Category Archives: My Continuous Improvement
Last year I tried again. I had great success with the board. I have been using it for a year and a half.
Now, I have a new role where I have multiple desks. I am constantly in different areas of the building. I may not be back to my desk for several days or even a couple of weeks. I wasn’t able to keep my board up and I had work to do written in several places.
I went searching for an electronic solution that may help me. I wanted a solution that would be portable and I could add tasks at any location that I was at. I wanted to be able to move my tasks from stage-to-stage when needed and not try and keep up when I got back to my regular desk.
I discovered Portable Kanban by Dmitry Ivanov. It is a free downloadable software for your computer. It allows you to setup the board with the columns you desire. Each column has the capability of putting a limit as to the number of tasks allowed. Below is a snapshot of my physical board and below it my portable kanban board.
(Click on images to enlarge)
The portable kanban allows you to color code your “post-its” as well as assign a priority and a completion date. There is a reporting function also.
This software from Dmitry is meeting my needs very well. I am back on track with using my personal kanban again.
If you are a team looking for a portable kanban board online so many people can see it and use it simultaneously, this is not the software for you. There are some good online options.
If you are an individual that needs a board that you can have just about anywhere, this is a great tool.
Are you using a personal kanban?
I read a blog post from Dan Markovitz a couple weeks about about some of the practices Nick Saban has. Being a college football fan and following Nick Saban since his Michigan State days, I found it very interesting to see how he saved time.
I do some of the same stuff. I eat the same thing everyday for lunch. It is a running joke around my workplace. But I don’t have to think about what to make the night before and no decisions have to be made when it is time for lunch. The nights I do make something different for my lunch the next day it takes over twice as long. I spend a lot of time trying to figure out what I want and if it is easily suitable for a packed lunch.
Another thing I do, I lay out all of my clothes for the week including clothes for working out in the morning. I spend a few minutes Sunday evening preparing for Monday thru Thursday (Friday can range to much based on what I have going on at work so I do that one on Thursday night). My kids even got me a cubby-hole shelf to put my clothes into to be even more organized. With two kids involved in everything under the sun, this saves me time during the week. I don’t have to think about what I am going to wear. I just reach for the cubby-hole and put the clothes in my gym bag and my gym clothes I lay out for the next morning. It takes me less than 60 seconds to be prepared for the next day.
I know. It seems anal-retentive (because I don’t make millions like Nick Saban, then it would be innovative or smart). These two routines save me several minutes a day that I use to make sure I get the kids to where they need to be on-time and frees up time to spend with my wife at night.
What do you do to save time in your routine?
Email is a great thing. To be able to send a message instantly for free (sort of…I know there are charges for connection and data plans) is amazing. Now we can get email anywhere we are on smartphones, tablets or any other device. But, just because we can get a message instantly and anywhere does not mean we have to read or answer the message instantly anywhere we are.
I hear a lot of people talk about spending too much time with email. Email is keeping them from getting value added work completed. I spent some time looking at my own email practices and found it is very easy to get distracted by email. It is more of a hindrance than a help at times.
How many of you have your email notification turned on, so when you get an email you get a sound, a box in the corner pops up, a light flashes on your smartphone, etc…? I had notifications on everywhere. Why do we have them on? Because we want to read and answer the email as quickly as possible. Why don’t we turn off all of these audio/visual notifications? What percent of the emails you receive truly need immediate attention?
I experimented and turned off all audio and visual notifications of email on my PC. I turned off the audio notification on my smartphone, but left on my flashing light (which I am thinking about turning off). Since doing this, I feel less stressed about answering email and the need to jump right on it. I find that I am more productive also. I am not switching between something I am working on and email constantly. The thing I am working on has my full attention. I concentrate on the work and get it done and then check email. I have found that ZERO of my emails need my immediate attention.
My next step is to only open email at certain times of the day. Currently, I open it whenever I feel like it. Will this help me become even more productive? I don’t know if it will, but I won’t improve if I don’t try.
