Podcasts about gemba walk

Stop pretending to know it all if you want to be a great manufacturing leader, and AI tools could help you do that. Those were a few of the insights from an experts panel discussion on the proper uses of kaizen, lean and other continuous improvement strategies in the modern factory. Responding to an audience question, AI took center stage and some of the brightest minds in operational excellence detailed how these tools could improve managers' abilities to empower workforces and drive improvements. The panel for the livestream was: Katie Anderson, leadership consultant, speaker, and learning enthusiast, author of "Learning to Lead, Leading to Learn" as well as a regular IndustryWeek contributor John Dyer, author of "The Façade of Excellence: Defining a New Normal of Leadership," as well as a frequent speaker on topics of leadership, continuous improvement, teamwork and culture change Michael Bremer, author of "How to Do a Gemba Walk" and "Learn to See the Invisible" Jill Jusko, executive editor and continuous improvement guru at IndustryWeek

Warum ist es so entscheidend, mitten im Geschehen zu sein und die Abläufe hautnah zu erleben? Das ist nicht nur spannend, sondern essenziell für den Erfolg deiner Praxis! In dieser Folge erfährst du: - Der Gemba Walk entfesselt: Wie du auf allen Ebenen präsent sein kannst, um die Arbeitsabläufe direkt zu erleben und zu verstehen. - Vorteile und Herausforderungen meistern: Wie der Gemba Walk dir helfen kann, Probleme frühzeitig zu erkennen und proaktiv Lösungen zu finden. - Direkte Einblicke für maximale Effizienz: Wie du durch gezielte Beobachtungen der Prozesse tiefere Einblicke gewinnst und deine Praxis auf das nächste Level hebst. Der Gemba Walk ist der Schlüssel zu kontinuierlicher Verbesserung und echtem Erfolg. Erlebe, wie diese Methode deine Praxis transformieren kann und entdecke, wie du durch präzise Beobachtungen und regelmäßige Checks herausragende Ergebnisse erzielst! -- Hi, buche hier Dein Strategiegespräch und wir besprechen wie Du einfach und zügig mehr aus Deiner Praxis machst: www.dr-martin-baxmann.de - Zu meinen Büchern, Kursen, Fanartikeln und zu meinem Laborshop geht es hier: https://www.myortholab.de/shop/ Ich freue mich auf Deinen Besuch! - Schau Dir auch mal die Webseite an: www.leanorthodontics.com Dort kannst Du dann auch meinen Blog lesen, falls Du Dich immer noch nicht traust, mir endlich im Kurs gegenüberzutreten. Ich würde Dich so gerne kennenlernen! - Aber wenn Dir unsere Art zu denken und zu arbeiten so richtig gut gefällt und Du das Gefühl hast "da muss ich hin", dann komm an Bord! Genau so sind schon einige unserer tollen Teammitglieder zu uns gekommen. Schau Dir hier Deine Karrieremöglichkeiten an und lade Deine Bewerbung hoch: https://www.orthodentix.de/stellenausschreibungen/

