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by LSSU Admin - Thursday, 27 September 2018, 9:43 PM
Retrieved from: Lead With Lean
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Okay… it’s taken me something like 20 years but I’ve finally connected some dots. Lean thinking works, lean thinking is hard. Here’s why. One of the main themes of my doctoral research, in the previous century, was the “law of […]

The post Curiosity is the secret sauce to lean appeared first on Lead With Lean.

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In July, Tracey Harris published a very important book entitled Developing Leadership Excellence: A Practice Guide for the New Professional Supervisor  -- it integrates the existing frameworks of supervision into a comprehensive model of practice, providing new supervisors with a clear procedural and practice guide for conducting professional and operational supervision. I spoke with Tracey this past week, and asked her: “What are the common mistakes that new supervisors often make?" Here is her complete answer:

I remember when I became a leader and professional supervisor for the first time. I was unsure of what I was really doing, did not have a supervision framework to call on and probably used the "wing it" model for quite a while before I developed the necessary skills, knowledge, and attributes to be a great supervisor and leader. Since then, thank goodness, I have a clear leadership and supervision framework and model that is highly effective.

I think most new supervisors are faced with either nervousness or trepidation when they move into the role of a supervisor or leader. Often, supervisors are not adequately trained for the role or they find themselves in a supervisory role because it is an expectation of the role description. Then, there are those professionals who step into a supervisory or leadership role for the very first time. So, what are the most common mistakes that new supervisors often make?

New supervisors do not often have effective supervision and mentoring themselves. It is crucial to have an experienced professional who has been a leader or who is in a leadership role to guide and develop you as a new supervisor.

Another common mistake that new supervisors make is that they do not attend supervision or leadership training when they commence in the role or throughout their leadership career. Find quality training can set you on the right path of what supervisory skills and knowledge base you need to provide effective supervision.

In addition, new supervisors often mistake what management and supervision is all about. It is crucial to know the difference between what line management and professionally supervising staff is for high performance outcomes. Using the PASE model of supervision (based on integrating the style and role of the supervisor, different questioning frameworks, and functional analysis, as well as ensuring that staff feels supported in the workplace) provides leaders and supervisors with a clear understanding of the difference and supports supervisors in their dual role of line manager and supervisor.

Finally, new supervisors do not engage an effective process and framework in which to lead and supervise staff. Understanding the benefits and purpose of supervision, defining the boundaries and understanding what outcomes are required are all important aspects of being an effective supervisor.

Being clear on your intention and purpose as a new supervisor will set you on the path for being a great supervisor and your will achieve great results and be well respected in your role.

What do you think of Tracey's points? Are the mistakes she details common to the new supervisors in your organization?
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by LSSU Admin - Sunday, 9 September 2018, 8:31 AM
Retrieved from: Lessons in Lean
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Many people fail to understand that innovation is a critical element of lean thinking and, without it, there will be very little true improvement. Unless innovation is well integrated into a lean system, the big gains that are possible will likely never be realized. Continue reading
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Many books focus on the tools needed for for process control and continuous improvement, but the latest work by Philip Gisi -- entitled Sustaining a Culture of Process Control and Continuous Improvement: The Roadmap for Efficiency and Operational Excellence -- moves beyond this limited view and focuses on the daily work routines necessary to maintain and sustain these activities as part of a Lean process and management mindset. This past month, I spoke with Philip and asked him: "What are the common obstacles to sustaining a culture of continuous improvement? How can we overcome these problems?” Here is his complete answer:

A culture of continuous improvement is based on carefully defined operating standards, organizational work routines, and visualization of key performance indicators.The ability to sustain a culture of continuous improvement is rooted in the way an organization is structured (standards and procedures), the discipline they exhibit in executing their work routines and how effective they are at hold employees accountable to their commitments.  Let’s briefly consider the impact of structure, discipline, and accountability in sustaining a culture of continuous improvement.

Organizational Structure
If you don’t have systems that promote the right behaviors, you are unlikely to get what you expect.  

Look at the work habits, attitudes and engagement of employees, if you don’t like what you see, ask:
       Do the behaviors of employees reflect the principles of the organization?
       Are there methods and procedures in place that align with these principles and, if so, are they clearly defined?
       If followed, will the methods and procedures generate desired results?
       Do employees effectively implement the methods and procedures?

Discipline is a mindset which stems from a commitment of employees to execute their roles and responsibilities as key contributors to organizational success. Management must ensure the right systems are in place to promote behaviors expected to achieve ideal results while employees must exhibit the discipline required to follow and improve standards, procedures, and work routines designed to realize and continuously enhance output performance.

Management has the responsibility to monitor, control, and improve organizational systems with the support of all employees.  This requires continuous verification that processes are executed properly while corrective action and employee coaching occurs when deviations from standards are detected. In short, successful organizations have documented systems in place that align with their strategic goals and produce desired results when executed as intended.  

