A SYSTEM OF MONTHLY RECOGNITION..   A PLATFORM TO BUILD UPON…

The program offers a high performance  strategy of certifying employees to the 21st century skill of contributing to company productivity… Leaders start the process by importing new and interesting outside ideas. Workplace teams are given the freedom to participate in decision making and process improvement.. Employees participate by acquiring technical skills like root cause analysis.. The criteria for certification and recognition is to create measurable productivity improvement for the company..  The traditional  monthly accounting system becomes key to rewarding employees for performance..  Most  productivity failure relates back to a lack of understanding regarding the need for a continuous recognition and reward system.

AN EMPLOYEE PROCESS OWNERSHIP PLATFORM TO BUILD UPON

Ours is a network of leaders from various companies that support each other in finding and exchanging exciting outside ideas that make work interesting…..Outside ideas are an essential first step in getting the support of employees and in getting employees fully engaged in process improvement.. Successful teams can make employees feel good about coming to work …   In order to build successful teams, managers need a support system that opens the door to outside ideas and builds on a platform of interest to employees..... 

MYSTERIOUSLY PUTTING EVERYONE ON THE SAME PAGE


Making good choices about business practices and processes is the workplace training ground for something very important… Everyone in the workplace needs to be included in making superior choices about values and purposes…  Using process improvement teams in the workplace gets employees prepared to come together on fundamental values… When employees,  leaders and top management are in sync on fundamental values they tend to pull together successfully on productivity… Process teams silently and invisibly bring everyone together. Best business practice techniques mysteriously put everyone’s belief system on the same page…. 

ROOT CAUSE SKILLS ARE A SIGNIFICANT CONTRIBUTOR TO UPWARD MOBILITY


The possibilities for turning a talent for process improvement into a substantial income is growing and growing.. What is surprising is that on the job experience rather than formal education can bring about success..... Employees as well a management have the natural urge to feel that there is something in it for them.....


When process interruptions occur, employees learn to work together,  in a rapid fashion,  on root cause analysis


In most workplaces employees are in boring silos and are not aware of how others are using process ideas for better processes... The process idea approach gets interesting ideas floating in the air... As employees engage in workplace conversation they make each other aware of possibilities for a better future..... Root cause skills grow employees and productivity


When  process ideas are floating in the air employees have the best chance to discover the creativity of being part of a successful team.. When workplace teams are stirring up creativity, leaders have the best chance of maximizing efficiency....

ROOT CAUSE ANALYSTS BRING ABOUT BETTER PROCESS QUALITY..

​THE LEVERAGE OF TEAMS...    “MORE FRIENDS AT WORK”​


Teams play a unique social relationship role that is key to leadership success… Friendly conversations  about  process Ideas become part of daily routine…. When silo oriented employees are organized into teams,  employees tend to make more friends at work… More friends at work result in employees working better together… Teams are the leverage leaders have for creating pleasant, productive workplaces… Teams have a way of contributing a special leverage for certain leaders

EMPLOYEE ORIENTED LEAN SKILLS OFFER HOPE FOR BETTER EARNING POWER....


People stuck on a rung of the business ladder are "people in need"... Alert leaders help their "people in need" find a way to improve their earning power... Participation on performance oriented  process teams gives employees the hope, experience and skills to move on up....  Leaders can bring meaning and purpose into the lives of employees...  Leaders can bring meaning and purpose into their own lives by realizing that they are giving employees a big dose of happiness and well being...  Leaders win by documenting their own skills and successes as well as the skills and successes of employees...

SOME THOUGHTS ON AMERICAN PRODUCTIVITY

Joseph Scanlon in 1932 saved a steel mill from going bankrupt with the theory that those closest to the process have worthwhile ideas on how to improve the process. Later he became associated with MIT on a bonus plan to let employees share in the rewards of more productive processes..

After WWII a Japanese man introduced a process improvement strategy based on specific “pull system strategies and tactics”…. The Toyota company used Japanese community spirit to get the support of employees for their strategy..  The Toyota Production System was successful enough for American companies to build versions they called World Class Manufacturing and Lean Enterprise Systems.. 

