Have you ever delegated a task and the team or person you delegated the task to goes down the wrong path? This often happens when management delegates a problem-solving task but have already determined what they want the answer to that problem to be. There is a time for delegation
In Episode 2 of Lean Whiskey, Mark Graban and Jamie Flinchbaugh, longtime friends, lean thinkers, and whiskey enthusiasts, join forces to enjoy a casual conversation — mostly about lean and a little bit about whiskey. We start by thanking the listeners of Episode 1 who shared their response to hearing
Been reflecting about each of these lately, and how they relate.
But what’s Ethics got to do with anything?
We’re in a proverbial knowledge economy. The market caps of, say, Google, Facebook and Apple, dwarf that of Toyota.
Google, Facebook and Apple have comparatively little in physical capital. ‘All’ they have is intellectual capital, and in particular, human capital.
How does human capital differ, from say, physical or financial capital?
Unlike, say, a machine, or a bond, human capital can chose not to deploy. Human capital can chose to walk out the door, in fact.
“That army will win which has the same spirit,” said Sun Tsu twenty-five hundred years ago. It’s never been more true.
Yet Gallup’s latest State of the Global Workplace report tells us that only 13% of employees are engaged in their work!
Big company disease and organizational dysfunction is so deeply entrenched that we barely flinch at such data.
Imagine you’re a factory manager and your machines are operating at only 13% of capacity!
Why are people so disengaged? Gallup doesn’t say. But I suspect that disillusionment, or even disgust, at what the organization stands for, or how management behaves, is a major reason.
There’s more. Millennials (those born after 1980) will comprise 75% of the workforce by 2025. And Gallup tells us that ethical behavior in corporations is even more important to millennials than to their parents.
Of course Ethics matters. People will not follow swine, at least not willingly, for very long. People will certainly not commit their hearts and minds – unless they feel good about what the organization stands for.
Lean started with Kanban, and Kanban is a trust machine. There are four elements elements to Kanban: a Heijunka board reflecting takt time, the Kanban cards, a shop stock, and component Kanbans. You might have come across the short animations […]
I really enjoy connecting with the JFlinch community through my blog and through my social media channels. On occasion, my schedule allows me to provide a live lean learning experience. On June 5th I’ll be speaking at an Iowa Lean Consortium / Ciras event in Des Moines, Iowa. If you live
Lean thinking is moving out of the factory -- downstream into sales, logistics and order fulfillment, and upstream into finance, marketing and New Product Development (NPD).
We're often asked, how do you apply the fundamentals in these areas?
For example, how might you apply visual management in NPD?
A good first step is to decide, What do we need to know to run our business?
Here are typical answers:
a) What's the project loading at each point (P0, P1, P2) in our development pipeline?
b) What are min/max levels and our status at each point?
c) What are the biggest obstacles in each project?
d) Do we have countermeasure plans? What's their status?
e) What are broader system issues? Do we have countermeasure plans? Status?
Now we're ready to engage our teams in developing visual tools that will make the invisible, visible.
In our consulting work we've used funnels, race tracks, football fields, as well as, team boards and the like.
Visual management is also invaluable in NPD physical plants (e.g. Test Labs), and is similar to what you might find in a factory.
a) What's this week's work?
b) Are we ahead or behind?
c) What are our biggest obstacles? Countermeasure plans & status?
d) How versatile are our people?
e) What's the loading on our machines? Constraints?
The key, again, is to make the invisible, visible.
For more on Lean thinking outside the factory, please check out The Remedy.
He believes there is a simple reason -- achieving engagement is all about management and the many changes that must be made, and that raises the crucial question: Is management both willing and able to recognize, accept, and execute the needed paradigm shifts? The stark reality is that the changes that must first occur are in the thoughts, beliefs, and actions of the management team. This book gives you a path to follow that may achieve just that. And the remaining question for the senior management is: What are you prepared to do?