If you are not in a role where email is critical (i.e. order processor receiving orders through email or something of the like), I challenge you to turn off your notifications and not read/answer emails as they come in.
I’ve been in a really reflective state lately as I try to weigh some different opportunities. While I have come up with some really interesting topics for posts, most of them have turned too lengthy or incoherent to clog your Lean reading time. One of the discarded themes has also come up a couple times lately in conversation and I thought I’d throw it out in print. Here are three of the less obvious skills that have served me well in solving problems and working in continuous improvement activities over the years.
The first one is utilizing some sorta advanced Excel skills. For all of you statistics nerds out there, I totally agree with you that Excel is not statistical software. But it can be really, really helpful in sorting out piles of data in to something useable in a hurry. For me, sometimes digging through the raw data can help highlight a pattern that I can’t see in aggregate. Sometimes it can help put information in context and help people make better decisions faster. I have used functions from Pivot Tables to conditional sums to writing macros (with some excellent assists from Matt) and so on. It’s not sexy, but it is helpful.
The next skill that has served me well is another Office tool…PowerPoint. I’m not talking about fancy slide transitions with animated gif’s and musical accompaniment. I’m more referring to using the existing toolbox to tell concise, effective, clean stories. You could argue that A3 reporting is much more concise and clean (and I’d agree), but PowerPoint is still massively used. The ability to create a visually appealing communication is valuable for almost everybody.
Another skill that seems to be on and off the radar is the ability to filter information. Learning how to quickly separate signals from noise is a very underrated skill and one that needs your attention. Every person and every idea deserves respect and consideration. But not every idea needs to be implemented. Abnormal situations should get due attention, but not every abnormal situation should be weighted the same in terms of response. Developing the ability to say “no” or “not right now” with a reasonable justification can save a lot of inefficiency.
That was my quick list of unspoken skills (in no particular order). For the record, I’m not propping these up because I consider them strengths of mine. They’re just things that I do well enough to not do too much harm when I try to bust them out. Mostly they’re things that I’ve picked up from others and tried to emulate. What about you? Do you think I overrated any of these? Any other not-just-Lean traits that you use or seen others use effectively?
Ice breakers are a good way for a facilitator to get to know the team they are facilitating, as well as help the team build a bond together.
I have always used ice breakers to start a day. It helps get the team engaged to start the day. Recently, I worked with a couple of guys who took the ice breaker to another level. They tied the ice breaker into the next phase of the improvement process.
Here are a couple examples:
1. Stranded on an Island: As we moved to the future state design of the process we used an ice breaker designed around a deserted island. The group was split into teams and given some time to come up with 5 things they would keep with them on a deserted island. After a few minutes, each team would state what they would keep and why.
My partner explained that as we move to a future state design there will be a lot of discuss on what to keep and what is extra. During this time, the team is going to have to come to high agreement of what they process needs and how it will work just like gaining high agreement on what items to keep on the island.
2. Untying the Knot: Half way through the first day of a kaizen event my partner ran an ice breaker designed to untie the human knot. Everyone bunches in as close as they can. Each person takes the hand of another person (two hands means each person should have the hand of two different people). The goal is to untangle the mess so the group is standing in a nice circle. The trick is no one is allowed to let go of the hands they have grabbed so it is people stepping over people and twisting around to get untangled.
The purpose was to explain that over the next few days the team will feel confused and frustrated but as they keep working as a team the solution will start present itself. In the end, the team will have a clear picture of the current and future processes and be linked as a team coming out of the event.
These are just a couple I have seen used and plan to incorporate into my portfolio.
Ice breakers can be something fun to loosen the group up also so pick and choose what makes sense for the audience and the situation.
What ice breakers have you used?
Last week I began really applying myself to my studies for the ASQ CSSBB (Certified Six Sigma Black Belt) exam. On a personal level, I’m pretty opposed to doing this because I really feel like I am chasing this certification for the piece of paper and no other reason.
