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About "Whaddaya Mean I Gotta Be Lean?" on CI Central
Foreword
Introduction
What's In It For You?
Why is being satisfied at work so important?
So, what is job satisfaction?
How does being satisfied help you?
Most employees are not satisfied
What influences job satisfaction?
Who’s responsible for making you satisfied?
Everyone is Different
How can job satisfaction change?
Managing your Satisfaction Contraption
What’s in it for your company?
How does job satisfaction increase profit?
How does job satisfaction help managers?
Does job satisfaction increase individual productivity?
What about team productivity?
Why doesn’t your company focus more on job satisfaction?
Is your job satisfied with you?
You are all in it together
What’s happening in the world?
How can a company respond?
The decision to be Lean
How does the Lean ball get rolling?
So, what’s Lean supposed to do?
Where’s the proof?
Who should read this chapter?
A brief history
The big picture
Say what?
Learning Lean
Waste not, want not
How does less mean more?
Get organized
What you see is what you get
No pushing!
Can I take your order?
Having high standards
How do you measure up?
Managing the metrics
Bigger is not better
Changeover
Even Steven
Don't touch that
Go with the flow
The opposite of Lean
Putting it into practice
The hard truths about Lean
You, the consumer, caused Lean
Lean is good for you
Resistance is futile
Lean can create internal conflict
The good old days weren’t that good
Without Lean, something else would take its place
Not everything is Lean’s fault
Lean success just increases competition
You work on a barter system
You sell to the company
Everyone wants more
New hires don’t see things the same way you do
Employees and managers shoot at different targets
Lean, like life, is not always fair
The pie won’t get split up evenly
Your pay is based on scarcity, not value
Managers are people, too
Perceptions matter more than reality
Moving forward
Whaddaya Mean I Gotta Be Lean?
The take and give
Have hope
Travelling from EVENTS to RESULTS
What's happening?
How do you INTERPRET the world around you?
Yes, we have to discuss your EMOTIONS
Decisions, Decisions
A call to action
Get the results you want
Connecting the chain to Lean
The next step
Mastery
Change the process
Modify the events
Adjust your INTERPRETATION
Alter your EMOTIONS
Make better DECISIONS
Moving from thoughts to ACTIONS
Get the RESULTS you want
Starting the journey (Note: This is important!)
Strategy preview
Thriving in a continuous improvement culture
Problem: You don’t know where the company is headed.
Problem: You don’t know why you have to do a particular task.
Problem: Continuous improvement, by definition, is never finished.
Problem: Leaders abandon Lean when the road gets bumpy.
Problem: A part of your job is harder than it should be.
Problem: Your coworkers are reluctant to help you out when you need support.
Problem: You worry that the bar is set too high.
Problem: You don’t participate in problem solving be-cause you don’t like conflict.
Problem: Quality problems and production issues from other areas show up in your workstation.
Problem: Your ideas don’t seem to get used by your leaders.
Problem: Your eyes glaze over when leaders start throwing around new terms and Japanese words.
Problem: You see problems that need fixing, but your boss just thinks you like complaining.
Problem: You don’t think a problem is getting the resources it needs to fix it.
Problem: You find it hard to get your boss to come to the same conclusions as you do.
Problem: One of the bigwigs asks how things are going, and you’re not sure how, or if, you should respond.
Problem: You need to air grievances with your manager.
Problem: You hear something different from what your boss has said.
Problem: Your boss doesn’t always follow up on promises.
Problem: You have no say in your company.
Problem: You don’t know what to expect with all this Lean stuff.
Problem: You can’t get your manager to understand how much a broken machine, dilapidated computer, or miss-ing tool is costing the company.
Problem: You just don’t believe what your boss tells you about Lean’s capabilities.
Problem: You see and hear (and maybe even make) lots of complaints.
Problem: Your manager doesn’t seem to really under-stand the Lean tools, and your team is not getting good outcomes.
Problem: Demand picked way up, but staffing isn’t going to be adjusted.
Problem: You don’t like getting checked up on.
Problem: You aren’t sure what to do when a problem halts production.
Problem: You think you have an answer, but other people discover evidence that contradicts your theory.
Problem: You don’t think a Lean tool will work in your area.
Problem: You see a repetitive problem.
Problem: Your mission each day at work is to survive until quitting time.
Problem: You don’t know how you are going to be evaluated now that you are Lean.
Problem: You worry that Lean reduces your job security.
Problem: You don’t know how to be Lean.
Problem: You can’t seem to remember what you learn in Lean classes.
Problem: You suspect you have started to get a bad reputation with your boss.
Problem: You constantly think about what is going on at work, even when you’re not there.
Set the Standard in Standardization
Problem: Standard Work requires you to share your tricks and secrets.
