Getting All Personality Types To Mesh With Lean Part III

I want to talk about another personality profile test called the DISC test that is also helpful when influencing people during a lean transformation.


So how do we use this information?
D – Be very to the point and tell them the meat of the discussion. They will be more interested in results then method. Be careful to manage these personality types because they may be too results focused and lean is just as much about the culture as the results.
I – They are more interested in people. Immerse them in team exercises like kaizens and they are at home. These people are also key when going through a transformation. They can be great champions of lean that help to convince others.
S – These folks don’t really like change so like any change lean can be tough to get through. Keep them engaged and activated and ask them questions to get their participation.
C – Details and time line are what these folks like. Focus on the the mechanics and next steps of lean. These folks may have some trouble when it comes to the sometimes unknown aspects of lean such as outcome after events or shifts in timeline for the transformation.
This is just another way to “skin the cat.” How would you communicate with different personality types?
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Getting All Personality Types To Mesh With Lean Part II

The last post I talked about some different personality types. What does this mean to lean implementations? Well basically they all have different communication styles! The easiest person to adapt to lean will probably be your Integrator profile. They see systems and how to improve systems so they will probably be the easiest to convince.

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Getting All Personality Types To Mesh With Lean Part I

You might have heard lean is just as much (if not more) about cultural changes than tools. I 100% agree from everything I’ve seen but how many tools do we have to tackle cultural changes? From a tools stand point we have standard work, layered audit processes, A3s, etc. but what about using personality profiles and situational leadership to get the lean implemented?
There are lots of personality tests out there but I like the personality test from Surviving Business which has a few categories:
The INVENTOR profile: “Creating a better product” Inventors can’t resist creating. They keep creating long after they have run out of resources, money, and other people’s patience.

The HANDSHAKER profile “Creating a unique brand” The Inventors set the stage, and the Handshakers steal the show. Handshakers get their most valuable feedback in the limelight, and find their flow while on their feet.

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Lean In the USA Today

I came across this great article in the USA Today on how Lean is helping manufacturing companies survive the recession.

http://www.usatoday.com/money/industries/manufacturing/2009-11-01-lean-manufacturing-recession_N.htm?csp=34

It’s pretty simple. Get rid of waste, empower your people, and keep changing to get better and you have a winning formula. Now thats a bit easier said then done but if you are really committed in making your business succeed it is something that needs to be a focus.
How committed are you and your company to success?
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Are The Sum Of The Parts Equal To The Whole?

I was reading on how mayonnaise is judged and can you believe there are over 40 categories to measure how “good” a mayonnaise is! There are characteristic like color, shine, several dimensions of taste, etc. If you were trying to make the best mayonnaise possible would you try to get every single variable the best it could be or would you take a holistic approach and focus on the preparation, the ingredients and the cooking techniques?

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Lean Is A Journey Not A Destination

Many companies have already started lean but I think many people might ask “Are we lean?” You might measure “being lean” on how much waste is removed. To be truly lean 100% of the waste form a process has to be removed and the reality is that there will always be some level of waste. Another way to think of it is that lean is a way of doing business. LEAN IS NOT A SET OF TOOLS! Lean is a cultural change to the way a company does business. Because it’s a culture change it becomes more of a journey than a destination.


Here are some ways to differentiate between lean culture and lean as a set of tools:


How do we as an organization move towards a Lean facility? Here are the steps to follow:
1) Determine where you are and how you react to the situations above. Be honest with yourselves and have your lean consultant help you.
2) Once you determine what needs to be addressed you will want to begin changing areas of the operation. This can include but are not limited to the following:
a. Metrics Used to Measure Performance
b. Governance Process
c. Policy Deployment
d. Daily Meeting Schedule
e. Leader Standard Work
f. Performance Management System
g. Cultural Training
3) Once you determine the areas for change then the leaders and the lean

How does your company execute to lean?

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Sustaining Change – Making a Real Difference With Kaizen

A question I hear a lot is “how do we sustain our changes?” I wanted to share a question one of the lean experts I’ve trained in the past asked David Meier (Author and founder of Lean Associates Inc http://www.leanassociates.com/about.php):

Question from lean expert:
What are best practices from sustaining improvements after kaizen events/activities?

Answer from David Meier:
Bill — This is a bigger question than it appears. People don’t sustain things for many reasons. The main reason I think is that they were not part of the process of developing the improvement (even if they were on the team). One other reason is that kaizen is not an “event” anyway. It is a mindset and it means that things should improve AFTER the event, not just sustain.

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Applying Lean To… Baseball?

Most people who know lean know the frame work around how to apply it to manufacturing. One thing I haven’t seen is an agreed upon framework to apply lean to non manufacturing settings. Thats what I want to talk about in today’s blog. What is the “standard” approach to applying lean to non manufacturing.

Toyota had defined lean in 3 elements 1)Muda (wastes) 2)Mura (flow) 3)Muri (overburdening). So the question because do these elements apply across the board? Let’s apply lean to a baseball pitcher.

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5 Ways to Leave Your Competition in the Dust

Competition is what business in a free market is all about. Wouldn’t it be great if we have a competitive advantage that our competition couldn’t duplicate? The question becomes what do you have that our competition does not? The culture of a company is a distinctive and unique advantage. Think of it like DNA or a fingerprint but for a company. You want to be sure that you foster the right culture that will give you an advantage; here are 5 ways to do that:

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