Monthly Archives: February 2016
People behave based on their experiences at work and in life. If a person has been mistreated by someone close to them, it may be hard for them to trust others. If a person is being told how valuable they are to the company, then people may have a positive attitude when going to work.
I worked with a group a few years ago during an improvement event that had bad experiences with past managers on trying new things. The team had no problem identifying a lot of great improvement ideas. When I said it was time to start working on implementing them, they sat and stared at me with confused looks.
The team refused. Thy said it was not their place. The manager would not allow it. After five minutes of discussion and no progress, I called the manager into the improvement event.
I asked him, in front of the team, if it was alright if the team tried the suggested improvements. The manager said, “Absolutely. We can test anything the team believed would help.”
It still took a few minutes to convince the team, but in the end they made the improvements and started becoming more engaged.
The team had so many bad experiences they were guarded and didn’t trust the new manager. The team finally got a new, positive experience and mindsets slowly began to change.
What experiences are you giving your employees? Are they experiences to exhibit the behavior you want to see out of them?
Ever been a part of a meeting after the meeting? Have you tried to keep resources you had to yourself because later you know need them but now you don’t? Are you concerned more with how your group does rather than the whole division or company? Only take care of your own.
These things are hard to avoid and happen quite often. In fact, we may not even think about them as it happens, but we should. These things affect the productivity of individuals, teams and the company.
How can these productivity killers be avoided? Through alignment and establishing high agreement of both the what and the how.
The previous post discussed establishing a true north or purpose. Communicate this purpose repeatedly. When everyone knows what will be said before it is said, it is a good indicator it is been communicated frequently.
Also, establish high agreement on both the what will be done and how it will be done. Most organizations do a good job of agreeing on what must be done: Reduce lead time by 25%; Implement software X by January 1st; or Increase quality by 40%.
What most forget to is come to agreement on how those goals will be reached. Who will be accountable for certain projects? How do we prioritize for shared resources? When will a project start/end? And the list goes on.
When there is alignment and high agreement on both the what and how then productivity increases. Meetings after the meetings are reduced. A manager doesn’t want to horde his resources because he knows he will get them when he needs them. And everyone starts to work for the goals of the company AS a company, not individual departments.
It’s really hard to get anywhere if you don’t know where you are heading.
Every organization needs a direction. A true north.
True north is why the organization exists. It is it’s purpose. When everyone in the organization understands aligns to that purpose it becomes very powerful. Everyone pulling towards that true north creates better, faster results.
A true north is not something that changes annually or even every few years. A good true north is something that doesn’t change for 20 or more years. The graphic below is from Joe Murli. It shows how true north guides your business.
To develop a true north, the organization has to understand what and how it’s customers, employees, investors and community view the organization.
Ask, “What do we aspire to be that will differentiate us in the marketplace?”
That marketplace could be the consumers or it could be another internal department that is served.
Is everyone in your organization heading in the same direction? What is your true north?
Toyota: Deliver the highest quality, lowest cost automobile in the safest manner while demonstrating respect for people and society.
Internal department of a company from my past: Internal manufacturing is the supplier of choice for product A and product B.
Last blog, I talked about the most important lean tool being the eyes. The eyes allow a person to the reality of what is happening and gather facts.
So, if direct observation is important then how should a person go about doing it?
Here are a few pointers I have picked up along the way:
- Have a purpose before you go out to observe. Are you going out to see a particular problem? Are you going to audit a specific process? Is there a process you trying to improve? A specific type of waste you are looking for? Whatever your purpose, understand it before you go out to observe.
- Explain what you are doing. People get cautious and worried when someone is just standing to the side watching their every move. Tell them why you are there and ask them to explain anything they feel is important.
- Be in the moment. Don’t answer the phone. Don’t start other conversations. Just observe. Stand in one area and watch what is happening with scrutinizing intent.
- Ask clarifying questions. If you need to better understand something, ask the person doing the work questions. Don’t leave without having answers to your questions.
- Take notes. You are there for a purpose, so write down what you need to remember. Notes of what you observed are your facts.
- Take prompt action. Don’t wait days to do anything with the facts you have gathered. Things change quickly so use what have you seen before the facts become outdated.
Good luck and happy observation!