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leadership

This category contains 101 posts

Identifying Proper Leading Metrics

The problems people have related to identifying leading metrics often result from failing to connect the effort to problem-solving. Attempting to determine the proper leading metrics in isolation from problem-solving often leads to frustration and wasted effort in creating and maintaining the measures, and a lack of clarity in understanding how to improve performance of lagging metrics. Continue reading

There’s No Generalizing in Lean

It has been decades since we first learned about the Toyota Production System and how it contributes to the company’s quality, productivity, and competitive success.  And although some companies have done very well with lean, most have struggled.  There are many reasons for failed applications of lean, but one that gets very little attention is the … Continue reading

Are We Happy With Mediocrity?

“Nobody gives a hoot about profit.  I mean long-term profit.  We talk about it, but we don’t do anything about it.” – W. Edwards Deming Why do so many companies seem to be happy with mediocre performance? People generally consider the idea of having it all – perfect safety, high quality, short cycle times, low … Continue reading

When Lean Fails

Many companies today are jumping on the lean bandwagon and expecting huge cost reductions as a result.  Unfortunately, many of these companies will never see the type of improvements they expect from lean, and their leaders will likely become disappointed and frustrated, and eventually abandon the effort. There are a number of reasons companies fail … Continue reading

Confidence and Humility: Two Critical Leadership Traits

Many people tend to confuse confidence and arrogance. The characteristics of confidence that make it a vital leadership trait are not present in ones who display arrogance. Discussions that include condescending remarks, as well as an overall lack of focus on developing others are clear signs of arrogance rather than confidence. Conveying negative energy, a lack of openness to questioning of decisions and actions, and overall uncomfortableness are other characteristics of arrogant leaders. Continue reading

A Simple a Process for Achieving the Vision

Determining the gap involves breaking down the vision, which is often stated as a generalization, into specific 3-5 year objectives (which often include targets for safety, quality, production/schedule, and cost, although other areas can be covered). The objectives are regularly compared to current performance to determine the gaps that needs to be closed to move the organization closer to the vision. Continue reading

Should HR Make Hiring Decisions?

This sounds like an exaggeration but most companies make poor hiring decisions every day. Unless the organization has a clear idea of its desired culture and the DNA of its people, and has a method to screen candidates to assure a proper match, its chances of creating the desired culture are very small. Continue reading

A Solution Without a Problem

Solving problems does not necessarily entail spending time and money on the latest technology or trend in the field. It does entail spending time at gemba with those who provide value to understand their problems and find ways to help solve them. Although it may involve implementing the latest technology, in many cases it does not. Continue reading

I Already Know Lean

Although some people have more of an inclination toward lean thinking than others, everybody needs some level of learning or coaching to develop it more deeply. The conventional western approach to business over the last century runs so counter to lean that a deep level of reprogramming is necessary for most people. The problem for those leading the transformation, though, is to convince those who already do lean that, although they may apply components of it to their work, the big gains from lean come when it is understood and applied as a system. Continue reading

Using Catchball to Bring Down the Silos

“What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.” – W. Edwards Deming One of the most … Continue reading