SFW

What’s Safe For Work?

Seth Godin wrote a little query about this.

I’m sure you get them, personal emails to your work address. It continually surprises me how many people still do not establish nor use their personal email for cutesy forwards. If you’re lucky, the sender will warn you not to open up in your workplace as the contents will be visually or audibly distasteful. This is typically abbreviated with, “NSFW”.

Seth counters with a marvelous idea to consider what is SFW. What is safe for your work?

What is great?

What are the good ideas to consider in the work place? I’m talking about the things to do when considering the great ideas and people you come across of course.

If I were to start a list, it might look like this:

• Considering where your colleagues are coming from when they express an idea or opinion.

• Honoring the devil’s advocate point of view so to improve upon your original idea.

• Giving the benefit of the doubt to everyone.

• Asking questions first before jumping to conclusions (before jumping down a colleague’s throat)

• Realizing that the people you’ve grown to dislike for one reason or another (perhaps because they don’t get what is SFW!) do not simply ‘go away’.

• Letting go of your colleague’s faults, accepting them as they are, utilizing and taking advantage of their strong suits.

• Focusing on your strengths to better yourself and move the company forward.

What more would you add that is SFW?

goals vs. goals

I teach a class on problem solving.

Actually, I teach a few classes on problem solving: 9-step which is reactive problem solving and the other is Advance Product Quality Planning which as you know is proactive and can eliminate the need for reactive problem solving if executed correctly.

The most common mistake I see in the classroom and in manufacturing, is confusing the result of a problem with it's cause. If one jumps to conclusions too quickly, you'll find yourself missing out on the simplest solutions, and often thinking in circles or missing the point all together.

This happens in companies when they start to improve their bottom line too. Perhaps a company starts with 'make more money' as their primary goal.

It's not a bad goal, even I have to admit!

We're all in business to make money, that's irrefutable.

We're in business foremost however to provide a product or service in a very particular way.

Let's just make a quick list of how your company can make more money:

GO!

1) spend less money
2) eliminate overtime
3) create higher margins
4) downsize the staff

and how about:

5) create the best possible customer experience
6) maximize product design for quality & purchasing power
7) enable employees to fit their duties into a 'normal' work day
8) evolve continuously with new products & services
9) launch, process, and manufacture products & services flawlessly

Which sounds like more fun?

Which sounds more successful long term to your end goal?

Which gets your whole staff involved, motivated, and proud of their work?

How many solutions have you already come up with to attain goals 5 - 9?

are you ready?

Are you the only person in your group that wishes the company to make more money?

Is everyone thinking about the company, or just their job?

Like spokes in a wheel, each person is integral to how the company operates, how it makes money, how the customers feel, and how the company remains sustainable over time.

How many in your team come up with ideas on how to improve their position, their process, or the process outside of the group?

How many in your team share their ideas?

Does your company reward and encourage their initiative?

Initiative isn't just about showing up to work or completing reports without prompting as you likely know already. Process improvement does not come easily, nor does it come with just one person.

Lean improvement comes with the collaboration, initiation, and promotion of everyone on the team.

The individual is to be encouraged and embraced.

The team is to be embraced.

Lean implementation will then be embraced, nurtured, successful and productive.

Many companies do not know how to encourage initiative; it's not taught in schools.

How do you encourage initiative?

where do I start?

What is the first step to making more money?

More product?

Better services?

Faster processes?

Less mistakes?

The question I get asked the most is, "Where do I start?"

Knowing your target is the most important. Understanding your goals and what is most important to your business is the first step.

As an example, consider the following goals:

1) Quality customer experience

2) Quick customer turnover

3) Quick customer turnover with quality experience

4) Exclusivity

Sure, you might want to choose option 3 all the time, though depending on the goals of your business, how you staff and how you operate will change with the goal you prioritize highest.

Consider your business and how you would meet each goal listed above.

Do you find that your solution is slightly different with each?

Becoming lean ultimately brings more income to your business along with the benefits of smoother operations, faster production, an autonomous staff, and happier people who touch your company.

