching. Have them do the thinking and the work on an improvement. Learn by doing. Be there with them, side-by-side. Let the person bounce ideas off you. Ask questions back to them so they develop the thoughts around what actions to take and the benefits gained. This is usually very powerful, because most adults accept change and improvement when they completely understand it and what it can do. This is a great way to gain the buy-in and understanding.
A third way is giving a large learning zone. Give people the time and the freedom to make changes on their own without a ton of bureaucracy. They will make mistakes. It is important not to make it punitive for making a mistake. Ask what they learned and how are they going to correct it. It is amazing what people can accomplish and do when they have the comfort zone to learn.
There is not one way to help people learn. You have to understand the situation and the person to best develop a plan to help them learn. If it is something critical to running the business the learning zone may be smaller because you can’t afford to allow a mistake that shuts the business down, but coaching may be a good way. The next time expanding the learning zone may be better.
If a person has baggage that prevents them from wanting to do improvement then maybe the first way is best. Drag them along and let them see how it can benefit them.
People are our biggest variable to change, but they are also are most valuable resource.
Art Byrne is an execute that has been implementing lean in several companies around the world. He started our with GE and gained experience with Danaher Corp before becoming the CEO of Wiremold where their lean turnaround is featured in the book “Better Thinking, Better Results“. Since leaving Wiremold Art has used lean to turnaround companies as a partner with J.W. Childs Associates. Art brings his vast experience to the readers.
Name of the Book: The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company
Author: Art Byrne
Publication Date: 2012
Book description: what’s the key message?
Art really drives home the message about a company can only be truly lean if the leaders are setting an example and leading the way. A lean executive does not dictate what others need to go do. A lean executive does it himself.
Also, the executives have to transform the people. Get everyone to buy-in from the shop floor to the executive suite. There is no room for people that won’t buy-in. In order to do this, as the leader you need to engage in the change and lead it. Not support it.
Art lays out his principles to follow to becoming lean:
- Work to Takt Time
- Create one piece flow
- Utilized Standard Work
- Connect Customers to Work by Using a Pull System
What are the highlights? What works?
Art does a fantastic job of giving multiple examples of how he engaged employees and led the change even as a CEO. This brings to life how it can be done and the thought isn’t some dream a consultant made up.
I really like how Art lays out obstacles to achieving his lean principles. Accounting and standard costing is the biggest obstacle because it can show a negative result or cause bad decisions when doing things that are helping. He then explains the changes that are needed and gives examples of the changes and how the finances would look different.
There are more examples of other metrics that Art recommends for a lean company.
Another powerful section of the book is how he used lean to grow businesses and profits even during tough economic times. Art even lays out a strategy for looking at companies when thinking about acquisitions.
The real life examples as a CEO and board member of companies really drives how a lean turnaround can be achieved. A CEO must do a 180 from the traditional methods to do it and a leap of faith will be needed, but the reward is very high.
What are the weaknesses? What’s missing?
This is a really good book, but I do see one thing missing. Art speaks from a CEO or executive viewpoint, which is great, but what if you aren’t an executive?
One question I would like to see answered is how do lower level employees help executives want to do a lean turnaround? Sure, one answer could be give them the book, but that probably won’t change everyone’s mind with just a single read. How do you help an executive that seems to want to do it, do it? Give them that final push and really start to see the benefits?
The book can also give the feeling that if you don’t have an executive leading and doing everything in the book then you might as well not go through with lean because you won’t be successful. Art does not say that explicitly. The book just gives that feeling.
How should I read this to get the most out of it?
I recommend this book for anyone but especially high level level executive or CEO. Art lays out a great game plan and a compelling case for the executives to transform their work and create a lean turnaround. Read the book straight through and then re-read it as you develop a plan to change your company.
I would also recommend it for more Wallstreet and finance people. It would enlighten them on how to look at companies that deliver long term value to their customers. Not just short term gains.
New followers of the blog can use this as an opportunity to read posts they might have not seen in the past. While, long time followers can use this as an opportunity to re-read some of the top viewed posts.
This post will count down the 10th thru 6th most viewed posts of 2012. Enjoy!
10. Guest Post: Selling Lean to People That Don’t Want It (July 2011) – This is a post from Joe Wilson before he became a full-time author at Beyond Lean. Joe talks about ways to sell lean to people who are not bought into the benefits of lean.
9. Making Leader Standard Work Visual (June 2011) – Previous Year Ranked #8 – An example of a visual board from a group I worked with. The board makes the tasks and if they were completed by the managers visual.