My first thoughts in looking at this were pure dread. I haven’t forgotten what DMAIC stands for, nor have I forgotten what the steps entail. I haven’t forgotten what the statistics mean or how to interpret them, even if I let software do most of the heavy lifting. I still remember the quotes from famous quality people in the study manual and can recite the punchline in the Dilbert that is placed in the beginning of the book. What I did forget was to send in some paperwork on time. I’ve already taken and passed the test once, but let my certification lapse out of ignorance and inattention. In that sense this is more of a personal rework loop than a doing-it-right-the-first-time kind of step.
However, once I got past my selfish whining, I realized I could look at this completely differently. Instead of just trying to cram in enough tidbits to squeak by, I could give myself a personal “Ohno Circle” to study from. What I’ve found is that I’m not really tied to having to learn the material the same way I did the first time around, so I’m free to focus and explore some of the smaller details I may not have thought through before. I can try to seek out some new knowledge out of an “old” source. I guess it’s sort of like me trying to look for new ideas for improvements after the kaizen event report out, except there really is an exam at the end.
I realize I’m stretching the metaphor a bit far, but once I switched the way I looked at my personal learning in the same way as a manufacturing process it opened some new lanes of thought for me. I am now itching to dig back through and re-read some of the books on my shelf from Ohno and the Toyota Way series and The Hitchhiker’s Guide to see what may be in there. I’m sure there are things in each book I didn’t pick up the first time or that have slipped from my mind since I first read them. I really wonder what is out there in the material I already have. It’s almost too bad I have to wait to get there until I’m done with this test!
In order to get the disappointment out of the way early, I’d like to let you know this is more of a house cleaning post. There isn’t any new (or old) Lean thinking or discussion.
You may (or may not) have noticed that my posts have been pretty sporadic lately. For those of you that have noticed, I would like to apologize (or tell you “You’re Welcome”…depending on how you feel). I’d also like to apologize to Matt for my craziness. I have recently gone through some pretty major life moves…the details of which are inconsequential. However, getting to the other side has left me with some space to really think openly about what I may have to say and how I may want to say it. Looking at the next year, for 52 weeks at two posts a week I believe I have 104 topics/ideas/responses that I can effectively fill out. Looking 5 years in the future, do I have 520? I have no idea, so I probably won’t worry about burning up my words too quickly. What will those posts look like? I’m not sure. I think some of my themes and concepts have lots of room to expand. I think that there are some practical and tool based topics that I can explore. I think Matt and I have some very fertile ground in exploring different topics either in tandem or in debate.
What does this mean for my contributions here? Until I run out of things to say, I’ll keep typing. I’m going to try to focus on things I feel passionate about or where I feel like I can add some unique perspective. This may mean the posts will be really short or really long. It may mean I have to face some of my personal ‘elephants in the room’ that I have chosen not to confront out of fear of controversy. However, I don’t need to stir the pot for attention or to chase page views, so it will be done as respectfully as possible. In short, I’m going to continue to push myself to share what I have learned and I’m going to do my best to make it worth your time to check the site. As a reader, all I can ask is your honesty. If you want to contribute, comment, or debate, please do so as I would like to learn from you, too. If you think I’m wrong or that something I’m doing stinks, please tell me. My email address is JoeWilsonLean at gmail dot com.
Thanks for reading. Here’s to a great second half of 2012.
As part of my personal reflection and quest for learning I decided to sign up for a business Book Club offered through the local university. The ‘club’ would meet once a month and discuss books chosen by local business leaders as a way to share among the business community. Unfortunately, not enough people signed up to fill this session, so I’m a little bummed out. For me, I was hoping to use the ‘club’ as a way to stretch my mind a bit on the type of books I seek out. Unlike Matt’s break from Lean books, I am more looking for new things to balance the Lean material.
