No one’s going to buy an improvement program just because a version of it works for someone else. Here lies the misconception. If someone has to sell you an improvement program, you’re probably not ready for it.
In a post I wrote earlier this year, I talked about the key pitfalls of visual display boards and some tips for avoiding them. I briefly mentioned what I believe is a key fundamental for new lean practitioners or those new to visual display boards which is to avoid having too many Key Performance Indicators … Continue reading When starting out with Lean Key Performance Indicators (KPIs) – Less is More
One of the key pitfalls that companies fall into as they embark on a lean transformation is failing to establish a clear vision of what lean will look like when implemented in their business.
What I didn’t expect was that I would suddenly see how I could use these same techniques to gain focus and improve the implementation of my personal growth strategic plan and figure out how to take my goals and turn them into tangible actions and ultimately results.
By setting a perfect standard we can sometimes make the standard impossible to realise. It's much better to set a realistic standard that requires some improvement to achieve but doesn't necessarily ask for perfection all at once.
As I watch our team members explain how they or their team personally changed their own work processes for the better, I am reminded both of how far the culture has come in nearly three years and of the truth that lean culture grows out of the empowerment and commitment of people.
To these leaders, the message is simple. If we waited for others to be doing improvement as a condition for us to do improvement, we would never do improvement. We can only improve ourselves and our own processes and set an example for others. How do we encourage others to improve? By setting the example.