8. Dilbert Leading Transformation (July 2010) – Previous Year Ranked #10 – The Pointy-Haired Boss wants clear responsibilities and employee engagement.
7. True Mentoring (May 2012) – This is my take on true mentoring versus fake mentoring that goes on in business today.
6. Comparing Lean Principles to the 14 Toyota Principles (July 2010) – Previous Year Ranked #5 – The first part of a three part series where I compared the lean principles I learned from the Lean Learning Center to the Toyota Principles. This post covers the first five Toyota Principles.
My next post will count down the Top 5 viewed posts of 2012.
“Give a man fish and he eats for a day. Teach a man to fish and he eats for a lifetime.”
This quote comes to mind when thinking about my role as a lean transformation leader. Lean is about how we think and behave. I don’t want to just do things differently. I want to teach and coach others how to think and behave in a way that aligns with the lean principles. There are two major reason for this.
I want the changes that I make to be sustainable. If the people involved in the changes don’t think in a lean way then at some point the changes will not be sustained. The metrics/results/process will slide backwards. In my experience, it slides at least to the previous state if not even further backwards.
The best example is a manufacturing facility that Joe and I worked at together. At one point, the facility was in the red with revenue over $100 million. The company decided to “go lean”. Joe and I, as well as another friend of ours, were tasked with leading the lean initiative in our facility. We became part of the plant staff. The plant manager and the department managers listened to what we had to say. They let us lead the lean initiative. Joe and I did a lot of great things from a lean perspective. In three years, the plant was in the seven figure profit range while revenue had dropped 25%.
This was a collaborative effort to use lean. Everyone played a part in the success. But in a big way, Joe and I failed. We both moved on to bigger and better opportunities. During the turnaround of the facility we did not change the way the plant manager and department managers thought. When some traditional mindsets started to creep back in, we were there to guide back to a lean mindset, but we never really changed their beliefs. We hadn’t taught them to fish. Within a couple of years, the facility was back in the red and back to traditional batch-and-queue mass production manufacturing. The results were not sustainable.
The second reason overlaps with the first. When you transform another person’s thinking, not only will results be sustainable, you have another person who can educate and transform the thinking of others. The lean thinking allegiance starts to spread. Instead of one person trying to transform thinking, you now have two. And so it spreads.
Transforming people for traditional ways of thinking to lean ways of thinking is not easy. The better the support system that is built the easier it is to continue to transform people’s thinking. There are times when a great support system is very reassuring.
These are the two biggest reasons why transforming the thinking is just as important as delivering the changes, driving results.
Waiting on others is a mindset I have experienced that causes things to stall out or never get started. A lean tool/concept I commonly see this with is strategy deployment (Hoshin Kanri).
In an ideal state strategy deployment starts at the highest level of an organization. The executives would roll their strategy down through the entire organization to the front line level. This would create alignment on what priorities and how work is done across the entire organization.
How often does strategy deployment start with the executives? Not often.
Regularly people sit around waiting and wishing their boss or the executives would start the strategy deployment process. Waiting for this to happen is not an effective way to get strategy deployment started within an organization.
The most common way to start strategy deployment is at some middle level of an organization. Develop the strategy for your span of control in the organization and roll it down to your direct reports. Then use that strategy to reach out to your business partners (where necessary) to get buy-in and help with achieving your strategy goals. As you become successful in doing this, more and more people will take notice. It will start to grow organically across the organization. Watch it grow.
It may take some time but eventually, you may see the ideal state in your organization, but chances are the effort will have to start at a lower level.
Visual management is a concept that is a part of lean. In my opinion, it is one of the top 2 or 3 concepts of lean. Visual management is a concept that allows the lean principles to come to life more easily. So, what is visual management?
Visual management is a workplace that is a self-ordering, self-explaining, self-regulating and self-improving environment where what is suppose to happen does, on time, every time because of visual solutions.
From Gwendolyn Galsworth’s book Visual Workplace, Visual Thining.
Lets dive deeper into the definition.
Self-ordering means the environment or system continues to be in good order or orderly. It is organized in such a way as to enable rapid absorption of information.
Self-explaining refers to the ability to answer questions such as “What is my next job?” or “How much work do we have?” or “What Waste do I see?”
Self-improving occurs when an out of standard situation is immediately obvious through use of visual indicators and people are able to correct it quickly. We all have a responsibility to keep improving.