In this special retrospective episode, Tim Sweet revisits past guests' most profound moments to explore the idea of “arriving” — that deep sense of alignment when purpose, values, and actions converge. Through compelling anecdotes from leaders across diverse fields, this episode sheds light on how moments of arrival are not endpoints but significant milestones that shape our journey. From navigating authenticity to redefining success, Tim unpacks how leaders grow into their roles and discover their impact.Listeners will hear insights on combating imposter syndrome, fostering self-trust, and staying true to personal values. This episode celebrates growth, resilience, and purpose by featuring wisdom from figures like Tracy Borreson on avoiding burnout, Tim Beissinger on non-traditional career paths, and Aaron McConnell on leading through challenges. Tune in to learn why arrival is not just a destination but an evolving state of being.Contact Tim Sweet | Team Work Excellence: WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work Excellence--TranscriptTim 00:00I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable? If any of these describe you, then you, my friend, are a leader, and this show is all about and all for you. I'm Tim Sweet, and I'd like to welcome you to Episode 45 of the Sweet on Leadership podcast. Tim 00:31Today's episode is a little bit different. It's a reflective one. Over the past 42 episodes, we've been exploring leadership growth, transformation with some incredible guests, but one theme has stood out across many of these conversations, and that's the theme I want to bring you today. Today is all about arriving. So, for this episode, I'm diving back into some of our favourite guest contributions. You'll hear short quotes; you'll hear more in-depth stories and anecdotes. Each will add to our understanding of what it means to arrive. When I say, arrive, what I mean is that moment that you know you're enough, that moment that you know you are exactly where you belong. You are fulfilling a purpose. It's a special thing, and when it happens, you know it. But what brings it about? Is it an age or experience thing? Is it a moment? Is it a milestone or maybe just a feeling that we stumble upon when we least expect it? Let's start with the basics. What does it mean to arrive? In episode five, one of my good friends and guests, Paul Farmer, a leadership coach in Australia who specializes in guiding others toward alignment and purpose, captured it so well- Paul Famer 01:50Depending on the way that the conversations happen with the owners, then choosing to bring that feeling into the business allows the business to grow in a deliberate way, whereby the business feels good for all of those that are involved in it. Tim 02:08That's it, right? It's the feeling of alignment when your actions and your purpose, and your values all click. It's not always about what you accomplish, but how it feels when you're in sync with yourself and when you're in sync with yourself, you can be in sync with others. I remember a moment in my own journey when this clicked. Early in my career, I leaned on quotes and research and experts to validate my own ideas, but a mentor told me, You're making great points, but you're not willing to own them. It stung, but it planted a seed, and a few months later, I stood up in a high-stakes meeting and delivered my perspective without quoting anyone else. And in that moment, standing on my own two feet, facing senior executives, I knew I had arrived, not because of what I had said, but because I knew I belonged at the table. To the newer leaders out there, I know how hard it can be to wait for this to happen. You spend your days dealing with imposter syndrome. You spend your days wanting to know why you're not being accepted, wrestling with feelings that you might not be good enough. You're looking ahead and wondering, When am I going to start to feel confident? When am I going to feel like I am where I belong? Here's the thing: arrival isn't something you can rush. It's not something you can force. It's something that you literally have to grow into. It's not based on some predetermined plan, and most importantly, it's not someone else's plan. My good friend, Tracy Borreson, who helps entrepreneurs and business owners really figure out how they belong, talked about avoiding burnout and how to discover authenticity. And she had this to say– Tracy Borreson 03:53I think there's many places in the world where authenticity is a buzzword, but we don't really know what that means, and if we don't know what it means for us, then things can't be authentic. And so one of my big goals is to try and create some more awareness of what authenticity actually is, instead of what people want to tell us it should look like, and create our experience, whether that is a career experience, a home experience, a community experience, a life experience that is aligned with the things that we want to do, that we can uniquely contribute, instead of what people tell us we should. And if you've listened to Tim's show, I've heard, I know you've all heard his opinion on shoulds, so that's probably why we hang out. Tim 04:39If you're chasing someone else's version of success, you'll never feel aligned. In episode 42, Tim Beissinger, one half of that dynamic duo, the ThruHikers, who's a professor and a quantitative geneticist, spoke about risking a non-traditional career path. Tim Beissinger 04:57I think people have a fear of getting off of that PhD, postdoc, professor path because all of the examples they look to are doing exactly that, and it's compelling to want to mimic the path that's worked for others, but everybody's individual and it can be more powerful to follow the path that makes sense for yourself/ Tim 05:20if we can connect with things we're passionate about, we can start to see the impact we want to have on the world, and that's when everything starts to come into focus. You don't have to follow the same road as everyone else. Your journey will look different, and that's a good thing. So take a breath, trust the process. You're not behind. You're just on your own path. For those of us further along who've had this sense of validation, we realize that these arrivals don't always happen when we reach some milestone or event or achievement. It's often found in small moments when you show up fully, even on the hardest days, it's the journey up the mountain that shapes us more than our time at the summit. Dave Sweet, yeah, my cousin is a bit of a legend in the policing community in Canada and now around North America. He was a top homicide detective here in our city, and he's one of these guys that is constantly on true crime shows. His work has given him a unique perspective, he now acts as an expert witness, consultant and author who speaks about empathy and leadership under pressure. On one of his visits to the podcast, he shared this powerful reflection about how he found his calling and when he realized it was more than just solving crimes. It was being present for others. Dave Sweet 06:41The essence of somebody or the what your mantra is going to be. So first of all, I'll always consider myself a servant to the community, you know, first and foremost, and secondly, even on the worst days with some of the worst people, if you can remember to love people, it goes a long ways to being able to ultimately accomplish whatever you're sort of said, you know, to do that particular day. And it doesn't matter who it is, everyone has a story, the uniqueness of the world that I'm in, the world of murder and stuff, we would all think, Oh, well, you know, I would never be in that situation. This could never, ever happen to me. But the truth of it is, is that the majority of people that we investigate had no idea that morning they woke up that they were about to take a life that day, and the victim had no idea that they're about to lose their life. Tim 07:31Even when things are tough, there's something grounding about staying connected to your purpose and values. That's where arrival moments happen, and sometimes it's a personal transformation. Debbie Potts, a former teammate here at Sweet on Leadership, who's also a Senior Educational Administrator, reshaped her entire life to reflect her passions and the connections she wanted to nature. Tim 07:57What did the Red House represent to you? Debbie Potts 07:58Oh my gosh. It represented freedom. It represented achievements. It represented living life on my terms. And obviously, I love nature as you do. And it just represented, you know, being able to be close to nature. And, you know, completely do a 180 turnaround of my life. You know, I lived in a big city, London, full of people, full of traffic, full of everything, and I've now completely reversed that.  Tim 08:32Innovator Jagroop Chhina, a psychological content strategist, say that three times fast, shared this perspective on transformation and its importance. Tim 08:45And blend those suckers as well so that maybe they become something brand new. Jagroop Chhina 08:47Yeah, creating something brand new that didn't exist before in a new perspective that couldn't exist unless you lived it out the way that you lived it out. Right? For me, personally, I was always a pretty smart kid. And I had a tendency to just write the answers to whatever the problem or the thing in the classroom was, right? And where I always lost marks was in showing my work. That was my feedback over my entire, like, elementary to high school—'show your work.' And that's what creating content is actually about. It's about showing your work and documenting what it takes for us to succeed, right? Because that's how we actually learn our lessons—well, other people learn lessons from us is by showing them, 'Oh, this is what we go through on the day-to-day to build this out.Tim 09Æ41Even though we're focused on professional experiences, it's deeply personal. It's about those moments when you feel fully aligned with who you are and what you stand for. In an episode that we published our very first summer, George Trachilis shared a rich story about learning alongside a mentor. George Trachilis 10:01I brought Ritsuo Shingo, bless his heart; he's the late Shingo now. Shingo San, I brought him to Santorini, Greece, along with others, who were leaders in their industry, you know, there's business owners, there's, you know, others like Paul Akers, as an example, I brought him to Santorini, Greece. And we did training there. And we went through a Gemba Walk of Santo Wines, one of the biggest, the biggest winery in Santorini. And we're watching somebody work, we're watching somebody work. And what they're doing is they got a big light facing them, and they got, you know, like three bottles on each end. And they're looking, their eyes are focused on the bottle, and the light is behind it. So, you might be able to see something, you know, in the bottle. And so they're looking for spiders, because the bottle sometimes just, just over. So they do wash the bottles, but sometimes, you know, if there's like a big nest in there, you put that bottle aside and needs extra washing, but this is what this person's job function was. And Ritsuo wouldn't leave. And he's just observing. And I'm thinking, what's he, what could he possibly observe? Like the flow is such that there's such a queue in front of them, and the line is running, and there's no way he's gonna be out of work. Like, he's got a lot of work and the lines running, maybe he's not, maybe they're slack. I don't know if he's trying to calculate how much time he's actually working, versus how many bottles are moved. I don't know what he's doing. And it was so shocking. I said, what do you what are you doing? He says George San, watch his eyes. And I'm watching the worker's eyes. And as he lifts the bottles, his eyes are down. I'm going, oh, Shingo San; I never thought to watch the worker's eyes. Like pretend you're in the worker's shoes, and think you're the worker, and your job is to do this function. And he says also, there's no standard. I said, what do you mean no standard? Sometimes he lifts up three bottles, and two, and sometimes two and two, sometimes three and three, there's no standard. And I'm going, Wow, he got all that from what I would just say that's just not important.  Tim 12:10Okay, one thing that's clear with many of our guests is that they've all had several moments of arrival. Once you've had that first moment of arrival, you're now free to help others find theirs, because, you know, it exists. Rita Ernst, an Organizational Psychologist and author who explores positivity and authenticity, put it this way– Rita Ernst 12:32You become this beacon of possibility for others. It will happen in that way but it does take a little bit of courage to be the one to stand, and I'm not talking about swallow it down false positivity. You know, when people are being disrespectful, when people are harassing others, you need to stand up and challenge that behaviour and stand for your values in that moment, and that is showing up positive. So it's not about just smoothing everything out, and like we were talking about, really, it's not about avoiding conflict at all, but it is about being true to who you need to be to have the workplace around you that you desire. Tim 13:20From a completely different perspective. Brent Yonk, an FBI section chief, emphasized that self-leadership was the foundation for guiding others. Here's his reflection. Brent Yonk 13:31There are people that are following you in the sense that they are watching you, they are taking cues from you. They may even be modelling some of their behaviours after what you're doing. You just may not be aware of that. But even if all of that were taken away, there is still one person that you can absolutely have follow you, and that's you. And that may sound really funny, but I have seen so many people that you can clearly see that they don't have that confidence in themselves to lead themselves effectively, and if you're already struggling to recognize yourself as your own leader. Like what hope do we have for you to be able to effectively lead others? So I think that developing that internal compass, that internal sense that the power to make decisions, the power to guide your fate as it were, is in your hands, right? You get to choose the actions that you're going to take. You get to choose whether or not you're going to try to broaden your awareness of what is influencing and impacting you, or you can just shut down, and you can just put your head down, and you can just focus on doing the easy thing, right? Follow the downward path. That choice is there. And when you recognize that I can lead, even if it's just myself, I can be a leader, you start to unlock that potential. You start to broaden your horizon. You start to open that aperture and see more possibility for yourself. And then that will continue to broaden, and you'll start to see people around you, and you'll start to recognize in them the skills, the abilities, the knowledge, the potential that's there. And then you can start to encourage them to join you on this journey. And now you're starting to see exponential impact happen from that.  Tim 15:26Here's the thing about these moments of arrival. They don't happen all at once. They come in waves. And they don't happen all in the same place. They can happen in different areas of your life, different roles that you're fulfilling. Peter Root, an engineer and innovator working in wildfire robotics, reflected on his long journey. Peter Root 15:48Well, we're about to do a bunch of work with Alberta wildfire, and this means taking our team and our alpha prototype and eventually our next version out to real fires and interacting with them and the people there in a real way. And that, to me, is the most exciting part of running the business. This is where I wanted to be, like, you know, three years ago, but I'm finally here, and this is where I think the relationships get solidified. You know, we built the beginning up, but this is where we show them that, hey, we can come, we'll bring our thing, and then we'll improve it next time we're out here, and we're going to do that until it's something of such extreme value that you'll never kick us off again. Like, that's where we want to get to, and we're at the beginning stages of this, and we're also in an environment now where it's really fun, like there's nothing more fun to me than going out to a wild area with a bunch of hard-working people who have been continuing and interacting with the wildfire, which is such an extreme event and such a such an admirable profession, to be around those people and then to be able to bring them something new and work collectively to build it. What's more fun than that? Tim 16:51In another episode, Massimo Backus, an executive coach focused on self-trust and leadership, brought this to the table. Massimo Backus 16:59Yeah, yeah, one of those bedrock moments that you can always go back to remember what it was like when you truly trusted yourself. And you know, in the organizational context and leadership, you know landscape, we talk about trust all the time. Like leadership, how many books have been written about trust? How often in trust conversations, do we talk about the value of trusting ourselves? Or do we ask, How do I know when I trust myself? How do I know when I'm not trusting myself? What do I need in order to be able to trust myself? What's present when I trust myself least? These are questions that are very rarely asked in the broader conversation about trust. It is always about another person or the team, and that's important, absolutely. But I believe, and I found with the leaders that I've worked with throughout my career, that often, when trust is not present on a team, there is trust that is not present for each individual with themselves. Tim 18:05As we wrap up this retrospective, I want to finish on a couple of notes. Let's remember arrival isn't the end. It's a base camp, a place of safety along the journey. It's about trusting yourself, celebrating your growth and staying open to new possibilities. It's a revolution and an evolution. Here's a beautiful part of what Teresa Waddington brought in Episode 28.  Teresa Waddington 18:29We're gonna need that revolution. We're also gonna need the evolution, and we're gonna need them to come together, to really step change us into what is completely new. So, when I think about like from a leadership perspective, it's being open to change. It's looking for the holes in your argument. And I'll give you an example on my own leadership journey, I've always tried to say, What am I blind to? So, what are people saying about me that I should know in order to decide if I'm going to change anything about what I do, how I show up, how I build my skill sets, how I build my allegiances. Because if I don't know, it might feel comfortable. It might feel like I'm not, you know, exposed to negative opinions of myself. But if I do know, then I can make a choice, and to be comfortable enough to ask for the bad feedback, it requires a measure of worthiness, or belief in your own worthiness. And when I think about the people that I mentor and support, the ones that I want to see continue to drive forward and change the world, it's reinforcing their own core worthiness, while at the same time gathering feedback. Tim 19:39I want to give the last word to Aaron McConnell, my lifelong friend and the CEO of TransRockies. I feel that this story of his is very genuine and very real, and something that many of us can relate to because it's in the middle of hard work that these moments happen. I'm going to let Aaron wrap us up with this last story. Tim 20:02These are great events. You often talk about them as if they are summer camp for adults, right? And so people are out there, and they are having a blast, and they're doing what they love, and they're out in the sun, and they're out in nature, and they're sweating in all the right ways, and good food, good drink, good friends, campfires, the whole nine yards, and they must look at you and say, Wow. What a job to be able to do this for your entire career, right?  Aaron McConnell 20:38Well, there's definitely two sides to it. So we live double lives, I guess, and in this industry, because there is the times when we're in the field, basically, so when we're at an event. We're working on an event, we're with the athletes, and for the most part, that's really positive, you know, unless we're dealing with some kind of crisis that comes up, which does happen sometimes as well, but that's what we live for at events, or even when we're on a scouting trip or doing route planning or something out in the field, and that's where the glamorous side of the event promoter lifestyle is maybe a little bit true. I mean, yeah, sometimes we're trying to figure out where to put the porta potties or something. But you know, still, you know, being creative and hanging out with great people and really cool places. Tim 21:31Here's the thing about arriving: it's not the finish line; it's a feeling, a realization, and sometimes it's just a moment of clarity. It's never really over. And each time we reach a new understanding of ourselves, it allows us to open a door and then further explore our purpose and our impact until, eventually, we arrive again. As you reflect on your own journey, remember this. You're exactly where you need to be right now, whether you're at the start of your race, navigating switchbacks or midlife transitions or finding new ways to give back to others, know that each moment of arrival is a pivotal part of your story, and they're worth celebrating. Thank you for listening to this retrospective, and thank you for joining our community as always, keep leading, keep learning and keep arriving, and I'll see you in the next episode. Tim 22:26Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If like us, you think it's important to bring new ideas and skills into the practice of leadership, please give us a positive rating and review on Apple podcasts. This helps us spread the word to other committed leaders, and you can spread the word too by sharing this with your friends, teams and colleagues. Thanks again for listening, and be sure to tune in in two weeks' time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet, encouraging you to keep on leading.

