Emotional Intelligence The Key To Sustaining Relationships

As agents of change, relationships become an important part of the work.  Without relationships it becomes very hard to influence others to change.  It seems very intuitive when you say it, but sometimes it is forgotten.

During a class that discusses the importance of having open and honest relationships, the graphic to the left was shown.

At the start, it is your knowledge and skills about the subject (Skills/IQ) that creates the foundation of the relationship.  If you prove to the person you know what you are doing, it creates a foundation of trust.

As the relationship progresses over time, it becomes less about your knowledge.  You have proven overtime the skills and knowledge to the other person.  Now it becomes about understanding the other person and what makes them tick (Emotional Intelligence/EQ).  Keeping the connection while still having open and honest conversations becomes the skill that helps create more and more influence as time moves forward.

I heard this and took the time to reflect on my own relationships.  I found this to be true.  My skills have gotten my “foot in the door” with people and then once my knowledge was established then it become about how I could connect with the person on a one-on-one level.

As you think about your relationships, do you find this to be true?  What are your thoughts?

Hoshin Planning – Catch Ball

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?

Guest Post: A Few Thoughts on Policy Deployment

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.

Today’s post is from Justin Tomac.  Justin and I have worked together for the last five years.  My knowledge of strategy deployment has really grown since I have worked with him.  Justin Tomac has been a Lean practitioner a year or two shy of two decades.  His Lean background consists of various deployments with hands-on office, engineering and shop floor transformations with mentoring and training being provided by TBM and Shingijutsu consultants.  A GE certified Six Sigma Black Belt, he has an Industrial Engineering degree from South Dakota School of Mines & Technology and an Engineering Management masters from Wichita State University.  If you would like to contact Justin he may be reached at justintomac@yahoo.com

A lot of articles and books have been written about Policy Deployment, with the focus primarily on the high level concept with exhaustive studies on implementation.  Most of us understand conceptually what Policy Deployment is, where it appears to break down is during the implementation and sustainment.  As you may know, sustainment is a key indicator of how well a concept is understood and implemented by an organization.

Below are a few key characteristics of what a Sustained Policy Deployment look like:

1)      Organic and Living.  Policy Deployment should not be a one and done planning and execution exercise.  Monthly reviews with Quarterly or Semi-Annual Adjustments highlight an active Policy Deployment. The health of these Reviews or Adjustments can be determined by How meaningful the actions and results are.

2)      Influences the Behavior and the Culture.  A robust Policy Deployment process exists to solve the various issues related to horizontal and vertical alignment of objectives, goals and priorities for a Company, Division or Department.  What the boss measures and deems important only lasts as long as the Culture allows.  Organizations that struggle with accountability, communicating (vertically and/or horizontally) strategies or tactics, simplification, etc., have Cultural issues.  I heard a saying, “Culture eats Strategy for Breakfast”, why not flip this and make Culture the main dish for the morning meal?

3)      A flexible, structured Process (not a fill-in the blank exercise).  I find it interesting that when Policy Deployment is brought up, out fly the different templates, forms, etc.  In the end, does the form or template set the Strategies or drive the priorities?  Policy Deployment should be a process that examines the business top down and sideways, irregardless of what form or template is used.  In the long run, it is what your Culture will allow or likes that will dictate what your Policy Deployment looks like.

Based upon your experiences would you agree and/or add to these?  What say you?

Working With People

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’s Response to My Book Review

After writing the review of Art Byrne’s The Lean Turnaround, I sent him a copy of the review before posting the review.  That is my standard work.  Not because I want the author to have editorial rights (by the way, no one has ever asked me to change my review), but because I think it is a courtesy  to let them have a preview before it posts.

As part of my standard review, there is a section where I talk about what was missing from the book in my perspective.  Art read my review and responded.  He DID NOT ask me to change anything about the review.  In fact, he was pleased with the questions I posed.  Art  asked if he could respond to my questions and what was missing.  I said absolutely.

As a recap, here is the section from my review:

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.

With Art’s permission, here is his unedited response to my what’s missing from the book:

Matt, first of all let me thank you for your excellent review of my book, The Lean Turnaround. I really appreciate it and I was very happy to see that you got the main points of the book very well. You also had a couple of good questions that I would like to respond to just for clarity. Let’s take the softball question first. This wasn’t really posed as a question, but you say that I imply that if a company does not have the CEO (your term was “the executive”) leading the lean turnaround, then it might as well not start at all, since it won’t be successful. And my response is that your conclusion is correct. If the CEO won’t actively lead lean then my advice is don’t start with lean at all. That’s because you won’t get very far, and also because the entire campaign will just confuse everyone. There will be a huge gap between the things that are publicly said—and the actual commitment to lean and the actions that are taken. This has been a constant message of mine since way back in my Danaher days.

I’m going to respond now to what I believe is the basic question contained in your next comments—which, believe me, is a very good question that I get all the time in one form or another. To be more specific, I can’t remember a presentation that I have done to a national conference on lean where the first question from the audience is along the lines of “gee, that was great, but how do I get my management team to embrace lean, which I really believe is the right way to go?” This is of course a shame because it just serves to highlight the fact that most of the people attending the conference are mid-level managers or engineers who couldn’t get their senior management to attend in the first place. My answer to them is always the same. You have two choices. One, you can implement lean aggressively in the plant, division, product line or whatever you are responsible for. Go about it quietly though—you don’t want anyone above you to hear about it too early as they might try and stop you. While I was at Wiremold I introduced one of GE’s Aircraft Engine Plants to lean, and to the Japanese Consultants that I had been using (and that they are now using). At the time GE was all about Six Sigma, a very unfortunate diversion in my mind, and as a result, although they had great success with lean and became the best plant in Aircraft Engine, they were very careful to never mention the word lean and to just swear up and down that they were getting the results through Six Sigma. Once you have achieved great success and have a model line or model factory then you can show it off. Use that as leverage to get the CEO and the rest of the company to adapt it everywhere. Seeing success in your own company makes it harder for the CEO or the rest of the management team to say, “oh that lean stuff will never work here”.
Now, if this doesn’t work then your second choice is easy: quit and go work for a company that is really interested in lean. You’ll recognize this easily since the company will be aggressively pursuing it from the top down.

