Gemba Academy: Recent Episodes
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Most leaders assume that the right argument, delivered clearly, will change minds. Owen Fitzpatrick has spent 30 years studying why that assumption is wrong. A psychologist who has worked inside some of the world’s most extreme propaganda environments, from North Korea to Rwanda to his own teenage years, Owen brings a framework to this conversation that reframes how belief actually changes. The implications for anyone trying to lead a continuous improvement effort are hard to ignore.
In this episode you’ll learn:* What the purpose of life being “defeated by greater things” reveals about continuous improvement (3:37) * How a single question changed the trajectory of Owen’s life and work (5:00) * Why the inner critic is the wrong label for what actually holds people back (9:18) * How propaganda works in three parts and why it mirrors what happens inside our own minds (14:35) * Why naive realism is the single biggest obstacle to influencing anyone (22:43) * How recognizing inner propaganda as propaganda changes the way your brain processes it (28:55) * Why logic comes last when beliefs actually change (33:40) * How the three conditions of belief change explain why great arguments still fail (35:12)
“Being right is not enough. Having the facts, having the data, having the information, table stakes, you need to have that. But it’s not enough to be persuasive.” – Owen Fitzpatrick
Keep LearningIf Owen’s point that buy-in requires more than logic resonates with how you lead change, the School of Leadership builds the skills that close that gap.
Learn More About School of Leadership at https://www.gembaacademy.com/leadership
Podcast Resources Owen on LinkedIn * Owen’s Website * Owen’s Newsletter*
Get All the Latest News from Gemba AcademyStay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news
What Do You Think?How do you define propaganda?
The post GA 644 | Defining Propaganda with Owen Fitzpatrick appeared first on Gemba Academy.
I’m nervous about the future of our human species. Now, I realize that’s not a normal opening for a Gemba Academy blog article, but please hear me out.
What concerns me most is how dependent many of us are becoming on AI tools like ChatGPT and Claude—and, to be clear, I include myself in that group.
Fun fact: The sentence you just read was rewritten by ChatGPT. Here was the original (in my words): The thing I’m specifically worried about is how dependent many people are becoming on AI tools like ChatGPT and Claude. And, to be clear, I’m not excluding myself from the situation.
And, yes, I know…the m-dash likely gave it away! But, seriously, it can take my rough drafts and make them sound so much better.
The thing I’m torn about is whether using AI to help you think, write better, cook better, parent better, or anything better is actually a good thing. Or are we going to slowly forget how to think and problem-solve?
I’m genuinely interested in your thoughts, which is why I want to keep this article short. So, please let me know what you think by leaving a comment below or over on your favorite social media platform.
p.s. Yes, the image at the top of the page was indeed created by ChatGPT.
The post Will We Remember How To Think? appeared first on Gemba Academy.
Most organizations say they want high performers, yet quietly punish them for being too valuable to lose. Kabrina Ashley, a coach and behavioral science practitioner based in Nashville, makes the case that the real barriers to change, growth, and improvement are not strategic, they’re neurological. The conversation covers why good intentions still produce bad outcomes, and what leaders can do differently once they understand what is actually happening inside their employees’ heads.
In this episode you’ll learn:* How inertia shapes the way people respond to change (8:57) * What the high performers paradox costs organizations over time (10:57) * Why personality frameworks can mislead leaders who rely on them too heavily (14:51) * How asking better questions changes what people believe is possible (18:47) * Why most corporate training fails to produce lasting retention (22:57) * What running old code means and where it comes from (26:49) * How the habit loop connects to the rewards we give ourselves at work (30:56) * Why the quality of your questions determines the quality of your results (35:10)
“The quality of your life is determined by the quality of questions that you ask.” – Kabrina Ashley
Keep LearningIf the conversation about habit change, running old code, and why training rarely sticks resonated with you, the School of Leadership covers the human side of building organizations that actually improve.
Learn More About School of Leadership at https://www.gembaacademy.com/leadership
Podcast Resources Kabrina on LinkedIn * Kabrina’s Website*
Get All the Latest News from Gemba AcademyStay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news
What Do You Think?When you look at your highest performers right now, are they growing toward their potential or quietly being held in place by how much you need them where they are?
The post GA 643 | Asking Better Questions with Kabrina Ashley appeared first on Gemba Academy.
Imagine you’re walking through the office carrying a cup of coffee. All is well until, out of nowhere, someone rounds the corner and bumps right into you…coffee spills everywhere!
Why did the coffee spill? The obvious answer is, “Because someone bumped into me.”
And while this is true, another way to look at it is coffee spilled because coffee was inside the cup. Had the cup contained water, water would have spilled.
Put another way, whatever was inside the cup came out, or spilled, when some sort of external pressure was applied.
I’ve heard this referred to as the “Spilled Coffee Theory.” Now, from what I can tell, this isn’t an actual scientific theory, but I do think it offers a powerful lesson we can all learn from.
When Organizations Get BumpedYou see, every organization gets “bumped” from time to time. A machine breaks down. An important shipment is delayed. A customer complains. Sales miss the forecast. The new IT system doesn’t work as expected.
These situations create pressure, and what happens next can tell us a lot about the organization’s culture.
Do people immediately start pointing fingers? Do departments blame one another? Do leaders search for someone to hold accountable? Do employees hide information because they’re afraid of how the news will be received?
Or does something different spill out? Do people come together? Are problems escalated quickly? Do leaders go to the gemba to ask questions before jumping to conclusions?
These responses usually aren’t created in the moment. They reflect the habits, leadership behaviors, and relationships that have been developed over time.
Pressure Amplifies Our HabitsOf course we need to be careful not to take the coffee metaphor too literally.
Pressure doesn’t simply reveal what’s already inside us. Stress can narrow our attention, limit our ability to adapt, and cause us to fall back on old habits.
In other words, pressure doesn’t just reveal what’s inside…it amplifies it.
If blaming people is the normal response to small problems, that behavior will likely become even stronger during a crisis.
If employees believe bringing bad news forward is dangerous, they may be reluctant to speak up when the stakes are high.
But, thankfully, the opposite is also true.
If people regularly practice structured problem solving, they have something reliable to fall back on.
If leaders usually respond to problems with curiosity instead of anger, employees are more likely to surface issues.
And if team members feel safe admitting mistakes and asking for help, the organization will be better prepared to learn when things go wrong.
In short, pressure tends to pull us toward our strongest habits. That’s why the culture we practice on ordinary days matters so much on difficult ones.
Every Response Adds Something to the CupThis is one reason Lean organizations attempt to view problems differently.
Many organizations treat problems as interruptions that should be resolved as quickly and quietly as possible. Lean organizations recognize that problems are also opportunities to learn.
When a process fails, the goal shouldn’t be to find a culprit. The goal should be to understand what happened and why.
When a customer complains, the focus shouldn’t be on defending past decisions. It should be on improving future performance.
Of course, this type of culture isn’t built during a crisis. It’s built during daily huddles. It’s built when a team member raises a small concern. It’s built when leaders go to the gemba, ask thoughtful questions, and listen.
Most importantly, it’s built by how leaders respond when someone brings them bad news.
Every one of those interactions puts something into the cup.
What Spills Out?So, the next time your organization faces a less-than-ideal situation, pay attention to what spills out.
Do people become defensive or curious? Do they protect themselves or support one another? Do they look for someone to blame or search for root causes they can address?
Culture isn’t created by a slogan hanging on the wall. It’s created through thousands of ordinary interactions, especially the way leaders respond when something goes wrong.
If we don’t like what spills out when the pressure is on, the answer isn’t to hope we never get bumped.
The answer is to begin changing what we put into the cup.
The post What Spills Out When the Pressure Is On? appeared first on Gemba Academy.
Something fundamental has shifted in how people relate to work, and most leaders are still operating from a story that the workforce has already left behind. Jonathan David Lewis, president of brand strategy firm McKee Wallwork and author of The Rebuilders, makes the case that the old shared narrative of careers, retirement, and institutional trust has fractured. What comes next depends entirely on whether leaders choose to rebuild it.
In this episode you’ll learn:* What forgetting obvious things costs a leader over time (2:34) * Why Jonathan wrote a daily reader instead of a conventional leadership book (5:05) * How the shared story of work collapsed and what replaced it (8:14) * What TFS reveals about the current workforce’s relationship to the future (11:41) * Why counter-trends in the trades and faith communities signal a rebuilding moment (16:29) * How the shift from print-first to digital-first thinking is reshaping the workforce (19:30) * What inside-out leadership means when the burden gets heavy (24:41) * Whether optimism is a feeling or a daily choice (28:30) * Why the era of postmodernism is over and what younger generations are seeking instead (30:41)
“When you see the crack, look for the light that’s being let in.” – Jonathan David Lewis
Keep LearningIf Jonathan’s argument about inside-out leadership resonated, the School of Leadership offers a structured way to develop the character and practices that sustain that kind of work over time.
Learn More About School of Leadership at https://www.gembaacademy.com/leadership
Podcast Resources Jonathan on LinkedIn * McKee Wallwork * “The Rebuilders”*
Get All the Latest News from Gemba AcademyStay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news
What Do You Think?In your organization, which part of the old story of work is your team still holding onto, and what would it look like to rebuild something more honest in its place?
The post GA 642 | The Future of Work with Jonathan David Lewis appeared first on Gemba Academy.
If you walk through almost any workplace, you’ll likely see it.
A supervisor is talking with an employee while glancing at their phone. A manager attends a meeting but is already preparing for the next one. A leader conducts a Gemba Walk while thinking about the presentation due this afternoon.
Their body is present…but their mind? It’s somewhere else.
John Dewey once wrote, “There’s no greater enemy to effective thinking than a divided interest.” And the wild thing is there were no cell phones or social media dings pulling people’s attention away back in his day. I could only imagine what he’d think if we were alive today.
And, trust me, this article isn’t meant to cast stones. I have my own issues. I am actually writing this article from a hotel room in Austria with my wife and two of my daughters (they’re sleeping!). And while we’re having a great time, the amount of time we spend staring at our so-called “smart” phones is staggering.
The irony of it all is that Lean has always taught us the opposite. Specifically, Lean teaches us to go and see, to observe, to listen, to respect people. Put simply, Lean teaches us to be fully present.
Excellence Requires PresencePerformance psychologist Dr. Gio Valiante recently made a simple but profound observation:
“The best of the best are present for everything all the time.”
Think about the best leader you’ve ever worked with. When they spoke with you, you felt heard. When they visited your work area, they noticed details others overlooked.
When a problem surfaced, they didn’t rush to conclusions. Instead, they became curious.
That’s not because they’re smarter. It’s because they were present.
You Can’t Improve What You Don’t NoticeLean leaders often talk about developing the ability to “see.”
Seeing waste. Seeing variation. Seeing opportunities.
But here’s a key point most of us miss: seeing isn’t just about eyesight…it’s about attention.
If your mind is already solving the next problem before you’ve fully understood the current one, you’ll miss what the process is trying to teach you.
The greatest improvements often come from the smallest observations:
- The operator hesitates for two seconds before reaching for a tool.
- The paperwork gets rotated before it’s handed to the next person.
- The customer pauses before answering a question.
Those details are invisible to distracted leaders.
Flow Begins with PresencePeople often ask how to get into a state of flow…that feeling when you’re so completely immersed in your work that time seems to disappear.
Dr. Valiante argues that flow doesn’t come first. Presence does.
When we’re fully engaged with what’s directly in front of us, flow becomes possible. When our attention is fragmented between yesterday’s mistakes, tomorrow’s deadlines, and today’s task, flow remains out of reach.
Yesterday I watched a man carve incredible pieces of art with a lathe and his hands. Dozens of people stood on the street to watch him, but it was as if we weren’t there. He was totally absorbed in his work. He’s clearly fallen in love with the details and has learned to be completely present.
Love the MundaneOne phrase from Dr. Valiante especially stood out to me:
“Fall in love with the details and love the mundanity of your work.”
That sounds a lot like Lean thinking to me.
Continuous improvement isn’t built on dramatic breakthroughs. It’s built on thousands of small observations made by people who care enough to notice.
The leader who embraces routine coaching conversations. The engineer who enjoys understanding why a defect occurred. The operator who treats every setup as an opportunity to improve.
Put another way, excellence isn’t created by escaping the ordinary. It’s created by paying extraordinary attention to ordinary work.
Practicing PresenceBeing present isn’t a personality trait. It’s a habit.
Like any habit, it can be strengthened.
Before your next meeting, take one slow breath and decide that nothing else matters for the next thirty minutes.
Before your next Gemba Walk, leave your phone in your pocket unless you truly need it.
When someone is speaking, resist the urge to formulate your response before they’ve finished.
When observing a process, notice one detail you’ve never seen before.
Presence isn’t complicated. It’s simply the repeated decision to give your full attention to what’s right in front of you.
In other words, be where your feet are.
The post Be Where Your Feet Are appeared first on Gemba Academy.
Most organizations spend enormous energy developing leaders and almost none developing teammates. Stanford Associate Head Men’s Basketball Coach Eric Reveno has spent 30 years watching what actually determines whether a team wins or collapses, and his answer is not the coach. The conversation moves from college basketball to NIL compensation to Michael Jordan to what you should do first when you walk into a struggling team. The thread running through all of it is the same uncomfortable idea: the people in the room are more responsible for the culture than anyone standing at the front of it.
In this episode you’ll learn:* The quote that reframes what culture actually is (3:19) * Why leadership is overtaught and teammate behavior is undertaught (6:07) * What NIL is and why it changed the dynamics of building a team (13:52) * What showing up as a great teammate actually looks like day to day (18:35) * Whether a player like Michael Jordan was truly a good teammate (21:55) * Why talent alone does not produce connection on a team (27:24) * How to identify and address the real problems when a team is struggling (30:15) * Why every person’s ability to change their future depends on being a great teammate (33:49)
“Everyone’s true agency and true ability to change their future and create the world they want, it lies in their ability to be a great teammate.” – Eric Reveno
Keep LearningIf Eric’s point about teammate behavior being undertaught resonated, the School of Leadership is a direct next step for practitioners who want to build the kind of team culture he describes rather than just study it.
Learn More About School of Leadership at https://www.gembaacademy.com/leadership
Podcast Resources Eric on LinkedIn*
Get All the Latest News from Gemba AcademyStay current on new courses, podcast episodes, and continuous improvement resources. Sign up for the Gemba Academy newsletter at gembaacademy.com/news
What Do You Think?In your organization, who carries more responsibility for the team’s culture: the leader at the front of the room, or the teammates deciding what they will and will not tolerate?
The post GA 641 | What Makes a Good Teammate with Eric Reveno appeared first on Gemba Academy.
Have you ever known someone who seemed to become wiser with every passing year? They weren’t necessarily the smartest person in the room or the most experienced. Yet people naturally sought their advice because they consistently demonstrated good judgment. They listened well, asked thoughtful questions, and had a knack for seeing situations from multiple perspectives.
On the other hand, we’ve probably all encountered leaders with decades of experience who continue making the same mistakes. They’ve accumulated years on the job, but for whatever reason, never seem to have found their groove.
That raises an interesting question…what separates the two?
Watching for WisdomAs it turns out, I recently spent some time reflecting on a verse that offered an intriguing perspective on this very topic.
“Whoever watches for wisdom at dawn shall not be disappointed, for he shall find her sitting by his gate.” (Wisdom 6:14)
Whether you read it from a spiritual perspective or simply appreciate it as timeless literature, the image is compelling. It suggests, at least to me, that wisdom isn’t reserved for a select few or hidden from those who aren’t exceptionally gifted. Instead, wisdom seems to reveal herself to those who intentionally seek her.
I think there’s an important leadership lesson in this idea.
How to Grow in WisdomOne of the biggest misconceptions about leadership is that experience naturally leads to wisdom. In reality, experience is simply a collection of events. Wisdom, on the other hand, comes from taking the time to reflect on those events, asking what they can teach us, and then applying those lessons in the future.
Two leaders can live through the exact same situation…a difficult employee, a failed project, an upset customer, or a missed deadline. One moves on to the next challenge without giving it much thought. The other pauses to ask, “What can I learn from this?” Over time, those small moments of reflection compound into something much greater.
The same principle is at the heart of continuous improvement. The best lean thinking organizations don’t just solve problems; they learn from them. Every PDCA cycle, every A3, every trip to the gemba is an opportunity to deepen understanding. The goal isn’t simply to fix today’s issue but to become a little wiser than we were yesterday.
Be CuriousI’ve also noticed that the wisest leaders share another characteristic: curiosity. They don’t assume they have all the answers. They ask questions. They seek different perspectives. They read broadly. They welcome feedback, even when it’s not something they necessarily want to hear. Most importantly, they remain teachable.
Perhaps that’s why the verse resonates with me as much as it does. It implies that wisdom isn’t something we accidentally stumble across. It has a way of meeting those who actively pursue it.
Leaders who intentionally seek wisdom begin finding lessons almost everywhere…in conversations with colleagues, customer feedback, personal setbacks, books, mentors, and even their own mistakes. Put another way, the opportunities to grow were always there; they simply became more visible once the leader looked for them.
As leaders, it’s easy to become consumed with solving problems, hitting targets, and making decisions. Those things all obviously matter. But perhaps one of our most important responsibilities is something even simpler: never stop seeking wisdom.
Because while experience may come with time, wisdom belongs to those who continue looking for it.
The post Why Some Leaders Grow Wiser appeared first on Gemba Academy.
If you’ve ever taught Lean Six Sigma or coached a new Green Belt, you’ve probably watched someone stare at the Project Charter for several minutes before asking the inevitable question.
“So…how am I supposed to know what my objective is before I’ve even started the project?”
It’s a fair question.
In fact, it’s probably the hardest part of writing a charter.
The objective statement asks us to describe where we want the process to end up. But at the beginning of a project, we know the least we’ll ever know. We’ve identified a problem. We’ve gathered some background information. Maybe we’ve looked at a few reports. But we certainly haven’t analyzed root causes or tested solutions.
And yet we’re expected to predict the future.
No wonder new practitioners feel uncomfortable.
I’ve even seen people become almost paralyzed by it. They’re afraid that if they write, “Reduce defects by 50%,” someone will hold them accountable if they only achieve 35%. Others swing the opposite direction and write objectives so vague that they’re almost meaningless.
Neither approach is helpful.
The reality is that the objective statement is an educated estimate, not a guarantee.
Meet SarahLet’s imagine Sarah, a newly certified Green Belt.
Her company manufactures industrial valves, and she’s been assigned a project to reduce leaks found during final testing. The current defect rate is 8%, and everyone agrees it’s a problem.
Her Champion hands her the charter and says, “Go ahead and fill in the objective.”
Sarah freezes.
How much should the defects be reduced?
- To 6%?
- To 4%?
- To 1%?
She has absolutely no idea.
She’s never managed this process. She hasn’t collected data. She hasn’t mapped the process. She certainly hasn’t performed any statistical analysis.
So how could she possibly know?
The answer is…
She can’t.
And that’s perfectly okay.
Let History Be Your GuideOne of the first places I encourage practitioners to look is historical performance.
Ask questions like:
- Has this process ever performed better?
- Was it capable at one time?
- Did something change?
- Is there evidence that the process used to meet customer requirements?
Suppose Sarah pulls two years of historical data and discovers something interesting. For nearly eighteen months, the leak rate averaged around 2%.
Then a new supplier was introduced, several experienced technicians retired, and production increased significantly. Over the next few months, the defect rate climbed steadily until it reached today’s 8%.
Now Sarah has something to work with. She doesn’t need to guess.
A reasonable objective might simply be to restore the process to its previous level of performance.
Her objective could read something like:
“Reduce valve leak defects from the current average of 8% to approximately 2%, restoring the process to its historical level of performance.”
Notice the wording.
She’s not promising perfection.
She’s using evidence.
What If the Process Has Never Been Good?Sometimes history doesn’t help.
Maybe the process has always struggled.
Maybe the company has accepted poor performance for years because “that’s just the way it is.”
This is where capability analysis becomes incredibly valuable.
If the process has never been capable of consistently meeting customer requirements, expecting perfection probably isn’t realistic.
Instead, estimate a logical improvement based on what the data suggests is achievable.
- Perhaps moving from a process capability index of 0.65 to 1.00 is realistic during this project.
- Maybe defects can reasonably be reduced from 12% to 7%.
- Perhaps cycle time can be reduced by 20%.
The important part isn’t predicting the exact final number. It’s selecting a target that is thoughtful, evidence-based, and reasonable, given what you know today.
Remember What Phase You’re InOne mistake I see is treating the charter like a legal contract.
It isn’t.
When the project begins, you’re operating in the Define phase.
At this point, your understanding of the problem is still fairly shallow.
By the time you’ve completed Measure and Analyze, everything changes.
- You now understand the process.
- You’ve identified the root causes.
- You’ve separated opinions from facts.
- You know which variables actually matter.
And when you reach Improve, you’re no longer guessing about what can be achieved. You’re making decisions based on evidence. At that point, it’s entirely appropriate to revisit the Project Charter with your Champion.
- Maybe your original objective was too conservative.
- Maybe it’s no longer realistic because you’ve uncovered constraints nobody knew existed.
- Maybe you’ve identified an opportunity far larger than anyone imagined.
That’s not failure.
That’s learning.
In fact, I’d argue that refusing to revisit the objective after learning so much is the real mistake.
Back to SarahAs Sarah worked through Measure and Analyze, she discovered that nearly three-quarters of the leaks were caused by inconsistent torque settings during assembly.
The fix wasn’t particularly expensive.
It involved updating the torque procedure, recalibrating tools, and providing refresher training.
Before implementing the improvements, Sarah realized something.
Getting back to 2% wasn’t just possible.
The data suggested they could consistently operate below 1%!
She met with her Champion, walked through the analysis, and together they updated the objective statement to reflect what the project had actually uncovered.
The charter evolved because the team’s understanding evolved.
That’s exactly what should happen.
The Objective Isn’t the Destination, It’s the Starting PointA Project Charter is intended to provide direction, not predict the future with perfect accuracy. At the beginning of a project, you’re making the best decision possible with limited information. Use historical performance whenever it’s available. If the process once performed well, restoring it is often a logical objective.
If the process has never been capable, use capability analysis and the available data to establish a reasonable estimate. Then, as the project progresses and your understanding deepens, don’t be afraid to revisit the objective with your Champion.
That’s not moving the goalposts. That’s what good problem solvers do. After all, continuous improvement isn’t just about improving processes. It’s also about improving our understanding of the problem itself.
The post Don’t Let the Objective Statement Stop Your Project appeared first on Gemba Academy.
Have you ever wondered why leadership is so difficult?
Most people think of leadership as something reserved for CEOs, politicians, military officers, or managers. But the truth is, every one of us becomes a leader at some point in life. We lead our families, our children, our coworkers, our communities, or simply someone who looks to us for guidance.
Leadership isn’t defined by a title. It’s defined by influence.
Yet many organizations develop leaders to improve processes, reduce costs, analyze data, manage projects, and increase profits while overlooking the very skills that determine whether people choose to follow them.
The human side of leadership includes the ability to:
- Build trust.
- Develop confidence in others.
- Listen before solving.
- Coach instead of command.
- Help people grow.
- Create psychological safety.
- Earn respect rather than demand it.
Ironically, these “soft skills” often have the greatest impact on business performance.
The Project That Changed My Leadership ForeverYears ago, I was asked to transform a warehouse into our company’s first assembly line.
As a Lean practitioner, I knew the technical side of the project was achievable. But I also knew something far more important:
I couldn’t accomplish it alone.
We assembled a small team of dedicated people who believed in the vision. During the day, we performed our regular jobs. Nights and weekends became our time to build the future. For nearly a year, we spent countless hours laying out equipment, experimenting with workflow, solving problems, and continuously improving the process.
The greatest lesson wasn’t about Lean.
It was about people.
The best ideas didn’t come from me. They came from the team.
When leaders stop relying on their titles and begin working alongside their people, something remarkable happens. Trust grows. Confidence grows. People speak up. Ideas improve. Failures become learning opportunities instead of reasons to assign blame.
That year taught me that leadership isn’t about having all the answers. It’s about creating an environment where everyone contributes to finding them.
The Day Everything Fell ApartAfter nearly a year of work, we were finally ready to present our new assembly line to the customer.
We couldn’t have been more excited.
Everything was organized. Every tool had a place. Every process had been carefully designed. We believed we had built something exceptional.
Then the customer arrived.
Within minutes, he began pointing out everything he disliked.
Every concern felt like another punch after a year of sacrifice.
As he spoke, I looked around the room.
My teammates lowered their heads.
Our leaders looked defeated.
The room became silent.
For the first time in my career, something unexpected happened.
I wasn’t afraid.
If this meeting costs me my job, so be it.
My team had given everything they had, and I couldn’t have asked for more.
When the customer finished, I looked him in the eye and said,
“I take full responsibility for everything you’ve identified, and we will fix it. But I also wish someone from your organization had coached us throughout this project so we clearly understood your expectations.”
He stood there quietly for several seconds.
Then he said something I will never forget.
“Alen… you’re right. We failed you. I apologize.”
He admitted that his organization had never clearly communicated its expectations.
He immediately assigned one of their retired experts, someone with over 30 years of experience, to spend the next three months coaching me.
That moment changed everything.
The Power of CoachingThat coach taught me far more than technical expectations.
He taught me confidence.
He explained not only what the customer expected but why.
Every question I had was answered before it became a problem.
Every uncertainty became clarity.
Looking back, I realized something that every leader should remember:
Great coaches don’t simply transfer knowledge.
They build confidence.
And confidence changes how people lead.
Building People, Not Just ProcessesThe next morning, I gathered the entire team.
Instead of talking about what had gone wrong, I thanked them.
I told them how proud I was of everything we had accomplished.
I promised them we would improve, meet every expectation, and prove that even though we were new, we could become the best supplier our customer had ever worked with.
I watched something change that day.
People stopped worrying about failure.
They started believing in what we could become.
Later, when it was time to select team leaders, supervisors, assemblers, and material handlers, I didn’t make those decisions alone.
The people who had spent an entire year working together already knew who the natural leaders were.
So I asked them.
Without formal interviews or complicated assessments, the team recommended the people they trusted most.
They had already earned the respect of their peers.
Sometimes the best leaders are chosen by the people they have already inspired.
The Second VisitThree months later, the customer returned.
This time, I was ready.
Not because I suddenly knew everything.
Because someone had invested in developing me.
As we walked through the assembly line, I confidently explained every process, every decision, and every improvement.
Several times, the customer began asking questions.
Each time, I answered them before he could finish.
Not because I was trying to impress him.
Because my coach had prepared me so well that I already understood exactly what he was looking for.
At the end of the tour, the customer asked who had led the project.
My manager pointed at me once again.
The customer walked over, smiled, shook my hand, and said,
“This is exactly how we like it.”
We received approval to begin production.
A year later, our facility received recognition as one of the company’s best suppliers for quality and on-time delivery.
The plaque still hangs proudly at the entrance of that plant.
But the plaque isn’t what I remember most.
I remember the people.
Leadership Is About PeopleThat experience forever changed my understanding of leadership.
Leadership is not about being the smartest person in the room.
It is not about always being right.
It is not about never failing.
Leadership is about creating an environment where people trust one another, learn together, support one another through failure, and celebrate success as a team.
Processes matter.
Results matter.
But people make both possible.
Great leaders don’t build great organizations.
They build great people, and great people build great organizations.
Long after employees forget the projects you completed, they will remember how you made them feel, what you taught them, and how you helped them become better than they ever believed they could become.
That is the human side of leadership.
The post Leadership Is Human appeared first on Gemba Academy.
This week’s guests are Josh Davis and Greg Prosmushkin. Ron, Josh, and Greg discussed NLP, or Neuro-Linguistic Programming, why it matters, how it can help in difficult situations, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Their favorite quotes (3:07) * Their backgrounds (4:21) * What NLP is and why we should care (7:38) * What a well-formed outcome means (10:47) * Whether or not NLP is manipulative (15:38) * Examples of when NLP has helped others (17:59) * The techniques of NLP (20:27) * How NLP can help in difficult situations (24:17) * What NLP helps (29:29)
Podcast Resources Right Click to Download this Podcast as an MP3 * The Difference That Makes the Difference*
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What Do You Think?Have you heard of NLP before?
The post GA 601 | The Power of NLP with Josh Davis and Greg Prosmushkin appeared first on Gemba Academy.
Micromanagement is one of the most common leadership pitfalls in the workplace. According to a survey by staffing agency Accountemps, 59% of employees reported having worked under a micromanager.
Most managers do not set out to be micromanagers. They begin with good intentions. Leaders want to ensure quality, consistency, and alignment with expectations. Yet, what often starts as oversight quickly turns into overcontrol. When this happens, trust erodes, employee engagement falls, and organizational efficiency and effectiveness suffer.
For front-line leaders especially, the temptation to micromanage can be strong. They feel accountable for results and may believe that the only way to achieve those results is to personally direct every step. However, micromanagement is not leadership. It undermines the very foundation of Lean thinking, which is built on the principle of Respect for People.
In Lean, Respect for People is more than a moral imperative. It is a practical driver of performance. When employees are trusted to utilize their skills and judgment, they enhance processes, resolve problems, and generate value. When leaders take away that autonomy through micromanagement, they communicate that employees cannot be trusted. This not only stifles creativity but also slows down the organization’s ability to improve.
The Consequences of Micromanagement
The impacts of micromanagement are visible in day-to-day operations. Some of the most common consequences include:
- Low morale: Employees feel disrespected when every detail of their work is controlled. Over time, they disengage, doing only what is required and withholding their best ideas.
- Bottlenecks: When leaders insist on approving every decision, work slows down. The leader becomes the bottleneck, and the team loses momentum.
- High turnover: Talented employees want to contribute meaningfully. If they are not allowed to do so, they will find opportunities elsewhere.
- Stalled improvement: Micromanagement suppresses the continuous improvement mindset. Employees stop looking for better ways of working because they assume the leader will reject their input.
These are not theoretical risks. They are everyday realities for organizations where leaders confuse control with accountability.
Respect for People as the Antidote
Respect for People is one of the two pillars of Lean, alongside Continuous Improvement. These two cannot exist independently. Continuous improvement requires engaged employees who identify opportunities and take action. Respect for People ensures that employees are valued, trusted, and empowered to make meaningful contributions.
Addressing micromanagement begins by re-anchoring leadership behavior in Respect for People. This does not mean eliminating accountability. Instead, it means shifting from control to support. Leaders create the conditions for success, then allow their teams to execute and learn.
Recognizing Micromanagement in Practice
Front-line leaders may not always realize they are micromanaging. Here are some realistic examples to help highlight the difference between healthy oversight and damaging control:
- A team member proposes a new way to organize work. Instead of encouraging experimentation, the leader insists it must be done their way.
- A supervisor spends more time checking every report than developing employees to produce accurate reports themselves.
- A manager insists on attending every customer meeting, not to support but to dictate what should be said.
These situations demonstrate a lack of trust and respect. They also send a message that employees are not capable of making decisions, which discourages initiative.
Shifting to Empowerment
Breaking free from micromanagement requires deliberate action. Leaders can take several practical actions:
- Clarify expectations: Define outcomes rather than prescribing tasks. Employees need to understand the “what” and “why” but should be trusted with the “how.”
- Develop people: Invest in training and coaching so employees have the competence and confidence to deliver.
- Create feedback loops: Establish structured check-ins that focus on progress and problem-solving, not control.
- Celebrate initiative: Recognize and reward employees who take ownership and propose improvements.
- Allow for failure: Accept that mistakes are part of learning. Create a safe environment where failure leads to reflection and improvement, not punishment.
- Reflect personally: Leaders must ask themselves if their behavior communicates trust or control. Self-awareness is a critical step toward change.
Each of these actions reinforces Respect for People while maintaining accountability.
Linking to Continuous Improvement
When leaders embrace Respect for People and reduce micromanagement, they unleash the full power of continuous improvement. Teams become more engaged, problems are solved closer to the source, and innovation flourishes. Workflows improve not because one leader directs every step, but because many people contribute their knowledge and creativity.
Micromanagement, by contrast, undermines continuous improvement. It keeps knowledge locked at the top, discourages learning, and delays problem resolution. In Lean organizations, leaders must recognize that their role is to enable improvement, not to control it.
Gemba Academy has developed a course specifically focused on this challenge: Address Micromanagement. This resource offers leaders practical insights and tools to break the cycle of micromanagement and foster an environment of trust, empowerment, and respect.
Moving Forward
By investing in this type of development, organizations can strengthen their leadership culture and align daily behaviors with Lean principles.
Micromanagement is not a successful leadership style. It is a barrier to organizational performance and a violation of the Lean principle of Respect for People. Front-line leaders who learn to recognize and overcome micromanagement unlock the potential of their teams. They create workplaces where employees are trusted, engaged, and empowered to improve.
When leaders move from control to support, they demonstrate true respect. They build teams that thrive, organizations that improve continuously, and a culture where people and performance grow together.
The post Micromanagement Is Not Respect for People appeared first on Gemba Academy.
This week we’re celebrating our 600th episode. Our Director of Studios Greg Nickell asked Ron about the company’s growth over the years, the challenges we’ve faced, what we hope the next generation will take away from our videos, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Ron’s favorite quote (1:07) * His background (1:32) * How Gemba Academy began (3:24) * The role of timing in Gemba Academy’s success (7:30) * Some of our early challenges (10:20) * What our library looks like now (12:45) * Our focus on helping people solve problems (14:36) * An anecdocte about a particularly powerful transformation (16:30) * Whether or not Ron practices continuous improvement at home (18:39) * The famous dishwasher video (20:11) * What Ron hopes the next generation will take from Gemba Academy (21:30) * What Ron would tell his younger self (22:47) * About the power of showing up (23:43) * Ron’s words of wisdom (24:55)
Podcast Resources Right Click to Download this Podcast as an MP3*
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What Do You Think?Do you have a favorite episode or moment from the first 600 episodes of the podcast?
The post GA 600 | Reflecting on Six Hundred Episodes with Ron Pereira appeared first on Gemba Academy.
I’ve been doing cold plunges for the last few weeks. If you’re not familiar with the process, here’s how it works. I jump into 50-degree (Fahrenheit) water and sit for a few minutes.
If you’ve ever done a cold plunge, you know the drill: shock hits, your body screams to get out, and every instinct says “no thanks.” But if you stay the course and steady your breath and mind, you emerge sharper, calmer, and more resilient. Oh, and you can skip that morning latte as it won’t be needed!
This morning, while chilling (literally) in the water, I got to thinking: this is exactly what continuous improvement is all about.
Lean, Six Sigma, and Chosen Discomfort
Improvement isn’t always comfortable. Asking tough questions, challenging old habits, running experiments that might fail…none of it feels easy. But, just like cold plunges, the discomfort is the point. Stress, when embraced in the right way, becomes the teacher.
Stress as Fuel
Cold plunges build resilience by training the body to stay calm in stress. Likewise, practicing continuous improvement can build organizational resilience in the same way:
- Asking “why” when everyone’s ready to move on.
- Challenging “we’ve always done it this way.”
- Running experiments to learn our way forward.
Over time, that repeated exposure changes us. We don’t panic in the cold, or when problems or issues arise. Instead, we adapt, improve, and grow.
A Challenge for You
Where are the “cold plunges” in your work or life? What uncomfortable experiments could make you and your team stronger?
Remember: growth rarely happens in the comfort zone. Whether in 50 degree (F) water, or during your next kaizen event, the breakthrough often lies just on the other side of discomfort.
Do you agree?
The post Cold Plunges and Continuous Improvement: Growth in Discomfort appeared first on Gemba Academy.
Many organizations today struggle with high turnover, difficulty retaining talent, and constant firefighting. Day after day, leaders and teams are consumed by urgent issues, leaving little or no time to focus on solving problems in a structured way. This is not a local issue; it is a global challenge.
Lean offers a path forward. But Lean is not just a set of tools; it is a culture, and at its core, Lean is about people. Without people, there is no Lean. That is why the most critical work any organization can do is to develop its people every single day, helping them succeed, grow, and contribute as problem solvers.
The question is, how do we actually do this? Over the years, I have found that following the five key steps gives organizations the best chance of success.
Step 1: Build Awareness and Observation SkillsThe first responsibility of leaders is to help staff see problems. This is a skill that can be taught.
- Introduce 5S (Workplace Organization). If 5S is not in place, the rest of Lean cannot take root.
- Train all employees to recognize the eight wastes in any process.
- Encourage daily Gemba Walks, where staff observe their work areas, spot waste, and begin addressing it.
- Use visual management and meaningful metrics to make problems visible in real time.
When people can see problems clearly, they are equipped to take the next step.
Step 2: Introduce Structured ThinkingOnce staff can see problems, they need to know how to approach them.
- Teach the PDCA (Plan Do Check Act) cycle to guide small, practical experiments.
- Use the 5 Whys method to dig beneath symptoms and uncover root causes.
- Practice with Fishbone Diagrams to categorize and better understand the sources of problems.
This step shifts problem-solving away from guesswork and toward facts.
Step 3: Practice in Real SituationsProblem-solving skills grow only through practice.
- Involve staff in Kaizen Events and improvement projects.
- Guide them through writing their first A3 report on a problem that matters to them.
- After each improvement, reflect together: What did we learn? How can we apply this again?
With practice, staff become scientific thinkers, people who solve problems based on evidence, not assumptions.