Starting with clear goals is step one.

damage control

One of the first steps in correcting a problem is reducing the damage the current situation is causing. This involves protecting the customer, protecting employees, seeking out all the affected product, and taking extra steps to ensure bad product is discovered while production continues.

What about public perception and communication?

If you've ever been involved with correcting an issue with a customer, and I'm pretty sure if you're reading this, you have, you well know that communication to your customer is vital.

Communication to those unaffected is vital as well.

Transparency is a huge relationship and trust builder.

Check out this report from Gerson Lehrman Group to hear what industry experts have to say about the recent Toyota product failures.

What are your customers and others saying about you?

as a side note - I think this is one of the best internet articles regarding the Toyota recall

wishing your way to lean

Do you wish your business was more lean?

Do you wish you were making more money?

Less mistakes?

Less waste?

More product out the door?

Quicker development cycles?

How are you turning your wishes into reality?

When does the season of joy end?

Christmas time is one of my favorite holidays for many reasons a part from the celebration of my faith. I enjoy the beauty and calm of the first snow fall, of twinkling lights from houses, how stop lights even appear to be hung for the season, all along with a change in attitude of complete strangers smiling more to each other and extending gracious (and common) social courtesy.

In the first two weeks of January, most households dismantle their holiday cheer often spurned on by city deadlines for tree pick-up services and in the northern parts of the country whether brought on by frustration at the difficulty of driving in icy conditions or simply forgetting how good it felt to be courteous to one another, motorists drive selfishly once again.

When does the season of joy end?

What is the acceptable date to take down Christmas decorations? What makes this date acceptable?

When does it become acceptable to dismiss extensions of grace?

A ‘season of joy’ exists outside of the Christmas celebration however, as I would say we experience a season of joy in our relationships as well, both personal and professional.

Think of the new hire’s first two weeks in the office; how he’s treated and how he acts. Think how you behave in the first few months of a new relationship.

Initially everyone is on their best behavior and providing the benefit of the doubt for actions misunderstood. We even go above and beyond expectations to delight our new partner, boss, colleague, or friend.

In this season, everyone is mostly happy, contributing, and collaborating.

Then what?

It changes.

You know what I’m talking about: suspicion, jealousy, pride, mistrust, ambition.. it all comes rushing in.

The season of joy ends.

Unlike holy days marking a calendar, within our relationships we have no excuse to let our diligence falter. We have no excuse to take advantage of others, to stop providing the benefit of the doubt or to desist in giving our personal best.

Let the season of joy continue with collaboration, adoration, trust, and extensions of grace.

For me – in regard to the season of celebration to Jesus’ birth, I’ve decided that perhaps Ash Wednesday is a good date to desist and remove the frolic of Christmas decorations; somber holy days clashing wildly with colorful paper ornaments and twinkling lights.

good ol' days PART II

I once worked in a company that was very fast paced. Everyday we were pushed to hurry, pushed to do more, and pushed for results.

It was tiring in hindsight, my youth absorbing the 80 hour work weeks and high intensity. Luckily we were led by an amazing group of people and moral was high. Small incentives were plentiful as was recognition and project autonomy.

How hard would you work at something you loved?

Is it necessary to love your work?

As I reflect on my professional life, it is the projects I found most meaningful where I had the most input and where bonds with colleagues forged deeper as we worked diligently together each contributing as we knew how.

Each day and every project we take on will become a part of our past life. These are the best days.

These are my best days.

These are your best days.

These are the good old days.

How does this knowledge change how or what you're working on?

The good ol' days

I thought I’d go a little off topic this week.

Our lives are filled.

Filled with work, family, commit- ments of one sort or another.

Everyone carries stress though we each bear varying loads. The recession has hit everyone in the world though I’m sure you could make of list of all the things you were equally stressed about ten years ago.

I’ve reached an age now where I easily tell stories about moments occurring 20 years or more ago. What I like most about distant memories is how much more humorous those times were than when I was in the thick of it. Thinking back, if I knew how funny those times were to become, perhaps I would have enjoyed them even more and worried even less.

Grandparents talk about the good old days. Their whole life is but a great memory of precious and adventurous moments. Our lives we are living today are equally precious and will be reflected on as ‘good’. Today, this week, this month, and this year will be regarded as special.. eventually.