Guest: Jeff Wilke, former CEO of Amazon Worldwide Consumer and chairman of Re:Build ManufacturingJeff Wilke worked more than 20 years at Amazon, overseeing the million-person team that speedily gets packages from warehouses to doorsteps. In hindsight, he observes that Amazon Prime's exponential growth was actually an incremental daily process.“I used to say things like, ‘If God was running this plant, whoever is your God ... they can't violate physical laws. How well would they do?' And then we know where we are,” Jeff says.“If we're perfect in it, compounding over all this time, we're going to get there. But when you're in the middle of it, it can feel almost impossible.” Chapters:(01:37) - Grit and longevity (02:24) - Flow state (07:29) - Refining mental models (12:29) - The ivory tower and the shop floor (16:49) - Gnarly holidays (20:41) - Identifying grit (24:28) - Reflecting and learning (27:36) - Christmas 2000 (31:06) - The duplicate bug (34:01) - Incremental progress (38:36) - Prime Video (43:05) - Organizing the day (46:42) - Amazon's leaders (49:55) - The Whole Foods acquisition (53:33) - Amazon Fashion (59:54) - The great Kindle battle (01:02:40) - How to work with Jeff Bezos (01:05:11) - Leaving Amazon (01:09:48) - Re:Build Manufacturing (01:14:35) - What “grit” means to Jeff Mentioned in this episode: Peloton, Andy Jassy, Daniel Kahneman, Zoom, Allied Signal, Toyota and the Gemba Walk, MacKenzie Scott, Bob Thomas and Crucibles of Leadership, David Risher, Toys “R” Us, Amazon Prime, Jeff Blackburn, Louis Pasteur, Netflix, Bill Carr, Steve Kessel, Larry Bossidy, Rick Dalzell, West Point, John Mackey, Liesl Wilke, Tony Hsieh, the Met Gala, Anna Wintour, the Pittsburgh Steelers, Tim Tebow, the New York Jets, Shopbob, Gucci, Zara, Cathy Beaudoin, Walmart, Dave Clark, John Doerr, Bill Baumol, and Bing Gordon.Links:Connect with JeffTwitterConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

Ep.192 - Cet épisode explore l'importance de l'intelligence collective et de l'excellence décisionnelle dans un environnement incertain. À travers différentes perspectives d'experts rencontrés sur le podcast tels que Thierry Picq, Henry Mintzberg, Claude Emond et Olivier Zara, nous soulignons la nécessité de rapprocher les décideurs du terrain et de favoriser l'action stratégique pour améliorer la prise de décision. La discussion aborde également la délégation et le lieu de création de valeur, tout en mettant en avant le concept de Gemba Walk comme un outil essentiel pour comprendre le travail réel.À retenirL'intelligence collective est essentielle pour la prise de décision.Les acteurs du terrain sont cruciaux dans un environnement incertain.La délégation doit être repensée pour impliquer davantage les collaborateurs.L'action stratégique est plus importante que la pensée stratégique.Le Gemba Walk aide à comprendre le lieu de création de valeur.L'excellence décisionnelle découle de l'intelligence collective.Il est nécessaire de réduire la séparation entre ceux qui font et ceux qui pensent.La stratégie émergente est liée à l'action et à l'expérience.Les organisations doivent se rapprocher du terrain pour être efficaces.La culture d'entreprise doit valoriser chaque voix, indépendamment du statut. Accédez à l'épisode ici: https://www.intelliaconsulting.com/episode192Accédez aux autres épisodes mentionnés:Épisode 190: Intelligence collective et prise de décision avec Olivier ZaraÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 186: Management d'équipes et innovation avec Thierry PicqÉpisode 182: Déviance positive, agilité et leadership – Les Clés pour Innover et Diriger avec Claude Emond Accédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

Stichpunkte aus der Unterhaltung mit ChatGPT: Grundidee zum Data Walk. Datenlandschaft. Beitrag der generativen KI. Einbeziehung der Menschen. Voraussetzungen für einen Data Walk. Einstieg in das Thema. Umgang mit manuellen Tätigkeiten. Datennutzung vs. Kontrolle & Überwachung. Querbeziehungen zur Multimomentanalyse. Digitale Wertstromanalyse. Zukünftige Entwicklungen. Entscheidungswege, Algorithmen, Nachvollziehbarkeit und Transparenz. Neue Anforderungen an Führungskräfte in deren Rolle. Kultureller Wandel.

Patty Aluskewicz: The Listening Tour, Listening, Leading, and Learning to Inspire Change Adoption Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, we address some of the essentials of change management. Patty shares her approach to fostering open communication and trust among teams. What does it really take to lead change effectively? Patty shares her experiences from a "listening tour" where discovering pain points led to transformative solutions. How can understanding diverse perspectives within a team lead to better problem-solving? Learn about the strategies Patty employed to encourage teams to identify and tackle their biggest challenges together.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Patty Aluskewicz Patty Aluskewicz is an Agile Coach for PwC and the founder of Agile Mindset Consulting. With over 15 years of experience, she assists businesses and their employees in building fundamental Agile and Scrum skills, improving team dynamics and communication, and successfully implementing organizational change. You can link with Patty Aluskewicz on LinkedIn.