What has your experience been with sustaining continuous-improvement initiatives? What are your thoughts on Philip Gisi's ideas for overcoming common obstacles?
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Many manufacturers have established quality management systems in their organizations, but an impressive new book geared specifically to medical-device companies entitled Excellence Beyond Compliance: Establishing a Medical Device Quality System and authored by William I. White was published this past June.

This book looks beyond what is necessary for compliance alone to address what makes a quality management system (QMS) both effective and efficient. I recently spoke with William I. White and had a chance to ask him a few questions. Here are those questions with William's complete answers: 

What are the common obstacles medical device manufacturers face when developing a quality management system (QMS)?

It is an unfortunate truth that the QMS itself may provide obstacles between the employee who wants to do the right thing and the ultimate goal of effective compliance. Ironically, one of the most common sources of obstacles is excessive zeal in compliance.Sometimes this happens through a succession of audits.  Each audit may identify nonconformities.The nonconformities may lead to new procedures, but don’t always lead to revision or elimination of the old procedures, and then procedures are in place that may be inconsistent.  Some companies make it easier to create new procedures than to revise old procedures; this leads readily to a profusion of inconsistent requirements. In addition, a company finds itself with serious compliance problems and then brings in experts to ensure that it has procedures covering all aspects of compliance.In this situation, the primary motivation of the experts (understandably) is to ensure that compliance issues are fully addressed in the resulting procedures.  If the company is not a full partner in preparing these procedures and simply accepts blindly what the experts dictate, the result can be procedures so complex that they confuse employees more than they help them. In short, if not managed well, the complexity that is to some degree required by worldwide regulatory requirements can lead to confusion among employees who are struggling to do their best with an overpowering workload.

How can they overcome these problems?

The actions of people are ultimately what decide whether a quality system accomplishes its goals, and those actions depend upon documentation that is understandable and straightforward. People want to do the right thing, but if they have to struggle to figure out what they are supposed to do, they will lose patience and do whatever seems sensible (which may or may not correspond with the documentation). The most critical aspect is that employees must be able to determine readily those procedures that are applicable to their work. A well-planned documentation system can make this possible.

What do those who work for medical-device manufacturers think of William's perspective? How has your QMS been affected by compliance issues?  
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by LSSU Admin - Saturday, 14 July 2018, 7:45 AM
Retrieved from: Lessons in Lean
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There is very little debate about the importance of culture to an organization’s success, and that the responsibility for defining the culture lies with leaders. Once the culture starts to develop, though, how do you hold the gains and protect the natural tendency to fall back to the way things were before the improvements? The … Continue reading
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It has been argued that that the proven practices of performance excellence and quality cannot be sustained over the long term. A new book by Richard E. Mallory entitled Lean System Management for Leaders: A New Performance Management Toolset postulates that the reason for this failure is that there is no cohesive guidance on the management of groups of people working together toward specific goals. The author believes we currently have only a patchwork of two very specific knowledge areas -- one for process management and one for project management. I asked Richard a series of questions about how his book seeks to rectify this situation. I'm including those along with Richard's very interesting answers here:

Why do you believe that system management is new to management?
System management shows how to create and define a best practice ‘map’ for any or all management systems, and how to identify and define its influencing factors of success.  This allows manager to create an operational best practice map with measurable metrics and indicators of success.  Once that is done, the model itself provides a foundation of a perfect ‘learning organization’ that can review and improve on its practices over each performance cycle.  There is nothing in existing management practice that shows how to provide this kind of structure, evaluation, and learning for the management structure overall. 

Why do you call it a “fundamental” body of knowledge for all managers?
Much of current management literature is focused only on one-to-one interactions with individuals--“supervision“-- or generic group practices like “motivation”, “goal-setting”, “employee engagement”, or “encouraging the heart.”   Another approach puts its focus on generic organizational frameworks that provide a cookbook of advisory or prescriptive tactics under headings like “Baldrige”, “ISO”, or “The House of Lean."   It is a great omission of current management knowledge that there is firm structure for defining, analyzing, standardizing, or implementing best practices for the specific practice areas of individual managers – either for a program office or for specific management functions like governance, strategic planning, budgeting, quality control, and project management.

Isn’t systems management mentioned in a lot of management books?
Yes, many books use the plural word ‘systems’ with the same meaning as an organizational environment.  One business book says that “systems thinking is more of a concept than a tool,” and describes the system as ALL the factors that surround a process.  Another calls systems “a set of inter-related processes.”  Either definition will blind managers to the possibility of documenting and improving a SINGLE area of management practice with specific goals – the real definition of a system.  When systems are looked at one at a time, it is possible to define and map their primary activities and success factors, and this kind of documentation of systems redefines management. 

What is the difference between a process and a system?
A business process uses a specific set of sequential steps, each of which can be defined, to produce a specific output with a definable set of output requirements.  A process is often completed by a designated work team, and is designed to be done the same way with the same sequential steps time after time.  A system is more easily seen as a project, in that it produces a valuable output but will have a production cycle that may not be rigidly sequential, that is more changeable because of intervening factors in each cycle, and that may produce a number of outputs all of which cannot be defined in advance.  A system is less likely to follow a single predictable path and may have to obtain its result using personnel that are not a designated work team. 