Step 4: Develop Coaching and Team SkillsProblem-solving is not an individual sport; it is a team effort.
- Build a culture where problems are viewed as opportunities, not failures.
- Introduce Kata Coaching to develop scientific thinking habits, especially for supervisors and team leaders.
- Establish Leader Standard Work (LSW) to ensure essential routines are followed consistently.
- Encourage peer-to-peer learning through A3 presentations and Kaizen report-outs.
These practices reinforce learning and create a shared culture of improvement.
Step 5: Sustain and ExpandFinally, organizations must sustain progress and connect problem-solving to strategy.
- Frame major issues in the A3 format and update regularly.
- Link problems directly to organizational goals and long-term vision.
- Make problem-solving a daily habit, embedded into leader standard work.
When sustained, problem-solving becomes second nature, not an occasional activity.
Why This MattersThese five steps are the foundation of our Lean Practitioner Program, where candidates are trained and certified as problem solvers, coaches, and Lean leaders. We use them because they work.
Why do successful companies stand out? Why are they so hard to compete with? The answer is simple: They dedicate time and resources to developing their people every day, and they involve everyone in solving problems that matter.
If you want your organization to thrive, start here: develop your people into problem solvers. When you do, you will build not just a stronger company but a culture that can adapt, improve, and succeed for the long term.
The post Developing People into Problem Solvers appeared first on Gemba Academy.
This week’s guest is Melissa Sherman. Ron and Melissa discussed misconceptions about continuous improvement, navigating different personalities, the role coaching plays in change management, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Melissa (2:25) * Her background (3:13) * A misconception about continuous improvement (5:35) * Lean being done “to” people (7:27) * The role of communication (8:32) * An anecdote about change management (11:58) * How Melissa coaches different personalities (15:40) * Dealing with “CAVE” people (17:01) * The role of coaching in continuous improvement and change management (24:53) * Melissa’s take on AI (27:52) * Her final words of wisdom (29:17)
Podcast Resources Right Click to Download this Podcast as an MP3 * Melissa on LinkedIn * Made to Stick by Chip and Dan Heath*
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What Do You Think?How do you deal with different personalities?
The post GA 599 | Coaching Different Personalities with Melissa Sherman appeared first on Gemba Academy.
This week’s guest is Darren Walsh. Ron and Darren discussed some of the pitfalls he’s seen in continuous improvement, the corresponding countermeasures, his book, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Darren likes (1:59) * His background (2:48) * Why he wrote his book (4:34) * Some of the pitfalls he’s seen and some countermeasures (6:01) * Where to start (10:18) * How Darren applies these principles (16:13) * What “good” looks like to Darren (19:09) * What to be mindful of (23:41)
Podcast Resources Right Click to Download this Podcast as an MP3 * Making Lean Work * Darren on LinkedIn * Darren’s Website*
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What Do You Think?What does success in lean look like to you?
The post GA 598 | Making Lean Work with Darren Walsh appeared first on Gemba Academy.
Lean methodology is spreading worldwide because organizations are seeing the powerful benefits of introducing Lean into their work environments. In today’s fast-changing world, the ability to continuously improve is no longer optional, it is essential for survival and growth.
Companies and entire countries are competing for a larger share of the global market. Those that embrace Lean and continuous improvement practices consistently stand out, offering better quality, lower costs, and faster delivery than their competitors. For organizations that want to thrive, Lean has become a necessity, not just an option.
Click here for more info on the Lean Practitioner Certification
Download the Lean Practitioner Flyer
Why Lean Organizations Outperform OthersLean organizations succeed because they empower everyone, regardless of job title, to improve processes and eliminate waste daily. This shared responsibility produces measurable results:
- Products and services delivered at the lowest possible cost, on time, and with excellent quality
- Higher employee morale, retention, and engagement
- Better wages and benefits made possible through savings from waste elimination
- A work culture where people feel valued, challenged, and equipped with tools to solve problems
The result is not only operational excellence, but also a workplace where employees are motivated and organizations see a real return on investment.
What Is the Lean Practitioner Certification?The Lean Practitioner Certification from Gemba Academy is designed to provide both knowledge and hands-on expertise needed to effectively practice Lean. Participants learn how to apply Lean tools in real-world settings while gaining the skills to engage others in continuous improvement.
The program includes:
- 38 hours of learning material, accessible anytime and mobile-friendly
- 12 hours of coaching sessions with an expert practitioner using A3 and Toyota Kata methods
- 60 hours of practical application time to reinforce learning
- Completion timeline: typically 6–12 months
Learners also earn 38 Professional Development Units (PDUs) through the Project Management Institute (PMI).
Benefits for Organizations* Rapid return on investment * Problems solved at the source with practical, real-world application * Improved productivity and quality of output * Higher customer satisfaction * Reduced costs through waste elimination * A stronger culture of Lean thinking spread across the organization
Benefits for Individuals* Marketable professional advancement and credibility * Applicable skills for any industry or position * Recognition as someone who can lead improvement initiatives and develop others
Customer Spotlight: How One Organization Is Seeing ResultsDiane Arseneault of Pacific Dermatology Institute shared how her organization has embraced the Lean Practitioner program to transform operations:
“We currently have seven team members enrolled in Gemba Academy’s Lean Practitioner program. They are not only learning the principles of Lean but actively applying them by leading portions of our weekly meetings and sharing improvement ideas. Gemba Academy has been instrumental in increasing staff engagement and buy-in, helping us embed a culture of continuous improvement across our organization.”
Before training, Diane’s team faced challenges such as inventory waste, inconsistent exam room supplies, and patient wait times. By measuring appointment lengths, they discovered that small improvements could have a huge impact. In 2023, their average appointment time was 36 minutes. By 2025, it dropped to 33 minutes — saving about 5,600 hours annually across 170,000 appointments.
These gains came from standardizing exam rooms, optimizing workflows, reducing waste, and improving patient flow. The results are not only more efficient operations, but also an improved patient experience.
Diane explains:
“We’ve implemented standardizations across 16 clinic locations, updated our Job Instructions to keep training current, and encouraged staff to identify and act on ‘2 Second Improvements.’ These efforts have increased efficiency, strengthened our Lean culture, empowered employees to participate in continuous improvement, and ultimately enhanced the patient experience.”
Her advice to other organizations is clear:
“Investing in Gemba Academy is one of the best ways to build a strong Lean culture and drive real, measurable improvements. For us, it has increased employee engagement, improved standardization across multiple locations, reduced waste, and enhanced the patient experience. If you’re looking to empower your staff, create consistency, and see meaningful results, Gemba Academy provides the guidance and structure to make it happen.”
Who Should Pursue This Certification?This program is ideal for:
- Managers and team leaders who need to guide Lean projects and mentor others
- Engineers, supervisors, and frontline staff looking to apply Lean tools in their daily work
- Continuous improvement professionals seeking structured, recognized development
- Anyone who wants to advance their career while making a measurable impact in their organization
Why Leadership Buy-In MattersIntroducing Lean to any organization starts with leadership. Leaders must not only support the effort but also ensure that someone within the company has the knowledge and skills to drive Lean initiatives. A Lean Practitioner serves as that internal expert, the person who can both lead projects and develop others to sustain long-term improvement.
Take the Next StepIf your organization is ready to reduce waste, increase efficiency, and build a stronger culture of continuous improvement, the Lean Practitioner Certification is the perfect place to start.
Trusted by over 2,000 companies worldwide, Gemba Academy’s program combines practical training with expert coaching so you can make an impact right away.
Click here for more info on the Lean Practitioner Certification
Download the Lean Practitioner Flyer
The post What Is the Lean Practitioner Program and Why It Matters appeared first on Gemba Academy.
This week’s guest is Robin Hills. Robin and Ron discussed emotional intelligence, unconscious bias, the importance of empathy and active listening, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Robin’s quote (2:55) * How Robin defines emotional intelligence (4:43) * How it plays into righteous anger (7:03) * Avoiding manipulative behavior (9:38) * Robin’s thoughts on unconscious bias (10:42) * Practicing empathy (13:42) * The importance of pausing after listening (14:50) * How Robin practices this (17:38) * The future of emotional intelligence (20:03) * Robin’s final words of wisdom (23:31)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 554 | Leveraging Emotional Intelligence * Robin on LinkedIn * Robin’s Website*
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What Do You Think?How do you practice empathy at work?
The post GA 597 | Practicing Empathy and Empathetic Listening with Robin Hills appeared first on Gemba Academy.
This week’s guest is Grace Gavin. Ron and Grace discussed honesty in the workplace, how company hierarchies play a role, the importance of accountability, taking stock of your leadership, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Grace’s favorite quote (2:42) * The role of honesty in the workplace (3:31) * How the structure of the company factors in (6:14) * Developing a culture of authentic open communication (9:22) * The primal reasons behind fear and anxiety (11:46) * Barriers that can get in the way (16:46) * How to communicate more effectively (19:02) * The importance of accountability (21:17) * Grace’s advice for personal career growth (25:19) * Taking stock of your leadership (28:16)
Podcast Resources Right Click to Download this Podcast as an MP3 * Grace on LinkedIn * GA 551 | Knowing Honesty and Listening to Understand*
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What Do You Think?How do you take stock of your leadership?
The post GA 596 | Taking Stock of Your Leadership with Grace Gavin appeared first on Gemba Academy.
This week’s guest is Philipp Schett. Ron and Philipp discussed OKRs, accountability, making structural changes, balancing transparency and autonomy, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes Philipp likes (2:02) * What accountability looks like (6:52) * About OKRs (10:23) * How it could be beneficial in accountability (11:48) * The structural changes they’ve made that have made an impact (17:58) * Incorporating accountability whilst preventing surveillance culture (22:55) * Balancing transparency and autonomy (28:35) * Philipp’s parting thoughts (31:22)
Podcast Resources Right Click to Download this Podcast as an MP3 * Philipp on LinkedIn*
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What Do You Think?Have you ever used OKRs?
The post GA 585 | OKRs and Accountability with Philipp Schett appeared first on Gemba Academy.
The Cost of Poor CommunicationIn today’s fast-paced and ever-changing business environment, one of the most common reasons change efforts fail is poor communication. Miscommunication leads to confusion, resistance, and ultimately, wasted time and resources. Lean leaders understand that delivering a consistent and clear message is not optional, it is essential. Without it, even the best strategies can falter.
Unfortunately, many organizations struggle to communicate their vision, mission, and expectations effectively. Messages get lost in translation between departments, leadership tiers, and team members. As a result, employees feel disconnected, uncertain, and disengaged.
Communication is a Skill Everyone Can DevelopEffective communication is not a talent reserved for a few charismatic individuals. It is a skill, and anyone can develop it with intention and practice. While some people may have a natural ability to engage and motivate others through words, most of us must work at it.
I remember when I was a student in Germany, we practiced communication by recording our conversations. These recordings were reviewed in class, and everyone shared honest suggestions for improvement. At first, I was shy and found it difficult to speak in front of others. But after receiving constructive feedback from my classmates and professors, I began to improve. Over time, I became more confident and eventually found myself comfortable speaking in public.
That experience helped me tremendously when I later became a leader. I realized that communication is not only about conveying a message, but it is also about connecting with people. Leaders must learn how to relate their message in a way that not only informs the team but also inspires and motivates them to achieve shared goals.
People naturally look up to their leaders. If they sense inconsistencies or confusion in what leaders are saying, trust begins to erode. It is critical that leadership teams stay aligned and deliver a unified message. If they are not on the same page, how can they expect their teams to follow them with confidence? We see this often in politics, where inconsistent communication creates division and uncertainty.
Tools and Habits that Strengthen CommunicationHow many times have we made a mistake simply because instructions were unclear? From a Lean perspective, unclear communication creates multiple forms of waste, including defects, overprocessing, waiting, etc. Poor communication not only slows progress but also undermines morale and productivity.
One simple but powerful Lean tool that can improve communication is the Daily Management Board. When implemented well, this tool helps teams stay informed, aligned, and focused on their goals. Just yesterday, I had the chance to compliment our Sales team at Gemba Academy. They created a visual dashboard that clearly shows our goals, targets, and current progress. During our daily management meeting, they presented their metrics in a way that informed the entire team in just a few minutes. I left that meeting knowing where we were excelling and where we needed to improve. That is what effective communication looks like.
In our fast-moving world, there is no time for long, confusing speeches. What we need are short, consistent messages that can be delivered clearly and, when possible, visually. With the right mindset, tools, and practice, every leader can become a better communicator. And when leaders communicate well, the entire organization moves forward with clarity and purpose.
The post The Communication Gap: Why Leaders Must Speak Clearly and Consistently appeared first on Gemba Academy.
This week’s guest is Mike Schoenberger. Ron and Mike discussed the concept of “Radical Love Leadership,” improving the human connection at work, his company Sunco’s values, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Mike likes (2:12) * His background (2:44) * Mike’s work (4:25) * What he means by “Radical Love” leadership (6:36) * Their values and their culture (9:53) * Improving the human connection (12:25) * Advice for leaders who want to improve their organization (22:55) * Whose job it is to form the company culture (25:48) * Mike’s final words of advice (28:36)
Podcast Resources Right Click to Download this Podcast as an MP3 * Mike on LinkedIn * Mike’s Website * Sunco*
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What Do You Think?How else do we improve human connection in the workplace?
The post GA 584 | Radical Love Leadership with Mike Schoenberger appeared first on Gemba Academy.
This week’s guest is Alen Ganic. Ron and Alen discussed how Alen simplifies complicated topics, the powers of lean beyond manufacturing, dealing with “CAVE” people, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Alen likes (2:20) * His background (3:15) * How Alen explains complicated things (11:50) * How he handles CAVE people (15:13) * Why people come back (21:47) * How lean is being applied beyond manufacturing (25:48) * Alen’s advice and final words of wisdom (29:35)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 521 | Celebrating Quick Wins * GA 544 | Flow Efficiency vs. Resource Efficiency * GA 566 | Managing With Your Eyes*
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What Do You Think?What are some other misconceptions about lean?
The post GA 583 | Misconceptions About Lean with Alen Ganic appeared first on Gemba Academy.
Even the best ideas can fail if they aren’t supported with enough time, money, or people. For meaningful change to occur, leaders must not only champion improvement but also commit the resources needed to both implement and sustain the change process.
We’ve all seen it, great ideas that go nowhere because no one thought through the resources needed to bring them to life. Too often, employees are encouraged to share suggestions and told that the organization is open to improvement, but when those same employees are not given the time, space, or budget to test or implement their ideas, the message quickly feels hollow.
Over time, this disconnect erodes trust. When employees sense that leaders aren’t serious about supporting innovation, they stop stepping forward. The culture grows stagnant. In many cases, instead of examining the real root cause, the lack of support, leaders end up blaming the people themselves for the failure of these initiatives.
Building a Culture of Real SupportGreat organizations overcome this challenge by backing up their words with action. They invest in their people. They allocate time and resources for experimentation and continuous improvement. This commitment is a hallmark of Lean organizations. Without it, any effort to become Lean will fall flat, and likely lead to higher turnover and lower performance.
At Gemba Academy, we practice what we preach. Team members are encouraged to experiment with ideas and implement new methods when they show potential. We’ve seen firsthand how this openness drives improvement and engagement.
We also work with many outstanding organizations that understand the value of giving their teams time, space, and, when appropriate, funding to test ideas. In these environments, I’ve witnessed incredible transformations by Lean Practitioner candidates, improvements that boost morale, enhance safety, increase productivity, and even deliver financial gains.
There’s a visible shift in people’s energy and satisfaction when they realize their employer believes in them, when they see that their ideas matter and that they’re trusted to test and implement those ideas. And whether those efforts succeed or fail, these organizations make a point to recognize them. Both outcomes are celebrated.
Why Celebrate Failure?It’s natural to celebrate success, but why celebrate failure?
Because in Lean, we see failure as an opportunity to learn and improve. Every time we test an idea and it doesn’t go as planned, we gain insight into what didn’t work, and that gets us one step closer to a better solution. Scientists have followed this approach for centuries, and it’s how they ultimately make breakthroughs.
Think back to childhood. When something didn’t work, we tried again. We didn’t see failure as shameful; we just saw it as part of the process. But as adults, we often become cautious, fearful of failing, and reluctant to try new things.
A Message to LeadersSo here’s my advice, to myself and to all leaders: truly listen to your employees’ ideas. Give them the time, space, and support to test those ideas. And perhaps most importantly, learn to celebrate failure as much as success.
Because each failure is a shared opportunity to grow. When we learn together, explore other approaches together, and keep pushing forward, we eventually reach our goals, not by avoiding failure, but by embracing it.
The post Why Great Ideas Fail: The Change Management Challenge of Inadequate Resources appeared first on Gemba Academy.
This week’s guest is Andy Crocker. Ron and Andy discussed Andy’s book, “The Unconditionals,” what it was like working on a project for NASA, the importance of stability, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Andy likes (3:18) * His background (4:27) * Competing for a NASA project (6:19) * How he felt after it ended (10:08) * The key takeaways (11:50) * Living conditionally vs. unconditionally (13:50) * What it means to “love” unconditionally (16:29) * Comparing and contrasting unconditional values and leadership (21:54) * The importance of stability (27:12)
Podcast Resources Right Click to Download this Podcast as an MP3 * The Unconditionals * Andy’s Website*
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What Do You Think?How do you “love” unconditionally in a work environment? What does that look like?
The post GA 582 | Living Conditionally vs. Unconditionally with Andy Crocker appeared first on Gemba Academy.
This week’s guest is James Turk. Ron and James discussed James’ book “The Giving Game,” choosing between leadership styles, dealing with personality conflicts, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote James likes (2:37) * His background (3:36) * Why he wrote the book (6:59) * The human side of leadership (8:11) * Dealing with personality conflicts (15:55) * Strategies for leadership instead of “command and control” (18:47) * James’s parting thoughts (27:02)
Podcast Resources Right Click to Download this Podcast as an MP3 * Drive by Daniel Pink * The Giving Game by James Turk * The Turk Group * James on LinkedIn*
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What Do You Think?What leadership style do you resonate with the most?
The post GA 581 | Managing by Influence with James Turk appeared first on Gemba Academy.
This week’s guest is Dr. Adil Dalal. Ron and Adil discussed the rapid evolution of AI and technology, how it affects lean and operational excellence, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Adil likes (2:51) * His background (3:13) * His thoughts on lean and AI (8:13) * AI and value stream maps (11:44) * What operational excellence will look like in the future (18:20) * The transformation Adil is most proud of (29:21) * His final words of wisdom (40:25)
Podcast Resources Right Click to Download this Podcast as an MP3 * Adil on LinkedIn * Adil’s Website*
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What Do You Think?How do you envision the future of lean and operational excellence in terms of technology and AI?
The post GA 580 | The Transformation of Operational Excellence with Dr. Adil Dalal appeared first on Gemba Academy.
This week’s guest is Brian DeVries. Ron and Brian discussed Brian’s new book “The Big Thinking of a Small Knight,” the roles storytelling and leadership play in continuous improvement, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Brian likes (2:39) * What to do when someone is struggling (4:18) * His background (6:01) * The roles leadership and storytelling play in continuous improvement (9:55) * About his book (13:29) * His “knight’s hat” (18:39) * The biggest takeaway from the book (19:22) * What Brian learned from writing it (20:24) * The role his kids played in writing the book (21:38)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 222 | How to Sustain Improvements with Brian DeVries * Brian on LinkedIn * The Big Thinking of a Small Knight*
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What Do You Think?How else can storytelling be used in continuous improvement?
The post GA 579 | The Big Thinking of a Small Knight with Brian DeVries appeared first on Gemba Academy.
Ambition and drive are essential traits in leadership. But even the most well-intentioned leaders can fall short when they overlook one critical factor: risk. Whether it’s technical, related to people, or linked to timing, failing to anticipate and plan for risks can derail even the best projects.
Experienced leaders understand this. They take the time to assess potential risks in advance, prepare accordingly, and ensure safeguards are in place. When this step is skipped, the consequences can be costly.
Let’s explore three common categories of risk—technical, people, and timing—through examples that illustrate the importance of proactive risk management.
Technical RisksScenario:
Imagine your organization purchases new software to integrate with your existing financial and work order systems. The salesperson promises exceptional performance and seamless compatibility.
Failure:
Your team skips creating a proper test environment with IT. Instead of simulating real conditions and verifying the software’s capabilities, they proceed directly to implementation. Once the system is live, you discover it doesn’t update key items correctly and is riddled with glitches.
Result:
Customers experience longer wait times, and your team resorts to manual workarounds to compensate. The process becomes slower than before, and your team is now firefighting problems that should have been caught earlier.
Lessons Learned:
Test before you invest. Ensuring full compatibility and functionality in a controlled test environment would have prevented rework, protected quality, preserved customer satisfaction, and avoided costly mistakes. Rushing into implementation without thorough validation can severely damage your reputation and bottom line.
People RisksScenario:
A manufacturing firm holds a successful week-long Kaizen event. As part of the improvement effort, standard work documentation is created and shared with employees on all three shifts. Leadership assumes that everyone is now ready to follow the new job methods after receiving a quick 10-minute overview during pre-shift meetings and signing a training document.
Failure:
The assumption that training equals understanding proves false. Leadership focuses on getting the checklist completed rather than ensuring comprehension. They don’t observe employees applying the new method, nor do they offer follow-up coaching or allow for practice time.
Result:
Production rates decline, scrap increases, and defective products are shipped to customers. Morale suffers, and several employees leave after being disciplined for mistakes they were not adequately trained to avoid.
Lessons Learned:
Training is not a checkbox—it’s a process. Effective leaders provide opportunities for hands-on practice, coaching, and feedback. Change takes time, and building new habits requires support. Never assume knowledge has been transferred simply because a form has been signed.
Timing RisksScenario:
A truck body manufacturer lands a big contract to deliver a new line of delivery truck bodies featuring custom aluminum panels and composite flooring. To meet an aggressive timeline, production is scheduled to begin just two weeks after the design phase wraps up.
Failure:
No buffer is built into the schedule for potential delays in materials, tooling, or workforce preparation. As expected, unforeseen issues arise—design adjustments, vendor delays, and training gaps—none of which were accounted for in the rushed timeline.
Result:
Trucks are delivered late, the customer is frustrated, and internal resources are stretched thin. Labor is inefficiently reassigned, and the production schedule falls behind by two months.
Lessons Learned:
When the timing is too tight, problems compound. Compressed timelines might seem like a win for the customer at first, but when reality hits, delays and errors become inevitable. Leaders must build in contingency time and plan for uncertainty. Over-promising and under-delivering can destroy trust.
These three examples—though fictional—mirror the kinds of situations we encounter regularly in the real world. Whether you’re rolling out software, launching a new process, or fulfilling a major contract, failing to identify risks can be costly.
Great leaders don’t leave things to chance. They ask tough questions early, stress-test their assumptions, and make space for learning and adaptation. If we want to build lasting success, we must embrace the discipline of risk identification—and act before issues become disasters.
The post Failure to Identify Risks appeared first on Gemba Academy.
This week’s guest is Thomas Gelmi. Ron and Thomas discussed Thomas’s unique background, how he helps leaders develop their “human” skills, navigating different personalities at work, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Thomas likes (2:48) * His background (4:16) * What “human skills” refers to (7:33) * Why how we feel about ourselves matters (10:29) * Navigating personality differences (16:36) * His opinion on why developing human skills is good for business (21:38) * A leader’s ability and willingness to be vulnerable (27:48) * Thomas’s final words of wisdom (32:53)
Podcast Resources Right Click to Download this Podcast as an MP3 * Thomas on LinkedIn * Emotional Intelligence by Daniel Goleman*
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What Do You Think?Why is it important to develop human skills (aka soft skills)?
The post GA 567 | Developing Human Skills with Thomas Gelmi appeared first on Gemba Academy.
At Gemba Academy, one of the most common questions we hear from new customers is:
Where should we start with Lean? It’s a great question—and an important one.
On Gemba Insights, available on the Gemba Academy website, Ron explains in less than three minutes the three essential steps to take before beginning your Lean journey:
- Identify Your “Why”—What Problems Are You Trying to Solve?
- Follow the Money and Secure Early Wins (Look for low-hanging fruit).
- Establish a Clear Vision and Direction (Visualize the future: “Knowing where you’re going is the first step to getting there.” — Ken Blanchard).
I always ask my Lean Practitioner candidates why they chose this program and committed to spending a year learning and applying Lean. It’s a big investment of time and effort, so understanding their why is crucial.
Instead of working on a hypothetical case, I ask them:
What real-world problem are you trying to solve?
That problem becomes their challenge on the Kata Storyboard.
As they begin applying fundamental Lean tools, we celebrate their early successes—those quick wins that come from addressing low-hanging fruit.
Defining the Vision Before Making ImprovementsBefore making any changes, we teach candidates how to use the Kata Storyboard to establish a clear vision and direction. Knowing their long-term goal keeps them motivated and focused.
Once they define where they want to be in 6 to 12 months, they begin learning and applying essential Lean tools—starting with:
- Improvement Kata & Coaching Kata – These structured routines help teams develop a problem-solving mindset and continuous improvement habits. Improvement Kata guides problem-solving, while Coaching Kata ensures the learning process is supported and sustained.
- 5S (Workplace Organization) – Organizing the workspace to improve efficiency, safety, and productivity.
- Seeing Waste (Identifying Waste in a Process) – Learning to recognize and eliminate inefficiencies in workflows.
We emphasize mastering the fundamentals before moving on to more advanced tools. A strong foundation ensures they can sustain improvements and work toward their long-term challenge effectively.
Lean Is Not Just About Tools—It’s a CultureOne of the biggest misconceptions about Lean is that it’s just a set of tools. Yes, Lean offers a powerful toolbox, but it is much more than that—it’s a culture.
Focusing only on tools will not help you achieve sustainable, long-term success. Lean is about people at all levels and creating a structured system that enables organizations to train and develop their teams efficiently.
You may have heard of organizations that struggled to implement Lean. A common reason for failure is that they introduced it as just a tool, rather than an organizational culture.
Leadership Buy-In Is KeyTo successfully implement Lean as a cultural transformation, leadership buy-in is essential. Leaders must:
- Understand the “Why”—Why Lean? What problems will it solve?
- Recognize the Long-Term Benefits—How will Lean help them achieve sustainable improvements?
- Support the System and People—Ensure the right processes are in place to reinforce the Lean mindset.
At Gemba Academy, we work with organizations of all sizes, many of which have successfully embedded Lean into their business operations. When applied correctly, Lean can take an organization from “good” to “great.”
Ready to Start Your Lean Journey?If you’re considering Lean for your organization, start by securing leadership buy-in and making sure everyone understands why it matters. From there, Lean tools will help you solve real problems, sustain improvements, and drive meaningful change.
The post Where Should We Start With Lean? appeared first on Gemba Academy.
This week’s guest is Alen Ganic. Ron and Alen discussed visual management, examples of visual management they have seen and created, dealing with any resistance you might meet, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Alen likes (2:46) * His background (3:12) * What visual management is (5:28) * Examples he’s seen and created (6:20) * A story about Ron’s time at FlowServe (11:08) * Alen’s story about how he helped saved a company (15:35) * Dealing with resistance (20:23) * The practical mistakes people make (25:26) * Tips for getting started (27:26)
Podcast Resources Right Click to Download this Podcast as an MP3 * Alen on LinkedIn * Lean Case Study: The City of Grand Rapids * GA 521 | Celebrating Quick Wins * GA 544 | Flow Efficiency vs. Resource Efficiency*
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What Do You Think?How do you describe visual management?
The post GA 566 | Managing With Your Eyes with Alen Ganic appeared first on Gemba Academy.
This week’s guest is Dr. Brad Miller. Ron and Dr. Miller discussed what it’s like to teach Lean and Six Sigma at a university, the business lessons that can be learned from academia, his grocery store simulation, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Dr. Miller (3:01) * His background (4:29) * How he started working at a university (6:51) * What students are like these days (9:07) * How he structures his classes (13:53) * About his grocery store checkout simulation (18:37) * How mixing different personalities works (21:39) * Balancing “getting it right” with experimenting (32:38)
Podcast Resources Right Click to Download this Podcast as an MP3 * Brad on LinkedIn * Brad on YouTube * Brad on the University of Houston Site * Inside Brad’s Classroom * GA 111 | How to Teach Continuous Improvement * GA 310 | The Role of Motivation in Continuous Improvement*
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What Do You Think?What else can we learn from the way continuous improvement is taught at the university level?
The post GA 565 | Continuous Improvement in Higher Education with Dr. Brad Miller appeared first on Gemba Academy.
This week’s guest is Ridha Dhrifi. Ron and Ridha discussed ISO 9001, how it aligns with lean manufacturing, balancing compliance with operational efficiency, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Ridha’s favorite quote (3:01) * His background (4:29) * The alignment between ISO 9001 and lean manufacturing (5:49) * About ISO 9001 (7:09) * Industries interested in ISO 9001 (8:31) * Making sure it’s an authentic certification adding real value (10:42) * How lean thinking can help and harmonize (12:45) * How current and future state works in ISO (14:16) * Combining ISO and lean (16:30) * Advice for a quality manager on balancing compliance and operational efficiency (20:03) * How long it takes to realize ISO 9001 certification (22:49) * The order of operations (25:44)
Podcast Resources Right Click to Download this Podcast as an MP3 * Ridha on LinkedIn * Integration of the Lean in ISO 9001 * Integration of the Lean in Chemical Industry*
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What Do You Think?What are the upsides to combining lean and ISO? The downsides?
The post GA 564 | ISO 9001 and Continuous Improvement with Ridha Dhrifi appeared first on Gemba Academy.
This week’s guest is Ron Pereira. In this new years-themed episode, Ron explains why forming new habits is often more effective than keeping new resolutions, how to form those habits, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Why resolutions fail (3:20) * Outcomes versus the process (4:51) * Ron’s habit of exercising (7:05) * Creating standard work for habits (8:14) * Lean and new habits (11:06) * Define value (11:20) * Start small (12:07) * Measure your progress (14:22) * Eliminate waste (15:15) * Standardizing the approach (16:22) * Sustaining these habits over time (17:50)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 261 | Building the Habit of Excellence with James Clear*
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What Do You Think?What are some new habits you’d like to form this year?
The post GA 563 | Habits Over Resolutions with Ron Pereira appeared first on Gemba Academy.
This week’s guest is Brandon Bunn. Ron and Brandon discussed what it looks like to leverage lean and continuous improvement inside prison facilities, some of the obstacles that arise, and how other lean leaders can get involved. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Brandon (3:06) * Brandon’s background (4:06) * Why he got into the prison industry (7:45) * What a “Day in the Life” looks like (9:05) * The improvements that are being done (12:13) * Some of the obstacles (18:28) * The role that motivation plays (26:02) * Brandon’s advice for those in similar situations (28:33) * How lean leaders can get involved (30:45)
Podcast Resources Right Click to Download this Podcast as an MP3 * Brandon on LinkedIn*
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What Do You Think?How else can lean be used to change lives in profound ways?
The post GA 562 | Lean in the Prison Industry with Brandon Bunn appeared first on Gemba Academy.
In any lean organization, does visual management play a significant role? Absolutely. But before diving into its importance, let’s clarify what visual management actually is. Simply put, it means managing with your eyes.
Imagine this scenario: In your garage, would it be easier to find a tool stored somewhere in a toolbox, or if all the tools were displayed on the wall, clearly labeled, with outlines marking their designated spots? Naturally, having the tools right in front of you makes them easier to locate. Additionally, if a tool is missing, the empty outline immediately signals what’s gone. On the other hand, trying to identify a missing tool inside a closed toolbox—even if it’s organized—requires opening each drawer and searching thoroughly.
Lean practitioners invest considerable time creating visual management systems to ensure abnormalities can be spotted in five seconds or less.
In organizations that practice Lean, visual controls are key to daily operations. These can take many forms, such as:
- Posting meaningful metrics in common areas, showing goals vs. current performance.
- Displaying standard work instructions that outline task steps.
- Using gauges marked to indicate acceptable and unacceptable ranges.
Visual management establishes clear standards. As Taiichi Ohno famously said, “Where there is no standard, there can be no improvement.” Standards guide work until a better standard emerges, at which point updates are made, and employees are retrained.
I experienced the power of visual management firsthand when I ran my own woodworking business. I continuously worked on organizing tools, jigs, and materials to keep them visible and within reach. This saved time, reduced errors, and allowed me to focus on craftsmanship rather than searching for equipment.
The same principle applied to my projects and strategic plans. I transitioned from storing project plans and documents in binders or on my computer to displaying them prominently on whiteboards and corkboards. This shift allowed me to review them daily, track progress, and meet deadlines consistently. If a deadline was missed, it was due to external factors, not because I forgot a task.
One of the most effective tools I implemented was a project status board. On this board, I tracked over 20 projects simultaneously, listing key details such as:
- Project Title
- Responsible Person
- Next Target Condition
- Current Condition
- Obstacles
- Next Steps
- Due Date
- Status
This board became an essential communication tool. If I was unavailable, coworkers could walk into my office, review the board, and instantly understand the status of ongoing projects without needing to contact me directly.
I later extended this approach to team tasks. We created a similar mobile board on casters, which was used during pre-shift meetings and monthly leadership reviews. I recall introducing this concept to employees at a law firm. Initially, they were skeptical, but once they integrated it into their daily routines, they saw its value. It provided clarity on workloads and helped them visualize their progress.
Visual management isn’t confined to the workplace. Once you experience its benefits, it naturally extends to personal life. From garages to kitchens, laundry rooms to vehicles, visual management can transform how we organize and operate in all aspects of life.
In summary, visual management is more than just a tool—it’s a mindset. By making tasks and progress visible, we reduce waste, improve efficiency, and foster continuous improvement in both professional and personal environments.
The post The Power of Visual Management – Transforming Workspaces and Mindsets appeared first on Gemba Academy.
This week’s guest is Beau Groover. Ron and Beau discussed people and process integration, lean leadership, Beau’s “GSD” system, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Beau likes (2:52) * His background (3:16) * What people and process integration is (5:54) * Why it’s so important and why it’s difficult (7:42) * What it means to be vulnerable (10:16) * Where we’re “missing the mark” (14:10) * Some practical tips (17:14) * An example of improvement Beau has seen (23:46) * Beau’s final words of wisdom (27:29)
Podcast Resources Right Click to Download this Podcast as an MP3 * Beau’s Website * Beau on LinkedIn * Building a Kick-Ass Culture: 20 Effective Steps*
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What Do You Think?What are some other challenges of people and process integration?
The post GA 561 | People and Process Integration with Beau Groover appeared first on Gemba Academy.
This week’s guest is Steve Pereira. Ron and Steve discussed flow engineering, Steve’s latest book, the relationship between value, clarity, and flow, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Steve likes (3:57) * His background (5:29) * About his book “Flow Engineering” (7:48) * Defining flow engineering (10:28) * The relationship between value, clarity, and flow (16:01) * The role AI plays in flow (20:39) * His favorite applications (25:03) * The reception he’s gotten on the book (27:44)
Podcast Resources Right Click to Download this Podcast as an MP3 * Flow Engineering * GA 382 | Simplifying Value Stream Mapping with Steve Pereira * Steve on LinkedIn * Visible Flow Consulting*
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What Do You Think?What are your thoughts on the concept of flow engineering?
The post GA 560 | Flow Engineering with Steve Pereira appeared first on Gemba Academy.
Life is full of highs and lows, peaks and valleys, victories and struggles. St. Ignatius of Loyola, a 16th-century saint and founder of the Jesuits, deeply understood this rhythm of life. His teachings on consolation and desolation—two spiritual states every person experiences—offer deep insights into personal faith journeys and, I contend, business and continuous improvement leadership.
In this article, I will explore what these states mean, how St. Ignatius advised navigating them, and how these lessons apply to the challenges and triumphs leaders face in the business world.
Consolation and Desolation: What Are They?St. Ignatius described consolation as times of spiritual peace, clarity, and closeness to God. In these “feel good” moments, people feel inspired, energized, and full of purpose. Consolation aligns with a sense of connection and progress—it’s when everything seems to flow.
On the other hand, desolation refers to times of spiritual struggle, doubt, and distance from God. These are periods of discouragement and confusion when we might feel stuck, overwhelmed, or even abandoned. Desolation clouds our vision and tempts us to give up.
St. Ignatius taught that these states are normal and cyclical. Neither is permanent, and both can serve a purpose if we approach them with the right mindset.
What to Do During Times of Consolation and DesolationWhen in consolation, St. Ignatius encouraged gratitude and humility. He taught that we should savor these moments as gifts, anchoring ourselves in gratitude while preparing for future challenges. Consolation is a time to reflect, set goals, and store up strength for the inevitable trials ahead.
In desolation, however, Ignatius advised against making major changes or decisions. He warned that desolation clouds our judgment and tempts us toward being overly reactive and emotional. Instead, Ignatius urged perseverance, prayer, and returning to the actions and disciplines that brought us peace during consolation. He reminded us to stay grounded in our principles and to trust the process—even when it feels like everything is falling apart.
The Business Leader’s Consolation and DesolationLeadership in business and continuous improvement often mirrors this dynamic. There are times of consolation when sales are up, the team is thriving, and the vision is clear. These are the moments when it feels like everything is aligning. Leaders experiencing times of consolation should remain humble and grateful. It’s tempting to coast during good times, but these are the moments to build reserves—financial, emotional, and relational—that will sustain the business during inevitable downturns. I’d also contend that these are times to understand why things are going well.