Ep.165 - Comment est-il possible d'améliorer sa capacité à exécuter la stratégie en adoptant une nouvelle posture? Que se passe-t-il aux lieux de création de valeur ?On peut parler d'exécution stratégique mais nous sommes pragmatiques, donc toujours à l'affût d'approches ou de postures qui permettent de la réussir dans cet environnement VICA. Pour y voir plus clair, nous explorons ce qu'est le Gemba Walk et le Servant Leadership . Nous examinons pourquoi cela est important dans l'exécution stratégique. Accédez aux notes détaillées ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube Téléchargez la Playlist des 100 épisodes ici

Gemba walks are an increasingly popular management technique. By visiting the place where work is done, leaders gain valuable insight into the flow of value through the organization and often uncover opportunities for improvement and learn new ways to support employees. The approach is a collaborative one, with employees providing details about what is done and why. Great results depend on thoughtful planning, execution, and follow-up. Here are the most important steps you can take to ensure that your next Gemba walk is successful. Written by Kade Jansson and read by Mark Graban Read the blog post

In this podcast we cover: Explaining 5S. Explaining the 8 Wastes. Explaining the 6 Tenents of Lean. Explaining a Gemba Walk. Explaining Last Planner®.   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 

In this episode, Tim talks with podcast guest George Trachilis about recognizing and cultivating leadership in their work as leadership coaches. Both Tim and George share their history of how they found themselves working with organizations to improve their processes and systems and the top takeaways each took regarding the power of leadership. As an expert in Lean Leadership, George provides insightful ideas on workplace culture. Drawing inspiration from leaders in mindset and workplace culture, such as James Clear, Normen Bodek, Shigeo Shingo, and Mike Rother, this episode is a treasure trove of resources for leaders who want to focus on self-improvement. If you consider yourself a leader or someone who has a vision and gets things done, this episode has tons of resources and ideas to help you grow.About George TrachilisAuthor and speaker, George Trachilis, is the Shingo Research Award winning contributor and publisher of the book, Developing Lean Leaders at All Levels. His insight as an entrepreneur and Lean Coach will astound. George is one of the most experienced and knowledgeable people alive in the Lean world today, and his focus has changed from Lean, to operational excellence to leadership excellence. It has always been about leadership and leading by example. Connect with George today to address your leadership needs.Resources discussed in this episode:Kaizen LeadershipNormen Bodek - The Harada MethodTaiichi OhnoShigeo Shingo Atomic HabitsPaul AkersMike Rother - Toyota KataGemba Walk--Contact Tim Sweet | Team Work Excellence: WebsiteLinkedIn: Tim SweetInstagramLinkedin: Team Work ExcellenceContact George Trachilis | Leadership Excellence: WebsiteEmailLinkedinFind It George Website--George 00:00The more you focus on the laggards, the more attention everybody else will want from you, and you'll lose good people. Focus on your superstars. You know, that's the direction you're going people get caught up. Tim 00:12I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable. If any of these describe you, then you my friend, or a leader, and this show is all about and all for you. Welcome to the Sweet on Leadership Podcast, episode 16. Tim 00:46Thanks again for joining us on sweet on leadership. I'm really pleased today that I have person who I have followed for years joining me. And when I contemplated what we're going to talk about today was the obvious choice for who to reach out to and that's George Trachilis. George, thanks very much for taking the time. George 01:08Oh, thank you. Thank you, Tim. So Tim 01:10today, we spent a little bit of time here before we hit record talking about what we want to cover. And we don't really know where this is gonna go. But I believe it's all around how both of us, our careers have taken us into the area of strategy, leadership development, team development. And we share a common starting point. And that is really moving from operational excellence, and the tools that are involved there all the way into this, this era. So maybe as a start, why don't you tell us a little bit about yourself, what you're working on. And then we can get into how we found ourselves down this path. George 01:53So, my name is George Trachilis. For those of you that don't know me, I started off in Lean In 1994, working for a company called Motorcoach Industries, which was Greyhound Buses. And in those days, I was a young engineer, just coming out of school basically. And I was asked to be on an implementation team for an ERP implementation, which took me to Pembina, North Dakota in the US from Winnipeg, Canada. And we implemented an ERP system, which included total quality management, and what we knew as Lean back then, and Kanban, and all the tools. And we had consultants come in from all Oliver White Consulting. And what they did was they share the tools with us, the leaders of the group, and then they asked us to go train others. And I loved it. What I say is I caught the bug, that was it, I can no longer work in a regular job. It needed to be about change, and looking at the light go on in people's eyes. That's what it was all about. And it hasn't been for 30 years now. The first 10 years was me implementing with a team of people the second 10 years, was owning my own consulting business going to Edmonton Calgary throughout Canada. As a matter of fact, I had an online course that created maybe the first online course, on Lean 101 the Lego Simulation Airplane Game. And the Government of Alberta bought it, which means I was allowed to sell it for them. And they trained 300 companies in Alberta, Canada, which then expanded because in 2011, I just said let's give it away to the world. And I had like in December of that year, something like 300 students on average registered per day. So, it was pretty amazing that everybody in 2011 love this thing called Lean. Okay, Lean is great. But I found I was missing something because I would go into a company, somebody would show me the Toyota way and the 4P model. Okay. I didn't know what all that meant. And then in 2012, I was doing more online courses and I met Jeff Liker, and I met Norman Bodek. Actually in reverse Norman first, Jeff Liker, and met a lot of the Guru's and I went to Japan learned a lot about the Toyota way of doing things, met with a lot of Toyota coaches, especially on Toyota business practices, and learned that and now I coach and develop people using Toyota business practices. But throughout the last 30 years, even though the last 10 is all on leadership development, I still go in, I still do value stream mapping, I still do the tools. So that's not a problem. I love doing that. But I get the benefit there. Not everybody else necessarily. If I can teach that, well, somebody else is getting the benefit. Now I coach and develop companies. And I've got two big clients today where I'm coaching leaders to be leaders. And they're coaching others. So, the mental model I used to have in the first one years was the five principles of Lean. Okay? Define value from the customer's perspective, right? Define the value stream, first flow, then pull, and strive for perfection, great five values, great five principles of Lean. Now, ever since Jeff Liker and I put the book together, called Developing Lean leaders at all levels, the model we share there is, number one, live the core values of the company. Okay, that's number one. Number two, commit to self development, because everybody knows, if you don't develop yourself, you don't have that attitude, you're going nowhere, you're going nowhere, plus, you're causing everybody else, no end of pain, because you're in it for yourself, everybody's got to do something for you. And you're not enough for the customer or the company, or your teamwork, or your team players. Number two coach and develop others, we need everybody to be a coach, as a manager. If you're not coaching and developing somebody, you're just not doing your job as a manager. Number three, support daily Kaizen. And then number four, define your targets and align all of your processes towards those targets for that year. So create vision, and align targets. That's number four. So that mental model today is a model that I refer to as the Lean Leadership Development Model. Jeff, and I created a company called Lean Leadership Institute. And we have an online course that trains that to the masses. But really step one, I always say if you can't improve, if you can't say, I want to improve, there's something wrong. And it's not with a everybody else. It's with you. So, so just just making sure people know and then I usually get the question is like, what happens when you meet somebody like that? Well, don't worry about them, don't focus on them as a leader, the more you focus on the laggards, the more attention everybody else will want from you. And you'll lose good people focus on your superstars, you know, that's the direction you're going people get caught up. So what I'm working on today is remote coaching for several companies, and helping them understand how they should be thinking so that they can teach that mindset to others. Tim 07:33It's a real basis and thought, when we think of just the pure efficiency of playing to your strengths, or supporting, I liked what you said there about focusing on the superstars. Because we're going to improve our reach, we're going to make sure that we have all the right thought going on in the organization, rather than focusing on constraints, it it's a good place to be but with teams, we need to be marshaling everybody into a common goal. And what was that old saying that they used to say? You know, do you want to be the hero with 1000 Helpers? Or do you want to be the leader with 1000? Heroes? You know, really, can we bring that out in people? I'm still floored by just how similar the evolution is between yourself and myself and where we've landed. George 08:26I'm not. I think it's funny, because when we're a Lean thinker, what is it we're looking for? We're looking to help people, okay. And when we see the gap, we kind of say, hey, let's close the gap. And this is the gap for a long time. We just never saw it. And we've been distracted by others, like, let's call them thought leaders that have driven us in a certain thinking process. We've been distracted for about 10 to 20 years. But today, I think we're on top of the real issue, which is our leaders are not leaders, at times, they're not behaving that way. They're thinking about short term results and behaving in a way similar to get those versus the long term game that they could get by staying on course, you know, making sure people understand they're valued at the company. They're the only appreciating asset. You're growing the people that's your job. When I was in Japan, it was funny because Matt Amezaga he was the Vice President of Operations at all of Toyota. He said that Fujio Cho, asked him to go back to Kentucky and get the culture back because they had a leader there. This particular leader didn't do a good job. And in a matter of one year, he destroyed the culture. And it took four years to get it back. But he did it in three, he was very impressed with himself. So, this is the kind of culture that you need. And you, you got to think of the culture as the behaviors. And the behaviors, behaviors of the leadership go furthest. When you see somebody in front of you, and they're the CEO of the company, and they bend down, they pick up a piece of garbage, and they throw it in the garbage can. That's not like for show. That's because they live it. That's because they, they understand that if they don't demonstrate what they want from others, they're not going to get it. Tim 10:30Yeah, I think tied on to that is, if the leaders are behaving in a way, or if the managers or the executives in those that should be in leadership roles are behaving in a way that demonstrates the worst possible things, then that also becomes how we define the culture because you know, that culture is defined by the worst behaviors we're willing to accept. And it can be so debilitating for an organization to have the wrong people getting the attention. It really takes away from the enjoyment and from the fulfillment, that everybody who's fighting the good fight is able to derive from it. And when I think back to some of the experiences that I had, I remember what my first major regional management role was with was with a large commercial bakery, and I had Thunderbay to Vancouver Island. Spent a lot of time in Winnipeg, incidentally. You know, working in that area, I spent two years creating, I was deploying TQM back in the day. So we were doing quality circles and having a bunch of unionized employees wrangling waste, and getting it down and, and really working with the union to help them understand why we were having people work off page and not necessarily working to their their job description, but getting excited for their role. And one organizational shift where they decided to take our regional office out of Calgary and send it back east, and that we were no longer going to play nicey nice with the unions, it dismantled culture overnight, it dismantled all of that positive work we had done, and really made improvement. Not impossible, but a fight again, that didn't have to be. And throughout my career, I think as I evolved, I could design great, elegant processes. I could go in and do the work, I could come up with the answer I could, I could define and measure and analyze and improve till the cows came home and loved doing it, it was a lot of fun. You could get the right answers. And if the leaders weren't on side, you were done. You were dead in the water. And if you manage to get it over the line, the leaders decided that that wasn't what they were interested in anymore. They could dismantle it overnight. I started out as a junior team-building consultant, and then I and then I went in school, I found operations management, and loved it. And then I came full circle. And I realized that really, I could enable other people to do the improvement, teach them the skills and let them go out and, and reengineer the processes. But I needed to focus on hoeing the row for those improvement projects to take place. And getting leadership excited. Yeah, so I mean, that's very similar in terms of where I've ended up because it yes, the other work is very, very important. But it needs to have fertile ground. Otherwise you're, you're throwing good money out. George 13:49Yea, it's interesting, you say fertile ground. And I think immediately about the leader. If the leader doesn't have fertile ground in their brain, we've got a problem. And Gallup, for example, just came out with a statement that 70% of all hiring decisions are wrong, based on you know what a good leader is. And you think, well, what's the characteristics of a good leader? They only have other than the skills, the hard skills, the soft skill, one of the main ones is that they're willing, and they believe in improvement. They believe in Kaizen, it's almost like Kaizen resides in their heart. I believe I can be better tomorrow than I am today. And the day after can be better than tomorrow. And ultimately, if they have that belief system, and they're willing to do the work on themselves, that's like a beacon. It'll just generate light for the rest of the organization. Nobody tests for it. So the fertile ground in my mind is in their brain. And today, I've actually avoided working at mid-level in a company. Avoid 90% failure rate is guaranteed when you're not dealing with the executives, and you're not dealing with the people who actually can, in some ways, demonstrate and expand and proliferate Kaizen and improvement and call it Lean, call it excellence. If they don't do it, nobody else is gonna do it. Tim 15:21That lesson was hard one for me, because often, I'd be entering into the wrong level of an organization. And, you know, it took me losing. Well, we did great work, but the work was… George 15:36It's not sustainable. Okay. Tim 15:41Well, there's priority changes, and the work was just the work was just taken out from under us. And, and it was, it was awful. That, because we knew we knew where we were in the answers we were bringing in, but it was a fickle leader made a snap judgment. And so yeah, I have since for several years now, I only work if I'm starting from the top, because you need to have that conviction. And that willingness, and that space, that space to improve. It's really interesting. Sometimes when you're talking about, you'll run into teams that have capacity challenges and want to improve. And one of the first things that I say is a great reason to go and chase some waste is we have to create enough capacity that we have capacity to improve. And then that is that, I think back to that Covey model, where they talk about the Covey's quadrants, and how that quadrant one is urgent and important. And Quadrant Two is really important but not urgent. If we can get operating in quadrant two, that would where Lean resides in my mind, it's the only quadrant that pays dividends. It's the only one that creates more space to create more space, more efficiency to create more efficiency. Capacity building on top of capacity. If we don't have the support of the leaders to start that process, it's really tough. You have that support lined up top to bottom cascading down through the organization. And it's really easy. That's not only easy, it's fun. And I mean, the work is tough enough, trying to convince leadership trying to work and overcome turbulence in teams. That's tough. Like it's, let's let the work be tough. Let's not let's not make working with people tough. So you'd said something earlier again, before we had hit record here. I want you to share that thought around starting in the students mind. You take care of that a little bit. You're talking about Gemba. And I thought that was fascinating. George 17:54Like a progression for me over the years. But I brought Ritsuo Shingo, bless his heart, he's the late Shingo now. Shingo San, I brought him to Santorini, Greece, along with others, who were leaders in their industry, you know, there's business owners, there's, you know, others like Paul Akers, as an example, I brought him to Santorini, Greece. And we did training there. And we went through a Gemba Walk of Santo Wines, one of the biggest, the biggest winery in Santorini. And we're watching somebody work, we're watching somebody work. And what they're doing is they got a big light facing them, and they got, you know, like three bottles on each end. And they're looking, their eyes are focused on the bottle, and the light is behind it. So, you might be able to see something, you know, in the bottle. And so they're looking for spiders, because the bottle sometimes just, just over. So they do wash the bottles, but sometimes, you know, if there's like a big nest in there, you put that bottle aside and needs extra washing, but this is what this person's job function was. And ritual wouldn't leave. And he's just observing. And I'm thinking, what's he, what could he possibly observe? Like the flow is such that there's such a queue in front of them, and the line is running, and there's no way he's gonna be out of work. Like, he's got a lot of work and the lines running, maybe he's not, maybe they're slack. I don't know if he's trying to calculate how much time he's actually working, versus how many bottles are moved. I don't know what he's doing. And it was so shocking. I said, what do you what are you doing? He says George San, watch his eyes. And I'm watching the workers eyes. And as he lifts the bottles, his eyes are down. I'm going oh, Shingo San I never thought to watch the workers eyes. Like pretend you're in the worker shoes, and think you're the worker, and your job is to do this function. And he says also, there's no standard. I sai, what do you mean no standard. Sometimes he lifts up three bottles, and two, and sometimes two and two, sometimes three and three, there's no standard. And I'm going, Wow, he got all that from what I would just say that's just not important. Okay. So from that, I thought, How does somebody look at improvement? And so for example, I'm coaching somebody now he's a, he's a great coach. His name is Raj Pathak, I'm sure he's he's okay with me using his name. He just went through PDCA excellence training with myself and Dr. Jake Abraham, who is my Toyota coach. And we just finished training. And he did a great A3, now it's time for him to train others. And they've got a big project to do. He's leading the project. And I said, So Raj, tell me what you're thinking, what's the first meeting look like? And why? He