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In 1963, Peter Drucker highlighted the importance of efficiency in his Harvard Business Review article, stating, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." This timeless principle transcends time and authorship, focusing on the essence of the message. While businesses excel at managing waste efficiently, identifying leaders who prevent waste from occurring is a more intricate task. Quantifying avoided waste is cha

American newspaper columnist Doug Larson is credited with saying, "Wisdom is the reward of a lifetime of listening when you'd have preferred to talk". Think about this for a moment. Every time we speak, we are hearing things that we already know. When we take the time to listen, we have the opportunity to learn something that we don't know. When people trust us enough to speak to us about a problem, it is very important to hear what they are saying. Although it can be temptin

How value is defined is directly linked to how we identify waste in our systems. Think of this example for a moment. In a symphony, there is certainly duplication of instruments. There are even different musicians that are playing the exact same notes in the same way. So at first glance, one may seek to simplify this process by removing the duplication of efforts. One may even go as far as to suggest that we just create the same sounds using a digital device. The problem with

Are we prioritizing managing metrics over serving our team and customers effectively? It's crucial to differentiate between the two. One approach focuses on the development of our tools, while the other focuses on development and execution of the vision. When developing a functioning system, it can be necessary to reduce the efficiency of certain operations within that system. When we are measuring metrics only, we will not be willing to make the right calls in these times, b

We are living in a time where many leaders view humility and transparency as weaknesses. The data shows that this is not the case, but we are living in a time where leaders who have demonstrated strength and been promoted for arrogant behavior are finding it necessary to re-brand themselves to lead a new generations of workers. The following data gives us some insight into this problem: According to research from Zenger Folkman, a significant portion of leaders historically v

Jim Womack wrote in his book, "Gemba Walks" about many of his learnings through the years. The book is an impressive view of lean from one who has certainly deployed it. One thing that Jim talks about in his earlier version of the book is that he started a lean bicycle company, and some of his users asked the question, "what happened to that factory and how did it turn out". Jim shares his learnings from this adventure in staggering transparency and begins to draw some lines

In today's business world, there's a fine line between motivating with money and creating genuine value. People will often go to great lengths for financial gain, but when the relationship with their work and workplace solely revolves around money, something's amiss. Fostering Value Over Currency: Value in Relationships: When we shift our focus to nurturing value in our teams, we not only enhance their professional lives but also enrich the organizational culture. Empowerment

Today, I experienced a moment that perfectly encapsulates the essence of leadership and growth. As I stepped up to order lunch, the worker greeted me with a nervous smile, saying, "This is my first day on the job today, so please be patient with me. I am doing the best that I can." Here's how I responded: "I quickly reassured them, 'There's always room for "firsts," and I'm here to help you get it right. Take your time.'" The result? A smile, a successful order, and a lesson

Are we pursuing the person, or just the benefits of the relationship? It's crucial to consider this question in our interactions. Focusing solely on the benefits a relationship brings can be tempting, but it's essential to prioritize the individuals themselves. When we invest in people, we are willing to address uncomfortable truths and provide support, even if it challenges the relationship. As leaders, recognizing when someone is pursuing us, not just the perks we offer, is

Famous last words: “It’s just quality”. Poor quality impacts various aspects of our business. Accepting subpar standards signals to our teams that quality isn't a priority, fostering a culture of waste and mismanagement. Producing parts at 50% quality forces us to increase output, straining the supply chain and finances. This leads to the creation of a hidden downstream factory to rectify these issues. Quality issues not only harm our reputation but also hinder our ability to

James Clear, in his insightful book Atomic Habits, emphasizes a key principle of human motivation:  "It is the anticipation of a reward—not the fulfillment of it—that gets us to take action. The greater the anticipation, the greater the dopamine spike." When we aim for real organizational transformation, understanding this human component is crucial. Each system within a business has its own reward mechanisms, and even with the most committed senior leaders, silos can remain

Today, I want to discuss the concept of growth. For six years, I dedicated myself to studying martial arts. When I first began, I was a complete novice, eager to learn. The initial steps were relatively easy and straightforward. However, as I advanced, the lessons became increasingly challenging and required greater discipline. For instance, at the lower ranks, we were praised simply for executing a block. But at higher ranks, the focus shifted to the efficiency of the block.

In transformational efforts, it's crucial to acknowledge that not everyone will embrace change or the vision behind it. Through my experiences, I've learned that despite our best efforts, there will always be individuals resistant to change, often due to personal benefits within the current system. This resistance, while understandable, can hinder progress and be disrespectful to those eager to evolve. It's essential to listen, understand concerns, and provide support while s

Are we prioritizing managing metrics over serving our team and customers effectively? It's crucial to differentiate between the two. While metrics are important, they can be manipulated if the focus shifts from value creation. Engaging with teams to understand the 'why' behind processes is key to ensuring progress benefits everyone involved. When we have the right "whys" in place, our "whats" should align with them. If what we are doing is not aligned with the reason we are d

Value in a Lean System By Jason Neal American newspaper columnist Doug Larson once remarked, "Wisdom is the reward of a lifetime of listening when you'd have preferred to talk." As I've recently celebrated my 45th birthday, I've reflected on how much time I've spent talking versus listening. Over the last decade, listening has taught me a profound lesson about value. Understanding Value: Let's start with some fundamental questions: How is value determined?  Value is determine

We live in a world where so many seek to be validated by others. We measure the importance of what we say & do by the amount of people who like, or dislike our content. When people do not respond in the way that we like, we quickly re-create it, so that we remain relevant, and in-the-moment. Each of us has a voice that we have been given to interact with the world. Each of has something important to say and do. One of the breakdowns that can occur for each of us is when we be

A key element of organizational culture is how we interact with those who disagree with us. Our attitudes toward dissent reveal much about the psychological safety within our teams, encouraging open dialogue and innovation. When we respect each other in debate, we reduce the need for defensive responses. People who feel secure are less likely to react defensively. During my time studying Japanese martial arts, my Sensei imparted wisdom that resonates here: "When two tigers fi

Failing is not waste, if we learn from it. If failure is the tuition that we must pay for learning, let us take the time to make sure that we get the education that we paid for. Imagine for a moment, looking into a course, or a series of courses that we wanted to take to improve our understanding of a topic. There may be some fear, some excitement, or even a vast array of emotions that we could feel. How will the content be delivered? Will I have time to pass the examinations

The ability to solve problems is not just a skill; it's the backbone of process improvement. Problem solvers add immense value to any system by breaking down complex issues into manageable actions, executing swiftly, and continuously adapting based on system feedback. This critical role often leads to our teams questioning the effectiveness of lean practices as the go-to solution. Picture an ocean where we lower the water level by 5 feet; suddenly, new obstacles emerge that w