Is today a good day for you?

If you were to live more for this moment and to be with your friends and family in this moment, to be there for your coworkers in this moment without worry about tomorrow, how would it change your behavior?

I’ve been thinking about this tonight in preparation of writing this post. It was 9:30pm and I was catching up on some work when my partner asked if I wanted to join him to get a milkshake.

Here was my list for reasons not to go that ran through my head:

• I’d get some personal time alone if he went alone

• It was late and I wanted to finish my work

• I didn’t want a milkshake

Reasons for going:

• Car trips no matter their duration always offer great conversation

• It’s always an adventure when we go anywhere

• I should be listening to my own reflection and enjoying the here and now

I went.

Sure enough, I heard some good stories in the car I may never have heard, I ended up getting a tasty banana milkshake, and the trip also turned into an errand to get more brine water to keep the shrimp bait alive and happy from the park where we often put in our boat for fishing.

Quiet, dark, and deserted with a partial bright moon shining through clouds illuminating the empty boats moored there; we walked through the manicured park to the water’s edge where the water lapped quietly on the shore.

Carly Simon sings a song considering living for the future or in the moment. It’s one of my favorites still. Listen here.

drive & inspiration

There was an interesting interview on NPR this month with an author talking about inspiration in the workplace.

Quick:

Name five things you do to inspire and reward your employees?

(quick)

Old school taught us to reward effort by passing out car washes, sending flowers to the wife of the overworked husband, and providing gift certificates to local restaurants. Don't get me wrong, these take-aways are very much appreciated.

But, do they really inspire creativity?

Do they inspire long term loyalty?

Do they improve the bottom line of your business?

NPR notes, "Daniel Pink argues that people will do more if they are given the opportunity to work on their own time, to be creative, and to do good." Hear the interview here.

Implementing a lean program is a lot more successful when the whole team is on board and when all are involved in the process of leaning your organization. Who knows best? Often those who are closest to your product and service. With a little guidance, everyone can do amazing things. With a little space and autonomy, everyone will simply bloom.

Build it wrong

Have you ever launched a production line only to start making bad parts instantly?

Have you ever launched a production line with a horrible PPM ranking after weeks of meticulous planning?




Product development is complex and demands a process of it’s own to ensure critical elements are considered and implemented. I could –and others have written, volumes on this topic, but today I want to focus and share a tried and true method of bullet-proofing your manufacturing line.


There is actually a trick.

Sure..

• You think you know how to assemble that part.
• You think you’re a good communicator and trainer to teach others how to put it together.
• You think you’ve balanced the line such that every person is done with their assigned tasks in 12 seconds.

You think.

Before you’re finished with designing fixtures and equipment for the production line and certainly well before you even consider a run at rate evaluation, host a ‘build it wrong’ day.

That’s right. Dare your team* to build the part wrong.

HOW TO:
*Collect a diverse group consisting of engineers, managers, team leaders, operators, and maybe even your staff assistant and assign them a ‘station’. At each 'station', provide them all the parts they'd need at that defined ‘station’ along with a few tools both necessary and completely useless, then tell them to put it together.

ie: say: "put this together", and walk away.

That’s right, provide no other instruction, no other words.

In addition, create a special ‘station’ where you have all the parts for the assembly and have someone try to assemble the whole thing by themselves (again without any instruction what so ever).


WHAT YOU’LL DISCOVER:
• Poke Yokes you’ll need to create; both design and process

• Operator instruction noteables

• Product design changes necessary to eliminate possible mis-builds

• Process steps needed

• Special tools required

• Ergonomic changes to the station including fixtures and tools necessary


THE BIGGEST LESSON?

You’ll discover what you don’t yet know.

Are you boring?

One of my earliest experiences with a project team was in the development of a hinge that would be unlike any hinge we’d ever created. This particular design element was critical to the rest of the product and had to be tackled early as it would drive the aesthetic and thereby likely the function of our product solution.

I decided I didn’t have to figure this out all by myself and challenged my team with a whacky benchmarking assignment they’d have to complete on their own time outside of work. Initially there wasn’t much movement around the table nor hearty acceptance of the proposal but as the idea swam inside of the heads of each colleague you could see creativity take root.