says, Well, I want to go right into step one, okay. And I'm trying to understand why he would want to just go right into step one, for everybody of problem-solving, when we got a whole team here, and they're different areas, and he might not have a challenge for each one. So I said, what's your challenge for each individual, and he doesn't have that thought through. So I'm thinking, we need to do some visualization, what this might look like. So that's kind of the biggest thing for me, is if you can't visualize the end, to some degree, getting into it right away, that's the gap. There's a gap between being able to visualize the results, and get everybody else signing up into a charter saying, Here's what we want to do great. That charter, I've seen so many places, I've seen it work, it never works without everybody signing. So that's part of the Nemawashi though the consensus building that you need in Lean today, in order to make it work. So that's why I say you got to think about like, what's in their head? For two reasons. Number one, you want to know if there's any gaps. But number two, what are the gaps between them, and you. You could be the one in the learning seat. And so that's where the teacher sometimes learns more than the student. You know, show me more, tell me how you get that. I did that a couple of times, with students that I'm going, okay, I better pick up that book and read it. Jim 22:37Yeah, in my parlance, over the last few years, fluency has been the big word. And it's, you know, are you fluent in your own beliefs and your own thoughts around what we're about to do? Are you fluent in that and how you conceptualize work and what you value? And how you align to the corporate goals? Or what are your own goals? What's your workstyle? What's your genius? George 23:03We call that a little different. We call that the line of sight. But let me ask you this. What's your long term goal? Tim 23:10Myself? George 23:11Yeah, 10 years. Tim 23:1310 years out? I mean, I think it will be that I've managed to train enough leaders in this, in this practice, that they are self-sufficient, that my own company has a body of work behind it, that allows what can be would you say automated or that can be approached individually is happening and that we are focused in that space where other people can can begin to do some of the heavy lifting, I guess. Whereas for myself, I focus primarily on the teaching, and, and really getting the senior most leaders lined up for the work. The challenge becomes, can you carry that work all the way down to the coalface can it cascade through the organization effectively? And so, I mean, from my own practices, I think that's really important that the company has my clients have the ability to carry this thinking all the way down, internally. And so I'd say for the next 10 years on this, it's really about Systemizing. And in getting that, that together, and I'm on track for that. Whether or not it will materialize in that way. I'm not sure. But I don't exactly know “the how” yet to be frank. George 24:41Yeah. So one of the most amazing things I've come across is some guy on the internet. Norman Bodek, by the way, who's dead again, you know, like he he's gone. Mike, another coach is gone. Norman Bodek said, You need to learn about the people-side of Lean. And I'm going I don't know what that means. So he was talking about the Harada Method, with Kakashi Harada in Japan, teaching people how to be self-reliant. And they come up with their goal. They come up with their tasks, they go and execute and and one of the famous, the famous baseball player in the world today Shohei Ohtani did the 64th chart with Takashi Harada, in Japan. So it's pretty amazing that there is a process for almost every problem. But when you want to be successful, you need a system. You can't just have a process, we can go in with Lean. And we can say, here's a problem describing the problem, which is obviously half solved if you can do that. And we put together some tools and we say let's go through this. And we got a solution. For every problem, there's a solution. But for really successful people, they need a system. And that's why the Harada Method came into into play for me as well. 10 years ago, yeah, Tim 26:09that'll help me answer that, that question. More retrospectively, but yeah, the biggest leaps that I've taken in my business and my coaching practice and, and working with leaders, and again, I specialize in academics, and STEM leaders, people that are they're fairly linear in their thinking or at least linear in their, in the practice. And it really has been. It's funny, because as we talk about where that catastrophic derailment happened due to a that's actually what was the impetus for me taking a step back and looking at everything that I practiced over several decades of doing this work two decades doing this work. And deciding that I wanted to just really box what was working the best and I ended up starting to put my practices into some structures and into some processes. And I'd shied away from that. As the Lean guy, I'd shied away from that instead, you know, opting for more of a artisan approach or job shop approach, because I wanted, I wanted to make sure that I gave everybody a unique path through and I had to get my own mind around the fact that you know what, once I had systemized my approach my first conversation, say with with new coaching clients, suddenly I had a bunch of things going for me one, I didn't have to imagine where I was going next I had a place that I could start. And I knew they were reliable tools I used the most. They're things that I believe in, and that they've always worked. So there, I had linear thinkers I was dealing with, I could show them the path. I remember one point in my career, I had an engineer come up to me and say, Man, that was amazing. You did it was a piece of collaborative contract we're doing. But boy, you sure you sneak up on people. He said to me, I said, What do you mean, he says, We I didn't know what this was all about. And then towards the end of it, I was just like, amazed at how far we come out sure would have been calmer. If I had known where you were gonna take us well, now I can put a roadmap in front of this is what we're about to do, I'm not going to wait and deliver a punch line and, and make a guess at what we're going to do. And then the ability to just really test those theories, as blueprints for people doing well, and prove them out until they can be now I can isolate if I'm going to improve something about them, I can see the whole path. And, you know, it's so funny because I try not to be too hard on myself. But you know, you know these tools, and just the ability to step back and apply them to your own business, something that could seem rather chaotic, has made a big difference. George 29:01The entrepreneur does that. The entrepreneur thinks they must recreate everything for our client for every customer. So look, that's not a bad thing. You just got to recognize that if you want to stay a one person company, you'd better start thinking differently. Entrepreneur not. Because yeah, because there are people out there that like a system. And nowadays two companies are growing. Their reference of the past is not as relevant as it was. So what they're doing is they're experimenting their way towards the future. And understanding how to experiment is critical. So you know, of course Mike Rother is, you know, that Toyota Kata guy, and he used to be a student of Jeff Likers. So, you know, it's coming kind of from the same place. What did we miss with Toyota? What we missed was the soft stuff. We got the hard stuff. You know, 4S, they have at Toyota not 5S, we kind of know how to do that. But we don't have the discipline. And we're always thinking, look at all these tools, what are they there for? They're there to develop the people. And we never thought like that. We were, you know, great people, great products, they kind of bound it in between you got all your tools and systems and results. But it starts with great people. And it ends with a great product. You know, they kind of bound the problem there. And I don't know too many industries that wouldn't start like that, you know, we need great people. And what are those great people? Well, they're the ones that want to improve. And because they're doing it, they can demonstrate to others, in several ways coach and develop them to do it. And what are they striving for? Well, we need to get short term and long term results, you got to do both. So it's kind of like a big challenge in industry, especially everywhere, it doesn't matter. But we got the quarter crunch, the year end, you know, we got to make our numbers all the time, I just remember that the nightmare I was in, when I worked at New Flyer Industries, which ultimately ended up going bankrupt or taken over whatever. But it was a nightmare. We owed all our suppliers, like a lot of our suppliers, tons of money 120 million past 90 days. So it was like crazy, that's the way to run a business is to try to start a bus so you can get a progress payment, and then pay for parts on the buses that are in the yard. So you can actually get them shipped to the customer. So the challenge is applying lean is like an exercise in futility. What we got is great people, and we got to get those results. So we kind of nailed it. And Toyota went bankrupt way back in the 50s. So that's where, you know, they kind of learned their lesson. That's why they have a big bank account. Tim 31:57The big question that's left is you think about your journey through and how your thinking and your and your application. And your focus has evolved. When you think about that leadership experience that you're now focused on the other part of that Gallup poll that I thought was really interesting, or sorry, not Gallup poll, but their their recent publication was, they had said, They figure 10% of the population has the DNA of a leader, the ability to actually, you know, operate in them. And I my hypothesis is, it's actually smaller, because although they may start with 10%, only a fraction of that, I like to say 6% have the opportunity to lead or have not incurred other baggage, or something that will take them out of the mix, or don't have a personal situation that wouldn't allow them to do that, or haven't suffered trauma that wouldn't allow them to do that. So when you look at the leadership experience, and as you watch the leaders that you're working with, really grasp these concepts and then apply them and become higher and higher performing. What do you think the key, in your experience, what are the key mindsets? As I say, you know, you've talked about the five principles, what are some of the watershed moments that you see with leaders where they, you know, a light bulb goes on? And, and it clicks and they really get something? Could you share some thoughts on that? In terms of what are some of those big pivot points? George 33:32Yeah. Okay, I'm not sure they're big pivot points. This is part of the problem. Tim 33:34Sure. George 33:45The problem is we have a lot of little pivot points, which end up making a lot of big change at the end of the day. Tim 33:48Great, perhaps, what are some of the common little pivot points? George 33:50Yeah, so, number one, when I look at leaders getting excited, I think about why are they getting excited? It's because you've pointed out something, whether it's through your book or what have you. It's something that they did not expect. Okay, here's what they expected. And they got something else, there's a gap between what they expected and what they got. That gap is called learning. And as soon as you can increase the learning for that leader, they get hooked. It is the adrenaline, it's the dopamine that you know, gets released in your head. As soon as they do that, they get hooked. So one of one of my students in Germany, she was, I can't remember how we got to this. We were talking about a book called The Power of Habit or something. And I said, Look, a company is made up of habits. So tell me the behavior you would like to see. Tell me what the trigger is and how do you make sure that trigger happens? Because you got to have a trigger. You know, and then you can do the routine was the behavior and you need to kind of reinforce for yourself that that was a good thing to do. And you reinforce it in many ways. So she was, I want to make my bed every morning. I don't know why maybe she heard it and you know, they do it in the army and stuff. Okay, I want to make my bed every morning. So I said, Great. Let's talk a little bit about the trigger. So the trigger is, okay, I'm not gonna have my coffee. I'm gonna get up, I'm gonna put my clothes on, I'm gonna put my slippers on or whatever she's doing. There's a trigger somewhere for her to make her bed. Good. Then she makes the bed. And I said, what's the reward? And she struggled. We have a hard time programming our own thinking to say this is successful. And I said, Okay, I think in the book, they talked a little bit about somebody going on the sheets, just straightening out the sheets. And that felt good. I think it was a  Febreeze thing. I mean, they did that as a reward. And I thought, Okay, why don't you try that. And she says, George, it worked the next day. It worked. I can't believe it. Specifically thinking about the reward. I did this on the bed, and it smoothed out. And I felt good. I smiled. Well, okay, good. The smile is the reward too. So we have a hard time building in new habits that we know we need to have. Because we don't understand that we need a trigger. We need to do the routine because you know, it's important. And we need to create that little reward. And after that becomes a habit, you're done. You're done. Because every time today, when I go into a meeting, I always ask, what's the purpose? And what's the desired outcome of that meeting? I always ask it's a habit for me. And at the end, I always say it's time for Hansha, which is Japanese for reflection. Okay, what went well, during this meeting? What can we do better? How do we build that in for next time, and we improve our meetings each time. So that's just my meeting routines. But the habits make the difference. And so when I start with somebody, what, what we're doing is we're learning. And when we're learning, I'm saying, Are you satisfied with everything? You know, the way life is? Or would you like to improve something? And of course, we bring up the Taiichi Ohno no problem is the biggest problem of all? Yeah, okay, if you're, if you don't have a problem you want to fix then then I'm really no good to you. But let's, let's fix something, let's break it up, let's make sure we have little habits that we put together, maybe that'll create a routine, maybe that falls into a system that we built for you. Okay, so this is excellent when they can see how all this comes together. And they're excited about it, and then they transfer it to others. So I just think it's those little learning bits that make all the sense in the world. Tim 38:00Well, there's one other thing that you said there that I think I like to just stop on. And that's for your students that you talked to make the bed and then smooth out the sheets. And take a moment to reflect that you did this and that you're enjoying it and that the smile is the reward. You had said earlier that it's really important to, you know, go to the Gemba. And that being get into the students mind and understand what they're starting with. Right, this kind of thing. And I think it's a really interesting concept to say, maybe that going to the Gemba is getting into our own mind for a minute. And just stop for a second. And appreciate why you appreciated the reflection again, but saying, hey, you know, understand what you're out for here and understand what you just created for yourself. And take a moment, I used to be a chef. I was so I was a I was a classically trained chef, before I went back to business school. And what's the most important thing that a chef can do throughout that, that experiences if you're not tasting, you're not in control of the process? You have to stop and enjoy. Your own soup for a minute, if you're going to truly understand is it ready to go out? You have to look at it and say is this beautiful? What I just created here? You have to take a moment. And I think that's also part of sort of empathy when we're dealing with other people see it from their perspective. Appreciate it for a moment for what it is take a moment to be there with the person but you know, and this is where I'm like be there for a moment with yourself because I'm I was always really bad at that. I would do something meaningful. And I would steamroll right past it. Right. I wouldn't take praise for it. I wouldn't. Very bad at saying You're welcome. These kinds of things. You have to take a moment and say we just did something for a minute here, let's just put pause and realize, we got to the milestone we thought we were gonna get it because that gives us fuel for the next time we make the push. And the next time we do the next piece of effort, George 40:09That's called celebration, but we have to celebrate. Yeah. And being grateful. Look, that's all preparing your mind. And that's preparing yourself to be a better person, which you can then translate to others. So all of this is all teachings that you can apply to work. The customer, really, we got to turn this into value-added, we've run a business, we can't go home and say, Hey, I did this, I smoothed my bed. And now I want you to pay more for that product. No. So all of this is part of the little steps that it takes for them to say, Hey, I did this at home. Why can I do this at work? What's wrong with doing five paths? In a way, where there's a trigger? Five minutes before the end of the shift? Everybody does a five-minute 5S and we give each other a high five before we leave nothing wrong? Unless you're in COVID times, then maybe it's an elbow bump, you know? Tim 41:16Yeah. Well, it's been really enlightening to hear your perspectives on this stuff. And I hope we can do it again, because I'm having a lot of fun. And I'm learning through this conversation. So thank you very much for that. I want to make sure that people know how they can get involved with your thinking, how you'd like to be contacted, if somebody is inspired to reach out. George 41:38So my name is George Trachilis, they can go to georgetrachilis.com, they can contact me if they want to talk to me, or, you know, book me for a meeting and my calendars right there. That's the best way. Also, there's resources like the Harada Method I mentioned, you can go to finditgeorge.com, which is a great place that I'm building up now. And anybody can type something like A3, and they will have examples of A3s there. But if you type Harada, you'll get the five, five worksheets to use in the Harada Method. If you buy the book, I don't have anything to do with the book. But I promote the book. And those five worksheets are in there. So type Harada and download them for free. Tim 42:32Great, we'll make sure to put those links in the show notes so that everybody has quick access to them. One piece of advice from George Trachilis. George 42:40Yeah, and you know what I put it as a quote on my website, too. I've been where you are Tim, and I thought I've got so much to offer. You know, these executives, they just, sometimes they just don't see what I see. The key is to have an open enough relationship with these people where you can ask a question, and you ask a question to learn. And you can ask a question to teach. And in those situations, you're going to have to ask a question to teach, you're gonna have to figure out what that question is, that will allow you to not be offensive. Because Lord knows we can be offensive in what we're asking, and come across in a way that's very respectful, but gets your point across. But it's a question. They don't have to answer it. So many times. They're thinking short-term. And the question can simply be, are we thinking about the long term and the ramifications of doing this? Six months from now, versus what we get today? So, you know, I my quote was always just ask questions. Sooner or later, you'll become a teacher. Tim 43:56Once again, hey, thank you for for doing this. It was fantastic to spend some time with you. And we'll do it again. I'll talk to you real soon. Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable, consider visiting our website and signing up for the companion newsletter. You can find the link in the show notes. If like us, you think it's important to bring new ideas and skills into the practice of leadership. Please give us a positive rating and review on Apple podcasts. This helps us spread the word to other committed leaders. And you can spread the word to by sharing this with your friends, teams and colleagues. Thanks again for listening. And be sure to tune in in two weeks time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim sweet, encouraging you to keep on leading

