//
archives

lean thinking

This category contains 12 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

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

Is it Better to Develop Strengths or Overcome Weaknesses?

The performance review process in most organizations targets an individual’s weaknesses. Although strengths are usually identified – although more in terms of results than the fundamental strength that led to the result – the individual is often expected to work on the weaknesses before the next review. There is rarely conversation about how the person can further develop strengths during the coming year. 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

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

Innovation for the Sake of Innovation

“Our whole company is founded on the principle that there is something very different that happens with one person, one computer.” – Steve Jobs The May issue of Fortune Magazine included an article called, “Startups . . . Inside Giant Companies,” which presented the latest approach companies are using to drive innovation.  The article included … 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

It is Too Easy to Fire People?

“I am convinced that nothing we do is more important than hiring and developing people.  At the end of the day, you bet on people, not on strategies.” – Lawrence Bossidy How effective is your hiring process?  How do you know? If it was difficult or impossible to fire people after you hired them, would … Continue reading

Why Companies Hire Poorly

“A company should limit its growth based on its ability to attract enough of the right people.” – Jim Collins When a company is buying an expensive piece of equipment, there is often a detailed process to justify the expenditure, study the alternatives, and gain approval.  Leaders throughout the organization are often aware of, or … Continue reading