Then there are, unfortunately, times of desolation. These might come in the form of market disruptions, internal conflicts, the loss of a major client, or that kaizen event that didn’t yield the results we hoped for. Leaders in these moments often feel isolated, uncertain, and overwhelmed. Like Ignatius’ advice for spiritual desolation, this is not normally the time to make drastic changes. Instead, it’s a time to return to the fundamentals: lean into the mission, rely on your team, and focus on incremental steps forward.
Faith, Leadership, and ResilienceWhether leading a company or navigating life, the lessons of consolation and desolation are universal. Leaders must recognize the cyclical nature of success and struggle, preparing in times of plenty and persisting in times of scarcity.
For me, as a man of faith and a continuous improvement leader, I see immense value in trusting the process during both states. Consolation reminds us why we do what we do, and desolation tests our commitment to keep going. By approaching both with wisdom, we can lead with resilience, faith, and a steady hand—even when the storms come.
So, the next time you find yourself riding the highs of consolation or enduring the lows of desolation, remember: both are temporary, and both have something to teach us. Trust the process, remain grounded, and experiment your way forward!
The post Consolation and Desolation: Lessons from St. Ignatius for Business Leaders appeared first on Gemba Academy.
This week’s guest is Robin Hills. Ron and Robin discussed the importance of Emotional Intelligence, how it involves more than just our brains, assessing our own Emotional Intelligence, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * A quote Robin likes (4:38) * About Robin (6:34) * Defining emotional intelligence (9:03) * The importance of humility (16:28) * Making choices around emotions (19:37) * Assessing emotional intelligence (22:39) * Advice on using emotional intelligence at work (25:10) * Seeking more positive emotions (27:40) * How emotional intelligence will or will not evolve (29:08)
Podcast Resources Right Click to Download this Podcast as an MP3 * Robin on LinkedIn * Our Emotional Intelligence Course * Ei4Change*
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What Do You Think?What does being emotionally intelligent mean to you?
The post GA 554 | Leveraging Emotional Intelligence with Robin Hills appeared first on Gemba Academy.
To help others enhance their skills and improve their knowledge, we can build on the practices of successful organizations while recognizing the importance of Lean principles in creating a productive, satisfying work environment. Lean principles offer employees not only tools for workplace efficiency but also techniques that can positively impact their personal lives by fostering organization, clear goals, and continuous improvement.
Reflecting on past decades, we see significant changes in employee loyalty and retention. In the ’70s and ’80s, average job tenure was around 18 years, compared to today’s median of about four years. Employees were more loyal to their companies, often enjoying better pensions and fewer job search options without the internet. Long tenures were valued as a sign of career success. The expectation to stay with one company was stronger, and frequently changing jobs could be seen as unusual or even concerning. Today, it’s almost the opposite, with long tenures sometimes raising questions about adaptability—though this perception is flawed.
Companies today face challenges in retaining staff due to factors such as economic shifts, the rise of 401(k)s in place of traditional pensions, employee engagement and development, work environment, and social media fostering the belief that “the grass is greener on the other side.” Interestingly, recent research indicates that pay isn’t always the top reason employees leave; rather, they’re often motivated by factors that make work meaningful and engaging.
Successful organizations that retain staff long-term have adopted practices that focus on creating an inviting, flexible, and supportive work environment. Here’s what they’re doing:
- Creating an Inviting Work Environment: Companies invest in better workstations and add natural light. Employees often have options like stand-up desks or more relaxed seating arrangements. Such changes make the workspace enjoyable and productive.
- Continuous Development and Career Interest: Showing genuine interest in employees’ career advancement is crucial. When employees know the company cares about their growth, they feel motivated and loyal.
- Flexible Work Options: Allowing hybrid or remote work options, along with flexible schedules, supports work-life balance and meets personal needs.
- Involvement in Problem-Solving and Decision-Making: Including employees in meaningful projects, valuing their input, and giving them creative freedom boosts engagement. Allowing employees to test their ideas fosters a sense of ownership.
- Reduced Micromanagement: Trusting employees to manage their responsibilities independently can boost satisfaction and productivity.
- Providing a Comprehensive Benefits Package: A well-rounded benefits package tailored to employees’ needs goes a long way in increasing job satisfaction and retention.
One approach that aligns with these practices is introducing Lean principles to employees, demonstrating how these can bring clarity and improvement to their work and daily lives. Lean principles encourage efficiency, reduce waste, and foster a culture of continuous improvement. By teaching employees Lean methodologies, we provide them with a toolkit for tackling problems systematically and improving processes in ways that make their work easier and more meaningful. This can have lasting effects beyond the workplace, as Lean’s focus on organized, efficient workflows can also help employees manage personal tasks and goals more effectively.
Key Lean tools like 5S, continuous improvement (Kaizen), and problem-solving frameworks (like A3 or the PDCA cycle) give employees a structured approach to managing their work. For example:
- 5S (Sort, Set in order, Shine, Standardize, Sustain): This methodology teaches employees how to organize their workspace effectively, which can translate to better organization in their personal lives as well. An organized environment reduces stress and allows them to focus on their tasks, making work smoother and more enjoyable.
- Kaizen (Continuous Improvement): Kaizen encourages employees to make small, incremental improvements continuously. By embracing this principle, they learn to approach challenges with a growth mindset, seeking improvement and efficiency in all areas.
- PDCA Cycle (Plan-Do-Check-Act): This problem-solving tool helps employees approach issues logically and systematically. Learning to solve problems this way can empower them to manage projects at work and at home more effectively.
Developing staff and helping them reach the next level in their careers is something close to my heart. When employees see Lean principles making a difference in their work and lives, they are more likely to feel engaged and committed. This is similar to how my mentors helped me advance by sharing valuable knowledge and tools, shaping my career path, and giving me confidence to progress. I’m deeply grateful to those individuals, who remain heroes in my eyes. Young professionals, in particular, benefit from such guidance to navigate early career challenges.
To help others succeed, we can create individualized growth plans, implement mentorship programs, and provide Lean training that aligns with both work and personal goals. By showing genuine interest in their development, recognizing achievements, supporting work-life balance, and acting on feedback, we can create a work environment that retains and empowers employees. In this way, Lean principles not only contribute to a successful organization but also to more fulfilled, capable individuals.
The post Building Loyalty and Empowering Growth: How Lean Principles and Genuine Mentorship Drive Employee Retention appeared first on Gemba Academy.
This week’s guest is Annette Johnston. Ron and Annette discussed project management, the role project managers play in decision making, what habits a good project manager should have, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Annette likes (3:02) * Her background (4:47) * What a technical project plan is (7:45) * What we can do to keep a project on track (10:23) * The role project managers play in go or no-go decision making (14:40) * What makes a project with compliance different (17:41) * Habits and behaviors a project manager should have (22:47)
Podcast Resources Right Click to Download this Podcast as an MP3 * Annette on LinkedIn * Annette’s Website*
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What Do You Think?What makes a project manager a good project manager?
The post GA 553 | The Art of Project Management with Annette Johnston appeared first on Gemba Academy.
This week’s guest is Bill Krolicki. Ron and Bill discussed data analytics, automation, the PDCA cycle, knowing if you’re winning or losing, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Bill likes (3:25) * His background (3:44) * What data analytics means (4:55) * A Pareto example (7:20) * Working with machines and automation (10:36) * Making issues visible (14:01) * Measuring input well (18:44) * Reducing administrative burden (20:27) * Removing obstacles (22:03) * Practical tips for managers (24:13)
Podcast Resources Right Click to Download this Podcast as an MP3 * Bill on LinkedIn*
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What Do You Think?What data analytics tools do you use? Why those ones?
The post GA 552 | Identifying the Real Problems with Bill Krolicki appeared first on Gemba Academy.
This week’s guest is Grace Gavin. Ron and Grace discussed the importance of open and honest communication, what it means to truly listen, the obstacles that get in our way, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Grace likes (3:36) * Her background (4:22) * Accountability versus open and honest communication (7:10) * What else Grace has observed (14:46) * Fake You versus The Wall (17:33) * The obstacles that get in our way (23:35) * Communicating on social media and “keyboard warriors” (29:52) * Knowing where you are and are not open and honest (33:58)
Podcast Resources Right Click to Download this Podcast as an MP3 * Know Honesty * Know Honesty Assessment * Know Honesty Book * Grace on LinkedIn*
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What Do You Think?What does “knowing honesty” mean to you?
The post GA 551 | Knowing Honesty and Listening to Understand with Grace Gavin appeared first on Gemba Academy.
This week’s guest is Garrett Delph. Ron and Garrett discussed Garrett’s company Clarity Ops, his take on continuous improvement, what it means to be emotionally neutral, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Garrett’s favorite quote (3:53) * His background (4:23) * How he uses continuous improvement (7:40) * What Garrett looks at when he is assessing a client (8:50) * How Garrett approaches the “people” side (12:53) * Other indicators of areas that need improvement (18:03) * What Garrett does when the market is the issue (19:50) * Practical tips for becoming more efficient (22:20) * What “emotionally neutral” means (27:18)
Podcast Resources Right Click to Download this Podcast as an MP3 * Clarity Ops * Clarity Ops Blog * Garrett on LinkedIn * Garrett on Medium * Nexa 360*
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What Do You Think?Do you use a slightly less traditional version of continuous improvement that isn’t lean or Six Sigma?
The post GA 550 | Assessing and Improving an Organization’s Culture with Garrett Delph appeared first on Gemba Academy.
Business planning. Working with youth who have been volunteers for a non-profit organization for several years, I’ve observed the challenges they face in their personal and professional development. Many struggle with organization, staying focused, and overcoming obstacles. Through my experiences, I’ve learned that helping them address these struggles can unlock their potential and set them on a path to success.
Here are five key lessons I’ve learned while working with these youth:
- The Importance of OrganizationOne of the most common challenges youth face is staying organized. Whether it’s managing their schoolwork or handling day-to-day tasks, organization is a skill that is often overlooked in traditional education. Schools are great at assigning work, but many fail to teach students how to prioritize, execute, and sustain their progress over time.
When I was asked to provide training for a group of young people in my community, my first focus was teaching them how to organize their workspace and tasks using the 5S methodology—a system widely used in Japanese schools to maintain efficiency and organization. By learning how to sort, set in order, shine, standardize, and sustain, these youth not only organized their environment but also created a foundation for better time management and productivity.
- Avoiding Distractions in a Digital AgeIn today’s world, distractions are everywhere, and for many youth, smartphones are the biggest culprit. Social media notifications, constant messaging, and endless apps create a cycle of distraction that can be hard to break. I see it with my own children, who, like many others, struggle to put their phones down.
Rather than banning phones entirely, I teach them to manage these distractions. For instance, when my daughter was struggling to focus on her schoolwork, I suggested she leave her phone in another room during homework time. After just one week, she saw a noticeable improvement in her focus and grades.
The key is teaching youth that discipline and balance are essential, not just in managing technology but in all aspects of life.
- Solving Problems and Overcoming ObstaclesLife is full of challenges, and youth often look for quick solutions. However, problem-solving requires a structured approach. I introduce them to the concept of Kata, a method of setting clear, measurable goals and taking incremental steps toward achieving them.
For example, when my child faced difficulties adjusting to online learning during the pandemic, we used this method to break down the challenges and identify steps to overcome them. By setting small, achievable goals and addressing obstacles one at a time, they regained confidence and improved their performance.
- Executing Projects with a PlanMany youth struggle to complete projects because they lack the right tools and teaching. One simple yet effective tool I introduced to my kids is personal Kanban. By organizing tasks into three categories—To Do, Doing, and Done—they can visualize their progress and stay motivated.
During the COVID-19 pandemic, my son wanted to start a landscaping business at 14 years old. We used sticky notes to list all the tasks needed to launch his business. As he completed each task, he moved the note to the “Done” section, which gave him a sense of accomplishment. He was able to launch and run a successful business, learning the value of planning and follow-through in the process.
- Sustaining Improvements Through Good HabitsStarting a project is one thing, but sustaining it is another challenge. To help my son sustain his landscaping business, I encouraged him to establish good habits. After each workday, he would clean and maintain his equipment, ensuring it was ready for the next job. This practice not only kept his tools in good condition but also taught him the importance of preventive maintenance.
By instilling these habits, he learned the value of sustaining improvements—whether it’s in business, school, or personal life.
Conclusion: Building a Brighter Future for Our YouthWorking with youth has shown me how vital it is to provide them with the right tools and guidance. Whether it’s learning to stay organized, managing distractions, solving problems, or executing and sustaining projects, these skills are crucial for their success.
As leaders, educators, and community members, we must invest in youth development. By teaching them methodologies like 5S and Kanban, we give them the tools they need to navigate life’s challenges. Ultimately, helping our youth today means building a better tomorrow, where they can thrive and lead with confidence.
The post Creating Future Leaders: Essential Tools for Youth Organization and Growth appeared first on Gemba Academy.
This week’s guest is April Bell. Ron and April discussed how Jack Henry uses Toyota Kata, the power of making predictions, managing remote teams, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote April likes (3:17) * Her background (4:45) * About Jack Henry (6:46) * Their continuous improvement journey (7:31) * The concept of “first coach second coach” (11:29) * What a learner is working on (14:30) * Managing coaching sessions for a remote team (18:52) * The change management side (20:12) * Practical tips for getting started with scientific thinking/Toyota Kata (22:51) * April’s parting advice (31:26)
Podcast Resources Right Click to Download this Podcast as an MP3 * April on LinkedIn * GA 522 | Continuous Improvement at Jack Henry with April Bell*
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What Do You Think?Do you use Toyota Kata and/or scientific thinking? If you work remotely, what does that look like for you?
The post GA 549 | Toyota Kata at Jack Henry with April Bell appeared first on Gemba Academy.
This week’s guest is Dhana Hanumayya. Ron and Dhana discussed how Dhana uses continuous improvement and quality controls at home, the cause and effect matrix, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Dhana likes (2:43) * What Dhana is up to (4:54) * What it’s like having John Knotts as a coach (7:29) * Using quality tools in her daily life (8:09) * About the cause and effect matrix (18:08) * The first thing Dhana tried (20:05) * Advice for being successful using these tools (23:20)
Podcast Resources Right Click to Download this Podcast as an MP3 * Dhana on LinkedIn*
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What Do You Think?Do you use continuous improvement or quality controls at home?
The post GA 548 | Using Continuous Improvement in Your Daily Life with Dhana Hanumayya appeared first on Gemba Academy.
This week’s guest is Gregg Miner. Ron and Gregg discussed the difference between “doing” lean and “using” lean, how this applies to leaders, the true definition of lean, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Greg (2:23) * His background (5:07) * What it means to “do” lean (6:28) * What lean is (8:54) * Why people fall into the trap of “doing” lean (10:13) * Why it’s so important for leaders to know the difference (13:10) * How to “use” lean (19:06) * Why lean is more operationally focused (22:52)
Podcast Resources Right Click to Download this Podcast as an MP3 * Gregg on LinkedIn * GA 416 | JELD-WEN’s Lean Journey with Gregg Miner*
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What Do You Think?In your opinion, what’s the difference between “doing” lean and “using” lean?
The post GA 547 | Doing Lean vs. Using Lean with Gregg Miner appeared first on Gemba Academy.
In today’s leaner times, businesses are often forced to scrutinize their investments, and unfortunately, process improvement programs like quality initiatives are frequently among the first to be cut. These programs are often perceived as long-term solutions with benefits that take time to materialize, such as expense reductions or revenue increases.
Additionally, many improvement projects tend to yield more soft savings (improvements in efficiency, time, or productivity) than hard, tangible savings (direct cost reductions), making it difficult for businesses to justify these programs during periods of financial constraint.
However, cutting quality programs due to a lack of immediate benefit is short-sighted. The key to changing this perception is by developing a quicker, more agile approach to process improvement that accelerates the realization of business benefits.
There are three critical aspects to achieving this:
Better Problem Statement DevelopmentA well-defined problem statement is the foundation of effective process improvement. The traditional approach is often too broad or lacks focus, leading to drawn-out projects with unclear results. Many times, a poor problem statement will lead to a project being terminated before it’s actually finished.
Instead, businesses can benefit from using the Object, Defect, Impact (ODI) approach:
Object: Define the specific object or process that you want to improve.
Defect: Clearly articulate what is wrong or what needs to be fixed. This is done with quantified data, and what Gemba Academy refers to as a Primary Metric Chart.
Impact: Outline the measurable impact of the defect on the business (e.g., revenue loss, higher expenses). This shows the business value of the improvement and provides the “so what” answer to why these improvements are important.
By sharpening the focus on these elements, teams can quickly zero in on the key areas that will lead to quicker benefits.
Increased Data FrequencyWaiting for monthly or quarterly data to measure the success of a process improvement project slows everything down. To see benefits faster, teams should focus on increasing the frequency of data collection and analysis.
Whether it’s daily, hourly, or even in real-time, getting quick feedback on key performance indicators (KPIs) allows teams to make informed adjustments faster and realize the impact of their efforts sooner.
This increased data frequency makes it easier to spot trends, test solutions, and make iterative improvements without waiting weeks or months to know if a solution worked.
This is why Kaizen Events work so well – you have access to immediate data and can see the results of your efforts immediately.
Focus on Root Cause (80/20 Rule)The Pareto Principle, or 80/20 rule, is a time-tested approach to prioritizing process improvements. Typically, 80% of the issues come from 20% of the causes. Focusing improvement efforts on identifying and addressing these key areas provides the quickest path to measurable benefits.
Using root cause analysis to determine the “what” and “where” of the most significant process issues allows teams to focus their efforts on the areas that will yield the biggest and fastest gains. This targeted approach helps businesses avoid spreading resources too thinly across less impactful issues.
Bottom LineIn order to adopt a more agile and focused approach to process improvement, focus on three things: better problem statements, faster frequency of data, and selecting one root cause at a time.
Businesses can accelerate their path to tangible benefits and process improvement practitioner will quickly demonstrate their value. This quickly demonstrates the relevancy of quality improvement.
Protect your quality initiatives from being sidelined during challenging financial times and ensure process improvements continue to drive value, even in the short term.
The post Agile Process Improvement Efforts appeared first on Gemba Academy.
This week’s guest is Alfonso Aramburo. Ron and Alfonso discussed Alfonso’s experiences with turnarounds, leadership styles, balancing financial restructuring and operational excellence, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that Alfonso likes (3:22) * His background (4:20) * How he helps organizations turn things around (7:34) * What his role was (13:56) * Balancing financial restructuring with operation excellence (14:26) * The role that lean can and can’t play in turnarounds (18:07) * What Alfonso has seen from leaders (20:32) * What he would change about his career and what he’s proud of (23:40)
Podcast Resources Right Click to Download this Podcast as an MP3 * Alfonso on LinkedIn*
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What Do You Think?Have you witnessed or experienced an organization execute a turnaround? Describe it.
The post GA 546 | Navigating Business Turnarounds with Alfonso Aramburo appeared first on Gemba Academy.
A common misconception is equating 5S workplace organization with simple housekeeping, but the two serve distinct purposes.
5S is a structured system designed to enhance operational efficiency by focusing on organization, standardization, and continuous improvement. It involves the entire workforce in creating and maintaining a system that optimizes the workspace for better productivity and flow.
Housekeeping, on the other hand, is about maintaining cleanliness and order through routine tasks, typically without a structured system or wide team involvement.
While both contribute to a safer and more organized environment, it’s essential to recognize that tidying up alone doesn’t mean you’ve implemented 5S.
A deep understanding of this difference is key to driving long-term efficiency and safety improvements.
I recall working on a project in an office environment where the team took pride in keeping things clean and organized. My role was to help them improve operational efficiency.
After teaching the team, including the director, the principles of 5S, we saw efficiency improve by nearly 50%.
Every file, whether physical or digital, was systematically organized, labeled, and placed at the point of use. Files in the process were marked accordingly, and completed ones were stored based on departmental policies.
A director’s associate shared how, before 5S, it was difficult to find the right files when the director was unavailable—even though the office was always tidy.
Initially, the team thought 5S was unnecessary because they had already kept a clean office. However, they recognized its value after learning how a 5S system works—with everything labeled, color-coded, and placed for easy access.
The transformation didn’t stop with physical spaces. The team used tools like SharePoint, OneDrive, and OnBase to organize electronic files, making them easily accessible in under 5 seconds.
These tools were already available, but it was the structure of 5S that made them truly effective.
To sustain these improvements, the team implemented regular audits and Gemba walks, ensuring continued organization and efficiency across all areas.
In this particular case, we see how this team recognized the difference between 5S workplace organization and housekeeping. Just doing good, regular housekeeping did not improve efficiency. This team needs a system that will help them create a better structure for retrieving physical or electronic files.
The post Understanding the Difference Between 5S Workplace Organization and Housekeeping appeared first on Gemba Academy.
This week’s guest is Fabrice Desmarescaux. Ron and Fabrice discussed Fabrice’s journey towards professional fulfillment and how he helps others find purpose in their life’s work. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes Fabrice likes (4:32) * His background (6:04) * How Fabrice discovered he felt unfulfilled (9:27) * What’s contributing to this crisis (13:21) * Encouraging others to tap into their purpose (16:58) * Finding value and fulfillment (22:04) * About his book The Art of Retreats (27:05) * Embracing silence (29:50) * Being kind to yourself (34:56) * Being patient with the transformation (36:01)
Podcast Resources Right Click to Download this Podcast as an MP3 * Fabrice on LinkedIn * The Art of Retreats * Drive by Daniel Pink * Fabrice’s Website*
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What Do You Think?How do you find purpose in your work?
The post GA 545 | Combining Performance and Purpose with Fabrice Desmarescaux appeared first on Gemba Academy.
This week’s guest is Alen Ganic. Ron and Alen, a Senior Lean and Six Sigma Coach at Gemba Academy, discussed the definitions of flow efficiency and resource efficiency, what differentiates them, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Alen’s favorite quote (2:29) * His background (4:02) * What Alen means by “flow” (6:46) * The definition of Flow Efficiency and Resource Efficiency (9:24) * A paint booth example (16:17) * The key things that differentiate Flow Efficiency and Resource Efficiency (19:30) * Advice for someone who is just getting started (26:09)
Podcast Resources Right Click to Download this Podcast as an MP3 * Alen on LinkedIn * GA 067 | Lean Dentistry with Dr. Sami Bahri, DDS * GA 521 | Celebrating Quick Wins with Alen Ganic*
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What Do You Think?Which one should be prioritized, flow efficiency or resource efficiency?
The post GA 544 | Flow Efficiency vs. Resource Efficiency with Alen Ganic appeared first on Gemba Academy.
I went for a 2-mile run with my 13-year-old son yesterday. I do quite a bit of cardio work several times a week, but I rarely run, so I was curious about how I’d do.
I’m happy to report it went quite well. Both of us made it through with little struggle. That said, towards the end of the run, there was a pretty massive hill we had to climb. I was starting to get a bit winded, and when I saw the hill, I thought walking up it might become necessary.
But as we approached it, I quickly thought “scientifically” and stopped looking at the hill. Instead, I looked a foot or so in front of me and no further. Of course, I did keep my peripheral vision working so we didn’t get run over by cars, but the majority of my attention was right in front of me.
I basically set micro-goals that could be accomplished with a couple of strides. The hill was still there, but honestly, I didn’t “see” it. After 30 seconds or so, I realized we had made it to the top, and it wasn’t nearly as bad as I thought it would be.
It was a beautiful reminder of how powerful setting short micro-goals—or what we Toyota Kata practitioners often call target conditions—can be for overcoming difficult tasks or situations.
So the next time you’re faced with a difficult challenge that feels like it could quickly overwhelm you, stop looking at the “hill.” Instead, stay focused on what can be accomplished in a short amount of time. Rinse and repeat, and before you know it, you will reach the top!
The post How Micro-Goals Helped Me Conquer a Hill (And Can Help You Too) appeared first on Gemba Academy.
This week’s guest is Adam Lawrence. Ron and Adam discussed the Wheel of Sustainability, how it plays into a kaizen event, and how improv can also be a powerful tool in a rapid improvement context. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * His favorite quote (3:45) * His background (5:35) * The Wheel of Sustainability (6:11) * The intention behind the placement (11:39) * Whether some are more important than others (12:36) * How the Wheel of Sustainability plays into a rapid improvement event (15:20) * Using improv during these events (17:10) * The future of the lean and continuous improvement movement (27:37) * Some upcoming conferences Adam will be speaking at (29:46)
Podcast Resources Right Click to Download this Podcast as an MP3 * Wheel of Sustainability PDF * The Wheel of Sustainability on Amazon * Adam’s Past Gemba Academy Episodes * Adam on LinkedIn * Adam’s Website*
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What Do You Think?What is your initial reaction to the idea of improv being used in a kaizen event?
The post GA 543 | Using Improv in Kaizen Events with Adam Lawrence appeared first on Gemba Academy.
Last week, during a Gemba Academy Lean Bootcamp, Ron Pereira talked about “keeping the line wet” when teaching. This was a new term to me, but I found it to be an important term.
“Keep the line wet” is a phrase often used by anglers and fishermen, meaning to keep fishing continuously or to stay active in the pursuit of catching fish. The idea is that the more your fishing line is in the water, the better your chances of catching something. Metaphorically, it can be applied to other activities, suggesting that one should keep working or stay engaged in their efforts to achieve a goal.
In a manufacturing context, “keep the line wet” typically means to keep the production line running continuously, avoiding downtime or delays. It emphasizes the importance of maintaining a steady flow of operations, ensuring that machines and processes are always active to maximize productivity and efficiency. Just as in fishing, where keeping the line in the water increases the chances of success, in manufacturing, keeping the production line moving minimizes waste, reduces costs, and increases output.
“Keeping the line wet” in the context of manufacturing and one-piece flow can include ensuring that at least one instance of your product is completed before the production line goes on a break.
In one-piece flow, the goal is to move a single product through each step of the production process without interruption, rather than processing batches of products at each stage. To “keep the line wet” in this context means to maintain continuous movement and avoid stoppages.
Therefore, before taking a break, it’s important to ensure that a product completes its journey through the line so there’s no interruption in the flow. This minimizes the risk of bottlenecks and ensures that the line can resume smoothly after the break. It also helps to maintain efficiency and reduce the time wasted in restarting the production process after an interruption.
Keeping the line wet in manufacturing is crucial for several reasons:
- Maximizing Efficiency: Continuous operation of the production line ensures that the manufacturing process runs at optimal efficiency. Stopping and starting the line can introduce inefficiencies, such as time lost in restarting machines, reorienting workers, or recalibrating processes.
- Reducing Downtime: Frequent stops in production can lead to increased downtime, which is costly. Keeping the line wet helps minimize unplanned interruptions, ensuring that production targets are met and resources are used effectively.
- Improving Throughput: A production line that runs continuously can produce more units in a given period. This increases overall throughput, which is essential for meeting demand, fulfilling orders on time, and maximizing revenue.
- Maintaining Product Quality: Consistent operation helps maintain uniform product quality. Interruptions can lead to variations in process conditions (e.g., temperature, pressure), which may affect the final product’s quality. Continuous flow helps ensure that every product meets the same quality standards.
- Reducing Waste: Stopping the line can result in material waste, especially if materials need to be discarded due to process interruptions. Keeping the line wet helps reduce material waste, improving overall resource efficiency.
- Enhancing Worker Productivity: Workers tend to be more productive when they are engaged in a continuous flow of work. Frequent stops can disrupt focus and rhythm, leading to lower productivity. A steady workflow helps maintain high levels of worker engagement and productivity.
- Meeting Customer Demand: Continuous production helps ensure that products are available when customers need them. This is particularly important in industries with tight delivery schedules or where delays could result in lost sales or customer dissatisfaction.
- Lowering Costs: By keeping the line wet, manufacturers can lower operational costs associated with energy consumption, equipment wear and tear, and labor. For instance, machines operating continuously may consume less energy overall compared to frequent stops and starts, which often require more power to ramp back up.
- Enabling Predictable Output: Consistent operation leads to predictable output levels, which is important for planning and scheduling. It allows better coordination with downstream processes, such as packaging, shipping, and inventory management.
- Supporting Continuous Improvement: Continuous operation allows for better data collection on process performance. This data can be used to identify areas for improvement, optimize processes, and implement lean manufacturing principles more effectively.
To “keep the line wet” in manufacturing, you need to ensure that the production line operates continuously and efficiently with minimal downtime. Here are some strategies to achieve this:
- Preventive Maintenance: Regularly schedule maintenance checks to prevent unexpected machine breakdowns. This includes lubricating parts, replacing worn components, and ensuring all equipment is functioning correctly.
- Efficient Workflow Design: Design the production line to minimize bottlenecks. Ensure that each step in the process flows smoothly into the next, with minimal waiting times between stages.
- Inventory Management: Maintain an adequate inventory of raw materials and components to avoid production halts due to shortages. Implement just-in-time (JIT) inventory systems to keep supplies flowing in sync with production needs.
- Skilled Workforce: Ensure that your workers are well-trained and capable of handling different tasks. Cross-training employees can help fill gaps when someone is absent or when the workload shifts.
- Automation: Use automation and robotics to handle repetitive tasks, which can increase speed and consistency, reducing the risk of human error that could cause delays.
- Real-Time Monitoring: Implement real-time monitoring systems that provide instant feedback on production status. This allows for quick identification and resolution of issues that could disrupt the line.
- Quality Control: Integrate quality checks at various stages of production to catch defects early. This prevents the need to stop the line for rework or adjustments later in the process.
- Lean Manufacturing Principles: Adopt lean manufacturing principles to eliminate waste, streamline processes, and improve overall efficiency. This can include practices like 5S (Sort, Set in order, Shine, Standardize, Sustain) and Kaizen (continuous improvement).
- Effective Communication: Ensure clear communication between all departments (e.g., production, maintenance, quality control, and supply chain). Quick information flow helps in addressing potential issues before they impact the production line.
- Flexible Scheduling: Use flexible shift patterns or on-call teams to address sudden increases in demand or unforeseen disruptions, keeping the production line moving.
Keeping the line wet is vital for maintaining a smooth, efficient, and cost-effective manufacturing process. It helps ensure that production goals are met while maintaining high quality, minimizing waste, and keeping costs under control. By implementing these strategies, you can effectively “keep the line wet” in a manufacturing context, maintaining continuous production and maximizing efficiency.
The post Are You Keeping The Line Wet? appeared first on Gemba Academy.
This week’s guest is Ron Crabtree. The two Rons discussed the concept of digital transformation, or digitization, including what it entails, how to navigate these transformations, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Ron likes (2:54) * His background (3:22) * What a digital transformation or “digitization” means (7:47) * An anecdote about a decal manufacturer (11:31) * Ron’s thoughts on where to start (13:15) * The three things to think about first (20:14) * His parting thoughts (24:50)
Podcast Resources Right Click to Download this Podcast as an MP3 * Gemba Academy Live Events * Ron on LinkedIn * MetaExperts * MetaPod*
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What Do You Think?What does digitization look like to you?
The post GA 542 | The Digitization of Work with Ron Crabtree appeared first on Gemba Academy.
This week’s guest is Ron Pereira. Ron introduced the Gemba Academy School of Leadership and shared the audio from some of this exciting new content. Be sure to check the show notes to watch the video versions. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Change Management (1:49) * Leading Teams (7:58) * Adaptive Leadership (14:57) * Facilitation (21:15)
Podcast Resources Right Click to Download this Podcast as an MP3 * What Is Change Management? * What Is a High-Performance Team? * Getting Started with Adaptive Leadership * What Is Facilitation?*
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What Do You Think?Which of these four leadership concepts resonates with you the most?
The post GA 541 | The Gemba Academy School of Leadership with Ron Pereira appeared first on Gemba Academy.
In the business world, it’s easy to get caught up in maximizing the use of resources, especially after significant financial investments. Often, we might acquire the latest tools simply because they are highly recommended or because they promise to enhance productivity. Once that decision is made, our primary concern shifts to achieving a quick return on investment (ROI).
I recall a situation from many years ago where a company decided to invest in a state-of-the-art welding robot to handle small oil tanks. The owner was convinced that this robot would replace an employee, operate 24/7 without the need for breaks, and provide more consistent results than a human welder.
After spending over a million dollars on the robot, the owner was determined to make the most of it. Before the robot’s introduction, the tanks were hand-welded by skilled workers, and the company’s quality metrics were impressive. The quality of work consistently exceeded 90%, and on-time delivery was nearly perfect every month. The company also enjoyed low employee turnover, a testament to its strong commitment to its workforce and its excellent reputation in the industry.
The ShiftHowever, after this significant investment, the owner’s focus shifted entirely to utilizing the robot to its fullest capacity in order to recoup the investment quickly. This decision led to several unforeseen challenges.
Firstly, no one in the company was adequately trained to operate or maintain the robot, resulting in frequent downtime and inconsistent performance. Consequently, the company started missing delivery deadlines—something that had never happened before. The on-time delivery rate plummeted to between 65% and 75%. Even worse, customers began reporting that the tanks were leaking, and they demanded that all future shipments undergo 100% inspection before delivery.
To meet this demand, the company had to establish a “hold area” and hire additional staff for quality control, further increasing operational costs. Employees were also required to work overtime to repair defective tanks, significantly cutting into the company’s profitability.
The Cost of Focusing Solely on Resource EfficiencyAs the issues mounted, the company’s focus on resource efficiency led to even more complications. To make the robot more efficient, the owner switched from a one-piece flow to batching production. This shift was supposed to reduce setup times for the robot, but it instead created bottlenecks. An inspector was stationed at the end of the production line to catch defects, and a full-time maintenance crew was hired to keep the robot running.
Despite these measures, some defective tanks still made it to customers, damaging the company’s reputation. Frustrated customers began threatening to take their business elsewhere unless the company could restore the high-quality standards they were accustomed to.
Realizing the gravity of the situation, the owner decided to revert to the original manual welding process and put the robot on hold. Almost immediately, quality improved, and the additional operational costs were eliminated.
Lessons LearnedThis experience taught the owner and the team several important lessons:
- Avoid Chasing the Shiny Object: Just because a tool is new and highly recommended doesn’t mean it’s the right fit for your business.
- Understand the Problem Before Investing: Before making a significant investment, ensure you clearly understand the problem you’re trying to solve and whether the tool can effectively address it.
- Start Small and Develop Expertise: Rather than diving in headfirst, start with small-scale implementations and ensure your team is well-trained.
- Batching Can Backfire: Switching to batching to maximize resource efficiency can lead to increased costs, inventory, and operational waste, as well as a decline in product quality.
- Prioritize Customer Satisfaction: Ultimately, the goal should be to provide 100% quality and on-time delivery, even if it means sacrificing some resource efficiency.
ConclusionThis case study illustrates the dangers of prioritizing resource efficiency over customer satisfaction. While tools like robots can be valuable, they should only be used when there is a clear need and the capability to solve a specific problem. Focusing solely on ROI and resource efficiency can tempt businesses into practices like batching, which often leads to increased costs and reduced quality. The key takeaway is to always keep customer satisfaction at the forefront of your operations.
The post How to Shift from Resource Focus to Customer Focus appeared first on Gemba Academy.
This week’s guest is Chris Fuzie. Ron and Chris discussed Chris’s books, liminal space, tessellation, leadership, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Chris likes (3:22) * His background (4:23) * About liminal space and leadership (12:08) * Optimizing the liminal space (14:07) * Giving and receiving feedback (17:29) * Chris’s insights on how leadership is evolving (18:30) * About tessellation and leadership behaviors (23:07) * Why it makes companies more efficient (32:14) * How Chris thinks liminal space and tessellation work together (34:01)
Podcast Resources Right Click to Download this Podcast as an MP3 * Chris’s Website * Because…Why?: Understanding Behavior in Exigencies * S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior * Liminal Space: Reshaping Leadership and Followership * Chris on LinkedIn * Chris on X * Chris on Facebook*
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What Do You Think?Have you heard of liminal space and tessellation before? In what context?
The post GA 540 | The Space Between Leading and Following with Chris Fuzie appeared first on Gemba Academy.
I was asked a question that I had never been asked before: “Why Sigma: Why is only Sigma in Lean Six Sigma Yellow and Green & Black belt? Why not use Alpha, etc…?”
Honestly, no one had ever asked me that question before. So, I did some research and thought I would share it on a Gemba Academy blog.
Why Sigma?The choice of “Sigma” in the Six Sigma program is rooted in its statistical significance rather than its position in the Greek alphabet. Sigma (σ) is a statistical term that represents the standard deviation of a process or set of data. Standard deviation measures the amount of variation or dispersion from the mean (average). In the context of Six Sigma, a high sigma value means a large variation, while a low sigma value indicates that data points are closely clustered around the mean.
The Six Sigma methodology aims to improve processes by reducing variation and defects. By focusing on Sigma, the program emphasizes the importance of achieving consistent, high-quality outputs. A process that operates at “Six Sigma” quality produces only 3.4 defects per million opportunities, indicating an extremely high level of performance. Using Sigma provides a precise, quantitative measure of process capability and quality. This precision allows businesses to set clear, measurable goals for improvement and to track progress objectively.