Problem: Stopwatches are everywhere.
Problem: Your team can’t agree on who should be timed when developing Standard Work.
Problem: You keep running into problems while trying to time for Standard Work.
Problem: You unintentionally perform faster than usual when being timed.
Problem: When you fall behind in your work, coworkers have no way to help you out.
Problem: You and your boss don’t agree on what you do, or how much you do, making it difficult to set a standard.
Problem: Demand varies widely in the office, making staffing difficult.
Problem: You don’t think Standard Work is effective in the office.
Problem: Standard Work is not sticking.
Problem: You need help finding ideas for improvements.
Problem: You don’t want to have to change how you do your process.
Problem: You are having trouble getting improvements to stick—whatever you change gets changed back by someone else.
Problem: You don’t know how to go about making changes to Standard Work.
Problem: Doing the same job the same way every day bores you.
Problem: Your boss just took away all of your personal space.
Problem: You don’t want anyone coming in and telling you how to arrange your workspace.
Problem: Your boss is asking you to produce more than Standard Work says you should be able to do.
Problem: You have the urge to work ahead to prevent problems.
Problem: You have “workaround” processes that cover for problems.
Problem: You work slower than the rest of your team.
Problem: A coworker hides the gains that he makes.
Problem: You don’t have time to keep your equipment in tip-top shape.
Problem: Your boss is constantly asking you to do tasks outside of Standard Work.
Problem: Your boss can’t easily get you help during temporary peak periods.
Problem: A Lean office makes you more sedentary.
What's with all those stopwatches?
Under the microscope
Problem: You don’t know why something needs to be measured.
Problem: A measurement hasn’t budged in ages.
Problem: Your boss has piles of spreadsheets that he has asked you to take a look at.
Problem: You have identified a problem that should be evaluated.
Problem: The metrics in your area seem to drive the wrong behavior.
Problem: Leaders are always stopping by to check on your production board, but you don’t even know what is on it.
Problem: The information your boss (or a project team) needs in order to make a decision about a problem is not available.
Problem: The data doesn’t match how you think things are going.
Problem: You never see the results of data collection efforts.
Problem: Important tasks that are not getting measured are not getting done.
Problem: Your manager is not appreciating the team’s hard work.
Problem: You think that no other team gets measured as much as yours does.
Problem: Measurements are taken over a short period of time, and don’t accurately reflect how your process normally operates.
Problem: You have more than one boss and they measure different things.
Problem: Bias is hard to keep out of a measurement.
Problem: You don’t get the impression that the teams that support you are interested in getting better.
Be a pro at projects
Who's running the show?
What should you expect of your leaders?
Who’s providing the horsepower?
Do I have to?
Problem: You are not quite sure how to begin your Lean adventure.
Problem: Lean is difficult because your boss gives you open-ended instructions.
Problem: You are stuck with a problem because you can’t get your boss to schedule a kaizen to fix it.
Problem: You seem to be doing everyone else’s job, as well as your own production work.
Problem: You never seem to have time to work on continuous improvement projects.
Problem: You don’t want your coworkers angry at you for making changes to the team’s process.
Problem: You’ve gotten stuck on a few projects that have bored you to tears.
Problem: Your project team just got together for the first time and spent most of the meeting arguing about goals and objectives.
Problem: You get discouraged when teams have a rough time at the beginning of a project.
Problem: You think that friction from a project is ruining a valuable working relationship.
Problem: Your friends don’t seem to help you much on project teams.
Problem: You keep getting asked to be on project teams outside of your work area.
Problem: You have so much going on that you can’t seem to get to project meetings on time.
Problem: You can’t concentrate with all the side conversations going on in meetings and classes.
Problem: People on the team are treating each other disrespectfully.
Problem: Someone on the team uses sarcasm to be funny, but he is overdoing it.
Problem: Some of the tasks you have to do on a project team aren’t that fun.
Problem: You have a few people on the team that just won’t speak up. (One of those people might even be you!)
Problem: You are frustrated and worry that you might say something that you will regret.
Problem: You can’t seem to get people to address your concerns in meetings.
Problem: Other people seem to have more of their ideas put into action than you do.
Problem: Lots of projects are happening, but things are staying the same.
Problem: Your boss won’t give you the money you need to buy something for a project.
Problem: Your work area is being kaizened, but you are not on the team.
Problem: You are an independent thinker and don’t like being told how to do your job.
Problem: The report out is coming up, and you are not looking forward to speaking in front of a crowd.
Problem: It’s 2:00 a.m. and you are still at work on the kaizen.
Problem: You pay a price for kaizens.
Problem: You think you are getting the short end of the stick when it comes to improvements.
The beginning...
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