The American versions differed from the Japanese models.. Many American versions emphasized Scanlon’s concept of including employees in process management … Process management teams were started and accelerated by introducing exciting outside ideas. Exciting ideas focus employee attention on the process..  The productive outcomes were based on employee creativity and not solely on pull system tactics…. Employee motivation wasn’t community spirit,  but rather the brighter future that employees could expect from acquiring process management skills


THE DEMAND FOR PROCESS SKILLS IS GROWING AND GROWING 

​​​A LEADER TO LEADER NETWORK IS A PLATFORM TO BUILD UPON


The leader to leader networking platform introduces lean culture in the building of process improvement workplaces…. Lean visual control techniques are designed so that workplace teams can uncover process problems… Visual controls monitor and highlight interruptions that would normally be hidden by traditional firefighting…. Multiple levels of operations and support people are oriented to work closely on a daily basis to determine the root cause of each interruption… Small, incremental process improvements are expected to be completed on a weekly basis…

THERE IS MAGIC IN DAILY VISUAL CONTROLS AND "QUICK RESPONSE" 


In most cases leaders can bypass formal training by creating an interesting, daily learning experience.. Visual controls are a matter of thinking through what the team wants to measure and track…Visual controls can be a matter of design by trial and error… Daily attention to interruptions by multiply levels of employees working together is a key “quick response” lean technique… Daily interaction reinforces the connection between front line employees and support personnel.. It can be a challenge to realign the priorities of support groups to this new “quick response requirement…

TEAM CULTURE IS A POWERFUL FORCE FOR PRODUCTIVITY

The best company leaders know that culture trumps everything else so they intentionally organize engaging and compelling workplace environments…Unity and consensus are powerful forces for good… Culture should always be by design and not by default….  Team discussions align employees with inspiring values and goals.. Culture is the single most important factor to the success of an organization and must get top priority…Intentional value creation is the force that takes priority…  The superior choice is offering value instead of demanding value

LEAN VIDEOS INTRODUCE DIGITAL ORIENTED LEAN SKILLS

Interruptions in the work process can be opportunities to improve the quality of the process..  Basic lean strategies and tactics such as visual controls and root cause analysis can most effectively be presented on videos… Workplace process teams and lean videos give employees a sense of ownership in the process..  Workplace teams need employee oriented tools to maintain and improve process quality… Leaders can choose to send lean videos home with employees or to hold basic lean skills sessions at work..  

VISUAL CONTROLS AND ROOT CAUSE ANALYSIS ARE TOOLS FOR QUICK RESPONSE

Alert leaders avoid a crisis by regularly adjusting the process… The lean mindset is to expect and be prepared for problems… Visual controls catch interruptions before they become a crisis…   Root cause analysis provides opportunities for quick response…  The regular upgrading of process quality favorably impacts monthly performance… Productivity incrementally improves… Leaders can choose to send lean videos home with employees or to hold basic lean skills sessions at work.

ROOT CAUSE PROBLEM SOLVING SKILLS ARE IN DEMAND

There is a sense of urgency when the process is interrupted… Skills to get to the root cause of the interruption can be very desirable…

Workplace process teams start with exciting lean ideas.  Lean oriented teams have a way of uncovering problems… Interruption of the process demands the team have the skills to respond to the root cause… Training in problem solving skills to determine root cause give employees and the team the important advantage of eliminating interruptions to the process..

The right lean videos give workplace teams ownership of the process… A place for lean resources that are capable of yielding 10 to 20% improvement..  Small and frequent solutions to the root cause of interruptions can accumulate as productivity and profitability improvements for the company….

THOUGHTS ABOUT PROCESS IMPROVEMENT DATA ANALYSIS


Our Black Belt is a professional at networking exciting outside ideas and a 21st century system of reward for performance.. A network based on years of research by our professional and by years of research by a famous organization of professionals. Come join our daily thoughts about process improvement data analysis

Our professional is thinking about making it a better business life for you as a business manager..  Our websites are a network focused on developing a group of “best managers”..  Keep in contact with these “best managers” and find out the strategies and tactic that are working in the outside business world. .

A SIGNIFICANT RETURN ON INVESTMENT

Here are four of the driving forces for process management teams of employees in the workplace....(1) Lean ideas that get employees interested in the process....(2)  The freedom to experiment with the process..... (3) "Great experiences" are rewards of memories that generate company-wide attention and have a significant return on the investment (4) The opportunity to acquire valuable skills to that can improve earning power and productivity