Sigma is a universally recognized symbol in statistics and quality control. Its use in Six Sigma leverages this broad recognition and the established body of knowledge around statistical process control. Motorola popularized the term “Six Sigma” in the 1980s as part of its quality improvement initiatives. The choice of Sigma aligns with its focus on statistical analysis and data-driven decision-making.Why Not Alpha, etc…?Choosing “Alpha” or another Greek letter would not have conveyed the same statistical meaning and precision as Sigma, making it less suitable for a program centered on reducing variation and improving quality through statistical methods. If the Six Sigma program had been named using “Alpha” instead of “Sigma,” the conceptual framework and focus of the methodology would likely be quite different. Alpha often denotes the level of significance in hypothesis testing, representing the probability of rejecting a true null hypothesis (Type I error). A methodology named “Six Alpha” might emphasize minimizing Type I errors in quality control and decision-making processes. The methodology might concentrate on improving decision accuracy and reducing false positives in process assessments. The goal could be to achieve a high level of confidence in quality control decisions.Instead of focusing on standard deviation and process variation, the metrics might involve confidence intervals, p-values, and other statistical measures associated with hypothesis testing and decision accuracy. The goals might include reducing the frequency of incorrect decisions about process quality or improvements and ensuring that processes are not incorrectly deemed to meet quality standards when they do not. The approach might involve more rigorous testing and validation of processes to ensure that any observed improvements are statistically significant and not due to random variation.Alpha-related Changes:* Training programs might focus on statistical hypothesis testing, confidence level assessments, and methods to reduce Type I and Type II errors (the latter representing the probability of not rejecting a false null hypothesis). * The DMAIC (Define, Measure, Analyze, Improve, Control) framework might be adjusted to incorporate steps specifically aimed at hypothesis testing and validation, such as formulating and testing hypotheses about process improvements. * The terminology would likely shift from terms like “defects” and “variation” to terms like “error rates” and “confidence levels.”
In summary, a quality improvement methodology based on “Alpha” would likely focus on the accuracy and reliability of decision-making within processes, rather than directly on reducing process variation and defects as in Six Sigma.
I hope this helps you in conveying this program statistically to people.
Aside from what we have across Gemba Academy, here are some helpful references that provide more detailed explanations and context for the points discussed above:
- “Introduction to Statistical Quality Control” by Douglas C. Montgomery. This textbook provides a comprehensive overview of statistical methods used in quality control, including Six Sigma.
- The American Society for Quality (ASQ) website offers resources and articles explaining Six Sigma principles: ASQ Six Sigma.
- “The Six Sigma Handbook” by Thomas Pyzdek and Paul Keller. This book is a key resource for understanding the Six Sigma methodology, metrics, and tools.
- Motorola Solutions’ historical context and application of Six Sigma: Motorola Six Sigma.
- “Statistics for Business and Economics” by Paul Newbold, William L. Carlson, and Betty Thorne. This textbook covers hypothesis testing, significance levels, and confidence intervals.
- Khan Academy’s resources on hypothesis testing: Khan Academy Hypothesis Testing.
- “Quality Control and Improvement” by Amitava Mitra. This book provides insights into quality control techniques, including statistical process control and hypothesis testing.
- NIST/SEMATECH e-Handbook of Statistical Methods, which covers various statistical methods and their applications in quality control: NIST/SEMATECH Handbook.
- “Lean Six Sigma: Combining Six Sigma Quality with Lean Speed” by Michael L. George. This book discusses Six Sigma training and certification.
- The International Association for Six Sigma Certification (IASSC) provides information on Six Sigma certification levels and training: IASSC.
The post Why Sigma? appeared first on Gemba Academy.
This week’s guest is Jacob Stoller. Ron and Jacob discussed Jacob’s upcoming book, “Productivity Reimagined,” what it means to be productive, what productivity looks like in different industries, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Jacob’s favorite quote (1:58) * Jacob’s background (3:30) * Why he wrote “Productivity Reimagined” (5:48) * His angle on productivity (8:48) * Some of the “ah-ha” moments (10:05) * Tips for those who don’t produce widgets (13:09) * Jacob’s advice (22:27)
Podcast Resources Right Click to Download this Podcast as an MP3 * Jacob on LinkedIn * Jacob’s Website * Pre-Order “Productivity Reimagined” on Amazon*
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What Do You Think?What does productivity look like to you?
The post GA 539 | Productivity Reimagined with Jacob Stoller appeared first on Gemba Academy.
This week’s guest is Nina Sossamon-Pogue. Ron and Nina discussed Nina’s gymnastic career, focusing on the process vs. successes, values like discipline, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Nina likes (2:46) * Her background (3:11) * About her gymnastics career (6:02) * Whether or not she regrets the sacrifices she made (8:38) * How she started thinking about life outside gymnastics (11:38) * About the “high achievers success cycle” (16:05) * Focusing on the process vs. the success cycle (20:42) * Perseverance vs. discipline (26:33) * About the “highs” (29:09)
Podcast Resources Right Click to Download this Podcast as an MP3 * Nina on LinkedIn * Nina on Instagram*
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What Do You Think?Can you relate to the High Achievers Success Cycle?
The post GA 538 | The High Achievers Success Cycle with Nina Sossamon-Pogue appeared first on Gemba Academy.
Embarking on your company’s continuous improvement journey can often be frustrating. This leads to the disheartening realization that your efforts seem ineffective.
In the pursuit of excellence, many companies embark on a journey of continuous improvement, hoping to achieve lasting transformation. However, despite dedicated efforts, real fundamental change often remains elusive. The issue lies not in the efforts themselves but in the underlying approach.
Typical JourneyLet me share the typical lifecycle of a company’s continuous improvement journey:
Step 1. Someone attended continuous improvement training (and possibly certification). Then, they implemented a project, applying what they learned. The project saw some success. However, nothing changed in the company.
Frustrated, the company says continuous improvement is a failure!
Step 2. The company sends several people to training (and possibly certification). They, for the most part, applied what they learned and implemented projects. More success was seen as a result of the projects. However, still, nothing changed in the company.
Even more frustrated, the company is nearly convinced that continuous improvement is a failure!
Step 3. Determined this time to make continuous improvement work, a program was stood up to manage the effort and track results. A director of continuous improvement was hired. A team was established and they were all sent to training (and possibly certification). They ran out and started implementing process improvement efforts and saw success — not always, but enough. However, nothing changed in the company.
This stuff doesn’t work!!!
Why?
True continuous improvement transcends isolated initiatives; it demands a cultural shift that permeates every aspect of the organization. Without fundamentally changing the mindset and daily behaviors of employees, no amount of training or project success can bring about genuine, sustainable progress. Continuous improvement is not a project, a host of projects, or even a program. It is a culture! If you do not change the way people think and behave every day, then nothing changes in the company. The fundamental reason for this failure is the misconception that continuous improvement is merely a series of projects or programs. In reality, continuous improvement is a way of doing business. Without changing this, no genuine transformation can occur within the company — nothing changes.
So, how do we change the culture if it is not through projects and programs?
Proposed JourneyHere’s a different lifecycle to consider:
Step 1. Assess The Culture: Start by assessing your current culture. Examine the behaviors that are occurring. These represent your existing values. If you have taken the time to establish values for your company, then bump these behaviors against what behaviors you currently desire — how do you rate? If there’s a mismatch, then you need to fix this first. If there are existing behaviors that you do not want in your company, then identify what values you desire and work to change appropriate behaviors to match these values.
Step 2. Set The Value: If continuous improvement is important to your company, then make it a value — Continuous Improvement. Identify the behaviors you expect all employees to display associated with that value. Consider watching Gemba Academy’s course on a Culture of Kaizen to generate ideas. Below are five examples:
- Employees consistently seek opportunities for learning and development, embracing new skills and knowledge that can enhance their performance.
- There is a proactive approach to identifying and solving problems, with individuals taking the initiative to address issues before they escalate.
- Collaboration and teamwork are emphasized, as sharing ideas and working together often lead to more innovative solutions.
- There is a strong focus on measuring and analyzing performance, using data and feedback to drive improvements.
- Openness and adaptability are cultivated, where employees are encouraged to embrace change and continuously look for ways to optimize processes and outcomes.
Step 3. Enable The Culture: It is great to desire certain behaviors, create a value of continuous improvement, and inform everyone of your expectations. But are your people capable of delivering on these expectations? Have you provided them with the knowledge and ability to live up to your expectations? To better understand how to drive a culture of continuous improvement, consider watching Gemba Academy’s courses on How to Get Executive Buy-in for Lean Initiatives, Creative Tension, and Change Management to understand more about what work this takes. Enabling the culture requires three very specific things.
Education and Development: Offer in-depth training programs that cover the principles and practices of continuous improvement methodologies such as Lean and/or Six Sigma. Ensure employees understand the tools and techniques available to them. Encourage a culture of continuous learning by providing access to resources, workshops, and seminars. Promote the importance of ongoing education and skill development. Gemba Academy provides structural courses on How to Use the 90-day Lean Roadmap and how to Create a Lean Learning Path. It is best to establish a competency model and define what people should know from onboarding to the highest levels of the company. Starting out, Gemba Academy recommends Introductory Topics (Lean), Introduction to Six Sigma, 5S, and Seven Deadly Wastes. If your company and its employees lack access to all the training needed, consider obtaining access to Gemba Academy’s Video Library. If you want comprehensive training and certification in Lean and Lean Six Sigma, review Gemba Academy’s premier Certification Programs.
Empower Employees: The biggest challenge to a culture of continuous improvement is to expect and train, but then not allow your employees to implement what you expect. Give your employees the authority and autonomy to identify and solve problems. If they are constantly bringing identified problems to their supervisors and managers, then they do not feel like they are empowered to make improvements by themselves. Encourage them to take the initiative and make decisions that can lead to process improvements, if you let it happen. If you want to see what this looks like, watch Gemba Academy’s Gemba Live videos on In The Ditch and Fastcap. Also, consider reading Paul Aker’s book, 2 Second Lean. Encourage experimentation and the testing of new ideas without fear of failure. Recognize that not all initiatives will succeed, but each attempt provides valuable learning experiences.
Accountability: Set clear and achievable goals and expectations for continuous improvement in your company. Use transparent data and metrics to track progress, celebrate successes, and ensure that efforts are aligned with organizational objectives. Establish regular feedback loops where employees can share their insights and experiences. Use this feedback to refine your efforts and recognize contributions.
Step 4. Model The Change: Do you want your culture to fail? Tell people what to do, but do not do it yourself! Lead by example — as leaders of your company, it is your job to openly and continuously demonstrate a commitment to continuous improvement. Leaders should actively participate in training, support improvement initiatives, and model the behaviors they wish to see in their teams. From the owner, president, or CEO down, if you are not doing it, then your people will not live the culture.
You have the ability to flip the script on your continuous improvement journey. What is holding you back?
The post A Company’s Continuous Improvement Journey appeared first on Gemba Academy.
This week’s guest is Gary Cihak. Ron and Gary discussed what it takes to build a Lean and Six Sigma program, the Job Instruction component of TWI, why 5S isn’t just a series of chores, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Gary likes (2:20) * His background and what he’s up to these days (3:04) * The early phases and building blocks (5:27) * His experience with the Job Instruction component of TWI (6:06) * Viewing 5S as more than just a chore (8:18) * What Gary is most proud of (13:16) * Practical tips for someone new to continuous improvement (15:29) * When Gary first “saw the light” (17:11) * Advice for when continuous improvement feels like a grind (18:16)
Podcast Resources Right Click to Download this Podcast as an MP3 * Northern Illinois Food Bank * Gary on LinkedIn*
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What Do You Think?What has your experience been with either building or participating in a new Lean and/or Six Sigma initiative?
The post GA 537 | Standing Up a Lean and Six Sigma Program with Gary Cihak appeared first on Gemba Academy.
This week’s guest is Jessper Maquindang. Ron and Jessper discussed in-person, hybrid, and remote workplaces, how those choices affect company culture, what “belonging” means, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Jessper likes (3:16) * His background (4:07) * What influenced him to become a leader (5:52) * His approach to personality assessments (7:14) * What Jessper has seen as far as remote vs. hybrid working (11:43) * Building a company culture remotely (13:54) * How leaders are changing (16:29) * What a “sense of belonging” means (18:17) * Balancing the reality of for-profit business with finding your purpose (23:33) * Why change is difficult to implement (25:02) * Discovering and seeing the benefits (29:49) * An inspiring mathematical equation (30:51)
Podcast Resources Right Click to Download this Podcast as an MP3 * Jessper on LinkedIn * Jessper’s Website*
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What Do You Think?In your opinion, how does having a remote team affect company culture?
The post GA 536 | Building a Company Culture in the Age of Remote Work with Jessper Maquindang appeared first on Gemba Academy.
This week’s guest is Evan Unger. Ron and Evan discussed what often goes wrong in meetings, especially high-stakes meetings, as well as practical tips for making meetings successful. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Evan likes (2:03) * His background (2:39) * What Evan sees is going wrong with meetings (6:52) * Knowing your “Why?” (9:50) * The role of facilitation skills (10:34) * The role of the personality of the leader (12:30) * Examples of organizations that do it well (13:51) * Practical tips for getting better (15:23) * Advice for practitioners (18:50)
Podcast Resources Right Click to Download this Podcast as an MP3 * Evan on LinkedIn * Evan on Schwartz + Associates*
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What Do You Think?What is your take on meetings? What makes them successful?
The post GA 535 | Transforming Meetings with Evan Unger appeared first on Gemba Academy.
This week’s guest is Ricky Shoop. Ron and Ricky discussed the concept of magnanimity, what it means to be a magnanimous leader, examples of magnanimous historical figures, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Ricky likes (3:01) * His background and goals (4:20) * What magnanimity is (6:07) * How it relates to harmony, integrity, etc (9:40) * An example of someone demonstrating magnanimity (13:54) * What it means to be winsome (16:35) * How to culture a mindset of magnanimity when things are hard (18:44) * Whether a business can be magnanimous (26:11) * Humility and magnanimity (32:57) * Examples of magnanimous historical figures (36:05) * Final words of wisdom (41:45)
Podcast Resources Right Click to Download this Podcast as an MP3 * Lumin Counseling*
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What Do You Think?What does being magnanimous look like to you?
The post GA 534 | Leadership and The Virtue of Magnanimity with Ricky Shoop appeared first on Gemba Academy.
Are you ready to elevate your career and become a strategic leader in Lean and Six Sigma methodologies? Gemba Academy’s Master Black Belt (MBB) program is your pathway to mastering continuous improvement and driving significant business impact.
Why Become a Master Black Belt?Be the Expert Your Organization Needs
As an MBB, you will become an invaluable asset to your organization. You will be proficient in Lean and Six Sigma, equipped to mentor Green and Black Belts, and skilled in leadership, coaching, data analysis, and business operations. This certification demonstrates your ability to develop and deploy business strategies, ensuring you are a trusted advisor to top management.
Lead with Confidence
The Gemba Academy MBB program is designed for professionals with substantial experience in Lean and Six Sigma. In this program, you will learn to identify areas for improvement, mentor future leaders, and carry out strategic initiatives. It is perfect for those committed to fostering a culture of continuous improvement within their organizations.
Drive Measurable Impact
Earning your MBB certification signifies the pinnacle of professional achievement. You will be equipped to lead complex projects, improve business operations, and help your organization achieve its strategic goals. The skills you gain will provide a return on investment within months, as you can drive measurable financial improvements.
What the Program OffersComprehensive Curriculum
The MBB program includes video content, one-on-one coaching, hands-on projects, and mentorship opportunities. You will spend about 3-5 hours per week on coursework, including Gemba Academy videos, podcasts, blog articles, knowledge-sharing activities, and reading books on continuous improvement strategy.
Real-World Projects
Throughout the program, you’ll complete a project that yields significant financial improvement for your organization and mentor individuals through their own projects. This hands-on experience ensures you can apply your learning to real-life situations, enhancing your practical knowledge and leadership skills.
Personalized Coaching
Access to a personal coach ensures you receive the support and guidance needed to succeed. Your coach will help you identify, scope, and measure projects and answer any questions you have about the course material.
Recognition and Flexibility
Our self-paced program allows you to complete the certification in 12 months. Upon completion, you’ll take a 100-question exam. This certification is recognized globally and across industries, making it a valuable addition to your professional credentials.
Start Your Journey TodayAre you ready to become a Master Black Belt and lead your organization to new heights? Enroll in Gemba Academy’s revamped MBB program and take the next step in your Lean and Six Sigma journey. Contact us today to learn more about how you can transform your career and your organization.
For more information, visit Gemba Academy or contact us at sales@gembaacademy.com or +1 (888) 439-8880.
Unlock your potential with Gemba Academy’s Master Black Belt Certification and become the expert your organization needs.
The post Unlock Your Potential with Gemba Academy’s Master Black Belt Program appeared first on Gemba Academy.
This week’s guest is Malti Bhojwani. Ron and Malti discussed personal and professional transformations, different types of motivation, the importance of having a good work/life balance, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Malti likes (4:19) * Her background (7:48) * Her takes on personal transformation (10:30) * Intrinsic vs. external motivation (13:12) * Another quote Malti likes (16:04) * KPIs vs. KPAs (18:02) * Examples of personal growth leading to organizational impact (18:52) * Handling behavior you can’t accept (22:16) * Other insights Malti has gained from her consulting work (23:47) * What happens when you “inherit” a team (27:47) * The importance of work/life balance (30:14) * Malti’s parting thoughts (34:17)
Podcast Resources Right Click to Download this Podcast as an MP3 * Malti’s Website * Malti on LinkedIn * Malti on YouTube * Malti on Amazon*
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What Do You Think?Have you witnessed someone’s personal growth impact an entire organization? How so?
The post GA 533 | Mastering Your Life with Malti Bhojwani appeared first on Gemba Academy.
This week’s guest is Chad Senkowski. Ron and Chad discussed martial arts, Chad’s podcast The Journey, coaching, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that Chad likes (2:26) * His background (3:21) * How martial arts relates to continuous improvement (4:51) * Why he started a podcast (6:11) * The angle of the podcast (8:16) * The guests that have impacted him the most (11:02) * Why his passion is hands on training and coaching (16:00) * His advice for those just getting started (16:28) * His routine (17:57)
Podcast Resources Right Click to Download this Podcast as an MP3 * Chad on LinkedIn * Ron’s Episode on The Journey * Motivate Multimedia on LinkedIn*
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What Do You Think?Where else can you draw parallels with continuous improvement?
The post GA 532 | Martial Arts and Continuous Improvement with Chad Senkowski appeared first on Gemba Academy.
This week’s guest is Clint West. Ron and Clint discussed MacDonald & Owen’s lean journey, the state of lean in the lumber industry, navigating biases, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Clint likes (4:57) * How he sees bias as an obstacle (6:43) * His background (8:34) * The progression of his career (11:44) * What Clint feels he has done well and not done well (13:25) * What Clint is trying to improve (17:49) * The benefits of lean at MacDonald & Owen (20:34) * The state of lean in their industry (22:18) * The hardest part of his job as CEO (25:20) * His advice for those at the beginning of their careers (30:26)
Podcast Resources Right Click to Download this Podcast as an MP3 * MacDonald & Owen’s Website * GA 514 | Turning the Tables on Ron with Clint West*
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What Do You Think?How do you navigate biases at your organization?
The post GA 531 | Lean at MacDonald & Owen with Clint West appeared first on Gemba Academy.
This week’s guest is Ahmed Radwan. Ron and Ahmed discussed engagement, what it means to build a “lighthouse,” sustaining kaizen efforts, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Ahmed’s favorite quote (2:25) * His background (3:28) * The challenges he’s faced (8:15) * How to sustain kaizen efforts (13:52) * Keeping people engaged (15:03) * Building a “lighthouse” (19:30) * How lean has impacted Ahmed personally (20:13) * His struggle with humility (24:32)
Podcast Resources Right Click to Download this Podcast as an MP3 * Ahmed on LinkedIn * Kaizen Made Easy on YouTube * Kaizen Made Easy on LinkedIn*
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What Do You Think?How do you keep people engaged in your kaizen efforts?
The post GA 530 | Keeping People Engaged with Ahmed Radwan appeared first on Gemba Academy.
This week’s guest is Kurt Sears. Ron and Kurt discussed continuous improvement at Dollar Shave Club, happiness versus joy, the power of living out your beliefs, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that Kurt likes (2:29) * His background (5:47) * The continuous improvement environment at Dollar Shave Club (7:37) * His two statement philosophy (9:10) * How bias plays a role in the culture (9:38) * Happiness vs. joy (13:05) * His take on stoicism (18:31) * The role of leadership in a culture of continuous improvement (21:44) * Advice for fostering project success (25:11) * Kurt’s final advice (31:06)
Podcast Resources Right Click to Download this Podcast as an MP3 * Kurt on LinkedIn*
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What Do You Think?What are your thoughts on stoicism?
The post GA 529 | Living Out Your Beliefs with Kurt Sears appeared first on Gemba Academy.
All too often, process improvement coaching candidates struggle to find practical and effective process improvement ideas to use for their certification projects. I often recommend integrating two well-established methodologies: 5S and DMAIC. When you look at what each approach is doing, you, too, might see the alignment.
Drawing from my personal experience from my Lean Six Sigma Green Belt certification, I successfully completed a 5S project in a tool crib at a local Boeing operation. As a team, we hosted a five-day rapid improvement/kaizen event and delivered $125K in hard savings. This experience streamlined operations and demonstrated the profound impact of orderly and efficient processes in a manufacturing environment.
Understanding DMAICIf you’re new to Lean Six Sigma and the DMAIC process, DMAIC stands for Define, Measure, Analyze, Improve, and Control. Gemba Academy has a great new, eight-video overview course that explains the approach in only 12 minutes. The DMAIC process is a core part of Lean Six Sigma projects but is widely applicable in various process improvement scenarios. Each phase focuses on a different aspect of an improvement project, from identifying the problem area to implementing solutions that overcome the root cause and ensuring they are sustainable.
Understanding 5SThe 5S system is a method for creating and maintaining an organized and clean workplace. The simple five steps — Sort, Straighten (or Set in Order), Shine, Standardize, and Sustain — are designed to expose waste and make it easy to identify problems or abnormalities as they emerge. Implementing 5S eliminates waste, streamlines work processes, improves the overall operational workflow, and saves money.
Correlations Between 5S and DMAICCombining the structured approach of DMAIC with the organizational clarity of 5S can lead to significant improvements in any process. These methodologies, though originating from different philosophies, complement each other and drive efficiency and quality in projects. For those looking to embark on or mentor a certification project, leveraging these steps can provide a robust framework for achieving tangible and sustainable improvements.
DefineDefine is a standalone step not aligned with the five steps in 5S, but it initiates the entire project.
In the Define phase of the DMAIC process, the focus is squarely on identifying and clearly stating the process that requires improvement, the quantified problem that needs to be solved, and the quantified impact on the current business. This phase involves gathering the voice of the customer (VOC), determining the business need (voice of the business), defining the project goals, and measuring the current problem (voice of the process). It is crucial to identify the scope of the project, the stakeholders involved, and the team members involved. These things are formulated in a project charter. This initial step sets the stage for all subsequent phases by providing a clear direction and a well-defined project. This ensures that the team remains focused on addressing the right issues.
In the Define phase of DMAIC, several tools help clarify the problem and define the project’s scope effectively. These include:
- A Project Charter, which is a document that outlines the project’s purpose, scope, and goals, along with key stakeholders.
- A Primary Metric Chart that shares the quantified defect in a visual manner.
- A SIPOC (Suppliers, Inputs, Process, Outputs, Customers) Diagram provides a high-level overview of the process to be improved.
- Voice of the Customer (VOC) / Voice of the Business (VOB) Tools: Techniques such as interviews, surveys, and focus groups are used to gather customer requirements and expectations. At Gemba Academy, we teach the Three Voices Scorecard in the School of Six Sigma.
- A Stakeholder Analysis is a change management tool that helps identify and evaluate the project’s impact on those involved or affected.
- When preparing for a 5S effort, following a DMAIC approach, it is important to capture the quantified situation in three ways. These ways are outlined in the following tools:
Initial Pictures are taken of the area in question, which show disorganization and the overall messy situation. - A 5S Audit is used pre and post to a project to qualitatively measure the state of the situation.
- The project lead can conduct a Pre-project Timing Study. Identify 10 to 20 items that are used regularly in the work area. Measure how long it takes for people to find and employe these items for work. Then identify the average number of times these items are used per day or week. The average time it takes to find and employ an item, multiplied by the number of times they are used on average can bring you to an average of annual time spent looking for important work items.
Measure and Analyze aligned with SortDMAIC: Measure and AnalyzeIn the Measure phase of the DMAIC process, the focus is on gathering data to establish a baseline for the current performance of the process. This involves precisely measuring key aspects of the current system to identify areas for potential improvement. Following this, in the Analyze phase, this data is scrutinized to identify the root causes of inefficiencies or defects. The aim is to discover why defects are occurring and where the process deviates from performance standards.
5S: SortIn the Sort step of 5S, the focus is on eliminating unnecessary items from the workspace. This involves going through all tools, materials, and documents, and keeping only what is essential to the daily operations. Non-essential items are red-tagged and removed, which helps in reducing clutter and freeing up space.
Correlation between Measure/Analyze and SortThe correlation between the Measure and Analyze phases of DMAIC and the Sort step of 5S lies in the focus on identifying and removing non-value-adding elements. In DMAIC, data measurement and analysis help pinpoint inefficiencies within the process, akin to how sorting in 5S identifies and removes unnecessary physical items that hinder workflow.
Tools UsedFor DMAIC’s Measure and Analyze phases, tools like statistical software for data analysis, process mapping to identify current workflow, and cause-and-effect diagrams to track down root causes are commonly used. In contrast, 5S’s Sort step utilizes red tags for identifying non-essential items, digital or physical sorting checklists to streamline the process, and perhaps even the 5S audit sheets to understand what is happening and ensure compliance with sorting criteria.
Improve aligned with Set in Order and ShineDMAIC: ImproveThe Improve phase in DMAIC involves developing and implementing solutions to the problems identified during the Analyze phase. This could involve process redesign, elimination of waste, or introduction of new methods or technologies to enhance process efficiency and product quality.
5S: Set in Order and ShineSet in Order and Shine are the second and third steps in the 5S methodology. Set in Order involves organizing all tools and equipment to promote efficiency, often following the principle of “a place for everything and everything in its place.” Shine focuses on cleaning the workspace and equipment, ensuring that everything is maintained in perfect condition for optimal performance.
Correlation between Improve and Set in Order/ShineThe Improve phase of DMAIC aligns well with both Set in Order and Shine in 5S, as all these steps aim to optimize the workspace for efficiency and effectiveness. By organizing and cleaning, Set in Order and Shine ensure that improvements are physically supported by an orderly and efficient environment, much like how DMAIC’s Improve phase seeks to solidify gains through better process design and implementation.
Tools UsedIn the Improve phase of DMAIC, tools like pilot runs to test new processes, kaizen for continuous improvements, and workflow diagrams to propose new process layouts are common. For Set in Order and Shine in 5S, tools include labeling systems, shadow boards to outline where tools should be placed, and cleaning schedules to maintain a clean working environment.
Control aligned with Sustain and StandardizeDMAIC: ControlIn the Control phase of DMAIC, the focus is on maintaining the gains achieved through the Improve phase. This includes implementing control systems to monitor processes and ensure that any deviations from the target are corrected before they result in defects. Also, during this phase, we measure our results and benefits.
5S: Sustain and StandardizeSustain and Standardize are the fourth and fifth steps of 5S. Standardize aims to formalize best practices in the work area, ensuring the improvements and efficiencies established during the earlier phases are consistently applied. Sustain focuses on maintaining these standards and continuously improving, which involves training, regular audits, and employee involvement.
Correlation between Control and Sustain/StandardizeControl in DMAIC and Sustain/Standardize in 5S are about embedding improvements into daily routines. By standardizing best practices and using controls to maintain process integrity, both methodologies ensure that improvements are achieved and sustained over time.
Tools UsedControl phase tools in DMAIC include statistical process control (SPC) charts, control charts to monitor ongoing production, and response plans for when processes go out of control. For Sustain and Standardize in 5S, tools might include visual management systems, regular 5S audits, and continuous training programs to reinforce the standards set. Using pictures of the improved area, a new audit compared to the original audit, and refreshed timings, we can measure our results and benefits.
The post Aligning 5S and DMAIC for Process Improvement appeared first on Gemba Academy.
This week’s guest is Matthew Townsend. Ron and Matthew discussed what a broken process looks like, what happens when you automate waste, how to identify and remove it, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Matthew’s favorite quote (3:09) * His background (3:54) * Defining a “broken” process (8:28) * Examples in manufacturing (13:58) * The other issues that surface when you automate waste (17:30) * Tips for identifying and removing automated waste (19:57) * Specific mapping techniques for a front office environment (22:07)
Podcast Resources Right Click to Download this Podcast as an MP3 * Matthew on LinkedIn * Sparc Engineers * Sparc Engineers on LinkedIn * Sparc Industries on Instagram*
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What Do You Think?Describe a time you automated a bad or broken process.
The post GA 528 | The Danger of Automating Broken Processes with Matthew Townsend appeared first on Gemba Academy.
This week’s guest is Zack Estes. Ron and Zack discussed Zack’s coaching business, applying lean in non-manufacturing contexts, the five functions of business, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Zack likes (3:16) * His background (3:34) * About Path for Growth (7:19) * Applying lean in digital spaces (8:28) * Whether he speaks about lean specifically (11:19) * Why envisioning outcomes is difficult (15:37) * The five functions of business (17:18) * Zack’s reading project (27:25)
Podcast Resources Right Click to Download this Podcast as an MP3 * Zack on LinkedIn * Path for Growth * How to Operationalize Your Business Workbook * Zack’s Reading List * GA 456 | “This Is Water” by David Foster Wallace with Alex Judd*
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What Do You Think?What are you reading this year?
The post GA 527 | The Five Functions of Business with Zack Estes appeared first on Gemba Academy.
This week’s guest is Jason Henderson. Ron and Jason discussed what managing expectations looks like, scientific thinking, dealing with negativity, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes that Jason likes (2:25) * His background (4:21) * How he discovered lean (8:46) * What managing expectations means to Jason (10:04) * Some examples (12:48) * How Jason deals with negativity (18:32) * Advice for anyone who is struggling (21:45) * What Jason would tell his younger self (23:39)
Podcast Resources Right Click to Download this Podcast as an MP3 * Jason on LinkedIn*
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What Do You Think?What does managing expectations mean to you?
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This week’s guest is Jennifer Drago. Ron and Jennifer discussed having a long-term vision, data-driven strategies, overcoming resistance to change, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Jennifer likes (4:01) * Her background (4:24) * Why having strategy and vision is important (7:35) * Balancing for-profit need with altruism (10:05) * Painting the long-term vision and creating strategic pillars (15:56) * Getting total buy-in (17:25) * Communicating your vision (19:39) * Some general examples (21:18) * How Jennifer overcame resistance to change (23:27) * Other challenges she has seen leaders face (25:30) * What Jennifer is most proud of (29:30)
Podcast Resources Right Click to Download this Podcast as an MP3 * Jennifer’s Website * Jennifer on LinkedIn * Jennifer on YouTube*
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What Do You Think?What is your long-term vision? How did you arrive at it?
The post GA 525 | Crafting a Long-Term Vision with Jennifer Drago appeared first on Gemba Academy.
In an increasingly interconnected business ecosystem, the performance of an organization is not solely determined by its internal processes but also by the efficiency and reliability of its suppliers. The concept of working closely with suppliers to enhance their processes has gained momentum, primarily attributed to the successes of industry giants such as Toyota. This approach, rooted in the principles of lean manufacturing and continuous improvement, underscores a collaborative journey toward operational excellence.
Understanding the ConceptThe essence of focusing on supplier process improvement lies in recognizing that an organization’s supply chain is an extension of its business. When suppliers perform better, it improves final product quality, cost efficiency, and delivery timelines for the purchasing organization. This synergy is not just about enforcing supplier compliance to standards but about fostering a partnership where both parties benefit from shared knowledge, resources, and improvements.
This strategy entails a deep dive into the suppliers’ operations, identifying bottlenecks, and implementing process improvements through collaborative projects. It might involve training suppliers’ staff, co-developing new processes, or sharing technological advancements. The ultimate goal is to create a seamless flow of value from the supplier to the end customer, minimizing waste and enhancing quality throughout the supply chain.
Benefits of Supplier Process ImprovementEnhanced Quality and Reliability: By helping suppliers optimize their processes, organizations can expect a higher consistency in quality and a reduction in defects. This leads to fewer returns, lower warranty costs, and, most importantly, higher customer satisfaction.
Cost Reduction: Improved efficiency at the supplier’s end often translates into cost savings through reduced waste, optimized use of resources, and streamlined operations. These savings can be passed along the supply chain, benefiting the final consumer.
Increased Innovation: A collaborative relationship with suppliers can foster an environment ripe for innovation. Suppliers become more willing to share ideas and technologies, leading to improvements and innovations in products and processes.
Supply Chain Resilience: By building stronger, more efficient suppliers, an organization can enhance its supply chain’s resilience. Improved processes at the supplier level reduce the risk of disruptions, ensuring a more reliable supply of goods.
How to Engage with SuppliersBegin with identifying key suppliers based on their strategic importance and the volume of business. Conduct a thorough assessment of their processes, capabilities, and performance. A typical process improvement tool is a SIPOC.
Working with the supplier, establish clear, mutual goals for process improvements. These goals should be SMART, and they should be directly tied to the business outcomes of both parties. With your SMART goals, work collaboratively to develop detailed improvement plans. This may involve process mapping, root cause analysis, and setting up pilot projects.
It is important to provide the necessary training and support to suppliers. This could range from on-site training sessions to providing access to technological tools and expertise. Establishing a system for monitoring progress against the set goals can help to identify if the improvements and training are working. Use regular check-ins and audits to track improvements and make adjustments to the plans as necessary.
Proven Example: The Toyota ExperienceToyota’s approach to supplier process improvement serves as a benchmark in the industry. The company’s Toyota Production System (TPS) is not just an internal methodology but extends to its suppliers. Toyota engages in extensive supplier development programs, where it sends its own experts to help suppliers optimize their processes. This has resulted in a highly efficient, integrated supply chain that is capable of producing high-quality vehicles at competitive costs. Toyota’s success highlights the potential of supplier process improvement to not only enhance operational efficiency but also to drive industry-wide innovation and standards.
Working with suppliers to improve their processes is a strategic necessity in today’s complex and competitive business environment. It is about building a collaborative partnership that seeks mutual growth and efficiency. The benefits extend beyond the immediate cost savings, fostering innovation, quality improvement, and supply chain resilience. By following a structured approach to engage with suppliers and drawing inspiration from proven examples like Toyota, organizations can unlock significant value across their supply chain, ultimately benefiting the end customer. This journey requires commitment, investment, and patience, but the rewards justify the effort, making it an indispensable part of modern business strategy.
The post Enhancing Organizational Efficiency through Supplier Process Improvement appeared first on Gemba Academy.
This week’s guest is Royden Johnson. Ron and Royden discussed lean in South Africa, connection before correction, 5S, authority, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that Royden likes (3:23) * Royden’s background (4:02) * The state of lean in South Africa (10:41) * Connection before correction (13:42) * His journey with 5S (16:11) * The contrast between moral authority and formal authority (23:24) * Accountability vs. ownership (27:22) * Advice for anyone at the early stage of their continuous improvement journey (29:27)
Podcast Resources Right Click to Download this Podcast as an MP3 * Royden on LinkedIn*
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What Do You Think?How is lean different in your country compared to other places in the world?
The post GA 524 | Connection Before Correction with Royden Johnson appeared first on Gemba Academy.
This week’s guest is Tim Pettry. Ron and Tim discussed outside perceptions of Toyota, Cleveland Clinic’s journey with continuous improvement, and Tim’s unusual workshop at the upcoming Shingo Conference. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Tim likes (2:28) * How his lean journey started (3:38) * A Ford employee’s perception of Toyota (9:30) * The Cleveland Clinic Improvement Model (12:17) * How they’ve involved physicians (19:19) * About his unusual upcoming workshop (25:01)
Podcast Resources Right Click to Download this Podcast as an MP3 * Shingo 36th Annual Conference * The Cleveland Clinic Improvement Model PDF * Tim on LinkedIn * Tim on X: @valuesstreamldr*
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What Do You Think?What about Cleveland Clinic’s story resonates with you?
The post GA 523 | The Cleveland Clinic Improvement Model with Tim Pettry appeared first on Gemba Academy.
This week’s guest is April Bell. Ron and April discussed how Jack Henry uses continuous improvement, specifically Toyota Kata. They also explored quantifying waste in an office setting, and the intersection of tools and scientific thinking. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * April’s favorite quote (2:08) * Her background (2:56) * Some of the challenges Jack Henry has faced with continuous improvement (4:57) * Their experience with kata (8:38) * The framework they use (12:03) * How they quantify waste (13:38) * Their vision and plan (16:25) * The intersection of tools and scientific thinking (18:40) * The challenges they’re facing (19:59) * Advice for getting started (25:30)
Podcast Resources Right Click to Download this Podcast as an MP3 * April on LinkedIn*
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What Do You Think?Have you used kata in an office setting?
The post GA 522 | Continuous Improvement at Jack Henry with April Bell appeared first on Gemba Academy.