Two days later, we met again. Every one had done their homework. Every one had bought their hinge of choice for a show and tell, ideas spouting from each inspired to a better solution as we went around the room.

One thing was clear: they were hungry for inspiration, expectation, and a challenge.

How are you challenging your team every day?

How are you challenging yourself?

update: I was catching up on my NPR listening and found this snipit on motivation in the workplace. Give it a listen (short & sweet):

I give up

I discovered a blog about Detroit recently that opinionates issues the city is experiencing.

Having served customers in the Detroit area for the last twenty years and visiting frequently, I was always aware of the decay of the city in addition to the phenomenal work there by several innovative persons.

The blog paints a much different picture though and offers perspectives from those who live out of state. Murder rates, foreclosure statistics, and business failures have been found more interesting to possibly pessimistic onlookers. Perhaps it was just my unabashed optimism, but I didn’t think Detroit (in spite of the failure of the automotive industry and incredibly poor city management) was that bad.

Like many of you, I have driven quickly via shortcuts, detours, and with wayward mapquest directions past abandoned houses, decrypted apartment buildings, and decomposing once grand public buildings. I had never seen this before however and it brought mixed feelings of sadness and curious inspiration; sadness for both the soul of the houses and the loss of the families who once roamed their halls and laughed around their dining tables. Curiosity in how a film company could utilize the houses as a movie set, an adventure through the jungle of the house, and in how the houses were now as tree-houses; images of kid’s imaginative stories and play acting bringing joy to my mind’s eye.

It would be easy to just give up.

It would be easy to simply ignore and further abandon the neighborhoods of Detroit and the neighborhoods in our own cities that have fallen into decay experiencing the biggest financial losses and community breakdown.

Ignoring would be easy.

2010 will be a year of creativity and finding different ways of doing business. 2010 will be more about entrepreneurship. Partnerships, giving of services, reaching out to others, including others for both profit and simple goodwill is what we’ll be all about.

Workin' for the man

You run your own business: you sweep the floors, dust the countertops, organize the merchandise, greet customers, up-sell features, design new services, market your wares, and so much more to basically do what ever you have to do to make your company successful.

What tasks go away if you say, simply work for a business?

I dare propose this: “none”

In every business, every employee is a salesman.

In every business, every employee coddles its customers. Selling and coddling are supported by the tasks (assigned to you defined by your given role), supporting your colleagues to do the same, and yes, even housekeeping.

We’re all in business to stay in business.

What motivates you to do the extra steps and to step outside of your role to ensure an amazing customer experience?

Empowerment

Trust

Responsibility

Kudos

Incentives

Mutual support

Leadership by example

Gratitude

I imagine your employees are motivated similarly.

It's not my job

A month ago Thanksgiving, I talked about being thankful to your colleagues. As the week of Christmas has arrived, I am thinking about what and how you give in your organization.

What are you giving back to your organization?

Ideally, your teams are made up of diverse skills and viewpoints complimenting each other on how they interact and what they bring to the table. Your teams are confident enough to counter view points for creative discussion leading to creative solutions.

We all have our role. We all have our job.

Having our role also means that there are roles that don’t belong to us; tasks and responsibilities that don’t fall under our umbrella – tasks left to others.. jobs that aren't ours.

Do you ever do things that aren’t directly assigned to you? Of course we all have to mindful of our immediate and long-term responsibilities to ensure our work is getting done without being overworked ourselves, but I’d like to explore what happens when we give of ourselves fully at work.

Let’s starting with making a list of things that we could give:

• Pick up any trash you come across that’s the size of a dime or larger on the floor

• Help a colleague pick up something that accidentally spilled

• Walk a strong pace to get to your destination quicker – to finish quicker

• Smile and greet every person you encounter in your office

• Listen respectfully to every person you interact with in your office

• Help someone do their job if you have idle time

• Research and brainstorm on products, services, or just plain ideas that will help your company to do more.

