The Great Jackass Fallacy – Dan Pink and W. Edwards Deming

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Special thanks to reader Dan Mott who left a link to a TED video on a post from last week called Performance Evals Are Bad – The Great Jackass Fallacy criticizing the “carrots and sticks” approach to performance evaluations and merit increases.  According to career analyst Dan Pink (you can read reviews of and or buy his new book – Drive:  The Surprising Truth About What Motivates Us here), science has been confirming what Deming told us beginning in the first half of the last century — positive intent, an intrinsic desire to achieve  beats the extrinsic motivation model.  Dan summarizes the intrinsic motivators as: autonomy, mastery, and purpose.  Take the time to watch the 20 minute video from TED Global 2009: Continue reading

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Respect for People – Corrective Actions

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We recently came across a situation in a very long cycle time process. During the “automatic” process an operator is to check the status of the operation every 30 minutes and make any corrections for process deviations.   Now that we are focusing on this process, we created a plan to poka yoke the system so that we don’t have to rely on an operator remembering to check every half hour, Continue reading

Lean Haiku – A Raised Hand

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I refuse to give up on something after one try so here is my second attempt at lean haiku.  If you missed my first try here it is with a brief explanation of my motivation.  This one is called a raised hand.

he raises his hand

nobody cares to answer

this place really blows! Continue reading

Ambiguous Visual Controls – Denver Airport

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I wrapped up a week in a sister plant helping a great group of people improve their PM compliance.  I’m not kidding, this was a great group.  They were scope creepers so I had to herd cats a little bit now and then, but that’s a good problem.  This team was strate up wicked – biased toward action.  Thanks Robert, Kim, Ben, Scott, Paul, RJ, Mike, Mike, and Mike.  I had a great time.  I really didn’t want to be a pain in the a#s guys, but….  Inside joke.

Anyway, we report out, I go to the airport, check my bag (singular – for $20!), and head for gate A34 anxious to clear security, find a cold Fat Tire, and reflect on Continue reading

Trust

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Respect humanity is a key point of lean and trust is at the heart of the concept. How can you empower without trust? How can you build a team without trust? Will you act on suggestions and input from other areas without trust? But what does trust look like and act like in your business? Trust is a level of understanding Continue reading

Leadership for Lean – Humility

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In  a Q&A in Harvard Business School’s Working Knowledge, Harvard Business Professor William George, author of 7 Lessons for Leading in Crisis, talks about seven leadership lessons for weathering crisis.  It’s a good read.  One of the lessons is, “Face reality, starting with yourself.”

Lean thinkers will recognize this as hansei or self-reflection.  Professor George argues that leaders have to be humble enough to admit weaknesses and flaws that they see. Continue reading

Policy Deployment #2 – Command Goes Down, Control Goes Up

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Last week I posted about setting big goals for policy deployment.   Now that we have decided to “go to the moon” we need to get serious about figuring out exactly how.  Many people think that lean is a bottom up approach to business.  Think of it as being both top down and bottom up.  Continue reading