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Suggest You - Lean Strategies For Lean Leaders And Their Teams
Great isn’t it! Competition is everywhere. Tennis, soccer, football, the Olympic Games. It is the gold medal that counts.In search-engine country the competition is also fierce. Who will win? Will there be only winners and losers? And can you compare the companies mentioned in the title? Are they focused enough to compete? Are they running at the same track?Companies compete on different elements. Airbus is taking space or volume as a target, Boeing’s answer to the challenge is velocity: “we can go faster”.And – this is where the article is about – what is your internal organization doing in this area? Do people and departments compete up to any level? And how is it with the cooperation between the various teams. Does your company value the individual hero with “the employee of the
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing comm
I. BACKGOUNDThe federal Mail or Telephone Order Rule spells out the ground rules for making promises about shipments, notifying consumers about unexpected delays, and refunding consumers' money.Enforced by the U.S. Federal Trade Commission, the Rule applies to orders placed by phone, fax or the Internet. Compliance with the Rule can have bottom line benefits for your company, because satisfied customers are repeat customers.II. REQUIREMENTSYou must have a reasonable basis for stating that a product can be shipped within a certain time.If your advertising doesn't clearly and prominently state the shipment period, you must have a reasonable basis for believing that you can ship within 30 days.If you can't ship within the promised time (or within 30 days if you
Building Lean Buy-In:
Step 1: Discovery
Know your audience very well - Assess the business goals, needs, and priorities of those you are trying to persuade to come on side. Make sure you select the key benefits of Lean that address those particular goals, issues and needs.
Remember that people do things for their reasons not yours. Also be aware of the preferences that people have for styles of presentation and persuasion. Some people want facts and data, others want to see that the vision is well conceived. Some want to spend a lot of time going over the details and some will just want you to cut straight to the bottom line - "If we do this now, we will save $XX within this fiscal". If you have had mixed or even poor success at getting buy-in (from above, from peers, from your staff), chances are that you haven't done your homework and researched what their issues are. You may also have presented your case in a way suitable for you but not for others.
Make sure your style is a good fit for the way others work - this is particularly true when persuading up and across the organization. The key to good discovery is your ability to listen well. People will always tell you or signal their needs; it's up to you to make sure you hear them! When you match Lean benefits to both strategic and specific business needs you get sustainable buy-in.
Step 2: Stay results focused
There is a vast resource out there for you to tap into for Lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures. Check the Internet, check your local bookstore, check with Lean associations in your area and, above all, go to see other companies farther down the Lean road than you are. Have this data available for your meetings and one-on-one discussion opportunities.
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions. Do not try to 'muscle' or force a decision before someone is ready.
Patience, not pressure, is your best friend in creating buy-in! Lean is all about 'pull' not 'push'.
Step 3: Use tools that really help
One of the most effective ways of getting buy-in is exposing people to Lean training. Bring your major players to one-day training sessions that will orient them to the Lean methodology. This approach often brings significant levels of buy-in. If you can swing it, get the key people you need on board to actually participate in the Enterprise Value Stream Mapping TM exercise for your initial value stream. This is a huge plus. These people will see the benefits first hand, in the context of their own operation. Anyone taking part in a VS exercise will see the waste, see its impact on operations, and also see the opportunities that Lean provides to remove that waste and yield substantial savings.
If you are having a real struggle trying to understand what people need to hear and how they need to hear it, consider working with an advisor using some behavioral and values assessment tools. These are quick, user friendly, group oriented tools that can save time and energy with key insights. They help working groups understand why someone can't seem to hear what you say when the same message seems to work just fine elsewhere.