• Contribute in discussion at meetings

• Prepare for meetings you’ll attend

• Finish your work when you’ve committed to finishing it

• Continuously think of ways you can do your job better

• Continuously think of ways your company can service its clients better

• Choose to share the positive verses complaining or dwelling on the past

• Support the team decision and make it successful even if you disagree with the method (within moral limits obviously)

• Go the extra step, put on the finishing touches, and do a little more proudly to delight your clients (or the colleague you’re delivering to)

• Be proud of what you deliver

• Understand the ‘why’ of decisions so you can support them fully

Wouldn’t you like someone who did all these things to work for you?

What more would you add to this list?

DIY

Sometimes it’s easier to just do something yourself than to worry if the thing got done at all or was done right.

These are two advantages to doing something yourself.

What about the advantages of delegating to those who report to you?

• Empowerment of the person you delegated to

• Input from another person on (doing this thing) that may offer a different perspective

• Respect and improved relationship of the person you delegated to

• Stronger and more diverse skilled team members

• Future peace of mind for when you really need to rely on someone else

• More time for you to do all your other things

When was the last time you delegated?

To be or not to be transparent?

I vol- unteered with a great nonprofit for over three years. They help people get into safe affordable decent housing where they can have the confidence of knowing it’s as permanent as they need it to be. It’s amazing how providing stability in someone’s life can turn their whole world upside down yet right side up.

Like many nonprofits (and commercial ventures), they have been struggling to raise funds.

As a volunteer, I was always surprised to learn that they struggled for donations because I knew their programming was so strong.

As a volunteer, I was always surprised to run into people who had grave misconceptions about the program and its benefits.

As a volunteer however, I could never find out exactly how the program was funded. No one could or would answer me directly about where the money went and how much was actually needed.

The goals were not clear.

I found it difficult to help them, often guessing at what they might need. My fellow volunteers shared the same concern with me. We’d guess as best we knew and do the best we could. I would find in conversation with potential donors that they also had the same questions as I did but with many misconceptions about the program as well.

What if this was a commercial venture?

What would you do if this was your commercial venture?

The same rules apply don’t they? Frankly, I can hear the gears over-heating in your head:

• Set clear goals!

• Communicate a clear message to the team on what needs to be accomplished!

• Get everyone unified around a real and tangible long term goal.

• Help the team create tactical plans that will enable the long term goal to be reached.

• Be transparent such that everyone can understand what is going on.

• Be transparent so that everyone will trust the plan and the motive.

What else would you add to this list?

Minus One

I threw a big party recently and had a sizable committee to help me execute the event as well as a few new and good friends to help me during the night of. I am very grateful for all their support as without each of them, the event would have been different.

Different bad? Different good?

Each friend brought their own unique ideas, bubbling personalities, and quirky humor. I tentatively assigned tasks to each based on their requests or for what I thought they might enjoy and be good at.

Of course like anything, things change, and new challenges arise requiring fast flexibility and initiation by each of us.

One of the women approached me after the party and started to almost apologize as she thought her presence wasn’t really needed that night. “I feel like I didn’t do very much, you really didn’t need me,” she said.

Au contraire!

Without her, I would have been nervous that I was one person short. Without her, I wouldn’t have had anyone to help the others when it became obvious that more hands were needed for the auction support.

While a party is a very different animal than a production line, producing a product and executing a seamless evening is quite similar mechanically.

PRODUCTION

Work flow and balance are equally important in both circumstances. Persons should be assigned tasks that keep each similarly and equally busy but along with flexibility to increase output –or temporarily lend a hand to someone else, without the process being interrupted.

In this design, there are many positive outcomes:

• 1) each person is not working at their maximum, thus energy is conserved,
  

• 2) should a customer request extra pieces, a slight speeding of the line is possible, and
  

• 3) should someone be absent, each person can absorb a little bit extra work to maintain balance and output.

PERSONALLY

My humble friend from the party forgot one thing about the importance of her presence.

By ‘showing up’, she was demonstrating her support to me that couldn’t be illustrated in any other way.

At work, we also demonstrate our commitment to the company and our colleagues by ‘showing up’. Sure, they could sustain themselves here and there without us, but by consistently showing up and doing what we commit to do; we honor our fellow workers and bring about better morale.