This week’s guest is Alen Ganic. Ron and Alen discussed Alen’s work with the City of Grand Rapids, process improvement from the customer perspective, and the importance of celebrating quick wins. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Alen’s favorite quotes (2:02) * His background (5:21) * How the mayor discovered lean (9:12) * An anecdote about the water department (10:47) * What you can do to introduce and sustain a lean initiative (15:03) * Focusing on process improvement from the customer’s perspective (21:27) * The importance of measuring (22:50) * Approaching those “in the middle” (24:10) * Alen’s advice for those getting started (29:23)
Podcast Resources Right Click to Download this Podcast as an MP3 * Alen on LinkedIn * Gemba Academy Live City of Grand Rapids*
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What Do You Think?How do you celebrate quick wins?
The post GA 521 | Celebrating Quick Wins with Alen Ganic appeared first on Gemba Academy.
This week’s guest is Michael Lombard. Ron and Michael discussed deliberate versus random practice, homeschooling, youth soccer, and what it’s like using scientific thinking in those environments. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Michael (3:58) * His background (5:42) * Going from practitioner to CEO (9:11) * His family’s experience with homeschooling (11:11) * Using the scientific framework with homeschooling (20:56) * Using the scientific framework with soccer (28:14) * One of Ron’s favorite soccer memories (33:59) * Kata as a method of balance (38:01)
Podcast Resources Right Click to Download this Podcast as an MP3 * Kata School Florida * Kata School Florida on LinkedIn * GA 004 | Leveraging the Toyota Kata Approach to Learning & Coaching * GA 243 | How to Strive to Thrive*
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What Do You Think?Have you ever used scientific thinking in an unusual setting?
The post GA 520 | Applying Scientific Thinking in Untraditional Contexts with Michael Lombard appeared first on Gemba Academy.
In the realm of business and organizational efficiency, understanding the nuances of process improvement across various industries is not merely an exercise in intellectual curiosity but a necessity. With 34 years of experience in this field, I have witnessed firsthand the transformative power of meticulous process optimization and the pitfalls of neglecting industry-specific considerations. This deep dive into the contrasting landscapes of various industries aims to illuminate the unique challenges and opportunities each sector presents.
Traditional ManufacturingTraditional manufacturing is the backbone of the global economy, where the principles of process improvement have long been applied. Here, the focus is on minimizing waste, enhancing product quality, and streamlining production flows. Lean manufacturing and Six Sigma are methodologies that have stood the test of time, emphasizing continuous improvement and defect reduction. However, the integration of Industry 4.0 technologies presents new frontiers for process improvement. The challenge lies in marrying the robustness of traditional methods with the agility offered by digital transformation, such as IoT (Internet of Things) and AI (Artificial Intelligence) to predict maintenance needs and optimize production schedules.
Medical ManufacturingThe stakes in medical manufacturing are unparalleled, given its direct impact on health and safety. Process improvement in this sector transcends operational efficiency, emphasizing compliance with stringent regulatory standards and the assurance of product reliability. Quality management systems (QMS) tailored to medical devices, such as ISO 13485, are critical. Additionally, the adoption of advanced technologies for precision manufacturing and traceability, like blockchain for supply chain transparency, is increasingly important. The unique challenge here is balancing innovation with uncompromising quality control and regulatory compliance.
Supply Chain and LogisticsIn the world of supply chain and logistics, efficiency and reliability are king. Process improvement focuses on optimizing routes, inventory management, and demand forecasting to reduce costs and improve delivery times. The advent of big data and analytics has revolutionized this sector, allowing for more accurate predictive models and real-time adjustments. However, the complexity of global supply networks and the vulnerability to external disruptions, such as natural disasters or geopolitical tensions, require robust contingency planning and resilience strategies. I have seen a significant increase in the use of fleet tracking and geofencing tools in this industry.
Administrative OperationsProcess improvement within administrative operations seeks to enhance efficiency and service quality. Here, the challenge is often cultural, requiring a shift towards a mindset of continuous improvement among staff. Automation of routine tasks, streamlining document management, and optimizing communication channels are common strategies. The advent of cloud computing and AI-driven tools offers significant opportunities for innovation in this space, yet the implementation must be sensitive to the human element, ensuring technology enhances rather than replaces personal interactions. One of the largest challenges in administrative work is the length of processes that need to be improved. This led me to write The Pig in the Python post a while back.
HealthcareHealthcare process improvement is a matter of life and quality of life. It focuses on patient care optimization, reducing wait times, and improving outcomes through evidence-based practices. Electronic Health Records (EHR) and telemedicine have been game-changers, yet the integration of such technologies with existing workflows presents challenges. The emphasis is on holistic care models that consider patient flow, staff allocation, and resource management, all while maintaining empathy and personalized care. The primary focus in healthcare is usually Lean, as it is felt to better align to a patient focus than Six Sigma. However, process improvement is critical, from small clinics to massive hospital chains.
Financial ServicesIn financial services, process improvement aims at enhancing accuracy, security, and customer service. The industry faces the challenge of navigating complex regulatory landscapes while meeting the demands of digital-savvy consumers. Fintech innovations, such as blockchain and AI, offer exciting possibilities for fraud detection, risk management, and personalized financial advice. Yet, the rapid pace of technological change requires a workforce that is continually upskilled to leverage these tools effectively. Like in medical manufacturing, risk is a massive concern in financial services.
AerospaceThe aerospace industry presents unique challenges due to the high stakes associated with safety, regulatory compliance, and the technical complexity of its products. Process improvement focuses on precision manufacturing, rigorous testing, and supply chain optimization. The integration of digital twins, advanced simulation technologies, and collaborative robots (cobots) represents the cutting edge of innovation, aiming to enhance efficiency while maintaining the highest safety standards. In aerospace operations, passenger management, security, luggage control, and on-time operations are critical process factors.
Government ServiceProcess improvement within government service is pivotal for enhancing public satisfaction and operational transparency. It involves streamlining bureaucratic procedures, enhancing access to services, and improving inter-agency collaboration. Digital transformation initiatives, such as e-governance platforms, are critical for achieving these goals. However, the challenge often lies in overcoming institutional inertia and ensuring cybersecurity and data privacy. Data is always a challenge in the government sector as systems tend to be out-of-date and siloed. The government sector lends itself to a very political landscape that is important for the practitioner to understand and makes change management a key skill.
TechnologyIn the technology sector, process improvement is intrinsically linked to innovation and speed to market. This industry faces the dual challenge of driving rapid development cycles while maintaining high quality and reliability in products and services. Agile and Scrum methodologies have become standard practices, emphasizing flexibility, continuous feedback, and iterative development. This means that process improvement must align with these concepts. The key to success lies in fostering a culture of innovation where cross-functional teams collaborate seamlessly. Furthermore, the adoption of DevOps practices to streamline software development and operations processes highlights the industry’s commitment to efficiency and quality. This engages concepts often found in ITIL certifications. Balancing the pace of innovation with robust security measures and ethical considerations in AI and data usage remains a significant challenge for process improvement in this ever-evolving industry.
Human ResourcesThe Human Resources (HR) industry plays a pivotal role in shaping organizational culture and optimizing workforce performance. Process improvement within HR focuses on enhancing employee engagement, streamlining recruitment and onboarding processes, and implementing effective training and development programs. The digital transformation in HR, including the adoption of HR Information Systems (HRIS) and AI-driven analytics, offers profound opportunities for personalizing employee experiences and forecasting talent needs. However, the challenge lies in integrating technology while preserving the personal touch that is crucial for employee relations. Ensuring fairness, diversity, and inclusion in automated recruitment processes and maintaining data privacy are key considerations for process improvement efforts in the HR industry.
Food ServicesIn the food services industry, process improvement is crucial for delivering high-quality customer experiences while managing tight margins and complying with health regulations. Efficiency in inventory management, waste reduction, and speed of service are perennial challenges. Lean management principles, originally from manufacturing, have found application here, focusing on minimizing waste and optimizing workflows. The rise of food delivery apps and online ordering systems has added a digital dimension to process improvement, necessitating seamless integration between front-of-house and back-of-house operations. Moreover, sustainability initiatives, such as sourcing locally and reducing single-use plastics, are increasingly becoming part of the process improvement conversation. Balancing operational efficiency, customer satisfaction, and environmental responsibilities is a complex but essential task for the food services sector.
RecyclingThe recycling industry faces unique process improvement challenges centered around efficiency, contamination reduction, and adapting to changing market demands for recycled materials. Process optimization efforts focus on enhancing sorting technologies, improving collection methods, and educating the public on recycling best practices to reduce contamination. Innovations like AI and machine learning are being applied to improve the sorting process, making it more efficient and capable of handling a wider variety of materials. Additionally, the industry is working on improving logistical aspects to reduce the carbon footprint associated with recycling operations. The challenge lies in creating economically viable processes that align with environmental sustainability goals amidst fluctuating market prices for recycled commodities. Process improvement in the recycling industry is not just about operational efficiency but also about contributing to a circular economy and reducing global waste.
Closing ThoughtsEmbarking on a journey of process improvement across industries reveals a complex tapestry of challenges and opportunities. While each sector presents unique considerations, the common thread is the pursuit of excellence through continuous improvement. For those eager to dive deeper, I recommend engaging with industry-specific case studies, participating in professional networks, and pursuing certifications in methodologies like Lean and Six Sigma. The path to mastery in process improvement is lifelong and ever-evolving, reflecting the dynamic nature of the industries it seeks to transform.
The post Process Improvement Across Industries appeared first on Gemba Academy.
This week’s guest is Robb Holman. Ron and Robb discussed Robb’s new book, “Lessons from Abdul,” navigating crises, filtering out the “noise” in our lives, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Robb (3:30) * About his new book, Lessons from Abdul (4:47) * Who Abdul is (8:29) * Robb’s basketball career (14:01) * What Robb learned from Abdul (14:53) * Receiving well with so much “noise” (19:06) * Practical tips for being better at receiving (24:47) * Where you can get Robb’s book (29:22) * What else is going on in Robb’s life (30:22) * A story about Robb’s wife’s cancer treatment (32:52)
Podcast Resources Right Click to Download this Podcast as an MP3 * Robb’s Website * Lessons from Abdul * Robb on LinkedIn * Robb on Facebook * Robb on Twitter*
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What Do You Think?Who in your life have you learned some unexpected lessons from?
The post GA 519 | Lessons from Abdul with Robb Holman appeared first on Gemba Academy.
This week’s guest is Jim Huntzinger. Ron and Jim discussed what it means to build a culture of continuous improvement, what the future of continuous improvement looks like, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Jim likes (2:38) * His background (3:13) * About KataCon 2024 and other upcoming events (6:53) * What a continuous improvement culture looks like (8:53) * The commonality of having a hypothesis (11:53) * The foundational skills to building a continuous improvement culture (13:34) * Ron’s horse and cart analogy (19:27) * Why it’s important to share this knowledge (23:41) * What Jim thinks the future of continuous improvement looks like (28:09)
Podcast Resources Right Click to Download this Podcast as an MP3 * Lean Frontiers * Jim on LinkedIn * Lean Frontiers on LinkedIn * KataCon10 * TWI Summit * Skills Lab * Skillpoint for Job Instruction * Skillpoint for Toyota Kata*
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What Do You Think?What else do scientific thinking and continuous improvement have in common?
The post GA 518 | Building a Culture of Continuous Improvement with Jim Huntzinger appeared first on Gemba Academy.
This week’s guest is Mark Graban. Ron and Mark discussed process behavior charts, the importance of good metrics, the Red Bead Experiment, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The (often misquoted) quote Mark likes (2:22) * Mark’s background (8:02) * What a process behavior chart is (15:40) * Where “Better Metrics for Better Management” comes from (10:25) * Mark’s thoughts on what kind of metrics are preferable (23:56) * An example (25:11) * What the Red Bead Experiment is and why it matters (28:25) * Whether Mark has experienced any pushback (33:47)
Podcast Resources Right Click to Download this Podcast as an MP3 * Mark’s Website * The Mistakes that Make Us * Mark on LinkedIn*
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What Do You Think?How do you view metrics? Are some better or more reliable than others?
The post GA 492 | Better Metrics for Better Management with Mark Graban appeared first on Gemba Academy.
This week’s guest is Kerrie Jordan. Ron and Kerrie discussed upskilling, what it means to have a “flexible work schedule,” improving morale, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote they like (2:58) Her background (4:54) An
Continue Reading The post GA 491 | What Leads to High Morale with Kerrie Jordan appeared first on Gemba Academy.
This week’s guests are David Henkin and Thomas Bertels. David and Thomas talked about co-authoring their new book, “Fixing Work,” how attitudes around work and the workplace have changed, the role of mastery, and more. An MP3 audio version of this episode is available for download here. In this episode
Continue Reading The post GA 490 | What’s Broken About Work with David Henkin and Thomas Bertels appeared first on Gemba Academy.
In an era where business competition is fierce, having a streamlined operation can give you a significant edge. One effective strategy to achieve operational efficiency is the 5S methodology. But how do you know if your company needs 5S? And if it does, how do you go about implementing it?
Continue Reading The post Implementing 5S in Your Company appeared first on Gemba Academy.
This week’s guest is Gerald J. Leonard. Ron and Gerald covered a lot of interesting topics including Gerald’s personal health journey, brain science, being a musician, and the power of affirmations. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: Gerald’s favorite
Continue Reading The post GA 489 | Understanding the Way We Think with Gerald J. Leonard appeared first on Gemba Academy.
This week’s guest is Summer Davies. Ron and Summer discussed the importance of trust, working remotely, addressing micromanaging, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: Summer’s favorite quote (2:24) Her background (3:16) What to do when someone is
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This week’s guest is Elisabeth Swan. Ron and Elisabeth discussed her book, “Picture Yourself a Leader,” the actions we take as leaders, building habits, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires Elisabeth (2:24) Her
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This week’s guest is Lou Carter. Ron and Lou discussed positive work relationships, how blame can become toxic, and overall how to create a well-loved workplace. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Lou likes (4:12) His background
Continue Reading The post GA 486 | Creating a Well-Loved Workplace with Lou Carter appeared first on Gemba Academy.
A manual process is a task or procedure that is performed without the assistance of automation or technology. These tasks typically require human effort, physical actions, and direct input. Manual processes can range from simple tasks, such as physical labor, data entry, filing paperwork, and managing inventories, to more complex
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This week’s guest is Bruno Pesec. Ron and Bruno discussed journaling, practical tips for reflection, and the relationship between lean, change, and reflexivity. You won’t want to skip this one! An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that
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This week’s guest is Boris Kajos. Ron and Boris discussed working as a team, staying on task, the role of communication, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Boris likes (3:30) His background (4:35) YIT’s lean
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This week’s guest is Dr. Jennifer Nash. Ron and Jennifer discussed human leadership, her book “Be Human, Lead Human,” working from home, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Jennifer likes (1:53) What she means by
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This week’s guest is Brent Weichers. Ron and Brent discussed OpEx assessments and how Brent and his team deliver genuine value and insight through them. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires Brent (2:54) Brent’s background
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This week’s guest is George Saiz. Ron and George discussed the true meaning behind Respect for People, and how to effectively motivate different people in different ways. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires George (3:20)
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In today’s fast-paced and competitive business environment, organizations are constantly seeking ways to improve their processes to stay ahead of the curve. While traditional process improvement methodologies play a crucial role, the true game-changer lies in embracing creativity. By infusing creative thinking into process improvement projects, organizations can unlock innovative
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This week’s guest is Mark Graban. Ron and Mark discussed making mistakes and the importance of psychological safety. Mark also shared a little about his podcast, “My Favorite Mistake,” and his new book, “The Mistakes That Make Us.” An MP3 audio version of this episode is available for download here.
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This week’s guest is Jacob Bonde Larsen. Ron and Jacob discussed RPA (Robotic Process Automation), the three components of RPA, how it relates to lean, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Jacob likes (3:03) His
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This week’s guest is Gemba Academy’s own John Knotts. Ron and John discussed John’s books, stepping into your fear zone, knowing your purpose, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote John likes (3:24) * His background (4:09) * Navigating fear in a professional context (10:17) * Some of the countermeasures (15:39) * Dealing with a need for control and certainty (18:42) * What we can learn from the Flywheel concept (23:50) * How and why John became disciplined (29:55) * Discovering and knowing your purpose (32:39) * His parting thoughts (35:21)
Podcast Resources Right Click to Download this Podcast as an MP3 * John on LinkedIn * GA 392 | Using Lean on a Horse Farm with John Knotts * GA 407 | Choosing an Approach to Lean and Six Sigma with John Knotts * GA 439 | Collecting and Interpreting Data with John Knotts * Crosscutter Enterprises * John’s Books on Amazon*
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What Do You Think?How do you deal with fear in your professional life?
The post GA 478 | Discovering Your Purpose with John Knotts appeared first on Gemba Academy.
In today’s fast-paced world, our minds are continuously challenged by multiple tasks and competing priorities. While multitasking has become a norm, it has a detrimental effect on problem-solving abilities. Context switching, the act of shifting between tasks, can hinder our cognitive processes and overall productivity. In this article, we will explore the negative impact of context-switching on problem-solving and provide recommendations for mitigating these effects.
What is Context Switching?First, let’s define context switching. It occurs when we move our attention from one task to another, often without completing the former. This mental juggling can be especially prevalent in work environments where people are expected to handle various assignments simultaneously. While it may seem efficient to multitask, research shows that context switching can significantly reduce our cognitive capacity and hinder our ability to solve problems effectively.
FocusOne major issue that arises from context switching is the loss of focus. When we are deeply engaged in a task, we enter a state of “flow,” which is characterized by heightened concentration and creativity. However, as we shift our attention between tasks, we disrupt this flow and lose the momentum we gained. As a result, it becomes increasingly difficult to regain our focus and achieve the same level of productivity.
This loss of focus can be particularly detrimental to problem-solving since it requires our undivided attention. Solving complex problems often involves delving into the intricate details of a situation, identifying patterns, and developing innovative solutions. When we frequently switch between tasks, our ability to maintain a clear and coherent thought process diminishes, making it harder to devise effective solutions.
Cognitive Load and ErrorsAnother way context switching affects problem-solving is by increasing cognitive load. Our working memory, responsible for temporarily holding and processing information, has a limited capacity. When we engage in context switching, we force our brain to hold multiple tasks in working memory, which can quickly become overwhelming. As we attempt to juggle these tasks, our ability to process new information and generate creative solutions declines. Consequently, problem-solving suffers as our brain struggles to cope with the added burden.
Moreover, context switching can lead to errors and diminished decision-making abilities. As we switch between tasks, we are more likely to make mistakes, misinterpret information, and overlook critical details. This can cause us to arrive at suboptimal solutions or even exacerbate the problems we are trying to solve. Additionally, when we are in a state of constant task-switching, it becomes increasingly difficult to prioritize and make sound decisions, further impairing our problem-solving capabilities.
Stress and BurnoutFinally, context switching also leads to increased stress and burnout. As our cognitive load increases and our ability to focus declines, we may experience heightened levels of anxiety and frustration. Over time, this can result in mental fatigue and burnout, both of which can severely impact our problem-solving skills.
Strategies to Mitigate Negative EffectsTo mitigate the negative effects of context switching on problem-solving, it’s essential to adopt strategies that promote focus and reduce cognitive load. One effective technique is time blocking, which involves setting aside dedicated chunks of time to work on specific tasks. By allowing yourself to focus on a single task for an extended period, you can more easily enter a state of flow and enhance your problem-solving abilities.
Another helpful strategy is to prioritize tasks based on their urgency and importance. By identifying the most critical tasks and tackling them first, you can allocate your mental resources more efficiently and improve your decision-making abilities. This approach will also help to minimize the need for context switching, as you will be more likely to complete tasks before moving on to the next one.
It’s essential to create an environment that supports focus and minimizes distractions. This may involve decluttering your workspace, using noise-canceling headphones, or turning off notifications on your devices. By reducing the number of potential interruptions, we can foster an atmosphere conducive to effective problem-solving.
Context switching poses significant challenges to our cognitive processes and problem-solving abilities. By understanding these effects and implementing strategies such as time blocking, prioritizing tasks, and minimizing distractions, we can reduce the impact of context switching and enhance our capacity to solve complex problems. In a world that demands constant multitasking, nurturing our ability to focus and thoughtfully address challenges is crucial for both personal and professional success.
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This week’s guests are Sam Morgan and Andres Alamillo. Ron, Sam, and Andres discussed the importance of diversity in continuous improvement, using the kata framework as a lens. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Sam likes (3:12) * The quote Andres likes (4:43) * Sam’s background (6:25) * Andres’ background (8:51) * Why it’s important to build community (9:50) * How Sam and Andres see the current condition (19:24) * How practitioners “carry the candle” (25:21) * Sam and Andres’ thoughts on the target condition (26:47) * Practical steps people can take (32:29)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 461 | Scientific Thinking and Confidence with Sam Morgan * Sam on LinkedIn * Illuminate Coaching + Consulting * Andres on LinkedIn * Smith Gardens*
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What Do You Think?How else can we make sure the continuous improvement realm is diverse?
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In today’s fast-paced business world, effective warehouse management is crucial for maintaining a competitive edge. A well-organized and controlled warehouse can significantly impact overall operational efficiency, customer satisfaction, and profitability. Typically, in the process improvement world, 5S is the “go-to” solution, but it is not the only thing you should consider.
Understanding Warehouse Control
Warehouse control refers to the processes, systems, and strategies implemented to manage inventory, optimize space utilization, and ensure smooth operations within a warehouse. It involves maintaining real-time visibility, accuracy, and accountability of inventory, as well as streamlining processes and minimizing errors. Warehouse control extends beyond physical aspects and includes software and technology-driven solutions to enhance efficiency. It ensures that what is supposed to be in the warehouse is in the warehouse and is in the location it is supposed to be in.
The Benefits of Warehouse Control
Implementing effective warehouse control yields numerous benefits for businesses. Here are some key advantages:
- Enhanced Inventory Management: Warehouse control systems enable accurate tracking and monitoring of inventory levels, locations, and movements. This leads to optimized stock levels, reduced stockouts, improved order fulfillment, and minimized carrying costs.
- Increased Operational Efficiency: With proper warehouse control, processes such as receiving, put-away, picking, packing, and shipping become streamlined. Automation, barcode scanning, and optimized layouts contribute to faster turnaround times, reduced errors, and improved labor productivity.
- Improved Customer Satisfaction: Efficient warehouse control ensures timely and accurate order processing, resulting in faster order fulfillment and reduced delivery times. This enhances customer satisfaction, fosters loyalty, and promotes a positive brand reputation.
- Cost Reduction: Warehouse control allows for better space utilization, which minimizes the need for excess storage space. It also reduces inventory carrying costs, improves labor productivity, and lowers error rates. Fewer errors means less rework. These factors contribute to overall cost savings.
One of the biggest problems is often, that employees with access, enter the warehouse and remove things without approvals and without documenting the item(s) removed. This is not typically “theft,” but more of grabbing something for a current project when it is needed and not recording it.
Implementing Effective Warehouse Control
To implement warehouse control successfully, consider the following strategies:
- Invest in Warehouse Management Systems (WMS). WMS software provides real-time visibility, inventory tracking, and process automation. Choose a system that aligns with your business needs, integrates with other software applications, and supports scalability.
- Optimize Warehouse Layout. Design the warehouse layout to maximize space utilization and streamline the flow of goods. Consider factors like product velocity, storage requirements, and efficient pick paths to minimize travel distances and improve productivity.
- Employ Inventory Control Measures. Implement cycle counting, ABC analysis, and proper stock labeling to ensure accurate inventory tracking and minimize discrepancies. Utilize barcode scanning and RFID technology for efficient data capture.
- Implement Standard Operating Procedures (SOPs). Develop SOPs for all warehouse processes, including receiving, put-away, picking, packing, and shipping. Clearly define roles, responsibilities, and workflows to ensure consistency and minimize errors.
- Train and Empower Employees. Provide comprehensive training programs to warehouse and non-warehouse staff to ensure they understand SOPs, equipment operation, and safety protocols. Encourage continuous learning, cross-training, and employee empowerment to foster a culture of accountability and efficiency.
- Embrace Automation and Technology. Leverage automation solutions like conveyor systems, robotics, and voice picking to optimize productivity, reduce errors, and enhance warehouse control. Explore emerging technologies like artificial intelligence (AI) and machine learning (ML) for predictive analytics and demand forecasting.
- Continuously Monitor and Analyze Performance. Regularly assess key performance indicators (KPIs) such as order accuracy, order cycle time, and inventory turnover. Use data analytics to identify bottlenecks, areas for improvement, and trends for proactive decision-making.
Clearly, 5S is always the place to start when working to get a warehouse issue under control, but warehouse control might just be the root cause of the overall problem. Implementing effective warehouse control is essential for businesses aiming to improve operational efficiency.
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This week’s guest is Nick Katko. Ron and Nick discussed the importance of leveraging Lean Accounting, Nick’s book “The Lean CFO,” and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Nick likes (2:55) * His background (3:51) * Why lean accounting matters (6:37) * The ramifications of a cost accounting system (8:07) * Why he wrote the second edition (11:36) * Why The Box Score matters (13:21) * Financial performance vs. results (15:01) * What “true north” means in lean accounting (16:42) * Why he added value stream management (19:35) * Nick’s perspective on TOC (27:03) * Practical tips for getting started (28:10)
Podcast Resources Right Click to Download this Podcast as an MP3 * Nick on LinkedIn * The Lean CFO * GA 399 | Practicing Lean Accounting with Mike De Luca and Nick Katko*
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What Do You Think?Describe your experience with Lean Accounting.
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This week’s guest is Chris Hodges. Ron and Chris discussed Noble Automation, the role of AI in automation, the concept of monomyths, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Chris likes (3:01) * His background (3:48) * An example of noble automation (11:11) * The role of AI plays in automation (14:29) * A story about his own family (18:01) * Helping humans be heroes (25:25) * The concept of monomyths (26:55)
Podcast Resources Right Click to Download this Podcast as an MP3 * Noble Automation Now * Chris on LinkedIn * Chris on Calendly*
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What Do You Think?How do you think AI will change or has changed automation?
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This week’s guest is Sarah Tilkens. Ron and Sarah discussed her career at GE, the impact coaching has had on her, and how she integrates coaching and lean. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Sarah has been thinking about (3:52) * Her background (6:01) * Identifying individual strengths (7:53) * The impact coaching has had on her (12:12) * Advice from Sahil Bloom (14:35) * Integrating coaching and lean (16:46) * What happens when you’re dealing with a “tough” learner (19:56) * What GE is up to continuous improvement-wise (22:39) * How to be a better coach (25:15) * What’s next for Sarah (27:58)
Podcast Resources Right Click to Download this Podcast as an MP3 * Sarah on LinkedIn * GA 275 | Leading vs. Serving with Sarah Tilkens * GA 408 | Lean and Life Coaches with Sarah Tilkens*
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What Do You Think?What impact has coaching had on you?
The post GA 474 | Integrating Coaching and Lean with Sarah Tilkens appeared first on Gemba Academy.
Managing up is an essential skill that can help you succeed in a rapidly changing environment. As businesses and organizations continue to evolve and adapt to new challenges, it’s critical to develop strategies to effectively communicate with your managers and supervisors. Here are some tips for managing up in a rapidly changing, or continuous improvement, environment.
Managing up refers to the process of developing a positive, productive working relationship with one’s supervisor or manager. The goal is to create a mutually beneficial relationship where both parties can work together effectively to achieve common goals. Managing up involves understanding your manager’s goals, priorities, and communication style and adapting your own work to meet those needs. It also means anticipating your manager’s needs and proactively providing them with information, insights, and solutions. Managing up isn’t about trying to control or manipulate your manager but rather about building a strong, collaborative partnership that benefits both the individual and the organization as a whole. The ability to manage up is an essential skill in today’s workplace, especially in rapidly changing environments where effective communication, collaboration, and adaptability are critical to success.
Be ProactiveIn a rapidly changing environment, being proactive is key to managing up successfully. This means anticipating changes and communicating with your manager to stay ahead of the curve. Don’t wait for your manager to come to you with information; instead, take the initiative to keep your manager informed about what’s happening on the ground. Share your insights, observations, and ideas, and be open to feedback from your manager.
Build Strong RelationshipsStrong relationships are the foundation of effective management. This means building trust and rapport with your manager, as well as with other members of the team. Building strong relationships can take time, but it’s worth the investment. Take the time to get to know your manager on a personal level and learn about their priorities, goals, and communication style.
Communicate EffectivelyEffective communication is critical to managing up in a rapidly changing environment. This means being clear, and concise. Make sure you understand your manager’s preferred communication style and adapt accordingly. Use data, visuals, and other tools to communicate complex ideas and information, and be prepared to back up your claims with evidence.
Be Solution-FocusedIn a rapidly changing environment, problems are bound to arise. Instead of focusing on the problem, focus on finding a solution. Brainstorm possible solutions and share your ideas with your manager. Be open to feedback and be willing to revise your ideas as needed. By being solution-focused, you’ll demonstrate your value to the organization and help your manager address challenges effectively.
Take OwnershipTaking ownership is an essential part of managing up. This means taking responsibility for your actions, decisions, and outcomes. Don’t blame others when things go wrong; instead, own up to your mistakes and take steps to correct them. By taking ownership, you’ll demonstrate your professionalism and commitment to the organization’s success.
Be AdaptableIn a rapidly changing environment, adaptability is critical. This means being flexible and open to change. Be willing to adjust your priorities and strategies as needed to align with the organization’s goals. Don’t get too attached to one particular idea or strategy; instead, be willing to pivot when necessary.
Stay InformedStaying informed is essential to managing up effectively in a rapidly changing environment. This means keeping up with the latest trends, news, and developments in your industry or field. Attend conferences, read industry publications, and network with peers to stay up-to-date on the latest information. Share your insights and ideas with your manager to demonstrate your value to the organization.
Be Results-OrientedIn a rapidly changing environment, results are critical. This means focusing on achieving measurable outcomes that contribute to the organization’s goals. Set clear, specific goals and metrics, and track your progress regularly. Share your results with your manager to demonstrate your value to the organization.
Managing up in a rapidly changing environment requires a combination of skills, including proactivity, strong relationships, effective communication, solution-focused thinking, ownership, adaptability, staying informed, and a results-oriented mindset. By developing these skills, you can effectively manage up, contribute to the organization’s success, and advance your career.
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This week’s guest is Calvin Williams. Ron and Calvin discussed Calvin’s new book, “FIT: The Simple Science of Achieving Strategic Goals,” and what setting strategic goals really entails. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Calvin’s background (3:01) * The quote Calvin likes (3:55) * About his book (5:06) * What FIT stands for (8:04) * The problem they’re trying to address (11:55) * His advice for setting a strategic goal (16:01) * Where this fits in the continuous improvement realm (20:59)
Podcast Resources Right Click to Download this Podcast as an MP3 * Calvin on LinkedIn * FIT* on Amazon * Impruver * GA 318 | Structuring Your Continuous Improvement Efforts * GA 433 | Being a Scientific Leader
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What Do You Think?How do you go about setting strategic goals?
The post GA 473 | Setting and Achieving Strategic Goals with Calvin Williams appeared first on Gemba Academy.
What better time than now to talk to you about spring cleaning and 5S?
Now, you may be wondering what exactly 5S is, and how it relates to spring cleaning. Well, let me explain. 5S is a methodology used in manufacturing and other industries to improve efficiency and eliminate waste. It stands for Sort, Set in Order, Shine, Standardize, and Sustain. These five steps help businesses organize their workspaces, improve processes, and reduce errors, resulting in increased productivity and profitability.
Spring cleaning is an excellent opportunity to declutter, reorganize, and get rid of anything that is no longer needed. When you combine it with the 5S system, you can create a more efficient and productive environment, whether at work or at home. So, let’s dive into the 5S’s.
The first S is Sort. This step involves going through your workspace and identifying what is necessary and what is not. You’ll want to get rid of anything that isn’t needed, such as old files, equipment, and supplies. This step will help reduce clutter and create a more organized environment.
The second S is Set in Order. Once you’ve sorted everything, it’s time to organize what’s left. This step involves creating a designated place for everything, so items are easily accessible when needed. This can include labeling shelves, drawers, and cabinets to create a visual guide for where things belong.
The third S is Shine. This step involves cleaning and maintaining your environment to ensure that it stays organized and clutter-free. This includes dusting, sweeping, and wiping down surfaces regularly. Keeping a clean environment can also help prevent accidents and injuries.
The fourth S is Standardize. This step involves creating a set of standards and procedures for maintaining your organized workspace. This can include scheduling regular cleaning and maintenance, ensuring that everything has a designated place, and training others on the 5S system.
The fifth and final S is Sustain. This step involves making the 5S system a habit and incorporating it into your daily routine. It’s essential to continually assess and adjust the system as needed to ensure that it remains effective.
Spring cleaning and 5S are essential for any workplace looking to improve efficiency and eliminate waste. By following the 5S methodology and regularly reviewing and refining your procedures, you can create a more organized and efficient work environment. So, let’s get started on our spring cleaning and 5S journey today!
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This week’s guest is Bonnie Davis. Ron and Bonnie discussed how the two pillars of lean should work together, A3 Thinking, and what to do if you don’t have buy-in from your leadership. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Bonnie uses often (3:39) * Her background (4:45) * About Re:Build (6:33) * What Respect for People means to Bonnie (7:23) * The balance between the two pillars (10:43) * What A3 Thinking means to Bonnie (14:13) * Another way of documenting a value stream map (18:55) * Advice for those who don’t have senior leadership buy-in (22:32)
Podcast Resources Right Click to Download this Podcast as an MP3 * Bonnie on LinkedIn * Re:Build*
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What Do You Think?What do the two pillars of lean mean to you?
The post GA 472 | Balancing the Two Pillars of Lean with Bonnie Davis appeared first on Gemba Academy.
This week’s guest is Vince Sassano. Ron and Vince discussed KPIs, balancing them with what the customer wants, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Vince likes (2:49) * Vince’s background (4:33) * What “Herbie” means (6:06) * Balancing the KPI with what the customer wants (15:14) * Shifting to actions (16:52) * Why the way you collect data is important (24:56) * How this applies to Six Sigma (28:46)
Podcast Resources Right Click to Download this Podcast as an MP3 * The Goal * Vince on LinkedIn * SPC*
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What Do You Think?How do you approach KPIs?
The post GA 471 | Setting and Measuring KPIs with Vince Sassano appeared first on Gemba Academy.
This week’s guest is Bobby Jackson. Bobby explained what it means to use your natural gifts, the six different types, and how to determine what yours are. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Bobby (3:01) * His background (4:11) * Using your natural gifts (11:01) * The six different types of “working genius” (16:18) * A review of the six (23:55) * Identifying your natural gifts (25:40) * Whether or not there’s a balance (27:07) * Bobby’s natural gifts (28:54) * His frustrations (32:37)
Podcast Resources Right Click to Download this Podcast as an MP3 * Bobby on LinkedIn * Bobby on Medium*
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What Do You Think?What are your natural gifts?
The post GA 470 | Identifying and Using Your Natural Gifts with Bobby Jackson appeared first on Gemba Academy.
This week’s guest is Steve Bell. Ron and Steve discussed Steve’s work applying lean to NGOs, how he approaches Change Management, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Steve’s background (3:57) * What NGO stands for (6:13) * What problem Steve is trying to solve (10:25) * An example Steve recently saw (14:01) * How he handles the Change Management aspect (16:35) * What the lean community can do (22:35) * Two more stories of lean NGOs (27:30)
Podcast Resources Right Click to Download this Podcast as an MP3 * Lean Agile NGO * Steve on LinkedIn * Lean Agile NGO LinkedIn Group * GA 010 | Using Lean to Help NGOs with Steve Bell*
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What Do You Think?How else could lean be used to help NGOs or non-profits?
The post GA 469 | Improving Lives with Lean with Steve Bell appeared first on Gemba Academy.
Continuous improvement is a key strategy for businesses to stay competitive in today’s fast-paced and ever-changing environment. It is a process of making incremental changes to a company’s operations, processes, and products to enhance efficiency, quality, and customer satisfaction. However, implementing continuous improvement initiatives can be challenging, especially if the organization does not have a proper change management system in place. In this blog post, we will explore why change management is crucial in continuous improvement and how it can help organizations achieve their goals.
What is Change Management?Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. It involves the use of different tools and techniques to manage the impact of change and ensure that it is implemented successfully. Change management is essential in any organizational change initiative, including continuous improvement.
Why is Change Management Important in Continuous Improvement?Continuous improvement is an ongoing process that involves making changes to improve performance, reduce waste, and increase customer satisfaction. It is a never-ending journey that requires a sustained effort and a commitment to change. Implementing continuous improvement initiatives can be challenging, as they often involve making significant changes to the organization’s operations, processes, and products. Change management is critical in ensuring that these changes are implemented successfully and that they achieve the desired outcomes. Here are some reasons why change management is essential in continuous improvement:
1 Helps in Managing Resistance to ChangeOne of the biggest challenges of implementing continuous improvement initiatives is managing resistance to change. Many employees may be resistant to change, especially if they feel that their job security or daily routines are being threatened. Change management helps in managing resistance to change by involving employees in the change process and providing them with the necessary training and support. It helps in creating a culture of openness and transparency, where employees feel comfortable expressing their concerns and ideas.
