company PROCESS and CULTURal development
LEAN ORIENTED EMPLOYEES UNCOVER PROCESS PROBLEMS…
A BEHIND THE SCENE MANAGEMENT FUNCTION
In an invisible magic dust like way managers must connect with how people feel. They must develop the talent to spread a sense of urgency….It is not hustle and bustle…It is not running from one meeting to the next…It is not the pressure of piling on overwhelming tasks.. It is not even a natural state of affairs… A true sense of urgency must be created and recreated over and over again.. Success in the workplace begins with a high enough sense of urgency and in a large enough group of people.. That is why it is a management function… It is a function that calls for someone in management to take an interest in the frame of mind that exists in the organization..
HOW PEOPLE FEEL IS KEY TO THE WORKPLACE GROUP'S SENSE OF URGENCY
A sense of urgency combined with the magic dust of lean videos gets imaginations and feelings stirred up. People experience lean ideas as being new, exciting, meaningful and uplifting.. People respond with a deeply felt determination to move, to make it happen and to win now….. “Cycles of small wins” make employees feel like they are part of the action… How people feel is a key to teamwork and cooperation…
BETTER CHOICES WITH A MUTUALLY ORIENTED VALUE SYSTEM
Best business practices sites bring leaders and their subordinates the know-how for increasing productivity in the workplace…. Step by step leaders and their subordinates learn to make better choices…Step one starts with new ideas from outside the company…Step two involves workplace discussions about options for improving how things get done… In this step employees work together on the improvement puzzle … In this step leaders take care to include many voices in learning how to make better choices.. Step three is discovering that getting to make better choices includes sorting out and refining the belief system…Everyone participates in progressively shaping the company value system
TOM FRIEDMAN’S BOOK.. "THANK YOU FOR BEING LATE"
Tom sees three big trends shaping the future…. The business world and technology is changing at ever increasing speed… Globalization is changing the economic world… Climate is changing the natural world… Offering employees process management skills can give them more control over and confidence in their future… In the past less than 5% of people ever participated on a high performance team… To survive and prosper more and more employees need the security net that high performance teams can provide… Process management teams are the gateway to high performance teams
EMPLOYEES MUST FEEL THAT SOMEONE UP THERE CARES
EMPLOYEES NEED SOMETHING OF INTEREST FROM THE OUTSIDE
Productivity gains are incremental and accumulative.. Most of the time no one realizes that things are changing. However, for the most part, without persistent attention to something new from the outside business world employee enthusiasm to be fully engaged naturally falls off.. Keeping up the tempo for ongoing productivity is not a natural occurrence with managers and their employees… In most cases things naturally return to a routine, run of the mill pace. There has to be an ongoing special determination by area managers to maintain employee attention and enthusiasm for making things better... It takes manager persistence and determination to maintain the incremental and accumulative power of productivity.
KEEP IT SIMPLE ...… WITH A "LEAN THINGS THAT WORK" NETWORK
The road to failure is lined with front line employees struggling with high tech statistics and Six Sigma. Productivity is built on employees using simple lean practices…. Team based problem solving involves simple, fun like skills such as 5S’s and root cause analysis. Traditionally boring tasks take place in cycles of process interruption and shoot from the hip firefighting. The same failure and the same firefighting over and over again. Lean video trained employees dig deeper with "Plan, Do, Check, Act" problem solving which eliminates the same failure.. Productivity accumulates through these cycles of Plan Do Check Act.. Each new cycle is another round of improvement in productivity….
MANAGEMENT MUST INSPIRE A SENSE OF URGENCY
THE COMPETITIVE PRESSURE FOR BETTER AND BETTER PRODUCTIVITY DEMANDS A SENSE OF URGENCY
EACH OF US INFLUENCES THOSE AROUND US... WE MIGHT AS WELL BE THOUGHTFUL ABOUT THE ENVIRONMENT WE ARE CREATING
There is something universal about the human capacity for process improvement.... In every organization, at every level, process improvement is a creative and meaningful force for making things better... Unfortunately, without a management champion dedicated to making things better, things can frequently start going from bad to worse.... Our mission is to help make process improvement an important element in the workplace...Leaders working with us facilitate teams that give employees the opportunity to discover their creativity and to discover their process skills....Our leaders make it a great experience to be part of the team... Our teams of employees set productivity in motion with lean ideas and effective reward systems... The nature of our teams and reward systems give participants a taste of success... Each and everyone of us influences those around us.... We might as well be thoughtful about the environment we are creating
EMPLOYEES OWN THE PROCESS
People who own things take care of things they own.. They take care of the homes and cars they own...Who would wash a rental car? The special culture of employees on achievement oriented teams is that they want to take care of and improve the process that they own.. Everyone on the team shares a sense of ownership... Everyone on a team joins in and shares leadership opportunities and challenges... Everyone on the team wants to be heard... Everyone is anxious to have a chance to participate...Everyone wants to take part in decision making... Each member feels that they are making a contribution....
LEAN ORIENTED TEAMS ANTICIPATE INTERRUPTIONS IN THE PROCESS
VISIONARY LEADERS OFFER A SAFER ENVIRONMENT TO EMPLOYEES
Our leaders emphasize that process management teams can be a pleasant work experience...In a safer environment employee interaction speeds up the process of learning and innovating.. In a safer environment difficult issues become easier to handle Team members come to expect others to have differing views... They come to believe that differing views are natural and inevitable... They come to appreciate how team solutions can be smarter that those devised by any one individual...
EMPLOYEES AND MANAGEMENT ARE BOTH WINNERS
When teams of employees are encouraged to be curious and to experiment with process improvement, the joy of creativity takes over... Work becomes more of a challenge and less of a burden... Imagine the leadership skill of having employees who like work... Imagine the satisfaction of having employees who are having fun at work... Successful leaders need this know-how.... This know-how for successful process teams has been our business for 50 years.
MOST WORKPLACE TEAMS SUCCEED OR FAIL DUE TO SOCIAL FACTORS
Process management teams are based on a simple principle.. The principle of making work enjoyable and interesting enough to motivate achievement... Teams have the magic touch to inspire a Goldilocks type workplace. Process management teams are socially supportive... Interaction involves positive attitudes and friendly, casual conversations... One outcome is increased productivity which is good for area leaders, department employees and the company.. Another outcome is happier individuals that feel good about their future and feel good about the company...
THERE CAN BE AN EXPLOSION OF PRODUCTIVITY FROM "SUCCESSFUL TEAMS"
Too few leaders can visualize the explosive change that process improvement brings about... When an area manager starts employee oriented process improvement, it is contagious and spreads through the whole organization. Employee oriented process improvement brings about desirable outcomes in every level of the organization... Process improvement not only brings about benefits to the process, but also to all participants including team leaders, other employees and upper management... .