Please Rate and Review us on your podcast app of choice!Get involved with Data Mesh Understanding's free community roundtables and introductions: https://landing.datameshunderstanding.com/If you want to be a guest or give feedback (suggestions for topics, comments, etc.), please see hereEpisode list and links to all available episode transcripts here.Provided as a free resource by Data Mesh Understanding. Get in touch with Scott on LinkedIn if you want to chat data mesh.Transcript for this episode (link) provided by Starburst. See their Data Mesh Summit recordings here and their great data mesh resource center here. You can download their Data Mesh for Dummies e-book (info gated) here.Kim's LinkedIn: https://www.linkedin.com/in/vtkthies/Gemba Walk explanation #1: https://kanbantool.com/kanban-guide/gemba-walkGemba Walk explanation #2: https://safetyculture.com/topics/gemba-walk/PayPal Data Contract Template OSS: https://github.com/paypal/data-contract-template/tree/main/docsStart with why -- how great leaders inspire action | Simon Sinek | TEDxPugetSound: https://www.youtube.com/watch?v=u4ZoJKF_VuAIn this episode, Scott interviewed Kim Thies, at time of recording a Leader on the Enterprise Data Team at PayPal and now SVP, Client Innovation & Data Solutions at ProfitOptics. To be clear, she was only representing her own views on the episode.Some key takeaways/thoughts from Kim's point of view:When talking about data mesh to execs, it's helpful to go back to basics: "these are the four main principles, and this is what we've built and why." Scott note: I recommend you slightly alter the phrasing, especially around "Federated Computational Governance" ;)Look to Simon Sinek and "Start with the Why". Always investigate the why for the other party. What would be enticing to your business execs to lean in on data mesh? But data mesh for the sake of data...