2 Ensures that Changes are Implemented SuccessfullyContinuous improvement initiatives involve making significant changes to the organization’s operations, processes, and products. These changes can have a significant impact on the organization’s performance, and they must be implemented successfully to achieve the desired outcomes. Change management ensures that changes are implemented successfully by providing a structured approach to managing the change process. It involves identifying the stakeholders, assessing the impact of the changes, developing a communication plan, and providing the necessary training and support.
3 Facilitates Continuous LearningContinuous improvement is a never-ending journey that requires a commitment to learning and improvement. Change management facilitates continuous learning by creating a culture of openness and transparency, where employees feel comfortable sharing their ideas and feedback. It also involves monitoring and evaluating the outcomes of the changes, identifying areas for improvement, and making necessary adjustments.
4 Improves Employee Engagement and MotivationContinuous improvement initiatives can be challenging, and they require sustained effort and a commitment to change. Change management improves employee engagement and motivation by involving employees in the change process and providing them with the necessary training and support. It also helps in creating a sense of ownership and accountability among employees, as they are involved in the decision-making process.
5 Helps in Achieving the Desired OutcomesThe ultimate goal of continuous improvement initiatives is to achieve the desired outcomes, such as improving performance, reducing waste, and increasing customer satisfaction. Change management helps in achieving the desired outcomes by providing a structured approach to managing the change process. It involves setting clear goals and objectives, identifying the stakeholders, assessing the impact of the changes, developing a communication plan, and providing the necessary training and support.
Change management is a critical component of continuous improvement. By following a structured approach to change, organizations can minimize resistance, reduce disruptions, and achieve better outcomes in terms of efficiency, quality, and customer satisfaction. Communication, planning, preparation, and monitoring and evaluation are all essential aspects of effective change management. By incorporating these elements into their continuous improvement efforts, organizations can drive long-term success and competitiveness.
The post Are You Ready for Change? appeared first on Gemba Academy.
This week’s guest is Ryan Tierney of Seating Matters. Ryan and Ron discussed the reactions Ryan got when he first discovered lean, the importance of being both humble and curious, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Ryan likes (3:48) * Ryan’s background (4:30) * Why they got started with lean (6:18) * His colleagues’ initial reactions (9:14) * His siblings’ initial reactions (13:24) * His biggest struggle (15:51) * How he got people engaged (17:31) * What facilities Ryan toured (20:29) * About their One-Piece Flow purchasing system (23:14) * The “smallest batch practicable” (25:25) * Being humble and curious (27:23) * Remaining humble when you’re successful (28:55) * About “Lean Made Simple” (31:10)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 254 | Discovering Lean with Ryan and Louise Tierney * Ryan on YouTube * Ryan on LinkedIn * Lean Made Simple * Lean Made Simple on LinkedIn*
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What Do You Think?How did your family, friends, and/or coworkers react when you started practicing lean?
The post GA 468 | Lean Made Simple with Ryan Tierney appeared first on Gemba Academy.
Large organizations that employ process improvement departments and teams often have a list of process improvement projects (typically called the “1 to n list”). These potential projects are prioritized, and practitioners simply have to select the next project on the list.
However, not all businesses have a dedicated team of trained personnel just waiting for the next project. In fact, many times you need to find projects to work on. I see this challenge a lot with Green and Black Belt Lean Six Sigma candidates.
The common question I hear is, “How do I find a project?”
In a very structured, process-minded environment, a Master Black Belt is running a program. There are a few Black Belts aligned to strategic priorities and Green Belts are being handed project charters.
So much for the perfect world!
In reality, most people need to find process improvement opportunities on their own. So, how do you do this?
It boils down to looking at a combination of four things:
- Strategy.
- Data.
- Steady Work.
- Complaints.
Strategy
Many businesses have some sort of strategy. Some are more defined than others. But, for the most part, there are at least a few defined strategic priorities, or there is often some challenge to overcoming an impediment to success. Reviewing these and discussing them leads to identifying project opportunities that directly impact the company.
Data
Having data – especially a primary metric – is vital to successful process improvement projects. Data collection can also be one of the most time-consuming activities in a project. So, start by looking at what the business already measures and collects today. Perhaps, there exists an opportunity outlined in the existing data.
Steady Work
Steady Work are processes that happen all day long or at least several times a day, every day. These processes lend themselves to easy observation. When you can easily observe a process being performed over and over again, you can conduct a “Stand in the Circle” activity, like Gemba Academy describes in its Deadly Wastes training. By silently observing an ongoing process, you can easily identify disorganization and waste-related process improvement opportunities.
Complaints
If at all possible, you hope that you do not have complaints regarding your processes, but it happens. Complaints come from customers, employees, suppliers, and even partners. They often revolve around defects and pain points in a process. When you hear these complaints, consider them as an opportunity for process improvement.
Other MethodsIn more structured process environments, there are two other tools to look for potential process improvement opportunities. Typically, the business is more mature in its process mindset. These tools are value stream maps (VSM) and Failure Modes Effects Analysis (FMEA).
A VSM is a very detailed process visualization tool that identifies opportunities in an end-to-end process. These issues easily point to known lean solutions, such as workload balancing, kanban systems, and one-piece flow. By examining existing VSMs, you can select potential projects.
FMEAs identify all the potential failure modes in a process. These failure modes have a number or wait assigned to them, called a Risk Priority Number (RPN). By focusing on the highest RPNs, you can quickly identify process improvement opportunities. Then, it is a simple matter of looking for ways to reduce the likelihood and impact of a failure mode or increase the detectability.
Using these methods, even some of the most immature process-minded organizations can easily identify project opportunities.
The post Finding Process Improvement Opportunities appeared first on Gemba Academy.
This week’s guest is Andy Reith. Ron and Andy discussed Andy’s time at Toyota as well as a tannery, and what Andy believes a brilliant process looks like. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Andy likes (2:30) * Andy’s background (3:30) * How the tannery worked out (7:23) * What a brilliant process looks like (10:21) * What lean in footwear production is like (13:32) * How he reinforced takt time (17:50) * Advice Andy has for those just getting started (23:40) * The great factories Andy has visited (25:57)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 308 | Lessons Learned at Toyota with Andy Reith * Andy on Instagram * Andy on LinkedIn*
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What Do You Think?What does a brilliant process look like to you?
The post GA 467 | What Makes a Brilliant Process with Andy Reith appeared first on Gemba Academy.
This week’s guest is Jamie Flinchbaugh. Jamie updated us on what he’s learned since publishing his latest book, how he recommends writing a good problem statement, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Jamie likes (4:54) * His background (7:45) * Which of his books he would recommend and to who (10:40) * What he’s learned since writing People Solve Problems (12:09) * Writing a good problem statement (14:51) * The most common failure mode (18:40) * Ideation versus brainstorming (21:33) * Coaches creating and shaping experiences (25:58) * Whether or not Jamie would do things differently (28:53)
Podcast Resources Right Click to Download this Podcast as an MP3 * The Hitchhiker’s Guide to Lean * People Solve Problems * Jamie on LinkedIn * GA 016 | Developing Lean Leaders with Jamie Flinchbaugh * GA 045 | Respect for People with Past Guests * GA 083 | Getting the Board on Board with Lean with Jamie Flinchbaugh * GA 314 | The 4Cs of Trust with Jamie Flinchbaugh * GA 389 | People Solve Problems with Jamie Flinchbaugh*
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What Do You Think?What’s the difference between brainstorming and ideation?
The post GA 466 | Problem Statements, Ideation, and Coaching with Jamie Flinchbaugh appeared first on Gemba Academy.
My wife and I watched the documentary Stutz for the third or fourth time last weekend. It’s a unique story that always provides something new each time we watch it. The movie features actor Jonah Hill interviewing his therapist Phil Stutz, aiming to expand the knowledge and use of his unique tools. As a mental health therapist, my wife was interested in how she could apply those tools in her own practice.
Stutz’s passion and zest for life, even in old age and while dealing with health issues, is inspiring. There’s considerable humor in their discussions, such as when they wonder if they’re lying to the audience by making it appear that they’re in Stutz’s office. They conclude that they are, and from that point on, they are just sitting in a video studio in front of a green screen.
Make it VisualI was intrigued by how the tools discussed in the documentary can also be applied to lean and continuous improvement. For starters, Stutz is very visual. He keeps a stack of index cards handy to draw the various concepts and tools he is trying to convey to his clients. He believes that being able to describe something in pictures both helps him distill his own thoughts while also overcoming barriers with sometimes complex therapeutic languages when talking with clients. My wife experiences this as her client base is predominantly from immigrant backgrounds where English is a second language.
The lean world also has many visuals, such as the “house” of the Toyota Production System, the stair steps of kata, and the sometimes complex pathways of value stream mapping and spaghetti diagrams just waiting to be simplified. But how often do we use visuals, created on the fly in meetings and discussions, to convey what we’re thinking? Stutz does this multiple times in the short movie, whipping out an index card to draw visual representations, with hands increasingly shaking from Parkinson’s.
The Continuous in Continuous ImprovementOne of the more interesting concepts is the “string of pearls.” As a therapeutic tool, it helps clients understand the importance of taking the next step in their day, even if it’s just as small as brushing their teeth. Stutz notes that the size of the step or the pearl is not important; each has equal value. If we take the time to find and organize the most value-added actions, we may succumb to overthinking and paralysis and never actually get started and move forward.
We talk about this concept a lot in the lean and continuous improvement space. Finding high-value improvements to work on is great, but even more important is creating a culture where everyone tries to improve every process every day, even if it’s just a very small change. We look up to organizations that achieve greatness by compounding years of small improvements, surpassing the success of those that rely solely on massive investments in technologies and robotics.
Embracing FailureStutz takes the concept and visual one step further by drawing a black spot in some of the pearls, which he calls “turds.” He’s trying to help the client understand that there will be pitfalls, that not every action will have a positive result, and that’s okay. It’s important to accept this, learn from it, and continue to take the next action, to add the next pearl.
Successful continuous improvement-oriented organizations also recognize the value of failure – the turds. Failure is not necessarily a negative, but potentially a big positive if reflected on and learned from, with the next experiment, the next pearl, based on that new knowledge.
Netflix has an article on the core tools and concepts created by Phil Stutz, and several others are available as well.
Keep moving forward, adding pearls regardless of size, and learn from the turds!
The post The Pearls and Turds of Continuous Improvement appeared first on Gemba Academy.
This week’s guests are Matt May and Pablo Dominguez. Ron, Matt, and Pablo discussed Matt and Pablo’s book What a Unicorn Knows, the role of AI in business, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes that inspire them (3:44) * Their backgrounds (4:47) * Why they wrote the book (7:52) * Unicorns and business (10:48) * The current state of unicorns (12:48) * Whether the world is a worse or better place because of unicorns (16:49) * The Formula 1 analogy (18:48) * What SCALE means (27:45) * Practical tips and tools for those just getting started (33:33) * The role of AI in business (35:50)
Podcast Resources Right Click to Download this Podcast as an MP3 * Matt on LinkedIn * Pablo on LinkedIn * What a Unicorn Knows * GA 002 | Learning, Focus, and Innovation with Matthew May * GA 100 | How to Survive with Matt May*
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What Do You Think?What are your thoughts on the concept of “unicorns” in business?
The post GA 465 | What a Unicorn Knows with Matt May and Pablo Dominguez appeared first on Gemba Academy.
Patrick Lencioni, the author of the best-selling book “The Five Dysfunctions of a Team,” has introduced a new concept called the Six Types of Working Genius in the book by the same title.
I recently learned about these different types of “genius” while interviewing a guest for an upcoming Gemba Academy podcast (stay tuned for episode 470)!
The basic idea is that everyone has certain areas of natural talent that can be harnessed for better job performance and team collaboration. So, in this article, we’ll explore each of the six types of working genius and how they relate to what we continuous improvement practitioners are trying to achieve.
WonderThe first type of working genius is Wonder. This is the ability to be curious, ask questions, and to explore new ideas. People who have the gift of Wonder are often imaginative, creative, and bring new ideas to the table. Continuous Improvement teams that have members with Wonder are more likely to generate innovative solutions and take on new challenges.
InventionNext we have the genius of Invention. This is the ability to create something new from scratch. People who have the gift of Invention are often innovative and resourceful, and can come up with new ideas and experiments quickly. Teams that have members with Invention are more likely to be able to develop new products and services and respond quickly to changes in the market. These teams are also able to quickly think of experiments as they attempt to learn what works and what doesn’t work. These folks just gotta kata!
DiscernmentThe third type of working genius is Discernment. This is the ability to evaluate information and make good decisions. People who have the gift of Discernment are often good judges of character and can quickly assess situations and determine the best course of action. Teams that have members with Discernment are more likely to make informed decisions and avoid costly mistakes. The phrase “don’t be so sure” comes to mind when I think of someone high in Discernment.
GalvanizingNext, we have the Galvanizer. Galvanizing is the ability to rally people around a cause or an idea. People who have the gift of Galvanizing are often charismatic and can inspire others to take action. Teams that have Galvanizing team members are more likely to be motivated, focused, and collaborative. As an aside, when I took the assessment I was strong in this genius.
EnablementThe fifth type of working genius is Enablement. This is the ability to help others achieve their full potential. People who have the gift of Enablement are often supportive and nurturing, and they can help others develop their skills and talents. Teams that have members with Enablement are more likely to have a positive and supportive culture, and they can build strong relationships with each other. Many of the best CI coaches I have worked with seem to be strong in this Enablement genius.
TenacityFinally, the sixth type of working genius is Tenacity. This is the ability to persist and persevere through challenges and obstacles. People who have the gift of Tenacity are often determined, resilient, and able to overcome obstacles on their way to their goals. Teams that have members with Tenacity are more likely to be persistent and resilient in the face of challenges, and they can achieve their goals even when the going gets tough.
There are TwoMr. Lencioni opines that most people have two primary geniuses they’re strong in while also having two they are competent in. This leaves two geniuses that actually take energy away from an individual.
As with any sort of behavioral assessment, I don’t want to pretend this one is flawless. Critics of assessments like this will say things like, “Well, I want to be tenacious so I will answer all the questions in such a way that I will get the result I’m looking for.” I think there is truth to this so if you’re not able to honestly assess who you are, and what makes you tick, this sort of assessment will be of little value.
That said, I am fascinated by this sort of thing and love to understand what brings me fulfillment (i.e. I’m personally high in Galvanizing & Tenacity) as well as what makes others tick.
What Makes a Great Team (and Marriage!)Finally, I do believe that the best teams, and organizations, are those that have a nice “genius” balance. As an example, my two business partners – Kevin & Jon – are very different from me. And while I don’t believe they’ve taken this assessment I am quite confident our results would vary since our individual strengths are very different.
My wife, for what it’s worth, did take the assessment and we actually share many of the same characteristics but also have some massive differences. My wife, for example, is very high in “Wonder” while this particular genius is in my bottom two.
This is why home projects can be frustrating for both of us. She will dream and dream while I just want to get on with it and get it done since I’m also high in tenacity.
In other words, while balance may be ideal…this can lead to tension from time to time. But, as we lean thinkers know, the obstacles in life often show us the way!
Photo Credit: 1
The post The Six Types of Working Genius: What Makes for a Great Team & Marriage! appeared first on Gemba Academy.
This week’s guest is Andrew Piland. Ron and Andrew discussed how continuous improvement works in the construction industry, what Respect for People looks like, supply chain waste, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Andrew’s background (5:25) * What he’s up to these days (11:05) * About Last Planner (16:55) * What Respect for People looks like in construction (21:59) * How you avoid getting to that problem spot (23:31) * What other lean tools Andrew uses (24:15) * His focus on supply chain waste (26:47) * Advice for getting started (28:34)
Podcast Resources Right Click to Download this Podcast as an MP3 * Andrew on LinkedIn * Touchplan * MOCA Systems * MOCA PM*
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What Do You Think?Is it better to start with software, or start with a process? Why or why not?
The post GA 464 | Starting with a Process with Andrew Piland appeared first on Gemba Academy.
In process improvement, it is always best to involve a team. This helps get different points of view and perspectives on a problem. Also, having a team means that you have more people to help you do the work — especially when it comes to the collection of data and the implementation of improvements. The challenge many process improvement leads have is engaging their team in a virtual environment.
I wanted to share four quick ideas as to how you can keep the team from multitasking and not treating your working meeting as a webinar.
On CameraProcess improvement team meetings should be working meetings. That means everyone should be participatory. If at all possible, everyone should have their camera on. If you are on camera, it is a lot harder to multitask during a meeting. Multitasking eliminates engagement. Since these are working meetings, we do not want people multitasking. So, make “Video On” a standard expectation in your virtual team meetings.
Check-In and Check-OutThe next tip is to engage everyone on your team right away and let them know that they have to pay attention throughout the call. You can do this with a simple check-in at the beginning of the meeting and a check-out at the end of the meeting. When you start a meeting, ask a simple question, like “What’s one thing that you did that was fun since our last meeting?” Then go around the virtual room and have everyone quickly answer the question. At the end of the meeting, you can have a check-out activity. Typically, this is related to the meeting itself. You can ask everyone to rate the meeting on a scale of 1 to 5 and they have to give a reason why they gave their rating. You could ask for one thing each team member found valuable in this meeting. The concept of the check-in is to get everyone engaged right away — it sets the tone. The check-out lets everyone know that paying attention during the meeting is important. Make this a standard for your team meetings (virtual or not) and people will respond.
Round RobinWhen you are brainstorming or discussing something, make sure every single person speaks up. Some people can dominate a meeting and others will happily stay quiet. This is not what you want. You can ensure everyone is engaged with a round-robin activity. Simply call on each person to provide their ideas, thoughts, or inputs. Do this regularly throughout the meeting. Team members will realize pretty quickly that they will be called upon a lot, so they best pay attention.
AgendaThe best thing for any meeting is to have an agenda. That means that the meeting has a defined purpose and the activities in the meeting are designed to achieve that purpose. Structure the meeting to be active, not passive. Focus everything on achieving the purpose and have an agenda outlined to get you there.
If you follow these simple tips and make them your standard for all meetings, you will always have an engaged team, virtual or not.
The post Conducting Engaging Virtual Meetings appeared first on Gemba Academy.
This week’s guest is Phil Ranck. Ron and Phil talked about Lean Alaska, which Phil founded, as well as his work with the United States Army. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Phil likes (4:05) * Phil’s background (6:11) * A cool story about the military (10:08) * The difference between corporate and military environments (14:27) * Academics versus application (17:12) * How else you can gain experience (19:52) * The obstacles to getting started (24:21)
Podcast Resources Right Click to Download this Podcast as an MP3 * Phil on LinkedIn * Lean Alaska * Lean Alaska on Facebook*
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What Do You Think?How do academics compare to application in a continuous improvement context?
The post GA 463 | Academics vs. Application with Phil Ranck appeared first on Gemba Academy.
This week’s guest is Roland Guerrero. Ron and Roland discussed Roland’s experience working with the city of Fort Collins on their lean journey. Ron also asked Roland to weigh in on whether contentment and continuous improvement can coexist. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Roland likes (2:34) * Roland’s background (3:35) * Fort Collins’ lean journey (5:10) * Example improvements (7:27) * Why it was challenging (12:48) * Other tools they use (16:19) * Whether contentment and continuous improvement can coexist (19:53)
Podcast Resources Right Click to Download this Podcast as an MP3 * Roland on LinkedIn * Fort Collins Website*
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What Do You Think?How else could lean be used in a government setting?
The post GA 462 | Fort Collins’ Lean Journey with Roland Guerrero appeared first on Gemba Academy.
This week’s guest is Sam Morgan. Ron and Sam discussed Sam’s coaching experiences and the connection between scientific thinking and confidence. They also discussed whether contentment and continuous improvement can coexist. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Sam’s quote (3:45) * Sam’s background (5:04) * What Sam identified as his purpose (12:13) * The connection between scientific thinking and confidence (13:52) * Whether contentment and continuous improvement can coexist (26:56) * What Ron thinks (32:38) * Rich’s vision board (36:23)
Podcast Resources Right Click to Download this Podcast as an MP3 * Sam on LinkedIn * Sam’s Website * Feel the Fear and Do it Anyway * LinkedIn Thread*
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What Do You Think?Can contentment and continuous improvement coexist? Why or why not?
The post GA 461 | Scientific Thinking and Confidence with Sam Morgan appeared first on Gemba Academy.
In the world of lean and six sigma, there’s a lot of emphasis placed on the importance of habits and processes. After all, a company’s success depends on the collective actions and habits of its employees.
Here are some tips to help business leaders create effective habits to support lean initiatives in their organizations.
- Communicate the why: It’s important to clearly communicate the purpose and benefits of your continuous improvement initiatives to your employees. This helps them understand why the changes are being made, and makes it easier for them to buy into the process.
- Start small: Habits are formed over time, and it’s important to start small and gradually build up to more complex processes. This makes it easier for employees to adapt and helps them avoid feeling overwhelmed. Put another way, don’t even focus on low hanging fruit when starting out…instead pick up the fruit lying on the ground!
- Encourage participation: Encourage your employees to participate in lean initiatives, and provide them with the tools and training they need to be successful. This helps create a culture of continuous improvement, where everyone feels empowered to contribute.
- Celebrate successes: Celebrating successes is important for maintaining momentum and keeping everyone motivated. When employees see that their efforts are paying off, they’re more likely to stay committed to the process.
- Lead by example: As a leader, your own habits and behaviors have a huge impact on the rest of your team. If you’re passionate about lean and committed to continuous improvement, your employees are likely to follow your lead.
- Make it a part of the culture: Integrating lean and six sigma principles into the company culture is key to making the changes stick. This means that everyone, from top management to the front line, is committed to continuous improvement and working together to achieve the company’s goals.
Creating effective habits to support lean initiatives is essential for any business looking to achieve long-term success. By leading by example, communicating the why, starting small, encouraging participation, celebrating successes, and making it a part of the company culture, business leaders can help their employees embrace and support the change process.
The post Building Habits to Support Lean Initiatives: A Guide for Business Leaders appeared first on Gemba Academy.
This week’s guest is our own Ron Pereira. Ron discussed two of his favorite email newsletters: The Process and The Curiosity Chronicle. He also shared some powerful content from each. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Companies that went bankrupt (4:30) * Self-determination theory (8:41) * A culture that resists complacency (14:43) * About Sahil Bloom’s newsletter (17:45) * Life Lessons from 1,000 Years (20:06)
Podcast Resources Right Click to Download this Podcast as an MP3 * The Process * Sahil Bloom: Life Lessons from 1,000 Years * Sahil’s Newsletter*
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What Do You Think?Which of the life lessons stood out to you the most?
The post GA 460 | Newsletter Wisdom with Ron Pereira appeared first on Gemba Academy.
Data collection and analysis are critical in process improvement. Data shows progress in process improvement over time and serves as a barometer of process effectiveness and efficiency.
Measuring a straightforward process that takes seconds, minutes, or hours is fairly easy because you can witness the start and the stop of the process. These processes exist everywhere from manufacturing, call centers, service centers, health care, and even back-office administrative processes.
However, there are many administrative processes that take days, weeks, months, and even years that are not easily measured. Let us use the example of a human resources recruiting process. The process has a definite start and stop, but it can take weeks or months to occur.
When you are trying to improve these types of processes, data collection and analysis can be rather tricky. One single instance of a process like this is often called a “tranche,” which means, “A portion of…” The term tranche is often used when talking about money, but it is synonymous with words like segment, piece, heart, subdivision, share, percentage, and proportion.
One tranche – one instance – of a long (multi-day) process is what Landon Jones coined as, “The pig in the python.” Jones used the term to address the “baby boom” after the Second World War, but it is a good representation of one instance of something progressing through a long process.
Why is this important?When trying to improve a long process, the data measurement, collection, and analysis are much harder. If you are trying to capture the end-to-end process cycle, the data can be very elusive.
Today, if you pull data on this type of process, it will look like the process is getting better and faster closer to the current date. This is because the closer you get to today the shorter the process times are presented, while there are still several that are still open and being worked on – moving through the python.
This makes measuring the pig in the python more challenging.
How do you measure the pig in the python?First, you select a start time where everything that started in the process has already ended. Then, that becomes your snapshot of the process. Essentially this becomes your measurable tranche.
This subset of all your data is representative of the population of the process as a whole. Thus, you end up looking at tranches of data sets week over week or month over month.
This means that it will take longer to see the impact of any changes to the process. This is because you have to continue to take these snapshots of what is happening in the process.
The concept of tranches and the pig in the python is very important to remember when working with longer administrative processes.
The post Measuring The Pig In The Python appeared first on Gemba Academy.
This week’s guest is Adam Lawrence. Ron and Adam discussed the Wheel of Sustainability, kaizen events, and how to handle “Cave People.” An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Adam likes (3:17) * Adam’s background (4:31) * The Wheel of Sustainability (5:15) * Why he wrote his book (6:41) * What Adam learned (8:29) * An example of when things were tough (11:09) * The plant manager role (16:47) * Advice for the practitioner who is lacking support (18:21) * Who gets nervous about committing (24:42) * How you handle a “cave person” (25:56) * The most powerful kaizen event (31:27) * What Adam does on Day 3 (39:12)
Podcast Resources Right Click to Download this Podcast as an MP3 * Adam on LinkedIn * PI Partners on LinkedIn * PI Partners * Adam on YouTube * The Wheel of Sustainability on Amazon * GA 287 | The Wheel of Sustainability with Adam Lawrence * GA 303 | Running a Successful Kaizen Event with Adam Lawrence * GA 330 | The Power of 3P with Adam Lawrence * GA 359 | Pink Tools and Preventing Injuries with Adam Lawrence * GA 393 | Lean Storytelling with Adam Lawrence * GA 398 | Lean Storytelling Part Two with Adam Lawrence * GA 424 | When Things Go Wrong: The Spirit of Kaizen with Adam Lawrence*
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What Do You Think?How do you deal with cave people?
The post GA 459 | Dealing with Cave People with Adam Lawrence appeared first on Gemba Academy.
psychology and philosophy researcher John Salvatier reality has a surprising amount of detail d
That’s how I came to spend a substantial part of my teenage years replacing fences, digging trenches, and building flooring and sheds. And if there’s one thing I’ve learned from all this building, it’s that reality has a surprising amount of detail.
This turns out to explain why its so easy for people to end up intellectually stuck. Even when they’re literally the best in the world in their field.
Details matter
This is not unique to your specific field. It’s not a feature of carpentry, software programming or boiling a pot of water
You get stuck on a position when you think you’ve spotted something important
Before you’ve noticed important details they are, of course, basically invisible. It’s hard to put your attention on them because you don’t even know what you’re looking for. But after you see them they quickly become so integrated into your intuitive models of the world that they become essentially transparent. Do you remember the insights that were crucial in learning to ride a bike or drive? How about the details and insights you have that led you to be good at the things you’re good at?
In problem-solving this can manifest as jumping to a solution and emotionally defending a position. This is often unproductive.
This problem is not easy to fix, but it’s not impossible either. I’ve mostly fixed it for myself. The direction for improvement is clear: seek detail you would not normally notice about the world. When you go for a walk, notice the unexpected detail in a flower or what the seams in the road imply about how the road was built. When you talk to someone who is smart but just seems so wrong, figure out what details seem important to them and why. In your work, notice how that meeting actually wouldn’t have accomplished much if Sarah hadn’t pointed out that one thing. As you learn, notice which details actually change how you think.
Unconscious incompetence > conscious incompetence > conscious competence > unconscious competence
In psychology, the four stages of competence, or the “conscious competence” learning model, relates to the psychological states involved in the process of progressing from incompetence to competence in a skill.
Understand the mechanism
P-M Analysis
Background, what are all of the things we already know or think we already know, we take a step back
Breakdown
Basic Science
This approach becomes especially important when the problems we’re tackling are technical in nature. By this I mean that there is a specific combination of factors that must be combined in order to produce a good outcome. These are what we might call the “important details”.
You need these things in order to identify your threshold of knowledge, form a hypothesis, test it and learn what lies beyond the threshold
“What am I missing?”
What question should I be asking? The trick to being a good coach is to know the right question to ask next, and to do as little else as possible. Or to get the learner to ask the questions, practice inquiry and take note of detail they may have missed or ignored.
If you wish to not get stuck, seek to perceive what you have not yet perceived.
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This week we’re sharing audio from three of our newer courses on risk analysis. Learn all about Bowtie Analysis, FMEA, and Fault Tree Analysis, and check out our website to watch the free videos that accompany them. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * About Bowtie Analysis (1:06) * The roots of Bowtie Analysis (3:01) * The advantages of Bowtie Analysis (4:53) * The disadvantages of Bowtie Analysis (5:58) * About FMEA (7:14) * The two types of FMEA (10:15) * The differences between them (11:24) * About Fault Tree Analysis (15:10) * The structure of the fault tree diagram (16:24) * What Fault Tree Analysis is used for (17:23)
Podcast Resources Right Click to Download this Podcast as an MP3 * Bowtie Analysis * FMEA * Fault Tree Analysis*
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What Do You Think?How could you use one or more of these tools at your company?
The post GA 458 | Exploring Risk Analysis with Ron Pereira appeared first on Gemba Academy.
This week’s guests are Bob DeKoch and Phil Clampitt. Ron, Bob, and Phil talked about servant leadership, toxic positivity, and what it means to lead with care. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes that inspire them (1:52) * Their backgrounds (2:44) * What “beyond servant leadership” means (4:58) * Pairing core beliefs with skills (8:53) * About toxic positivity (12:17) * Embracing uncertainty (18:19) * Teaching these principles to young people (21:05) * Leading with care (24:02) * How different personality types play a role (27:43)
Podcast Resources Right Click to Download this Podcast as an MP3 * Phil on LinkedIn * Bob on LinkedIn * Leading with Care on Amazon** * Leading with Care Website*
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What Do You Think?What does leading with care mean to you?
The post GA 457 | Leading with Care with Bob DeKoch and Phil Clampitt appeared first on Gemba Academy.
This week’s guest is Alex Judd. Ron and Alex listened to and discussed David Foster Wallace’s famous commencement speech, “This Is Water.” This is a very powerful episode that contains some great food for thought for the new year. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Why this commence speech is important (3:47) * Alex’s background (9:33) * What is water? (10:16) * The ability to think critically (13:39) * The argument he is making (16:18) * Why the believer and non-believer are actually similar (26:16) * Being lost (35:14) * The monotony of adult life (42:03) * How NOT to think (44:22) * Darkness and light (49:03) * Why you get to decide how to see things (51:47) * The power of education (58:54) * Why there has to be truth (1:03:59) * Life before death (1:09:41) * Identifying your truth (1:13:15) * Choosing wisely (1:16:19) * Why truth demands submission (1:18:07)
Podcast Resources Right Click to Download this Podcast as an MP3 * GA 446 | From “Here” to “There” in Leadership with Alex Judd * This Is Water on YouTube * Path for Growth * Alex on LinkedIn*
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What Do You Think?What part of David’s speech spoke to you the most?
The post GA 456 | “This Is Water” by David Foster Wallace with Alex Judd appeared first on Gemba Academy.
This week’s guest is Julia Goldstein. Ron and Julia discussed the concept of circular economy, what sustainability looks like in a lean context, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Julia likes (2:28) * Julia’s background (3:29) * How Julia heard about lean (5:02) * The intersection of lean and sustainability (6:33) * What “circular economy” means (7:37) * Some examples (9:23) * What sustainability communication means (12:07) * The roadblocks people are facing in terms of improving using sustainability (15:40) * Some practical tips (18:52)
Podcast Resources Right Click to Download this Podcast as an MP3 * Julia on LinkedIn * Julia’s Website*
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What Do You Think?How else can sustainability and lean be used together?
The post GA 455 | The Intersection of Lean and Sustainability with Julia Goldstein appeared first on Gemba Academy.
Understanding and measuring process time is one of the most important aspects of process improvement. Much of the waste (muda) in a process causes a process to take longer than it should. When a process takes longer, customers are waiting for their final products and services and people in the process are typically costing the company more money. After all, “Remember that time is money,” Benjamin Franklin.
However, timing a process can sometimes also be a time-consuming process. And, if time is money, then quickly getting a good understanding of process cycle time, when conducting process improvement, is imperative. Working with several Lean Six Sigma certification candidates, I often share a quick and easy timing process that uses Good Operator Estimates and Weighted Per Accomplishment Times (WPAT). These are techniques that I learned in my Industrial Engineering training in the U.S. Air Force.
This timing process can be used with any process — healthcare, manufacturing, administrative, you name it. It is quick and easy and takes considerably less time than holding a formal process timing study.
Good Operator EstimatesThis is a two-step process. The first step is to identify the “good operators” in your process to interview. We do not want the best or the worst operators, as they will skew the timings. You also want more than one operator to interview, but you do not need any more than five.
You are going to interview these operators and get their process timing estimates. Make sure that the way you ask your interview questions is always the same. Write down your interview questions so they are asked exactly the same way to each operator. Write down their responses on your interview sheet. Here are the first set of questions:
- What is the average amount of time your process takes?
- What is the fastest (optimal) amount of time your process takes?
- What is the slowest (pessimistic) amount of time your process takes?
By themselves, these times mean very little and are not really representative of the actual process. There is a second set of questions that you need to ask:
- Out of 100% of the time, what percentage does the fastest (optimal) process time occur?
- Out of 100% of the time, what percentage does the slowest (pessimistic) process time occur?
Now for a little math. Add the fastest and slowest percentages together and then subtract the total from 100%. This is the percentage of time the average process time occurs. Below is an example.
Conduct this interview for every operator and record each set of results.
Weighted Per Accomplishment TimeNow, this is where the fun begins. See, when the operators are asked the above questions in the manner presented, it is hard for an operator to “game the system.” If you were to simply ask each operator, “How long does this process take?” you would get a timing estimate much closer to the slowest (pessimistic) process time of 10 minutes. This is indicative of Parkinson’s Law, where time will fill the space available and people will always stretch out the amount of time something takes to fill the space.
So, how do we get a more reasonable good operator estimate?
We turn this into a WPAT by applying some simple mathematics. Multiply each of the estimated per accomplishment times (optimal, average, and pessimistic) by the estimated percentage that it occurs. Then, add these three “weighted times” together to obtain a final WPAT. See the below example.
As you can see above, the estimated WPAT from this operator, in our example, is 4.95 minutes. The last step in the process is to add all the operator WPATs together and divide the final number by the number of operators interviewed. Basically, obtaining an average (mean) of all the WPATs. By averaging out all the operator times, you get a much better final estimate.
By following this simple, quick, and easy method of process timing, you can gain a very good estimate of how long a process should take on average. And that is a quick way to time a process!
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This week’s guest is Sabrina McCorvey. Ron and Sabrina discussed what it’s like practicing lean in a pandemic, how she has used Gemba Academy, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that Sabrina likes (2:02) * Her background (2:26) * How she dealt with the pandemic (5:30) * What problem she was trying to solve using Gemba Academy (9:33) * Why they didn’t meet any resistance (15:07) * What a standard kaizen event looks like (16:36) * Advice for those just getting started (20:46) * Advice for the seasoned professional (22:44)
Podcast Resources Right Click to Download this Podcast as an MP3 * Sabrina on LinkedIn*
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What Do You Think?How has the COVID-19 pandemic affected the way you practice lean?
The post GA 454 | Practicing Lean in a Pandemic with Sabrina McCorvey appeared first on Gemba Academy.
This week’s guest is Katie Anderson. Ron and Katie met up at the AME conference in Dallas to discuss what Katie’s been up to as well as her book, Learning to Lead, Leading to Learn. Katie also shed some light on her approach to lean, leadership, and learning. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * About Katie’s book (1:55) * Katie’s background (3:54) * The quote that Katie likes (4:43) * What we should be doing as it relates to learning (5:24) * The power of creating structure (8:36) * Dealing with obstacles (11:06) * Shifting what success looks like (16:34) * What the next three to five years look like in the lean world (15:41) * How lean will help companies navigate uncertain times (17:15) * Her upcoming trip to Japan (19:41)
Podcast Resources Right Click to Download this Podcast as an MP3 * Learning to Lead, Leading to Learn * Katie’s Website * Katie on LinkedIn * GA 173 | How to Use A3 Thinking with Katie Anderson * GA 242 | How to Leverage Different Lean Experiences with Katie Anderson * GA 281 | Building an Online Community of Practice with Katie Anderson and Karyn Ross * GA 297 | The Importance of Hansei and Revitalization with Katie Anderson * GA 331 | Leading and Learning at Toyota with Katie Anderson*
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What Do You Think?What does success look and feel like to you?
The post GA 453 | Navigating the Struggle of Learning with Katie Anderson appeared first on Gemba Academy.
This week’s guest is Jen Borden. Ron and Jen discussed transactional lean, what it entails, and how you can get started with it. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: Jen’s quote (1:43) Jen’s background (2:27) About transactional process improvement
Continue ReadingThe post GA 452 | The Power of Transactional Lean with Jen Borden appeared first on Gemba Academy.
This week’s guests are Scott Laundry and Marc Bicknell. Ron, Scott, and Marc discussed all things kata, including being a good coach and how kata can be “evil.” An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quotes that Scott and
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We all know a couple people who have changed the direction of our lives and careers, even with very brief interactions. Something they said created an a-ha moment that changed our perspective or provided the catalyst that helped draw the connection between thoughts we’ve been mulling for a long time.