As to the other part of this question, “ how can I help an executive who seems to want to do it, do it?” Part of the answer here of course is exactly what I just said. In addition, I would recommend that you start by reading several key books on lean such as Lean Thinking by Jim Womack and Dan Jones, Toyota Production System by Taiichi Ohno, A Study of the Toyota Production System by Shigeo Shingo, Better Thinking, Better Results by Bob Emiliani, Real Numbers by Orry Fiume and Jean Cunningham, and Gemba Kaizen (2nd Edition) by Masaaki Imai. Then go visit some lean companies in their area, and ask to participate in their kaizens. You should also contact a high level lean consultant who teaches the Toyota approach and have them come and do a walk about in your company, and then share what they saw and what the opportunity is. Next, you should run a few kaizens in your facility (with you on the team of course) so you can start to see the opportunity and how people react; and then, and of course….take the lean leap. You can only learn by doing so at some point you have to start doing.

Thanks so much for giving me a chance to share my thoughts.

Regards, Art.

WOW!  My respect for Art grew even more with the response.  He took the questions, head on and didn’t hold any thoughts back.

What are your thoughts about Art’s response?  I am interested in hearing any feedback you have on it.

Book Review: The Lean Turnaround

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.

Counting Down the Top 10 Viewed Posts of 2012 – 5 Thru 1

2013 is now in full swing.  Before 2012 is too far in the rear view mirror, I thought I would recap the Top 10 most viewed posts on Beyond Lean for 2012.

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!

5.  Sportscenter Has Killed U.S. Manufacturing (June 2012) – Previous Year Ranked #3 – Manufacturing is fundamental.  The U.S. has lost it’s sights on the fundamentals and is just worried about the flashy.  The U.s. needs to get back to the fundamentals in order to get back on top.

4.  Need the Mental Toughness of a Navy SEAL (February 2012) – Inspiration of a Navy SEAL got me thinking about the mental toughness it takes to create change.

3.  5S in the Office (September 2010) – Previous Year Ranked #1 – Most viewed post for two straight years now.  A look at using 5S in the office.  What is going too far and how to use 5S in the office properly.

2.  Keys to Sustaining 5S (September 2011) – Tips to help sustain (the 5th ‘S’) the gains made from implementing 5S.

AND……

1.  Why Are Lean People Seen As Lean People? (February 2011) – Previous Year Ranked #2 – Exploring the question as to why lean people are not seen as more than just lean experts.  Looking at a process from end-to-end seems like a good business practice no matter what the role.

I look forward to more posts in 2013!

Top 6 – 10 of 2012

Best of Beyond Lean in 2012

I was looking at the Top 10 posts for 2012 and noticed that only 2 posts from 2012 made the Top 10.  Both posts were from earlier in the year.  I finally realized that a post from about May on in the year has very little chance to overcome posts that have a 5 month or more head start on gaining views.

I decided to highlight 5 of the most popular posts written in 2012.  Then in January I will post the Top 10 posts for the year.

Enjoy and have a Happy New Year!!!!

5.  Misinterpretations of Lean vs. Six Sigma (April 2012) - How Six Sigma and Lean can be misrepresented in what their purpose is.

4.  Strategy A3 Downloadable Template (April 2012) – This is the post about the new downloadable template to help with strategy discussions.

3.  Visuals Used in the Office (October 2012) – A couple of visual management examples from the transactional workplace.

2.  True Mentoring (May 2012) – This is my take on true mentoring versus fake mentoring that goes on in business today.

1.  Need the Mental Toughness of a Navy SEAL (February 2012) – Inspiration of a Navy SEAL got me thinking about the mental toughness it takes to create change.

Have a Happy New Year!!!!

Blog Carnival Annual Roundup 2012 – My Flexible Pencil

At the end of the year, John Hunter does a great job of facilitating an annual roundup of business and lean blogs at Curious Cat Management.  The roundup is a review of blogs by other bloggers.  This year I have the honor of participating in the Blog Carnival Annual Roundup.

A couple of years ago, I met David Kasprzak through blogging.  David is a professional that has worked in large companies throughout his career and recently finished his MBA.  During this time he started his blog, My Flexible Pencil.

David covers a wide range of topics.  He discusses observations of business he has from being with his family, like how helping his son pick something out for show-n-tell was a lesson in teaching people how to develop answers not directing them towards an answer.

David also blogs around business issues like continuous improvement, project management and behavior & culture.  At the beginning of 2012 David had a long series of blogs about ROWE (Results-Only Work Environment).  The topic spurred great conversation from many in lean and ROWE alike.  David wrote a few blogs on the similarities and differences of ROWE and Lean.  Then wrote his own thoughts after hearing both perspectives.  I think it is worth reading and developing your own opinion on the subject.

I read a lot of blogs and respond when I have time to as many as I can, but My Flexible Pencil has caused me to sit back, think and respond more than any other blog.  My Flexible Pencil is a great read.

You Must Teach a Man to Fish

“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.

Reason 1

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.

Reason 2

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.