Given all those differences, what makes you think that a system can be mapped?
All human knowledge is based on science, which itself is based on observation of repetitive cycles and learning about the factors that drive success in any given cycle.  If you start with the premise that each management system is cyclical and has quantifiable goals, then we can define and predict the principal activity groups (or milestones) that are necessary to achieve those goals. We can also then define the measurable attributes of success in each group.  Using cause and effect analysis, we can further break down the influencing factors (or “causes”) of success, and the metrics or indicators that can be seen when those practices are followed.  Even though the operational best practices of system are not sequential with specific assignable steps, the system map does provide a documented operational plan that can be evaluated and improved.
Can you explain the concepts of “native systems” and “design systems” that you refer to in your book?
Often times groups of people develop a habit, understanding, or “culture” about the way things are done around here, and this is the native system.  Like standing in line at the grocery store, people make things work based on assumptions of what is considered fair or right.  The same is true in larger organizations, so the way that we operate a program office, develop a budget, or decide on projects is often a combination of guess work and detective work.  The idea of design system is a deliberate decision of a leadership structure that for critical management outputs, there should be a focused effort to define how it will work best, to let everyone know about that operational plan, to evaluate its operation at the end of each cycle, and to innovate and improve based on learning.  This mirrors the practices recommended by the Framework for performance excellence of the National Quality Award that management systems should have a documented approach and deployment combined with periodic learning and innovation. 

The book title mentions Lean.  Does that mean if follows established process improvement methodology?
System management shows leaders how to achieve superior leadership results by applying a Lean DMAIC (Define, Measure, Analyze, Improve, and Control) structure to leadership systems and program office operations.  It shows leaders how to align and evaluate these systems using a Lean approach, and how to evaluate and score the maturity of management practices through the American Society for Quality System Management Standard (  It offers analytic skills to eliminate duplication and waste of executive and senior management time, and reduce the wait time and non-value add in dependent processes.

Explain how lean system management provides an agile framework for organizational change.
Lean system management presents a structured framework for defining and controlling organizations, along with a system maturity standard that allows regular measurement of the maturity and capability of defined management systems.  In this way it provides an agile framework for the organization-wide practice of quality (which we will refer to as “Performance Excellence”), and enables the use of a system maturity scorecard, showing the capability and maturity of quality management function throughout the organization.  It also allows and enables an organization-wide scorecard on the practice of quality at the process level, through use of the Process Management Standard(See Measuring Maturity, Quality Progress, Sept. 2016 --

What do you think of Richard's view of system management? Do you agree with his views on why performance excellence is currently not sustained by many organizations?
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The industry is still in its infancy in understanding and applying lean to the point where it will reduce its addiction to oil price. When accompanied by true and fundamental transformation, lean can help an energy company take full advantage of the periods of high prices while preparing for the inevitable drops without feeling the need to implement drastic measures that damage long-term health. Continue reading
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by LSSU Admin - Tuesday, 5 June 2018, 7:43 AM
Retrieved from: Lessons in Lean
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One of the most important – and elusive – objectives of lean is creating a culture of continual improvement throughout an organization. In most cases, this requires changing the way people think and approach their work, and although helping people transform is never easy, it becomes even more difficult when those driving lean are not … Continue reading
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by LSSU Admin - Monday, 21 May 2018, 10:25 PM
Retrieved from: The Lean Insider
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Lean implementations, operational excellence initiatives, and even specifically, the Toyota Production System (TPS) are often misconstrued as simply a methodology focused on the formulaic implementation of tools. In a recent book entitled The Toyota Template: The Plan for Just-In-Time and Culture Change Beyond Lean Tools, the author -- Phil Ledbetter -- posits that the building of TPS, with the goal to eliminate waste, evolved as problems were encountered and solutions put in place and a wonderful byproduct of it was the growth of a problem-solving culture throughout Toyota that is unique in the business world. I spoke with Phil this month and asked him: “What is the Toyota template and how does it help sustain a Lean implementation?” Here is his response:

The Toyota template is about the relevance of the Toyota Production System to any type of business today. It succinctly identifies the key elements, places them in a logical, sequential or of implementation, and explains how each contributed to the formation of the Toyota culture. It's a blueprint for any business interested in a true lean transformation. The gold standard is Toyota and my book, The Toyota Template, demonstrates how businesses can use the "template" to arrive at a truly Lean, just-in-time production system.

Specifically, The Toyota Template explains the critically important elements of the Toyota Production System, analyzes the sequence of implementation as the system developed, and places these elements in a logical order of implementation based on the history and current knowledge. In addition, it addresses the effect of each element on the culture and some of the reasons for Lean implementation failures, including the problem with the value stream mapping.

Fujio Cho, Ohno protege' and former Chairman of Toyota Motor Corporation, has said, "Many good companies have respect for individuals, and practice kaizen and other TPS tools.... But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts." The Toyota Template shows exactly how to develop this system. 

What do you feel are the major hindrances to a successful and long-term Lean implementation?