Takunda Noha: The Customer-Centric PO, Embracing the Gemba Walk as a Product Owner Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Customer-Centric PO, Embracing the Gemba Walk as a Product Owner In this episode, the focus is on a remarkable product owner who actively engaged in the Gemba walk. The Gemba walk involves visiting the places where the team, staff, and customers interact to observe how the product is being consumed. The episode highlights that it is uncommon for product owners to actively participate in this practice. The exceptional product owner was known for his authenticity and commitment to his words. He demonstrated his dedication by being the first one present when the store opened and even disguised himself as a regular customer to gather valuable information. This genuine approach built trust as he shared insights that were not made up. The episode concludes by emphasizing the importance of checking one's ego at the door in order to truly understand and serve customers. The Bad Product Owner: CEO-like Pressure, Overcoming the Struggle to Say 'No' as a Product Owner In this episode, the focus is on a common anti-pattern of a product owner (PO) who struggles to say "no." The role of a PO is compared to that of a CEO, as they face immense pressure to deliver. The episode emphasizes the importance of having a strong backbone to effectively fulfill the responsibilities of a PO. The struggle to say "no" often leads to deviations from the planned direction and goals, causing challenges in achieving outcomes within quarterly cycles. Takunda shares some tips on how to help PO's stuck in this anti-pattern. We cover, for example, assessing whether the PO is taking on too many tasks, and considering the opportunity cost of not prioritizing the original goals. We also discuss the need to stick to the planned path and make changes in future sprints rather than pivoting impulsively.    [IMAGE HERE] Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate.   About Takunda Noha Takunda is a seasoned change agent. He specializes in turning dysfunctional teams into high performing teams. You can link with Takunda Noha on LinkedIn.