How does visual management help bring the lean principles to life?
One of the first principles of lean is to directly observe the work as activities, connections and flows. When the work is visual and clear it becomes much easier for someone to directly observe the work and know what is going on. They should be able to understand if there is too much inventory in an area or if the work is being done under normal or abnormal conditions. When visual management is done well, it becomes easy to see and understand the flow of work and how it is progressing.
Two other principles of lean are the systematic elimination of waste and systematic problem solving. During the direction observation in a visual workplace a person will be able to see extra inventory or rework that is occurring or work stopping because of some problem. When the waste or problem can be seen quickly and easily it can be fixed before it causes too big of a problem.
A fourth principle of lean is to establish high agreement on both the what and how (or standardization). You can’t have a good visual management system without using this principle. Our road systems are a great example. All directional signs (in the U.S.) are on green signs while visitor site information is on brown signs and speed information is on a white sign outlined in black. Everyone understands these visual standards which makes getting the information needed easier.
The final lean principle is create a learning organization. If you can’t see something, you can’t learn about it. Whether it is a process, data or anything else the best way to learn about it is to make it visual and to see it come to life.
Visual management can be used in many different ways for many different things like understanding the capacity of a project team, knowing the progress of a major project, what is the status of a machine, do I have too much inventory and the list can go on and on. When people can understand what is going on without having to dig and ask questions, they get engaged. The employees gain an understanding and therefore can engage in the problem solving easier.
Understanding visual management and applying it can go a long way to kick starting or restarting your lean efforts.
Today’s guest post comes from Danielle M. She has been a dedicated student of Lean Manufacturing methodologies since 2006. It was love at first sight when she read the motto, “Everything has a place; everything in its place” in her first copy of The Toyota Way.
As an inspector at the end of a screen printing process, I’m was in charge of making sure we didn’t ship bad products. I had always enjoyed my job, but after taking part in a kaizen event I went home less tired and made fewer mistakes, ultimately making the customers happier and saving my employer money. Best of all, it felt like I actually made a difference.
Five days of improvement
We started with a training day. Jose, our Lean Director, asked six of us to meet in a conference room: Maria from engineering, A’isha from purchasing, Pete the controller, Ted from maintenance and Gerry, who ran the press that sent me finished parts.
Jose explained that a kaizen event is a concentrated five day effort to improve a factory process. A’isha said she didn’t know anything about the factory, but Jose said the point was to get new ideas from people who didn’t know the area. He called this being outside looking in.
Once we understood our goal – to improve my inspection operation – Jose had us make a plan. We decided to spend our first day gathering data. Then we’d go to the inspection area, ask questions and capture our ideas on flipcharts. At the end of day two, we’d put together a list of the ideas we wanted to try, then we’d implement as many as possible.
Between us we found out how many customer complaints came in each month, how many pieces were scrapped, the number of bad parts caught and our delivery performance. None of them were very good.
Gerry and I showed the team how we did things on the press line, then people asked questions and made suggestions. Pretty quickly we’d filled a whole flipchart pad!
Back in the conference room we stuck the pages on the walls and made a list of the changes we could make. The quick and easy ideas we tried straight away; Maria worked on the harder ones with Ted.
We used the 5S system to arrange my tools on a shadow board so I knew where to find everything and to see if anything was missing. We labeled everything and cleaned up the area so was a nicer place to work.
One thing I asked for was to raise the inspection table. As it was, I had to bend over, which made my back ache, and I was putting a shadow over the piece I was looking at. Ted made the change in a couple of hours, and it makes such a difference!
Ted also installed a track lighting system over the top of the bench. This was really clever because it gave me the ability to vary the light, which helped me find the defects much more easily.
Gerry suggested I turn on a light whenever I find a defect. This would be his signal to stop the press and he’d be able to fix the problem right away. Jose called this an andon light.
When we’d finished, Jose had us present everything to management. I was worried our ideas were too simple but they seemed impressed. Arnie, the Quality Manager, did say though that the proof would be in the numbers.
A month later we got new data and compared it with our “As-is” numbers. Complaints were down, we were scrapping almost nothing, I was finding more defects and our delivery performance was up.
Little did I know that Jose was so impressed with my performance on the kaizen team that he would ask me three months later to consider joining him as the Lean Coordinator in the company’s transformation process. I took his recommendation to apply for the position when it opened up and soon began my own transformation process into becoming a student of The Toyota Way.
Stay tuned to learn more about my personal journey in lean manufacturing!