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing commi
There are lots of benefits for some businesses to import or export goods. Manufacturers and distributors can order directly from the overseas manufacturer and save money on their purchases. They can also market their goods to the world instead of just the USA. There is a demand for American products in many parts of the world, but smaller American companies don’t think they have the connections to offer their goods internationally. I recommend using freight forwarders instead of carriers because a good freight forwarder will shop several carriers to get you the best rate. With the right freight forwarder importing and exporting is as easy as sending a package via UPS.First I will tell you what information you need to get a complete and accurate international freight quote. Then I will tell
Make sure your style is a good fit for the way others work - this is particularly true when persuading up and across the organization. The key to good discovery is your ability to listen well. People will always tell you or signal their needs; it's up to you to make sure you hear them! When you match Lean benefits to both strategic and specific business needs you get sustainable buy-in.
Step 2: Stay results focused
There is a vast resource out there for you to tap into for Lean metrics, proven results, statistics, success stories, and bottom line performance improvement measures. Check the Internet, check your local bookstore, check with Lean associations in your area and, above all, go to see other companies farther down the Lean road than you are. Have this data available for your meetings and one-on-one discussion opportunities.
There are people who like to see the raw data and talk about numbers, while others prefer to hear real stories from the shop, laboratory or office floor. Suit your presentation to their preferences - this cannot be said often enough! It is so easy to become a Lean enthusiast and forget that others need to come on board in their own ways and their own time.
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions. Do not try to 'muscle' or force a decision before someone is ready.
Patience, not pressure, is your best friend in creating buy-in! Lean is all about 'pull' not 'push'.
Step 3: Use tools that really help
One of the most effective ways of getting buy-in is exposing people to Lean training. Bring your major players to one-day training sessions that will orient them to the Lean methodology. This approach often brings significant levels of buy-in. If you can swing it, get the key people you need on board to actually participate in the Enterprise Value Stream Mapping TM exercise for your initial value stream. This is a huge plus. These people will see the benefits first hand, in the context of their own operation. Anyone taking part in a VS exercise will see the waste, see its impact on operations, and also see the opportunities that Lean provides to remove that waste and yield substantial savings.
If you are having a real struggle trying to understand what people need to hear and how they need to hear it, consider working with an advisor using some behavioral and values assessment tools. These are quick, user friendly, group oriented tools that can save time and energy with key insights. They help working groups understand why someone can't seem to hear what you say when the same message seems to work just fine elsewhere.
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing comm
“Change” has been the big topic of conversation for some time now. For the most part, the change that everyone writes about and talks about is economic change. There has been much written about the change from a manufacturing economy to a service economy and there has been much written about the movement of manufacturing jobs off shore, but I want to concentrate on another kind of change. Willis Harman wrote a whole book about it in 1987 entitled, “Global Mind Change.” To paraphrase a line in this book, society’s experience shapes its science and science shapes the experience of it’s society.We have been educated to assume that our scientific view of reality is correct. Harman suggests that there may be other views of reality that are complementary. He continues by proposing a reunion of science
Be patient, don't try to give someone all of the information in one fell swoop - pace yourself and adapt to the needs of others. Some will want a quick presentation and prefer to make equally quick decisions. Others will want some time to mull over the data, to think of what might happen during implementation. These people are extremely valuable once on board. They will be the folks with the good questions, the interesting solutions, and they will be the 'stayers' for the long term. Just make sure you give them time to reflect and come back with their questions. Do not try to 'muscle' or force a decision before someone is ready.
Patience, not pressure, is your best friend in creating buy-in! Lean is all about 'pull' not 'push'.
Step 3: Use tools that really help
One of the most effective ways of getting buy-in is exposing people to Lean training. Bring your major players to one-day training sessions that will orient them to the Lean methodology. This approach often brings significant levels of buy-in. If you can swing it, get the key people you need on board to actually participate in the Enterprise Value Stream Mapping TM exercise for your initial value stream. This is a huge plus. These people will see the benefits first hand, in the context of their own operation. Anyone taking part in a VS exercise will see the waste, see its impact on operations, and also see the opportunities that Lean provides to remove that waste and yield substantial savings.
