Recently, I have had several leaders talk with me about how executives connect to the lean management system. This gap in understanding gave me pause and created an opportunity to think about how we are presenting systems in our coaching and teaching. I feel it is important to speak more directly about how the executive management system is a critical aspect of the overall operational excellence journey.
If we are to sustain a culture of improvement we must connect these systems, and understand our role in both systems. I began my gap analysis by looking at what many of you have done, considering what has worked well and what has been improved. Each organization I examined looked a little different, but the successful journeys had a similar framework. Continue reading →
Process observation is an essential part in the improvement process. The purpose is to observe whether a new standard is performing as expected and sustain improvements. This component of the management system is very closely linked to the Shingo Principle “focus on process.”
When you are starting to implement process observation it can be unnerving for team members. They might feel like it is punitive, or that you are “watching” them because they are “in trouble” or doing something wrong. If your team feels this way, it will not foster the kind of culture that is required to sustain continuous improvement or pursue Organizational Excellence.
Here is some advice to keep in mind when implementing process observation:
When you are a leader within an organization your behavior is observed and noticed by everyone. It’s important that you find a way to show confidence without coming across as arrogant. Leading with humility is a foundational Shingo principle that is critical to sustaining a culture of continuous improvement. This way of leading is not always easy and takes mindful practice.
Here are some dos and don’ts to help you focus on demonstrating behaviors of a humble leader. Continue reading →
It can be hard for leaders to take the initiative to implement their own standard work because it takes commitment and patience. It also requires you to look closely at the purpose of your job and whether the activities you are doing align with that purpose.
We often see leaders giving up on their leader standard work (LSW) after a short time because it doesn’t seem to be working, or they just can’t stick with it. Here are some common problems we observe when leaders are adopting leader standard work and what to do when facing each one. Continue reading →
Some leaders understand the need for leader standard work but are not sure where to start. We recommend that you start by asking yourself these four questions that are designed to help you focus on the purpose of your role, as well as your key goals and objectives, then determine activities that align with achieving those.
Leader standard work helps you to include some structure and routine in your work to ensure you are spending your time in the most important areas. Below are ideas to guide you when you develop your leader standard work:
In a continuous improvement organization change is inevitable. Oftentimes when we think about change or using change management techniques, it’s on something very large, like implementing a new EMR throughout an organization. But change isn’t always large, it’s also those smaller changes that happen more frequently; like adding a step to an existing process or trying to change one of your leadership behaviors.
As a leader, no matter the size of the change, we must be able to manage change within ourselves and model the way for others in the organization. Based on ADKAR, Prosci’s change management model, here are five questions to consider when making any change (large or small). They will help you manage it and sustain it. Continue reading →
A management system is a great way to learn and understand your business, create alignment throughout your organization, improve performance through visibility, enable problem-solving, and sustain improvements.
For a management system to be most effective, all areas within an organization should adopt the elements from the frontline to the executive team. If your organization is working to implement a management system, here are some ways that the improvement team can support the implementation. Continue reading →
As we do most years, last year, in the midst of Covid, we at Catalysis had the opportunity to review our True North metrics. Were we moving the needle? Were these the right metrics? For our quality and customer service metrics, we couldn’t unequivocally and enthusiastically answer “Yes!” – so we took the time to reflect. Below are the steps we took and what we learned. These can apply to metrics at any level, not just organizational True North. Continue reading →
The pandemic has brought many changes to how and where people work. One such change in my household was that both my husband and I had to work from home in the office space (meaning the same room). Like the rest of the world, while we initially expected it to be a few short weeks, this arrangement has become much more permanent than we initially thought. We’ve worked in our respective fields for 15+ years and realized in our close quarters that we didn’t have an real understanding of how each other’s teams function. I have had the ability to observe and listen to their weekly team meetings. Every week it’s the same story: someone surfaces a problem or something that is perceived to be behind and the finger pointing begins. Was it sales’ fault, their team’s fault? Who on the team is involved? Never is the approach to first focus on the process. Continue reading →
Respect for every individual is foundational to creating and sustaining a culture of continuous improvement. The Shingo Institute states, “Individuals are energized when this type of respect is demonstrated. Most associates will say that to be respected is the most important thing they want from their employment. When people feel respected, they give far more than their hands—they give their minds and hearts as well.”
This principle is lived through the behaviors and actions of the people within your organization, especially the leaders. Here are seven ways leaders can show respect for every individual. Continue reading →