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Going to Gemba — where the work is done — is a pretty simple concept. Go where the work is being performed and watch what is happening. What happens when the process is all online? Where everything that is happening, is on screens and is all 1s and 0s. This
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This week’s guest is Billy Taylor. We caught up with Billy at the recent AME conference in Dallas, where he and Ron discussed his book The Winning Link and the concept of governance. Billy also shared some powerful anecdotes we think you’ll enjoy. An MP3 audio version of this episode
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This week’s guest is Mike Thelen. Ron and Mike caught up at the recent AME conference in Dallas, where they discussed company culture, the role of docility, and why “firefighters” get promoted instead of leaders. An MP3 audio version of this episode is available for download here. In this episode
Continue Reading The post GA 449 | Firefighting, Docility, and the Top-Down Approach to Lean with Mike Thelen appeared first on Gemba Academy.
This week’s guest is Gregory MacDougall. Gregory’s interview is the first we’re sharing from the recent AME Conference in Dallas. Gregory explained how he chooses keynote speakers, what his health journey has taught him, and more. An MP3 audio version of this episode is available for download here. In this
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This week’s guest is Trond Undheim. Ron and Trond discussed Trond’s book Augmented Lean, and his thoughts on automation and technology. He and Ron also each shared their stance on social media and its effects on humanity. An MP3 audio version of this episode is available for download here. In
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Our Gemba Academy team was at The Association for Manufacturing Excellence annual conference in Dallas last week, the largest lean conference in the world. By all accounts it was a great success, with over a thousand people excited about finally being able to get together in person again to network,
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Over the last couple of months, I have talked about how the Process Improvement Project is different than just a regular Project. This is because, when you start a process improvement project, you do not know what is really happening. You typically have a high-level problem, identified with some high-level
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This week’s guest is Alex Judd. Alex explained his growth-oriented approach to leadership and coaching, and even gave Ron some parenting advice. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Alex likes (3:31) Alex’s background (8:05) The services they
Continue Reading The post GA 446 | From “Here” to “There” in Leadership with Alex Judd appeared first on Gemba Academy.
This week’s guest is Paul Stamper. Paul shared how lean has helped Ventura County improve its processes and how continuous improvement can bring positive change to government and service environments in general. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The
Continue Reading The post GA 445 | Ventura County’s Lean Journey with Paul Stamper appeared first on Gemba Academy.
This week’s guest is Patrick Dippel. Ron and Patrick talked about volatility and how leaders and organizations everywhere can deal with uncertain times. Patrick also explained the merits of on-demand labor and how his website Veryable works. An MP3 audio version of this episode is available for download here. In
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Those of us somewhat interested in chess, or perhaps curious thanks to blockbuster shows like The Queen’s Gambit, have been following the chaos in the world of grandmaster-level chess, particularly the feud between world champions Magnus Carlsen and Hans Niemann. Chess is one of the few competitions where even at
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This week’s guest is Jamie Dixon. Ron and Jamie talked all about the power of storytelling, and how it’s done correctly. Jamie also specifically explained what the three ingredients of stories are. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The
Continue Reading The post GA 443 | Telling Stories and Making Meaning with Jamie Dixon appeared first on Gemba Academy.
There are many ways to lead a continuous improvement journey in an organization. A frequent question we get at Gemba Academy is, “Where do I start?” One strategy is to simply start eliminating paint points in processes. “Fix what bugs you” is the way Paul Akers puts it. Many organizations
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This week’s guest is Kurt Neubek. Kurt explained how lean is used in the Design and Construction industries, and the differences between virtual and in-person dynamics. He and Ron also discussed navigating biases. An MP3 audio version of this episode is available for download here. In this episode you’ll learn:
Continue Reading The post GA 442 | Getting Decisions That Stick with Kurt Neubek appeared first on Gemba Academy.
A Project Charter is a contract that clearly explains what the process improvement project is all about, while also clearly stating when the team intends to accomplish the objectives of the project. The Project Charter should be carefully created and then shared in such a way that the team members
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This week’s guest is Deondra Wardelle. Deondra, a keynote panelist at the upcoming AME Conference, talked to Ron about her consulting work and strategic visioning. They also discussed kata and the future of lean. An MP3 audio version of this episode is available for download here. In this episode you’ll
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This week’s guest is Tom Hughes. Ron and Tom discussed how culture and standards coexist in lean, and why it’s so important to be candid. Tom also shared some great anecdotes and lean wisdom. An MP3 audio version of this episode is available for download here. In this episode you’ll
Continue Reading The post GA 440 | Engagement, Education, and Recognition with Tom Hughes appeared first on Gemba Academy.
This week’s guest is John Knotts. Ron and John talked all about data, how to approach it, and what tools John recommends. John also expanded on the concept of “being the rock.” An MP3 audio version of this episode is available for download here. In this episode you’ll learn:
Continue Reading The post GA 439 | Collecting and Interpreting Data with John Knotts appeared first on Gemba Academy.
This week’s guest is Brent Weichers. Brent explained how his organization has made real changes to improve the lives of the employees. He also shared what he’ll be presenting at this year’s AME conference. An MP3 audio version of this episode is available for download here. In this episode you’ll
Continue Reading The post GA 438 | The Importance of Understanding People with Brent Weichers appeared first on Gemba Academy.
The one thing that differentiates process improvement projects from regular projects and project management is the methodical way a process improvement practitioner arrives at the root cause and then devises solutions or countermeasures to combat that root cause. In a normal project, the “solution” is already known and the project
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This week’s guest is Steve Kane. Ron and Steve discussed the benefits and challenges of virtual training. Steve also explained the trends in virtual training he’s observed recently. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires Steve
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This week’s guest is Thomas Bertels. Ron and Thomas discussed how Thomas got into work design, how it relates to lean, and why intrinsic motivation is so critical. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Thomas likes (1:54)
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This week’s guest is Wendy Posillico. Ron and Wendy discussed her golf career, her company Live Your June, and the role of ethos and pathos in leadership. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: Wendy’s favorite quote (2:20) Her background
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This week’s guest is Ron Pereira. Ron talked about our TPM, or Total Productive Maintenance, content, and then shared a previous episode on TPM by Balaji Chandrasekar. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The improvements our content development team
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This week’s guest is Calvin Williams. Ron and Calvin discussed his company Impruver, scientific thinking, and what it means to be a scientific leader. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Calvin wanted to share (2:32) His background
Continue Reading The post GA 433 | Being a Scientific Leader with Calvin Williams appeared first on Gemba Academy.
Last month, we talked about the Three Most Important Metrics in a Continuous Improvement Culture. They were Workload Volume, Process Cycle Time, and Process Defects. Data is key to process management and improvement and The Continuous Improvement Culture Model relies on data measurement as a key component of creating this
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This week’s guest is Martina Kuhlmeyer. Ron and Martina talked about the true definition of culture, what it means to build lean into your company culture, and how to tell when things go awry. An MP3 audio version of this episode is available for download here. In this episode you’ll
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This week’s guest is Dereck Williams. Ron and Dereck discussed Quality Management Systems, what they entail, and how to ensure your efforts are successful and sustainable. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Dereck likes (1:26) His background
Continue Reading The post GA 431 | Implementing a Quality Management System with Dereck Williams appeared first on Gemba Academy.
This week’s guest is Bhavana Bartholf. Bhavana is the Global Head of Digital & Sales Strategy at Microsoft and a keynote speaker at this year’s AME International Conference. Ron and Bhavana discussed empathy, culture, trust, and more. An MP3 audio version of this episode is available for download here. In
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This week’s guest is Michael Lamach. A keynote presenter at this year’s AME International Conference, Ron and Michael talked about everything from his time at Trane Technologies, to promoting engagement, cycle time, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll
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How many things do you measure in order to tell you how you are doing in business? I have seen organizations that measure everything and anything. Many times, what is being measured is not something the business can do anything about. In some cases, the measures collected, reported, and reviewed,
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This week’s guest is Colin Baird. Ron and Colin discussed the role of discovery and the importance of being appreciated. Colin also shared how his relationship with his father shaped the way he views continuous improvement. An MP3 audio version of this episode is available for download here. In this
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This week’s guest is Ryan McCall. Ron and Ryan explored the Hierarchy of Action, and what it means to “Start with Why.” Ryan also shared some advice for what to do when your “Why?” isn’t embraced by those around you. An MP3 audio version of this episode is available for
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This week’s guest is Lauren Hisey. Ron and Lauren discussed the dangers of jumping straight into technology before exploring other options. They also covered value stream mapping, gemba walks, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote
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The US Navy SEALs are credited by many with coining the expression “Slow is smooth and smooth is fast.” The idea here comes from training people to perform technical tasks correctly in an environment where there is no room for error. A task as seemingly simple as moving a team
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This week’s guest is Beau Briggs. Beau described his racing career and his family business, and how lean has been a part of both journeys. This is a particularly unique episode you won’t want to miss. An MP3 audio version of this episode is available for download here. In this
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If you are a student of business, then you have probably heard all the quotes around measuring what you do. The bottom line is if you are not measuring what you are doing, you cannot improve it. Trust me…many organizations that I have worked with do not measure much of
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This week’s guest is Adam Lawrence. Adam told Ron about his trip to French Guiana to see a NASA rocket launch, and everything that went wrong. Adam also explained how he believes having a lean background helped him. An MP3 audio version of this episode is available for download here.
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This week’s guest is Michael Parent. Ron and Michael discussed human-centered design and how it intersects with lean. Michael also talked about his book, The Lean Innovation Cycle. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires Michael
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This week’s guest is Adam Marsland. Adam, who works in the legal industry, explained how his firm uses continuous improvement and what problems they’re solving. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote that inspires Adam (2:57) Adam’s background
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This week’s guest is Dan Johnston. Dan explained how his company WorkStep approaches hiring and retaining employees and what employees truly want, with clear parallels to lean, PDCA, and Respect for People. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The
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Ryan McCall is a continuous improvement engineer at FECON. He and I have been collaborating on continuous improvement and leadership over the past couple of years. We’ve explored the works of Mike Rother, Simon Sinek, Jocko Willink, and many others during that time. He was a guest on the Gemba
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This week’s guest is Rick Foreman. Ron and Rick talked all about the importance of gratitude, both in professional and personal contexts. Listen and learn how being grateful can improve your health and overall happiness. An MP3 audio version of this episode is available for download here. In this episode
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In my first blog on the subject of Continuous Improvement, I highlighted the proverb, “many hands, make light work.” The concept of a culture of continuous improvement is to orient everyone in the organization toward one common goal — Operational Excellence. You may have also heard of the psychology term,
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This week’s guest is Bryan Bauw. Bryan explained how he uses lean and continuous improvement in his role at a startup venture capital firm. Ron and Bryan also explored what we could learn from the world of venture capital. An MP3 audio version of this episode is available for download
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This week’s guest is Lance Knight. Lance explained how lean and value stream management work in the software delivery field. He also shed some light on what they’re doing that traditional manufacturers could benefit from. An MP3 audio version of this episode is available for download here. In this episode
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My family and I are going through a difficult time right now with a personal situation. Thankfully everyone is healthy…but we have been dealt a blow. After I shared the situation with a close friend, who knows me very well, they challenged me to trust the process. And, oh man,
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This week’s guests are Kathy Miller and Shannon Karels. They shared what it’s like being women in manufacturing, their experiences leading lean transformations, and the inspiration behind their book Steel Toes and Stilettos. An MP3 audio version of this episode is available for download here. In this episode you’ll learn:
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This week’s guest is Gregg Miner. Ron asked Gregg about his personal lean journey and JELD-WEN’s lean journey. Gregg also shared some great advice on goal setting. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Gregg likes (3:10) * Gregg’s background (4:04) * How long it took to get to that point (11:58) * About his work at JELD-WEN (12:57) * The moment Gregg was convinced about lean (15:12) * Breaking down a problem (19:15) * Setting goals (21:58) * JELD-WEN’s practice with TPM and OEE (24:50) * Their work specifically with OEE (26:53) * Advice for a new leader (29:16) * The CEO’s background (30:57)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Gregg on LinkedIn
What Do You Think? How do you go about breaking down problems?
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While reading a Knowledge@Wharton article on the subject of why employee wellness programs don’t work, I found myself thinking about why lean programs don’t always seem to work. Management professor Iwan Barnakay found, “Wellness programs have become a $50 billion industry, but companies aren’t getting much bang for the buck.” The article cites research that more than 80% of large employers have a wellness program and offer free health screenings and other incentives, yet these attempts at employee behavior change don’t seem to work.
We bring a good idea to intelligent, reasonable, well-meaning people with whom we share broad goals. And yet somehow they fail to adopt proven practices that are for their own benefit. Where have we heard this before? What the article does well is illustrate the importance of getting to the “why” of non-engagement with wellness programs.
How to Be Lean The way to be lean is to limit inputs and keep it moving. This is the same for building a fit management system and for achieving human health and wellness. In lean, we call it flow. In wellness, we call it diet and exercise. It’s not complicated. Costs must be lower than revenues. Calories consumed must be equal to or less than calories burned. But it can’t be that simple. Clearly, there is more to it than this.
Another thing that bodies have in common with our business operations is that they deteriorate over time, in the normal course of their use. Entropy is a fact, natural deterioration can’t be avoided. But most of us are guilty of something called forced deterioration, in which we accelerate the process by abusing our bodies with substandard inputs, excess burdens, or exposure to harsh environments.
Listening to Our Machines “What we need to do is listen to our employees. We have to talk to them to understand what their barriers are to start engaging,” Barankay says. As part of the lean practice of TPM, or Total Productive Maintenance, we listen to our machines. This is both literal and figurative. During the initial cleaning step of Autonomous Maintenance, we not only listen to our machines, we see, feel and even smell them, in order to detect abnormal conditions. During later Planned Maintenance activities, we use predictive maintenance technologies to monitor equipment vital signs, detecting signs of wear that signal an oncoming failure event.
An advantage of flow-oriented lean, whether it be manual work or information flow, is that it’s relatively easy to get started without asking technical questions about the physics and chemistry of specific machine functions. However, this is also a weakness. We can see that in asset-oriented lean, when we ask machines the right questions, they give us answers. When the researchers in the article asked people, “What’s preventing you from using the wellness benefits?” such as going to the gym or health screenings, they learned a few interesting things.
For Wellness or for Lean, Start with Stabilization First, it’s easier to flow when the equipment isn’t broken down. This may seem obvious, but it’s a point missed by many and the cause of lean program failures. We batch to hide unreliable equipment, poor quality, lack of cross-training, material shortages, or other problems. On the one hand, flow exposes them and allows us to address these problems. On the other hand, when these support systems are thoroughly broken, attempting to flow results in things shutting down.
When a process is capable of flowing, lean is easy. It’s just a matter of some initial math, redesign, and continuous improvement. This is in part what’s happening with wellness programs, according to Barankay, the employees who benefit the most from wellness programs are the ones who are already healthy. They exercise regularly and see a doctor, so getting a voucher for the gym just rewards them for what they are doing anyway.
When we have the energy to exercise, the time and inclination to prepare healthy meals, and a lack of worries eroding our sleep, it’s easy to go to the gym or take advantage of other wellness perks. If we’re experiencing forced deterioration, no amount of encouragement to “keep it moving” will help, until we remove some burden and create stability and space to improve.
What if it’s None of Our Business? There are many reasons lean programs don’t work. On the whole, it’s because we were unable to face up to and do something necessary but difficult to make it work. Some people don’t like the math. Others fear public speaking. There are people who are intimidated by the terminology. Working with machines can be intimidating. So can working with people. Others are comfortable with all of this, but simply not with doing things in a way different than how they’ve always done it.
Machines are complex. When we listen to machines, it’s necessary to know their language. But learning how machines work, the names of components, systems, and interactions is easy relative to understanding people. People’s lives are far more complicated. According to the article, “When you are poor in America, when you have comorbidities, this is such a big cognitive burden that the idea of adding more routines is really, really difficult.” If our lives are burdened or unstable, it’s that much harder to get well.
Unlike listening to machines, getting into the details of people’s lives can be intimidating. It requires getting into people’s health conditions, what they eat and drink, how they live at home, their genetic inheritance, and what all of this means for health. Much of it is none of our business. And yet it seems employers need to understand that there are these common failure modes for non-engagement with wellness programs. If they want bang for the buck, at least part of the incentive should be not of the “keep if flowing” type but of the “let’s see if there are some stressors we can remove” to stop the forced deterioration.
Respect for Humanity What I took from the article is that employers serious about wellness programs need to meet people where they are and offer them solutions they can use, even if doesn’t look like a typical program. A person may be able to improve their health and wellness not through a free gym membership, but because an employer gives a person options to use time in a way that removes a burden known to them. Likewise, a particular solution, tool, or practice pattern in a “lean program” may not be at all what an organization needs to be more productive. In fact, requiring people to sit in a training class and take on yet another goal often has the opposite of the intended effect. Limit inputs and keep it moving.
But there is a more common, even universal principle, that ties successful wellness programs and lean programs. In lean thinking terms we call it respect for humanity, or respect for people. Humans aren’t machines, but if we learn to pay attention to the signs of forced deterioration in ourselves and others, we can find earlier, smaller interventions closer to the root cause. If we asked people, some of them would surely tell us why are lean programs don’t work, and what we can do to change it.
The post Why Lean Programs Don’t Work appeared first on Gemba Academy.
In my last article, we had a great discussion, in our continuing series, regarding Continuous Improvement Development for Leadership and Professionals.
Leadership development is extremely important if you are trying to change or create a new culture in your organization. Many times, the leadership wants to see culture change, but they really are not sure what the new culture looks like or how to model the proposed change. This is just as true when you are talking about building a culture of continuous improvement. If the organization is not very mature when it comes to improvement in general, then this type of culture is hard for leaders to picture.
If your leadership does not know “what” it looks like, then there is a good chance that they will never be able to model the operating styles or behaviors required of this type of culture. Thus, no matter how much your leaders desire to walk the talk, they just do not know how.
What better way to develop your leadership than by “going to gemba?” For those non-lean practitioners out there, “going to gemba” loosely means going to where the work is performed. In this case, we are talking about going to where the type of work you want to model (or not to model) is performed.
What I am talking about is taking a field trip…or better yet, several field trips over time.
Most people have heard of, at some point, benchmarking. Benchmarking is a formal process of comparing one’s own business processes and performance to industry best practices. You can also benchmark people who are simply not the best practice – this can show you what not to do.
When developing your leadership, I recommended in the last article, “Field trips to places that can demonstrate their quality activities can also be an effective teaching method and good team building event.”
This article is dedicated to that specific activity. Not everyone will have places where they can go, depending on where your organization is located, but if you think outside the box, you might be able to come up with some good ideas.
Basically, this is what I propose:
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As a team or individually (or both), come up with potential locations that your leadership team could visit. These locations can be from the best in the business to the worst in the business – anyone can be a model as long as you know what type of model to expect. Here in San Antonio, we have a Toyota Tundra Plant that gives tours – you really cannot ask for better than that, as they are the model of continuous improvement. However, there are many options. Here are a few ideas from San Antonio that I have been involved in:
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Vehicle or Parts Manufacturing Plants
- Printing Plants
- Bottling Factories
- Central Pharmacies
- Micro Breweries and Distilleries
- Amusement Parks
- Sports Helmet Reconditioning Plants
- Horse Races
- Government Services
- Snack Foods Plants or Bakeries
- Cattle Ranches and Horse Farms
- Goodwill Industries
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Your own suppliers (very enlightening)
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I will bet that some of those on the list would not have been on your first cut. You really need to think outside the box when coming up with ideas. Remember, process happens everywhere. For instance, Fiesta Texas, in San Antonio TX, has very specific processes for getting people on and off rides as quickly as possible and they closely pay attention to key performance indicators (e.g., wait time) when doing so. All of these companies listed above have examples of Lean and Six Sigma opportunities to learn from. When you go on the tour, make sure that everyone is looking for these opportunities.
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Before you go, make sure that everyone going knows what to look out for. Perhaps you can email or meet and discuss ahead of time what to expect and things to watch for. Some key things to have leaders look for would be examples of one-piece-flow, 5 or 6S, obvious metrics, standard work, visual controls, huddle boards, etc. Observing how they, or how they do not act as a quality organization can be very powerful. If everyone goes just to see the place like a regular tourist, you are kind of wasting the trip.
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After the trip, set aside some time to talk about what everyone saw there. Discuss what was good and bad. Also, examine what might be applied in your organization. This can really get leaders to think about the art of the possible. Seeing it makes the ideas more real. Just remember, going to some places like Toyota can be a bit daunting to some companies who are extremely immature when it comes to having any quality environment. Decide what you, as a team, will want to explore in the future in the way of learning and development or in projects to change the way you operate.
Some things to consider before embarking on tours with your leadership team:
- Do some up-front work to identify potential tour locations before throwing the idea out to leadership. You might want to come up with a few ideas first before getting ideas from the floor.
- Make sure your leadership has a basic understanding of Lean and Six Sigma. Do not go on tours before getting at least some basic teaching out of the way. If you do, they will not know what to look for or what they are looking at.
- Turn the trip into a full event with lunch and a team-building event. Make a half-day (or even full day) out of it. Not all offsites have to be all work as long as you are focused on something work-related.
- Consider a written trip report after the event to share what you saw, heard, and felt after the event. There will always be someone that did not get to attend that you will want to share what you learned with.
- Remember to focus on the good, the bad, and the ugly when taking these tours. You can learn something from every tour if you are watching closely enough for it.
Education and training are not always in books and lectures. Discussion is a good technique for a lunch and learns but taking a field trip can be much more impactful. Getting out and seeing what you are thinking and talking about building is very helpful to leaders that have little to no grasp of what it looks like. If you think outside of the box, this can be a very valuable developmental tool for your leadership along your journey.
Building a Culture of Continuous Improvement is a multi-issue article that will span several months. Next article, let us look at an often-forgotten part of a continuous improvement culture – engaging partners and suppliers on your journey.
The post Developing Leadership Through Tours appeared first on Gemba Academy.
This week’s guest is Sumit Gupta. Ron and Sumit discussed various aspects of leadership, including what it means to be a leader, dealing with different personality types, and more. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Sumit likes (2:25) * Sumit’s background (3:10) * The meaning of being a leader (6:14) * Reacting vs. Responding (7:50) * Lessons about leadership and photography (11:10) * Navigating personality types (14:33) * Advice for facing uncertainty (19:36) * Sumit’s final words of wisdom (23:22)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Sumit on LinkedIn * Sumit’s Website
What Do You Think? What’s the difference between reacting and responding?
The post GA 415 | Reacting vs. Responding with Sumit Gupta appeared first on Gemba Academy.
This week’s guest is Richard Sheridan. Ron and Rich discussed Rich’s two books, Joy, Inc. and Chief Joy Officer. Rich also shared what qualities he thinks make a good leader. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires Rich (3:01) * Rich’s background (7:22) * About Joy, Inc. (10:01) * The importance of humility (14:04) * What Rich would change (20:24) * A story about Borders books (30:31) * Advice for facing uncertainty (32:35) * What Rich hopes people will say at his funeral (38:15)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Rich on LinkedIn * Joy, Inc. on Amazon * Chief Joy Officer on Amazon * Menlo Innovations * GA 003 | Learn What Joyfulness and Lean Thinking Have in Common with Richard Sheridan * GA 070 | Menlo Innovations with Richard Sheridan * GA 213 | How to Lead with Joy with Richard Sheridan * GA 300 | Leadership, Teamwork, and Taking Flight with Richard Sheridan
What Do You Think? What other characteristics should a leader have?
The post GA 414 | The Characteristics of a Good Leader with Richard Sheridan appeared first on Gemba Academy.
Reader Dan made a great suggestion in a comment to a recent article on using artifacts to make thinking visible, “Next you might delve into why visuals are sometimes abandoned by teams.”
Abandoned visual controls, outdated metrics boards, and faded location markings are common sights at various points on an organization’s lean journey. Ironically, when we see the “wallpaper” of abandoned visuals, this in itself is a visual control, or a sign of a failure to achieve or sustain operational excellence.
How to Think About Abandoned Visuals We don’t need to feel bad if we fail to keep all of our visuals perfectly updated 100% of the time. We all have a lot going on, and sometimes these things can slip. We can update it next week, and things will be just fine. The 5S was a bit sloppy last shift, but they had rush orders to meet. Some days, there more important things to attend to than visuals. Right?
How should we think about abandoned visuals in our workplace? Do we insist on rigor or cut people slack? This is a tricky area because while we want to “go hard on the process, easy on people,” the failure to maintain visual process standards is about as “people” an issue as you can get. Doing our best to take a process perspective on this issue, here are the top eight reasons teams abandon their visuals.
1-Metrics aren’t meaningful to the team If people don’t see the point of the visuals, they’re unlikely to maintain them. People will protect what they value, and what they had some part in building. When setting up 5S rules for a workplace, there is value to making the workplace clean. A lack of spills, obstacles, and clutter improves safety. When the visual organization discipline places the things we need to do our job within easy reach, we’re more likely to keep things in that condition. Although signage and visual KPIs are more abstract than the 5S of tools and materials, the principle is the same. When selecting KPIs for a visual board there should be a variety of metrics, some that matter most to, and are selected by, the team maintaining the visuals.
2-Leaders walk by outdated visuals Without pointing a finger of blame, we can still assign responsibility to leadership. Presumably, it was leadership who required that teams create, use, and maintain visuals in order to better their workplace. If so, why aren’t leaders noticing outdated or abandoned visuals, asking why, and helping teams reverse course? Another common reason is that leaders are walking through the gemba, rather than walking with a purpose to check how things are going. They may be walking through without observing.
Even leaders on structured gemba walks may still walk by abandoned visuals. They can’t tell “what good is supposed to look like” on a particular visual. They may be afraid to ask, and look ignorant. Often, leaders may not understand the “why” of a particular visual. On the one hand, they may grasp that the team’s KPIs link to their own management priorities. On the other hand, they may be blind to the use of certain colors or shapes in securing in-process quality and safety.
3-Maintaining the visuals is difficult Even the best-designed, most meaningful, and relevant metrics won’t survive if their upkeep takes too much time. There’s no single solution to this issue. Sometimes analog is best, sometimes digital solutions are better. Sometimes it’s ideal to have the team maintain their own visuals, other times it’s impractical. The point is to be pragmatic and not dogmatic when it comes to maintaining the visuals. Start with, “What makes this hard to maintain?” and “How can we make it easier?”
4-Visuals don’t support good habits and routines When the visual controls are on an island, so to speak, rather than an integrated part of a daily management system, they are more likely to be abandoned. It’s not unusual for a leader to visit an excellent company, see the visuals, and think, “I want that.” However, copying just the visuals, or the most superficial layer of a system, rarely succeeds. If we have visual metrics, we need to review them daily as a team. If we institute 5S, we need to audit and improve workplace organization. If we’re using visual pull signals, we’d better start by reducing WIP and address its causes, etc.
5-Visuals don’t tell a story I’ve noticed that the best visuals tell a compelling story. There is a through line from top management to the team. The customer, the process, and team members are connected. Problem-solving is logical, based on delving into data, but also relevant to how it affects people. Monitoring daily performance doesn’t feel like policing, it feels like teams are telling their story each day.
This gets back to points #1 and #2. If the visuals aren’t used to have a conversation between the team performing the work and those supporting them, visuals aren’t going to survive. What’s supposed to happen? What actually happened? How come? What do we need to do about it? Every visual should contribute to this story in some way.
6-Visuals don’t elicit an emotional response A red status on a visual control should elicit a response. A pallet straddling an aisle marking, a shadow board with missing tools at the end of the shift, or a stack of WIP above the kanban limit should make us a little sick to the stomach. Half of this is setting ambiguous visual controls so that “bad” jumps out to us. The other half is being consistent in our use of, and reaction to seeing, that color or visual abnormality indicator.
7-Visuals get people in, rather than out, of trouble Building on #6, we need to be careful not to build the emotion of fear, dread, or anxiety into our visual controls. Much of this is in how leaders respond when the visuals we use expose problems. “Thank you for exposing the problem,” is a sentence that leaders should practice and perfect before mandating teams create, use, and maintain visuals. Another important part of this is to educate people in using both leading and lagging indicators only. When we only use lagging, or rear-view mirror indicators, it’s harder to have data-driven conversations about “Why did we miss our target last month?” When we have leading, or windshield indicators, we can see what’s happening in our process right now, and take action to correct course.
8-Visuals lack personality Boring visuals may get abandoned, but are cheery, fun ones better? I visited dozens of excellent companies in Japan during many benchmarking visits, learning from their journeys. The effective use of visuals was always an area of emphasis. One different that is impossible to ignore is their use of cartoons, cute mascots, and other types of frivolous visual flair. It can even look childish, non-serious. Mickey Mouse, so to speak.
Why is a cartoon character reminding me that quality is important to the customer, or that spills kill fish? Part of this may be the national culture. Anime is a vast and deep form of artistic expression, storytelling, and culture-building in Japan. Animated characters are practically real people. The inclusion of cartoon people was a way to make it fun, appealing, and familiar, so people will take ownership of the message. The solution isn’t to draw cartoons, but to figure out how to reflect the local, regional, or national personality in the visuals.
A Quick Guide to Preventing Abandoned Visuals Preventing the abandonment of visuals is more than a matter of exhorting people to put effort into their upkeep. If the visuals are unusually hard to maintain, it’s due to physical and or psychological reasons. Figure out which, and correct this. Better yet, set yourself up for success by designing visuals people will care about and want to maintain. Beyond the aesthetic appeal, we identified guidelines in our module on selecting meaningful metrics as part of a daily accountability process.
Visual metrics should be few, but we should also have a balanced variety of them. It’s essential that metrics be customer-centric but also process-focused. This gets to the point of the need for visual metrics to be local but also linked to organizational targets. These things require that we have both leading and lagging indicators, so that we’re able to take action today to influence outcomes tomorrow. Last but not least, visual controls of all types need to be easy to create, understand, use, and maintain. This may seem like a lot to consider for making what are supposed to be simple, analog, visual aids. However, simplicity often requires preparation, thought, and revision to achieve.
What are other reasons you’ve noticed that teams abandon their visuals?
The post Top 8 Reasons Teams Abandon Their Visuals appeared first on Gemba Academy.
“Gratitude is not only the greatest of virtues but the parent of all others.” -Cicero
I’ve been thinking about gratefulness a lot lately. Being grateful is something I try to do…but often fail at.
There are many benefits to being a more grateful person. In one study done by researchers at the Wharton School at the University of Pennsylvania, a group of people were asked to make fundraising phone calls like they normally did.
A second group of people received a personal pep talk from a senior leader who explained how grateful she was for their efforts.
The result? The second group, who received the positive message, made 50% more fundraising calls than the first group.
So, make no mistake, if you’re practicing lean as a way to improve the way work is done…gratitude may be the secret weapon you haven’t wielded as much as you should.
How to Deliberately Practice Gratitude The next question is how to deliberately practice gratitude. I don’t pretend to have it all figured out…but here is what I’ve been thinking about lately. I’d love to hear your thoughts.
- Handwrite thank you notes. Email, or text, is better than nothing…but taking the time to handwrite a thank you note is much more meaningful to the end recipient. Even better…read the note out loud to the person before handing it to them.
- Start a gratefulness wall. I recently started to note one thing, or person, I am grateful for each day at 4:00 pm on a Post-it. I then stick it on the wall next to me. Just don’t forget to share your thoughts with others since gratitude kept to yourself isn’t as powerful as gratitude shared.
- Implement gratitude walks into your Leader Standard Work. Hat tip to my good friend Rick Foreman for this one. He’s intentionally going out every day to tell someone he is grateful for them. At a minimum, build gratitude into your daily Gemba Walks.
- Be silent and reflect. Personally, I’m a man of prayer and attempt to thank God daily for all the blessings, and even the crosses, in my life. But even if you aren’t into prayer I strongly encourage you to take some time to be silent and really ponder all that you have to be grateful for. Many folks like to journal which is a great way to capture what you’re grateful for. And, don’t be afraid to be thankful for the obstacles in your life since they often show you the way.
- Make it a habit. Don’t wait for Thanksgiving to roll around every year to be thankful. Be thankful and grateful daily. I have “Gratefulness Post-it” noted at 4 pm everyday in my calendar. Without this intentional reminder, I’m confident I’ll forget to do this since it’s not yet a habit.
“The one thing you can’t take away from me is the way I choose to respond to what you do to me. The last of one’s freedom is to choose one’s attitude in any given circumstance.” -Viktor Frankl
The post 5 Ways to Be More Grateful and Why Lean Thinkers Should Care appeared first on Gemba Academy.
This week’s guest is Hezi Korn. Ron and Hezi discussed TOC and how to identify and evaluate your constraints before automating anything. They also touched on some other important lean tools. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Hezi likes (2:16) * Hezi’s background (5:35) * An Dr. Eliyahu M. Goldratt story (7:41) * Identifying and elevating constraints (11:48) * What Hezi would do if the market is the constraint (21:02) * Why you don’t want the constraint to move (31:19) * Taking a systematic point of view (41:07) * What other tools Hezi uses (41:52) * About Throughput Dollar Days (48:59)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Hezi on LinkedIn
What Do You Think? What is your take on Theory of Constraints?
The post GA 413 | Understanding the Constraint with Hezi Korn appeared first on Gemba Academy.
In sports, statecraft, gambling, and other competitive endeavors, it often pays to hide one’s thoughts and true intentions. What we indicate and what we actually intend are often different. We hold our cards close to the chest and try to read our opponent’s tells. What cards does the other person hold? What cards do they think I hold? We say that information is power. But not all information is power to everyone all of the time. I would say that the right information in the hands of the right person at the right time, is power.
In contrast, when we are collaborating rather than competing, we need to put our cards on the table. In the lean management approach, there’s an emphasis on sharing information. Showing our hand. Making our thinking visible to others. Giving power to those who might be able to use it at the right time, in the right place. This is not unique to the lean style. Many organizations may practice radical openness without lean principles. However, I would venture to say that for lean management, this is an essential and core habit. In lean practice, there are many artifacts, mapping exercises, and forms that are evidence of visual collaboration.
What Makes an Effective Artifact? Researchers have found important differences between group thinking and individual thinking while being part of a group. We can think separately about problems, but it’s much more powerful when many brains are working on them together. For this to be productive, they’ve found it’s important to make our thought processes visible to others on our team. It matters that artifacts are used as shared reference points because people can attend the same meeting and come away with different understandings. We may focus on certain details, take or miss notes, confirm our biases, or react to favored issues. It’s important when working together on complex problems or multi-part challenges to be singing from the same sheet of music.
We use the word “artifact” for the visible or even tangible representations of how we are thinking about the task or challenge at hand. What makes an effective artifact? There are four factors. They should be analog, complex, persistent, and revisable. Analog rather than digital because this enables a group of people gathered together in a room to work on the same thing, such as a wall being filled artifact on the wall. Artifacts should be complex enough to credibly represent reality, not a simplified and unrealistic cartoon. Persistent means that a document resides on a wall or place where people can revisit, and as needed, revise it. Lean practitioners may already recognize themselves practicing these habits and are invited to pat themselves on the back.
Size Matters The visual artifacts we use to support group thinking should be big. Their complexity almost requires this. Something small and complex is hard to read. Large artifacts create space to capture the ideas, questions, and thoughts of more people. This helps reveal the thinking of more people. This also makes the process inclusive, raising the chance of buy-in and success.
There is a connection between physical movement and thinking, described in the book The Extended Mind. Researchers have found that people enhance their own thinking by using gestures. It’s helpful not only to the person doing the pointing but engages the minds of others in the group. Another interesting point is that large artifacts help reveal where people’s attention goes. When a person is introduced to a value stream map or another large artifact, where do they look first? Where do they spend time? On the details? On the overall picture? On what’s not pictured? What does this reveal about how they see the issue?
Kata Learners Reveal Thinking to Kata Coaches A good example of all of this is kata coaching. The learner makes their thinking process explicit using a kata storyboard to summarize how they arrive at and conduct experiments. There are clear expectations for how to investigate the current situation, identify obstacles and measure the effects of experiments. This allows the coach to see when the learner deviates from kata, or pattern of scientific thinking pattern. Perhaps the learner made false assumptions, looked at the data the wrong way, jumped to conclusions, or otherwise erred in thinking, as human will.
In kata, the learner and coach use the storyboard to engage in a scripted review of the learner’s thinking process. On the one hand, many coaches find reading a set of questions from a card and having the learner point and read from the storyboard to be awkward, put on, or clumsy. On the other hand, it has the effect of shifting the conversation from “here’s what you did wrong” to asking questions designed to reveal the learner’s thought process. The five questions card and kata storyboard are concrete artifacts to reinforce the desired habits.
Acknowledge, Repeat, Rephrase, Elaborate What the kata pattern helps us realize is that creating a persistent artifact is not enough. We need people to practice effective communication, supported by the visuals. The structured pattern of kata questions hews close to a set of four steps that researchers recommend. When a teammate makes a contribution we should acknowledge, repeat, rephrase, and elaborate on what they say. This promotes a more comprehensive information exchange. In other words, when a person puts their cards on the table, we need to let them know we saw it, value it, and want to build on it.
