Does your workday frequently feel like mayhem? I have talked with many people who feel like their job is filled with unnecessary chaos. I believe a lot of organizations self-inflict themselves with craziness. There is a way to stop the mayhem!
Overburdening people (and equipment) is a form of waste. Your organization must first identify where people experience this waste. Usually it is very easy to find just by asking who feels they are overwhelmed.
Here are some examples of what you may find (also note that most below do not have a paying customer waiting for the outcome):
Leaders asking for non-standard reports with quick deadlines (usually to sit on their desks for weeks before they look at them)
Constant edits or change of direction to documents because planning is often done afterthe content was created
Support departments get projects dumped on them without ever problem solving around their ability to have capacity to do the work
Somebody’s procrastination or lack of planning becomes another person’s urgent priority
The next step is to acknowledge this kind of mayhem is a problem. This step is difficult because firefighting heroics and the rush of adrenaline from last-minute deadlines becomes “how things are done around here”.
As an outside observer, I usually see little need for subjecting employees to this kind of work condition and believe it lowers engagement. Until teams align that overburdening staff is a problem, it will continue unabated.
The final step is to identify the root causes of the mayhem and eliminate them.
What sort of unnecessary mayhem do you experience in the workplace?
(NOTE: The attached video is only related to this post because of the title and I thought it was a cool rockabilly song!)
“Toyota Under Fire” by Jeffrey Liker and Timothy Ogden is a highly recommended book for leaders, Lean-thinkers, and people interested in media criticism.
I initially thought it would solely be about the recall crisis which NASA has already vindicated the company. The book also details the challenges faced by Toyota during the recession. The authors provide candid information about how the company could have done better and show how they turned the crisis into an opportunity to become stronger.
The final chapter transforms Toyota’s story during the crisis into lessons other organizations can use to help them be prepared for a crisis.
The book helped understand the power of the Toyota Way and reaffirms why they are a company to be admired. There are many great insights into the thinking of the people in the organization. Some of my favorites were about how deeply respect for people is practiced, the examples of how important it is to be close to the problem to be able to improve it, the importance of culture, and how the five why’s were used to accept responsibility of the problem.
For those interested in media criticism, this book provides a lot of data that was distorted or omitted in the news during the recalls. The examples of sensationalized reports with no follow-through once disproven will serve as a reminder to take what we consume from the news with a grain of salt.
One thing I found surprising in the book is that many cited sources were from bloggers and websites. Since the traditional media seemed slanted against Toyota, these other sources appear more neutral.
Liker and Ogden’s book show how Toyota practices the Toyota Way. It is not just about theory and philosophy but a demonstration of how it was recently done. This was an excellent book.
Disclosure: A review copy of this book was provided to me by the publisher.
I often see restaurants and other businesses with signs outside advertising “Under New Management” and wonder why they need to advertise this to potential customers. It got me to thinking how Lean success requires new management as well to be successful.
I think local businesses hang announcements about a leadership change because they want to tell customers they will receive better service than before. Maybe they now offer better quality, improved customer service, superior product selection, friendlier employees because they are happier, safer conditions, or a combination of all. Lean transformations provide similar benefits but they require new management to achieve them.
The leadership team might be the same people as before, but their management practices will need to change. Remember, improved results were not being created and sustained under an old management model.
Below is not a comprehensive list, but here are some of the changes to traditional leadership:
Decisions are made based on data and observation, not just charisma and intuition
Leaders act as coaches and teachers to develop people to solve problems deeper in the organization instead of being the one to solve them
The voice of the customer is primary focus
Standardized work is followed by leaders and not just those in production
Credibility is earned by practicing Lean and not just sponsoring it or speaking positively about it
Ability to fire-fight is not a sign of great Lean leaders; removing root causes to prevent fires shows lean competency
Use long-term thinking for selecting activities and strategies
Practice Respect For People for all staff, customers, suppliers, and other stakeholders
Manage both the means and results by understanding how processes produce outcomes
Becoming “under new management” is not an easy task but it will help your organization remain competitive in the years to come.
WHY is one of the most important questions for your Lean journey. Here are the reasons:
IMPROVE ROOT CAUSES – Instead of fixing symptoms, determine what is causing the problem by asking WHY five times (Wikipedia example)
GOOD CHANGE MANAGEMENT – Ensure your staff knows WHY an improvement is made or the reasons for standardization. This is only helpful if the answer to WHY isn’t “because I told you so”.
SUSTAIN GAINS – Just because a brilliant process has been designed for standardization does not mean all staff will follow it. Leaders need to ask WHY an individual does not perform to standard. It could be because of lack of training, a misunderstanding of WHY change was made, a physical or space limitation preventing the ability to follow it, a flat out refusal to adhere to it, or many other reasons. You can not sustain unless you find out WHY people are not following it.
BETTER TEACHING – In my experience, teaching the reasons WHY behind the Lean tools helps people think critically. Just explaining how the tools are used can lead to a misuse of them.
IMPACT PERFORMANCE – Your organization probably has a lot of demand for projects. Find out WHY the projects are needed and use that information to select those that impact your performance. Projects can keep a lot of people flurrying in activity but are not always conceptualized to achieve improvement for the organization’s performance, creating value for customers, or achieving strategic aims.
What other use of WHY have helped you on your Lean journey?