Let me explain my thinking…
I recently took an inventory on the last 20 or so books I have read. Every book I read was either directly a “Lean” book or a book that ended up dovetailing with some aspect of Lean. This reflection really frightened me. My worry is that I am stuck in a groove where I’m not really seeking material to stretch my thinking, but more to repeat what I already think in different ways. My book selection seems to be part of an ongoing confirmation bias where what I am reading echoes what I already think.
I guess there are two ways to look at this. The first is that I am picking from too shallow of a pool of books and keep ending up with more of the same. The second is that there is a common thread among the stories of the people and companies that also flows through Lean thinking. I guess you could say I want to run an experiment where I am using the first way as my hypothesis and trying to prove or disprove it.
Here’s where I could use some help. I’m looking for recommendations of non-fiction books that aren’t related to Lean. Preferably ones that you would recommend that seem to be an opposite or counterpoint to Lean. I’ve heard a saying that the most interesting books in the library are the ones that haven’t been read yet. The unknown provides a blank canvas that could teach us anything or nothing at all. I am hoping one of you can provide some inspiration to me or a fellow reader to grow.
Thanks and happy reading.
As I look for ways to improve, I am inspired by other lean thinkers and bloggers. I see what they are trying and look to how that might work for me. I try and experiment with things in order to make my job easier and to feel more in control and organized.
I decided to start a series that will be based on what I have tried in order to make my work better. It may be small or large things and most likely it was an inspiration I got from someone else. I hope that by passing along what I have learned that it may inspire others the way others have inspired me.
Awhile back I wrote about the career map I had developed to help me understand my career opportunities with my current company. That has been a great exercise and it has gone through a few revisions since then. Here is a link to my latest revision of my career map. Career Map – Revision 3
Over the last several months I have been meeting with some leaders at my company to show them my career map. This is has not been easy for me. I am not a person who seeks others to talk about myself. In fact, I hate it. But if I am going to have a successful career I have to build good relationships with leaders.
This may be a big uncomfortable zone for me but I have found it to be very beneficial. Every leader I have met with respects me for reaching out and talking with them. They like that I am trying to manage my career and not let my career manage me. Because of this positive feedback, I keep on setting meetings and get to know more about our leaders.
I have learned some things to help me with these meetings. One of the biggest is a bio sheet. This was recommended by a Vice President who is also introverted and it helped him break the ice with people he met for career discussions or when a new boss came in. The bio sheet tells a little bit about your family, interests outside of work, interests at work, and a short description of something you are currently working on. Send the sheet ahead of time to the person you are meeting with. This helps break the ice and start a conversation much more casually.
Also, when you meet make it about the business. This is my career and my interests and this is how I see it intersecting with the business and the direction it is going. It shows you are thinking about the company and not just career climbing. I always explain that while job titles are listed on the career map, it isn’t about the title. The titles are ones that seem to line up with my interests and skills as a reference point.
While this is way outside my comfort zone, I have found it to be very beneficial to have these discussions. I have learned a lot about myself and have grown as a leader because of it.
What has worked for you in managing your career?
For the last couple of weeks I have debated whether I should write this post or not. I feel the topic of role modeling is important but writing about myself in this manner seems arrogant. The topic won out and I decided to write the post. Please understand my intent is to illustrate how role modeling can influence people, not brag or pat myself on my back.
Over the last few months, I have posted blogs about my own continuous improvement that have been inspired by others. Some of the topics have been reflection, stand-up desk, and personal kanban (here and here). I tried some of these things out to improve and change my work. I didn’t realize it at the time but I was role modeling behaviors of continuous improvement that others at work were noticing.
People started asking me about things I was trying out. It wasn’t long before I noticed a couple of more people with stand-up desks. Then others with personal kanban boards being tried. Lastly, seeing others doing more reflection at the end of meetings or at the end of the week.
It felt good to see others trying new things because of what they saw me doing. My intent wasn’t to change others but to improve my own work. As I did, others picked up on it little by little and started trying some of the same things.
It re-enforced the need to always be aware of my actions because you never know who is watching and will pick up on them. As leaders, we want to send the right message.