The rephrasing also has the effect of exposing the whole group to the information, helping them understand and remember the key points. Researchers say that type of communication reduces errors and makes expert teamwork more effective. This seems awkward, redundant, like we are in kindergarten again, repeating that A is for apple. Back in those days we had a lot to learn and weren’t too proud or embarrassed to engage with our classmates. Perhaps the judicious use of artifacts can help our adult minds pick up new ideas, create and solve problems like the open minds of children.
The post Using Artifacts to Make Our Thinking Visible appeared first on Gemba Academy.
This article was written by John Knotts. John is a senior coach at Gemba Academy.
If you have studied anything about change management, you will have seen some type of change model; I embrace the change continuum model shown below but have seen several different ones. The first actions in change management are designed to get employees to a level of acceptance of change. To do that, you must first build an awareness and then an understanding of the change. If you have ever examined Prosci’s ADKAR model, to effect the change, you must provide the employees with the skills to implement the change. Thus, to really get people to change, you need to build the awareness and understanding of the change and then give them the tools and training to make the change happen. Building a Continuous Improvement Culture is clearly a change activity and requires that you develop employee skills to make the change successful.
Think back to my previous article and how A Culture of Continuous Improvement Begins with Leadership. If applying change management to employees is important to the success of building this culture, then the first employees you should start with are the leaders and managers of the organization. If you start with the front-line employees, but the leaders do not understand nor are capable of implementing the change, then you will cause confusion and strife in the organization.
In that article, I described my strategic culture model, which I share in every strategic planning session I lead. Leaders and managers drive a culture through their actions – it takes both sides of the equation to be successful, thus it takes both leadership and management traits in your senior employees to enact this type of culture shift for your organization.
Develop Leaders The problem lies when the leaders and managers – the professionals in the organization – do not know “what” the change looks like or “how” to make the change. Think back to the strategy model that I introduced in Crafting Your Continuous Improvement Strategy. The first step in the strategy model was to Define the Foundation. A crucial step in your journey is to develop those that will lead this effort first. Thus, you must start with a foundation for your leadership.
If you think about that strategy model, coupled with the influencers in your organization, you literally have to run through an instance of the entire model with your leadership team first before you can deploy the effort to the entire organization.
This is why so many efforts of this type tend to fail. We often think that we just need leadership “support” and “buy-in.” Then we can develop the front-line employees and the culture will take hold. However, leaders must “walk the talk” and demonstrate the culture they are building through their operating styles and demonstrated behaviors. If this culture is not good enough for the management to know, understand, and apply, then why would their employees implement or follow it?
Development Strategies So, with that being said, here are some ways I recommend you develop leaders and managers in building a culture of continuous improvement:
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I use the model of Measure, Improve, Change, Commitment, and Innovation as my teaching guide for leadership and management. Feeding the leadership with small doses of this information over time can build their skills and confidence. This is best done through regular lunch and learns/brown bag events.
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Send your leadership to Lean Six Sigma training. Expecting certification from all of your leaders and managers is probably not a wise effort or investment – they do not need to be practitioners, but they should know what they are talking about. Green Belt training is probably the best level to send them to. White and Yellow Belt are generally too basic, and they should be able to gain that level of understanding from lunch and learns. Black Belt is generally overly intensive on statistics and software usage like Minitab. Gemba Academy provides several premium certification programs that can meet your leadership and management development needs.
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Check out what other courses your company offers. See if they have classes around data analysis, problem solving, change management, employee engagement, project management, agile, innovation, etc. These are great ways to add more capability aligned to the model. Gemba Academy provides a Wikipedia-level library of over 1,500 training videos on many different subjects.
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Build discussion groups around short internet articles or around key leadership and process improvement books. Have each participant lead a discussion on a specific article or chapter from a book you have selected. This continually builds their knowledge. We learn best when we teach others what we have learned.
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Encourage involvement in professional organization meetings that focus on improvement. The American Society for Quality (ASQ) is a great place to start. However, there are other organizations in some areas that can increase ideas and networks. Some of these organizations also have annual conferences where great information and ideas are exchanged. Gemba Academy will be at the ASQ Lean and Six Sigma Conference, February 27- March 1, 2022, in Phoenix, AZ. Be sure to stop by their booth!
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Field trips to places that can demonstrate quality activities can also be an effective teaching method and good teambuilding event. Oftentimes, leaders will confirm that they know what they are building and what it looks like, but really do not. Going to gemba, so to speak, for leaders is taking them to places where this culture is clearly evident.
Application is the surest way to make the development training and education stick. As you conduct these activities or send leaders and managers to official training, find ways for them to apply what they learned right after they are finished. This application demonstrates the level of understanding and can firmly entrench the education in their day-to-day activities.
Align Objectives For senior leadership, align these activities to your employees’ annual performance plans and outline steps to build competency around the subject. Aligning these type activities to annual performance is a great way to measure the effectiveness of the effort. Objectives should be time-based, and each objective should cover these three elements:
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Complete a specific developmental activity or set of activities.
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Lead a discussion or training session around the activity(s) completed to share the knowledge.
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Implement what was learned in the work center under the mentorship and coaching of another employee.
Here is an example of a well-crafted, time-based objective that a leader can apply for their managers:
“Enroll in and complete Lean Six Sigma Green Belt training (and certification) within the next six (or twelve) months. Hold a lunch and learn event for the leadership team within two months of completing the program to outline the problem-solving process learned in the training. Apply the problem-solving methodology to a small project under the guidance of one of the organization’s Black Belts (typically a requirement in certification). Brief myself and the staff on the results before the end of the performance year.”
To effect the changes required to build a culture of continuous improvement, leaders, managers, and professionals are the first people you need to develop. These individuals will become your change champions. They will help deploy the knowledge, skills, and abilities required by everyone in your organization. Everything we have discussed in this series has led up to this activity and it all ties together. There are many ways to develop the leadership and professionals of your organization but remember that this necessary action can take time and is often overlooked. It is not good enough that you have leadership support, but they must be able to adopt the change themselves before front-line employees will follow.
Building a Culture of Continuous Improvement is a multi-issue article that will span the next several months. Next article, we will dive deeper into educating leadership and professionals by discussing field trips and tours of other companies.
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This week’s guest is Andy Switky. Ron and Andy discussed lean thinking versus design thinking, and what the two worlds could learn from each other. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes Andy likes (1:47) * Andy’s background and what he’s up to (3:27) * Getting started in engineering (5:52) * Lean and design thinking (7:14) * Incorporating manufacturability (11:56) * A memorable design experience (13:32) * What design thinkers can learn from lean thinkers (17:48) * Teaching lean and design in an academic environment (19:27) * Advice for incorporating both (22:26)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Code Name Collective * Andy on LinkedIn
What Do You Think? Do you have any experience incorporating lean and design?
The post GA 412 | Lean and Design with Andy Switky appeared first on Gemba Academy.
This week’s guest is David Tuttle. David is the head of Precision Machining Technology at Platt Technical High School, and he explained how the program works and how it can be life-changing for students. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that David likes (3:01) * David’s background (3:26) * The program at Platt Tech (4:53) * Why there aren’t more programs like it (11:12) * How the pandemic affected the program (13:15) * How workplace development is changing (16:58) * Advice for building lean into the curriculum (18:22) * David’s plans for the future (19:45)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Precision Machining Technology at Platt Technical High School * David on LinkedIn
What Do You Think? How else could teaching lean and manufacturing principles in high school be beneficial?
The post GA 411 | Practicing Lean in High School with David Tuttle appeared first on Gemba Academy.
This week’s guests are Max Krug and Pavel Kuviarzin. Part Two of a recent episode, Max and Pavel discuss everything from root cause analysis and problem-solving, to sustaining success. They also stressed the importance of visual management. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quotes that inspire them (2:33) * Their backgrounds (3:30) * Real-life examples of root cause analysis and problem-solving (6:29) * Identifying the problem you’re trying to solve (10:45) * Quantifying the problem (14:01) * The importance of visual management (18:32) * The benefits of control charts, Pareto, etc (24:10) * Sustaining success (27:21) * Advice for experienced practitioners (33:24) * Advice for new practitioners (42:41)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Future State Engineering * Pavel on LinkedIn * Max on LinkedIn
What Do You Think? What visual management tools do you use?
The post GA 410 | Are You Winning or Losing? with Max Krug and Pavel Kuviarzin appeared first on Gemba Academy.
Between food, family, and the feeling of gratitude, Thanksgiving is one of my favorite holidays. It’s easy to be thankful when our blessings cover and surround the dining room table. Even when we have little, or when we face struggles, it helps to feel grateful for what we have. Studies have shown that cultivating a feeling of gratitude has benefits to mental and physical health. Ideally, we feel a bit of gratitude each day rather than once a year in a large batch. Perhaps this has as much to do with how we approach feeling grateful as how blessed we may be.
The Virtues of Dissatisfaction As I was reflecting on things that I was grateful for this past holiday, it occurred to me that there is a thin line between dissatisfaction and ungratefulness. By nature and through professional repetition, my thoughts tend away from gratitude and toward dissatisfaction. After listing my reasons to feel grateful, I quickly set that as the new baseline, noticing where things need to improve. As a result I’ve been asked, “Why can’t you just be happy?” with the situation or thing. Critical thinking, and its results, make me happy. But in society, the line between dissatisfaction and ungratefulness is a thin one to tread.
In lean thinking, dissatisfaction with the current situation is a prerequisite for continuous improvement. When we become satisfied, we grow comfortable. Left alone, comfort leads to complacency. When we are complacent, pride or overconfidence causes us to stop or stop looking critically at uncomfortable realities. We close our eyes to small problems, allowing them to grow bigger. When we are comfortable, we may resist change even when we see the need. In lean thinking, dissatisfaction is almost a virtue.
A Practice Pattern for Gratitude? The Toyota Kata is a practice pattern for teaching scientific thinking. It was recognized and popularized by researcher and author Mike Rother through a series of books and other resources. In brief, a learner works with a coach to understand the challenge, grasp the current condition, set a target condition, and try to move towards it by experimenting against perceived obstacles. Studying the facts of the current reality and comparing it to the aspirational challenge creates a gap. The desire to do something about the gap is focused on a concrete obstacle, often just beyond reach, requiring learning through experimentation. A coach observes the learner’s actions, reflects on what this reveals about their thinking pattern, and gives constructive feedback.
Perhaps developing an attitude of gratitude would be helped by following a kata, or practice pattern. In the challenge step, we could begin with the question, “What condition are you trying to feel grateful about?” Grasping the current condition is always situational and sometimes tricky. There may be or may not be a process, but there would certainly be patterns and characteristics for our condition. These may be better termed attitudes and actions. The target condition for gratitude would be based on making concrete changes in our attitude or action, as defined in the previous step. Then, working with a coach who helps us reflect, we experiment in addressing concrete obstacles to feeling grateful.
How to Be Grateful Yet Dissatisfied The idea of gratitude and dissatisfaction may appear to be at odds. I don’t think this is the case. It’s more a matter of being careful not to confuse gratitude with comfort that leads to complacency. By the same token, we can be grateful for the obstacles we don’t have to face in life, while recognizing the obstacles before us.
What are the concrete obstacles between me and a deeper daily sense of gratitude? While I am vaguely dissatisfied with my level of gratitude, is this due to a real gap or just my general baseline condition of dissatisfaction? It’s difficult to be objective when observing one’s own thoughts, attitudes, and ingrained behaviors. Maybe I will have to find a gratitude kata coach.
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This article was written by John Knotts, a Senior Coach here at Gemba Academy
In September, we started our journey of Building a Culture of Continuous Improvement. In that first article, I discussed the concept of my model I use to build this type of culture. Today, we will explore the various facets of the model at a high level. Over the next several months, we will dig deeper into each facet of the model.
Strategy The model centers on strategy, which is designed to build a continuous improvement culture in your organization. The strategy involves an equal portion of measuring, improving, and changing work. This model is further fueled by a level of employee commitment and innovation.
Let us better understand the other aspects of the model.
Measure There are many quotes out there that highlight, if you cannot measure something, then you really cannot do anything with it – whether that “something” be understand it, analyze it, manage it, or improve it. Basically, what this means is if you are not measuring something, anything you do with it, or to it is simply akin to tampering.
In any process improvement approach, the first steps must involve defining and measuring what you do. In my Stop Jumping to Do presentation to leaders and practitioners, I emphasize Steven Covey’s first habit, Begin with the End in Mind. If you do not know what to expect and then how to measure it, then you probably will not achieve what you expected in the first place.
Measure is about statistically understanding what it is that you do every day. If you do not know how often you do something every day and how long it takes to do it every time, then you cannot effectively manage or improve it. It really is that simple though – understand how often and how long and you have the foundation of a culture of continuous improvement.
Additionally, with data in hand, everyone needs to know what to look for and how to analyze the data over time. They need to know when to react and when not to react. This leads to improving the work. If you are not measuring what you do, then you are not improving it.
Improve Even the lowest-level employee should understand their process, know how to identify when something is wrong with it, and be armed with the basic tools to improve it. Many times, organizations set up process improvement teams who operate as a “project shop,” prioritizing process improvement projects that leaders dream up without a shred of data. You might think that an environment like this is one of continuous improvement, but in reality, you are probably just sub-optimizing processes and doing more busy work then real continuous improvement.
If you really want to build a culture that is focused on constantly improving what gets done, then you need to educate every employee on how to identify opportunities for improvements, do their own problem solving, and then implement improvements. This tracks off the proverb, “Many hands make light work.”
Change Today, change management is the million-dollar management buzz word. As a matter of fact, we have so much change management going on, we are finding ourselves unable to take on any more change.
Although if you are just now understanding how to manage change and understanding the human side of change management, then, in today’s business world, you are late to the game! Companies today that want to build a culture of continuous improvement need to develop a fertile landscape of “Change Readiness.”
The first step for any organization; however, is to understand what change is and then how to manage it. If you can master that part, then you can move to a state of readiness that allows your organization to continuously improve, which means continuously change. The hardest part about improvement is an employee’s resistance to the inevitable change that improvement brings.
Commitment For years I studied Organizational Commitment. I view three aspects important to this: the organization, leadership, and employees. All have a very important role in commitment.
Today, we often call this Employee Engagement…still means the same thing. Without engaged employees that are committed to the organization, you will never be successful at building the culture you desire. So, understanding how to build an environment of engagement is critically important.
Gallup today provides its 12 Elements of Engagement Survey, which is a great industry benchmark and assessment approach for determining your organizational engagement. However, this is just a measuring stick to identify gaps in your engagement. I focus on four things, aligned to the Gallup survey, to focus effort and improve engagement: organization, communication, development, and quality.
Innovation Lastly, innovation provides a way to kick start any continuous improvement effort. Without innovation, improvements will be flat and methodical. Although methodical is important, an emphasis on innovation helps employees think outside the box to significantly improve not only what they do, but what others do as well.
I have a specific formula for innovation that helps any organization better understand the factors that drive innovation and how to influence those factors. Innovation essentially takes two forms: evolutionary or revolutionary. Each is a sound investment of time for organizations if done smartly.
Interactions The beauty of a Venn diagram is in its interactions. Where all five aspects interact with each other, that is where the strategy of continuous improvement lies. But the three primary aspects of the model each have specific interactions:
Measure and Improve: As stated above, if you are not measuring what you do, your improvements to what you do will be nothing but tampering. Additionally, you should constantly be looking for ways to improve your measurement, analysis, and reporting activities to emphasize data-driven decisions and improvements.
Improve and Change: Improvements made without understanding how change sticks, often results in changes that revert back to the same old process and problems. Thus, change management in improvement is crucial. Also, the improvement I discussed above, in regards to change management, is to evolve to an environment of change readiness.
Change and Measure: Like improvements, establishing and implementing measurement systems require the work of employees to maintain and input data into the systems created – this is a change to the way they work today. Thus, there must be an emphasis on managing that change and being ready for future improvements to the measuring of work. Additionally, measuring how effective your change management and readiness is, is very important, as well as understanding things like change adoption and change saturation in the work center.
Over time, we will explore the Continuous Improvement Culture Model in depth, understanding each and every part of the model and its interactions. Stay tuned to this Playbook to keep track of the progress.
As you can see, simply making a few changes in your work center will not build the culture we all desire. To be effective, you need to build a strategy designed to systematically implement these five aspects of the culture and grow the effort over time. Some organizations will adopt these changes faster than others, but by following this methodology, you can embrace a culture of continuous improvement.
Building a Culture of Continuous Improvement is a multi-issue article that will span the next several months. Next month, let us explore educating leadership and professionals on continuous improvement.
The post The Continuous Improvement Culture Model appeared first on Gemba Academy.
This week’s guest is Shannan Vlieger. Ron and Shannan talked all about Douglas Dynamics and their management system, DDMS. Shannan explained the five levers of DDMS and why they’re important. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * Shannan’s favorite quote (4:25) * Her background (4:59) * Why DDMS is important (8:13) * The five levers of DDMS (10:27) * Building DDMS into practice (11:20) * Leading through participation, not proclamation (14:20) * Think and act like a coach (17:52) * The five things they’re focused on (22:19) * Eliminating fear and comfort (27:12) * Building positive tension, not stress (30:33) * A review of all five levers (34:09)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Shannan on LinkedIn * The Fearless Organization * Douglas Dynamics Presentation PDF * Douglas Dynamics Presentation Slides * Henderson Products Virtual Tour
What Do You Think? Which lever speaks to you the most? Why?
The post GA 409 | Continuous Improvement at Douglas Dynamics with Shannan Vlieger appeared first on Gemba Academy.
Many of us make plans or set intentions to improve some aspect of our lives early in the year, or after a break or period of reflection. We may want to prepare healthier meals, exercise more, increase our earnings, get better at guitar, go on vacation with the family. These goals all involve making wiser use of time. In a Knowledge@Wharton interview, management professor Michael Parke discusses how to improve time management skills. His research surveyed 200 people and their use of two types of skills. The first time management planning and the second is contingency planning.
Time management planning about creating a to-do list, prioritizing and scheduling them. It can be as simple as writing things down on a calendar. Contingency planning involves thinking through an event, activity or work day and what could go wrong. What are possible delays or disruptions? What outside variables, such as weather, must we consider? What will interrupt our best-laid plans? Most importantly, how will we respond to each of these scenarios? Another way of saying this is that time management is coming up with Plan A, contingency planning is thinking about plan B.
Happiness and Engagement through Contingency Planning Normally, organizations promote time management skills via training because there’s evidence to show that people with a plan generally outperform people without one. The reason for this research on time and contingency management planning was unusual in that it asked, “Could these skill sets make people happier, more engaged, more focused and enjoy their work?” Broadly, their findings suggest that people are happier and feel more engaged if they can plan for contingencies in their work.
On average, both types of planning increased engagement and productivity. Making a list makes it more likely that we’ll do the things on the list, and we feels like we’re making progress. Planning for what-ifs makes us feel more prepared, less rattled, and perhaps better able to handle a disruption in the moment. An interesting finding was that in about 20% of the situations when people were highly interrupted, there were no benefits from time management planning. In other words, people don’t feel empowered or engaged when you totally throw out their plan. The benefits of contingency planning, on the other hand, persisted regardless of high levels of interruption.
Time-based versus Condition-based Management I don’t fully agree that time management planning loses its value even for those of us whose work involves high levels of interruptions. No doubt that doing only time management planning can be frustrating, if plans constantly get changed. The two need to work hand in hand. After all, contingency plans are by definition changes to the original plan. It’s a question of how much we do of either, and what we expect from our day.
Depending on the type of work, it’s perfectly fine to have two parallel sets of strategies rather than one that integrates the two via leader standard work. A possible example of this is how the Planned Maintenance pillar of TPM distinguishes between time-based maintenance and condition-based maintenance. The former recognizes that some components or systems break down, need replacement or maintenance attention after a certain number of hours of operation. The latter is having maintenance guidelines based on the condition or state of the component or system, regardless of how much time it’s been in use. In an industrial setting, it’s not either-or, it’s both. The same is true in most management settings.
Leader Standard Work This discussion of how time planning and contingency planning reminded me of the important practice of creating and following leader standard work. This can be as simple as a document with four columns to plan our work. In the first column is time or day, week or month. In the second column is the task or activity. In the third, a space for noting interruptions, deviations to the plan or other comments. In the fourth, a space for improvement ideas or ways to reduce unwanted interruptions.
A foundational activity for creating leader standard work is the DILO analysis. This stands for “day in the life of” and its purpose is to observe our own workday for a few weeks. We see where our time actually goes. We tally the incidents when our plans changed. We collect data and begin to understand when interruptions happen and for what reason. Month-end deadline approaching? Expect interruptions from team members. Mondays after people return from vacation? Expect e-mail catch-up barrages. Certain meetings tend to go over time? Ask for comments on a shared doc in advance. The DILO analysis is a form of observation-based contingency planning in advance of time management planning.
Leader standard work is designed for people whose work by design includes a significant amount of interruptions. As soon as we start supporting or managing the work of others, a.k.a. leading, variation creeps in. If your work is on a repetitive cycle, highly predictable and interruptions are minimal, you don’t need leader standard work. Just vanilla standard work.However, even for individual contributors who don’t manage others, there can be interruptions, variation and opportunities for contingency planning.
The Planning Fallacy, or Optimism Bias One of the problems with time management planning is that we think we will get more done than is realistic, free from distractions and interruptions. Building a perfect plan is fun. It’s motivating to think about all that we’ll finish today, this week, this month. We may feel important when are booked solid all day.
It’s not fun to think of everything that might go wrong. But without strong contingency planning, sooner or later we’ll start being late to meetings, having tasks unfinished, failing to reply to customers or colleagues, and working late. When we allow anything to grab our attention at any point in the workday, it generally does.
A certain amount of optimism bias is healthy. But we need to temper it with a reality check. This is also where structured leader standard work can help. The guidelines for leader standard work specifically state not to structure 100% of the time in your day. The advice is to not schedule every minute or hour, but to leave some cushion to handle unplanned work, interruptions and predictable variability. Leader standard work encourages us to set time for interruption-free work, time to check e-mails, prepare for meetings, and so forth.
How Much and What Type of Planning? It turns out there’s no perfect solution — the best type depends on your work environment and the kind of day that you’re having. These words summarize a chief insight of the article. There are no perfect solutions, and it depends. These are also a consultant’s favorite bookends. But they shouldn’t be excuses for claiming that one or other method doesn’t work for us. Rather, it’s a question of understanding a specific tool or technique well enough so that we can adapt it to our needs.
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This article was written by John Knotts, a Senior Coach here at Gemba Academy. This is the fourth in a series of five articles written by John. The previous three are hyperlinked below:
Over the last three months, we have covered three topics related to developing the strategy to build a continuous improvement culture in your business. They were as follows:
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Building A Culture of Continuous Improvement.
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A Culture of Continuous Improvement Begins with Leadership.
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Crafting Your Continuous Improvement Strategy.
However, let us face it…without the proper organizational structure, you will constantly be fighting an uphill battle to build this type of culture.
The worst thing created by organizational growth is the deadly “Silo!” Call it what you like, silo, sandbox, camp, etc., these structures always tend to inhibit improvement in any organization. In 2019, I released my first business book, Overcoming Organizational Myopia: Breaking Through Siloed Organization. To fully understand how to breakthrough siloed organizations, read this book, but for now, let us simply talk about organizing for the purpose of continuous improvement.
If you have never heard the term, “Form Follows Function,” it was originally coined by Louis Sullivan. This saying was from the 1930s and was related to architectural design – which was one of my younger interests. However, as I learned more about organizational design, I discovered its practical applicability to this discipline as well. Form Meets Function, in reference to this article, is about organizing with the emphasis of continuous improvement across your organization.
Have you ever worked in an organization that was organized around a function, product, or service?
I am sure that you are probably raising your hand right about now.
We traditionally organize around these facets in business. This creates silos in our organization. These silos tend to lose focus on the delivery of the product or service to the end customer. Some of these silos can become so far removed from the customer that they totally lose their attachment to the mission of delivering the company’s product or service.
In the Air Force, we had a saying for this – “Too far removed from the flight line.”
In the Houston Chronicle, this was said about organizational structure on productivity.
“The structure of an organization sets the hierarchy for responsibility and creates the various levels of communication within an organization. The manner in which an organizational structure is set up and administered can have a direct effect on company productivity.”
What I have found, over my past 30 years of experience, is the organizational structure is normally one of the first things that needs to change. And, if you want to build a culture of continuous improvement, it is, by far, one of the hardest things to change.
But…there is a way.
It all starts with a simple inventory…and I mean simple. All you need to do is go around to your management and ask this question:
What do you do?
You notice that I said management…not your individual contributors. They have a job…everyone is doing redundant work. Do not guess at what everyone is doing, ask the question!
What you will find, nine times out of ten, is the management and those senior management-types (non-manager managers) are all doing the same thing for different processes.
Write it all down. This is your enemy to a culture of continuous improvement!
You need to know your enemy! Your first task is to identify the redundancy across your organization – redundancy creates variance and waste. These two things need to be eliminated if you plan to focus on continuous improvement. I have found that for every ten people in your organization that is organized incorrectly, you can free up the work of approximately one person if you eliminate the redundancy in the organization.
Have you ever heard of Porter’s Value Chain? Porter’s approach focused on creating profit margin, but I want you to think about creating value from the customer’s point of view.
Now that you have a list of what everyone says they do…flip it. What do they deliver to the customer? What is their value proposition to the customer? Align, end-to-end, the “functions” in a value stream of what your organization does to deliver to the customer.
Are you organized that way now…I highly doubt it?
This is a “barrier” to developing the culture we are setting out to create. It is time to smartly reorganize to ensure form meets function. Without this, you will have a structure that is built on redundancy and have missed a very important point of the strategic change for continuous improvement.
Strategy is important to building a continuous improvement culture, but without the right organizational structure, you have set yourself up for a difficult ride. Take some time to inventory what specifically your management does and look for ways to eliminate redundancy. Then, align your operation to a value chain from the customer’s point of view. Organizationally, you will be ready and equipped to start to build your new culture.
Building a Culture of Continuous Improvement is a multi-issue article that will span the next several months. Next month, we will focus on understanding the “Continuous Improvement Culture Model.”
The post Building A Culture Of Continuous Improvement Part Two appeared first on Gemba Academy.
This week’s guest is Sarah Tilkens. Sarah talked about her journey as a leader at GE and how she has embraced her true self in the process. Sarah also explained her interest in becoming a life coach. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote Sarah likes (3:41) * Sarah’s background (4:44) * Learning your way forward (11:58) * The successes Sarah has had (13:47) * Her journey of self-identity (17:19) * Problem-solving at GE (19:01) * How they use leader standard work (27:02) * Sarah’s interest in becoming a life coach (29:55) * Advice for those who are doubting themselves (38:29)
Podcast Resources * Right Click to Download this Podcast as an MP3 * Sarah on LinkedIn * GA 275 | Leading vs. Serving with Sarah Tilkens
What Do You Think? Have you ever seen a life coach? What was your experience like?
The post GA 408 | Lean and Life Coaches with Sarah Tilkens appeared first on Gemba Academy.
We could describe what lean management does as an exercise in threefold rearrangement. First, we rearrange what’s in our minds. This often begins with our attitude about what is our isn’t “my job”. It includes how we view our work, what adds value and what is wasteful. For leaders, it can be rearranging our expectation from boss to servant. Second, we rearrange how we do our work by changing the content, sequence or timing of process steps. We experiment to find safer, faster and better ways. And third, we rearrange our physical space to accommodate the new way of working, remove physical impediments to flow, visibility or safety.
This is sort of an idealized version of what happens during many lean transformations. Rarely do things proceed from 1-to-2-to-3. It’s too tempting to make changes to processes or physical spaces before we’ve really rearranged our thinking. Or, as many argue, if it’s only possible to change our minds through practice, the sequence should be 2-3-1 or even 3-2-1. There are real risks to forging ahead with physical or process changes without working on people’s mindsets. Processes rarely stay improved when people don’t . At the same time, many organizations move too slowly or get nowhere because people need more education, awareness and persuasion before taking steps.
Visuals, Vibes and Values I was reminded of this interplay between changes to physical space, mental space and productivity by a passage in The Extended Mind, by Annie Paul. For more on that excellent book and what it can teach about lean management, here is an article by Kevin Meyer and another by me. The passage the book begins, “The way space is arranged can recognize our individuality, with positive effects on our motivation and performance.”
What this means in practical terms is that people can feel included or excluded just by the way that workplaces are arranged. The people who work there may not be actively trying to keep out women or minorities, but when the many visual cues, social signals, rituals and so forth are designed by and for the majority of the people who work there, newcomers who are not part of that group can feel excluded. The book quotes Indiana University psychology and brains science professor Mary Murphy as observing that such “prejudiced places” that will “unequally tax the emotions, physiology, cognitive function, and performance of some groups more than others.”
Often the focus of making workplaces more diverse, equitable or simply welcoming are focused on training. Organizations try to rearrange the mindset of people, but this is hard. It’s not fun to be told that we have to change our thinking. The author points out that changing some aspects of the physical spaces may be a more effective way to reducing the bad vibes people receive. This is relatable from a lean management point of view. When we connect processes one-to-one, it’s not as easy to perpetuate working in a wasteful way, generating WIP, defects or switching between tasks. It doesn’t require a mindset change to work within a well-designed process. The same may be true for so-called prejudiced workspaces. We may be able to shift values by alter visual cues and the resulting vibe.
Home Field Advantage for Everyone It’s always fun when books on management can back up their ideas with experiments tied to brain chemistry. Anyone who follows sports is aware of the idea of home field advantage. Athletes tend to win more when they are competing at their own ball fields, stadiums etc. On the surface this is often chalked up to the crowd noise being used to boo or cheer in ways favorable to the home team, the lack of travel-related fatigue and lost preparation time, or even superstition tied to pre-game routine and ritual. However, it turns out that teams and individuals compete with more aggression when at home. Both male and female athletes test for higher levels of testosterone. This hormone is linked with the expression of social dominance. Social dominance is correlated with being in “my house” surrounded by thousands of cheering supporters.
According to the book, researchers have identified that when people occupy spaces they consider their own, they feel more confident and capable, allowing them to be more productive. It seems like commonsense that if you feel at home, at ease, not looking over your shoulder or distracted, you’ll get more done. The mind works better when there is less cognitive load, and the home field provides this. If this is the case, why wouldn’t every organizations want to give all of their people home field advantage?
When “Lean Offices” are Anything But Lean In the book, the notion of the “lean office” takes a beating. These two words I put in quotes because the book describes workplaces that aim for a spare, clean, impersonal workspaces. Psychologist Craig Knight and Alexander Haslam studied and compared “lean” versus “enriched” and “empowered” versus “disempowered’ work environments. Their own research demonstrated that people are less productive in a so-called lean office stripped of individual personality. Haslam points out, “Making people feel they are in the wrong place, that it isn’t their place, is a very powerful way of undermining performance,” and that when employees are able to feel at home they are more committed to their company.
In the “empowered” office, people “got 30 percent more done there than in the lean office”. Three people working with home field advantage got as much done as four people working in spaces where they felt unfamiliar, unwelcome or unrepresented. It’s worth nothing that while efforts at applying lean thinking to office work can be result in reduction of clutter and the reduction of personal items stored there, these are not the main aim. The word “lean” should not be used to describe offices or any spaces that lack the twin values of continuous improvement and respect for humanity. Empowering people to build home field advantage into their workplace seems like a simple way to do this, backed by brain science.
Building Home Field Advantage in the Virtual Workspace The ninth and final principle of the Extended Mind is to “embed extensions into our everyday environments.” The mind works better when it gets, an assist from the environment, just as the home team feeds off of the energy of the home crowd. At a minimum, designing home field advantage means removing distractions and surrounding ourselves with the information and visual cues. These should signal to us that we have home field advantage. Perhaps more importantly, the result of designing home field advantage should bring the feeling of autonomy of control, and its associated positive brain chemicals.
I found the following sentence from the book to be particularly persuasive. A sense of ownership extends from the individual to the organization, and it flows through physical space. All of this has fascinating implications for the emerging work-from-home trend. How well does the 30% productivity boost of home field advantage apply when working from home? What does it take to achieve this benefit? What can employers do to help people design home workspaces that give them this advantage? How do we design work spaces, visual signals and routines when managing in virtual environments? How do we foster a sense of ownership from individual to the organization, the absence of physical space? What does the future of work look like and how can we build in home field advantage?
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This week’s guest is John Knotts, Senior Coach at Gemba Academy. Ron and John took a deep dive into process improvement versus project-based approaches, and why the two can and should coexist. An MP3 audio version of this episode is available for download here.
In this episode you’ll learn: * The quote that inspires John (2:59) * John’s background (4:39) * Process improvement environments versus project-based environments (7:14) * What it means to be the “JEEP” (14:29) * The different leadership approaches (18:50) * Why Ron hates the “Control” aspect of DMAIC (21:28) * The cultural differences in perspective (25:39) * Tips for those going through certification (27:53) * Tips for those in process management (30:39)
Podcast Resources * Right Click to Download this Podcast as an MP3 * John on LinkedIn * GA 392 | Using Lean on a Horse Farm with John Knotts
What Do You Think? In your experience, what are the pros and cons of process-based versus project-based approaches to continuous improvement?
The post GA 407 | Choosing an Approach to Lean and Six Sigma with John Knotts appeared first on Gemba Academy.
An interesting New York Times article points out how many of us have become desensitized to the dangers of this pandemic over the past couple of years. This is due to the constant alarm bells that ring, without always seeing real danger up close. Ironically, this type of mild, repeated exposure is how therapists help people overcome their phobias.
By the same mechanism, it can make us less afraid of things that we should be concerned about. The article argues that people have been conditioned to stop fearing Covid-19 due to many real and false alarms.
The seemingly constant flow of emergency alerts has dulled many people’s fear response to this pandemic, leading them to let down their guard, relax their restrictions or masking habits, or even refuse potentially lifesaving vaccines.
The article largely argues for making changes to how we communicate the risks and actions people can take. While fear can be effective for motivating one-time actions, it’s less effective for changing or supporting long-term behaviors. Effective persuasion requires more. A lot has been written on behavior change. It’s challenging because it’s both personal and cultural. It requires both the swimmer and the water to change.
Your Culture Is What You Tolerate It’s easy for people to become to safety and other risks within organizations. We become numb to dirty machines, unsafe working spaces, colleagues or bosses who are disrespectful, or near-misses with patient safety. The progressive ignoring of potential or real harms turns abnormalities into accepted norms. This tacit understanding and tolerance of behavior shapes culture. The persistence of such conditions erodes confidence, performance, profit and becomes a self-reinforcing loop that’s difficult to escape.
When we see leaders walk past disorganized work areas, step over a patch of grease on the warehouse floor, or look past a bin full of defects without acting with concern, it sends a signal to the organization of what’s important and what’s not. This is why the “go to gemba” principle is so important. On most trips to our gemba, some part of it will be in poor condition, if we look carefully. Every trip that doesn’t result in a discussion of that poor condition serves to desensitize us further. If it was okay to walk past and say nothing last time, why point it out this time?
This is why lean thinkers often ask, “What bothers you?” When we strive to serve customers better through continuous improvement, there should always be something that leaves us dissatisfied.
How to Raise Awareness of Safety Risks There’s a simple but effective practice that organizations have practiced in one form or another to raise awareness of safety risks. This begins with near misses, or instances when we noticed something bad that almost happened, but didn’t. Studies show that for every 300 or so near misses or very minor incidents, there’s a more serious lost time accident. One method to raise awareness of near-misses is hiyari hatto.
The Japanese word hiyari describes the cold feeling we get when experiencing something frightening. We can all relate to the feeling of, “Whoa, that was close.” Perhaps we almost dropped a mug onto the kitchen floor. Our heart may skip a beat. We may feel a chill. This is part of a normal physiological reaction. It’s the result of a combination of stress hormones preparing us for fight-or-flight and blood moving from skin, fingertips, etc to our vital organs and brain, where it’s more useful in a crisis. When our body senses danger, real or otherwise, it gives us a “hiyari” feeling of cold.
The “ha” part of the word hatto refers to the sound we make when we gasp, or make an intake of breath when frightened or surprised. Both of these are involuntary reactions. The gasps and chills are our body’s way of preparing us for danger, real or imagined. We shouldn’t ignore the feelings of hiyari and hatto just because the danger has passed. The conditions that created the near-miss remain and must be addressed.
How to Let Small Things Bother You In the hiyari hayatto approach to addressing safety near-misses, people are encouraged to report when they saw or felt something unsafe almost happened. People report their concerns to a body responsible for addressing or investigating them, such as a safety committee. A committee takes or guides actions to make quick fixes, evaluates conditions around more serious dangers, or looks for ways to prevent near-misses from reoccurring.
This type of program reduces the threshold of reporting to the lowest reasonable level. People aren’t limited to actual incidents experienced or witnessed. Whatever makes us gasp, sends a chill down your spine or say, whoops! is fair game. The first step is setting up a hiyari hayatto committee who will collect and take this feedback seriously. It’s a good way to enable everyone to participate in building a culture of safety.
The key to an approach like hiyari hatto is that it welcomes people’s feelings. Our impressions and subjective experiences about near misses are often revealing. We may learn that a workplace or process that we design to be safe may appear unsafe to others. A person may be afraid of something for no good reason, or bold in the face of proven dangers. There is a way to avoid desensitization from constant safety first! slogans or from stepping over yet another banana peel. This is to set up a system to let small things bother you, even if it’s only a feeling.
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