If you are having a real struggle trying to understand what people need to hear and how they need to hear it, consider working with an advisor using some behavioral and values assessment tools. These are quick, user friendly, group oriented tools that can save time and energy with key insights. They help working groups understand why someone can't seem to hear what you say when the same message seems to work just fine elsewhere.
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing comm
Industrial shrink wrap protects and groups products during shipment. The shrink wrap film is plastic and, when heated, it shrinks and conforms to the products’ shapes to protect them from dirt, moisture, and damage in transport. Different types of shrink wrap film as well as different types of shrink wrap machines are available for the different needs of companies that use shrink wrap.Smaller, portable machines are used by artists to wrap their paintings for a professional look that protects the art. These shrink wrap machines start around $200. Larger, more expensive and electronic shrink wrap machines are used to seal items like letters, boxes, linens, and videogames, either individually or in bulk. These shrink wrap machines can cost up to $35,000, and can process hundreds of items an hour.>Step 3: Use tools that really help
One of the most effective ways of getting buy-in is exposing people to Lean training. Bring your major players to one-day training sessions that will orient them to the Lean methodology. This approach often brings significant levels of buy-in. If you can swing it, get the key people you need on board to actually participate in the Enterprise Value Stream Mapping TM exercise for your initial value stream. This is a huge plus. These people will see the benefits first hand, in the context of their own operation. Anyone taking part in a VS exercise will see the waste, see its impact on operations, and also see the opportunities that Lean provides to remove that waste and yield substantial savings.
If you are having a real struggle trying to understand what people need to hear and how they need to hear it, consider working with an advisor using some behavioral and values assessment tools. These are quick, user friendly, group oriented tools that can save time and energy with key insights. They help working groups understand why someone can't seem to hear what you say when the same message seems to work just fine elsewhere.
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing comm
The beginning of knowledge is asking why,The beginning of wisdom in understanding how—Kendall RoninMuch of our life consists of working. Most of us spend at least forty hours a week working for someone else. Many of us spend more time than that either working for ourselves or perhaps having two jobs. It is very important, because of this, to have job satisfaction. If we don’t like what we are doing for such long periods of time, we are basically throwing away more than one third of our lives, for food, closing and shelter. With that time, the time we sleep, and work related things like commute time and unwinding from the effects of the job, how much time do we really have?As creative human beings we can’t just let our life shoot by. Who wants to live an unsatisfying life, only
Using these tools also eliminates a lot of cultural waste imbedded in conflicts (both passive and active) that come from misunderstanding the motivations of others. Joe or Sally may not be trying to sabotage your initiative; they may simply need to hear about it in a different way.
Sometimes getting help is the smartest thing you can do!
Step 4: Never stop reinforcing the buy-in
Test for understanding and agreement on an ongoing basis. Make sure you continue to actively listen for any concerns or doubts about the Lean implementation as it goes forward. Work on these issues together and do not let them build into significant roadblocks by ignoring or dismissing them. Every concern you can successfully address, every concerned person who feels you really heard what they said, is a huge plus in building an ongoing committed Lean team across the enterprise. Remember those needs and issues from your first round of discovery. Check in from time to time to see if they have changed. You must commit to regular updates on the Lean implementation. If your results are not in synch with the business goals, needs, and issues of your audience (particularly senior management and peer departments) then your efforts could be dismissed as 'nice to have' but not 'essential'.
Keep your eye on the ball in reporting results - Lean is about meeting business goals faster and better!
Step 5: Never be afraid to start again
From time to time, Lean crusaders will make mistakes and find their ideas marginalized in the corporate competition for resources and air time with executives. Don't despair, go back to steps 1 and 2 and start again. Find out where you made your mistakes and learn from that. Move forward with confidence. If you quit when the going gets rough, you'll never reach your Lean Future State.
Lean has helped thousands of companies worldwide to increase profits, grow competitive market share and add new business lines. The data is there to prove it - it's up to you to make sure your colleagues get that data in ways that suit their needs and preferences.
Lean is about learning and growing - that applies to both the technical and the human side of the Lean enterprise!
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