On this episode, we talk about the book Mindset by Carol Dweck, PhD with guest Ed Martin.0:00 Two Quotes0:19 Topic Intro - Mindset1:32 The Fixed Mindset3:05 Growth Mindset4:25 Changing Your Mind5:35 Being Flawless8:05 Doing Hard Things9:51 The Drawing Example11:56 Failure WILL Happen12:58 Continuous Learning13:49 Bowling Example15:37 Business Equivalent of the Bowling Example17:25 Failure & Feedback19:02 Getting Around Negative Type Praise20:57 Coachable People & Leaders23:15 Remote Work27:00 Remote Work: Example of Mindset29:27 Blame = Failure32:32 Learning Over Blame35:09 Sailboat Retro37:12 Stormy-cast38:22 Women in STEM42:34 The Scrum Master's Dilemma45:15 Chapter 5 - Mindset & Leadership48:52 Brutal Bosses51:37 The Gemba Walk & Culture54:47 Taylorism & Rewards56:39 Profit Sharing58:11 HR1:00:04 Mindset for Managers1:01:25 Where Will Leaders Come From1:06:43 Crossing the Chasm (of Leadership & Being Remote)1:10:53 Choosing Mindset1:14:20 Wrap-Up= = = = = = = = = = = =Watch on YouTubePlease Subscribe to our YouTube Channel= = = = = = = = = = = =Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts:https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-PodcastStitcher:https://www.stitcher.com/show/agile-podcast-2= = = = = = = = = = = =AA100 - Mindset by Carol Dweck, PhD (with Ed Martin)

See for yourself how a process is operated by going to Gemba – ‘the real place' where the work happens.PMI Director Consultant Dennis Crommentuijn-Marsh has certified scores of Lean Six Sigma projects and can easily recognise those which started with a Gemba Walk.  To the improvement practitioner, it's a positive enquiry to learn from the experts that run the process, but how do you handle the concerns of Process Operators who may fear repercussions or ulterior motives?Find the answer to this and many other tips and tricks for getting the most from your Gemba walk in this episode of Uncommon Sense. Are you preparing to go to Gemba?  Here are more resources to help you do it effectively:Gemba Walks – Going to See In A Virtual World On-Demand Webinar  Blog: The Prizes and Perils of Designing Processes for Your Customers  Essential Green Belt Tools Video Series:  Gemba Walk  Blog: I Didn't Tell You Because You Didn't Ask!  More from PMI: Learn, share, and thrive at PMI's Goals to Results Conference on 25th September 2024.Register your interest for more information and to access early bird bookings. Dive into our Knowledge Hub for more tools, videos, and infographics Join us for a PMI LIVE Webinar Follow us on LinkedIn Take your improvement career to the next level with PMI's Lean Six Sigma Certifications - now available in two new and accessible formats, built around you. Explore On Demand >> Explore Distance Learning >>

A Gemba Walk is a stylized interaction used by leaders who want to reduce their Gap of Knowledge (GoK) about what is going on at the Gemba, the place where value is added for the customer. The Gemba Walk, also known as Genchi Genbutsu, is a hugely effective approach for inspiring the people you lead, increasing alignment, reducing waste, and making things better for customers and employees. In this episode we will cover how to make a Gemba Walk, and we will discuss the value of Gemba Walks with Tim Burgess, a successful, global executive in the food processing industry.A written outline of the What-Why-How for Gemba Walks can be found at the beginning of this show's transcript.

In Episode 35, Mark is recently back from his Scotland gemba visit. He isn't tired from jet lag, or from whiskey, but nevertheless, Mark and Jamie both end up complaining about being tired. Maybe we're just…old (gasp). We also didn't plan our color coordination (for those on video). Episode page with video and more  We focus this episode on going to the gemba in the making of scotch whisky, from Mark's recent trip. We talk about what is learned by going to the gemba, both in general and specific to whisky. You can hear more about peat, malting, distilling, and maturing, including is maturing inventory or a value-adding step?  Of course, we also select scotch as our whisky of choice, opting for more obscure selections that you may not have heard of. Both were excellent.  We also spend a little time talking about work retreats, whether it be for writing a book as both Mark and Jamie do, strategic thinking as Bill Gates would do, or just simply reflection and planning. We conclude by discussing what job at a distiller we would most like to do, although neither of us likely has the requisite skills. Slainte! Links From the Show: Jamie at the National Association of Corporate Directors Summit Mark heading soon to the Association of Manufacturing Excellence and the Iowa Lean Consortium conferences. Look for him! GE's Larry Culp's message.  Former Supreme Allied Commander of NATO, Admiral Stavridis at NACD Jamie's whisky selection Kilchoman Mark's whisky selection Glen Scotia Where are Islay, Jura, Campeltown? Ron Swanson's visit to Lagavullin Journeyman in western Michigan, Two James in Detroit, and Traverse City Whiskey up north The Multnomah Whiskey Library in Portland Jamie's post: how to do an effective personal work retreat

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Augmented Lean Prelaunch." Our guest is Natan Linder (https://www.linkedin.com/in/linder/), in conversation with host, Trond Arne Undheim. In this conversation, we talk about the background of our co-authored book, Augmented Lean (https://www.amazon.com/Augmented-Lean-Human-Centric-Framework-Operations/dp/1119906008), a human-centric framework for managing frontline operations, why we wrote it, what the process has been like, the essence of the Augmented Lean framework, and the main lessons of this book for C-level executives across industry. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 96 on The People Side of Lean with Professor Jeff Liker (https://www.augmentedpodcast.co/96). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial revolutions are rarely chronicled as they are happening, but this industrial revolution will be. There is an ongoing shift in the way technology and workforce combine to produce industrial change, and it is happening now. We are lucky to be situated in the middle of it. And I personally feel fortunate that I was brought along for the ride. It has been a life-changing experience to realize the power and impact of living through a shifting logic of manufacturing and, perhaps more importantly, to realize that as excited as we can be about automation, an augmented workforce represents the best combination of the most important technology we have which is human workers themselves with the second best machines that humans create. The fact that making humans and machines work together is no trivial task has been pointed out before but documenting what happens when it does go well in the biggest industrial companies on the planet feels like a story that deserves to be told. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Augmented Lean Prelaunch. Our guest is Natan Linder, in conversation with myself, Trond Arne Undheim. In this conversation, we talk about the background of our co-authored book, Augmented Lean, a human-centric framework for managing frontline operations, why we wrote it, what the process has been like, the essence of the Augmented Lean framework, and the main lessons of this book for C-level executives across industry. Augmented is a podcast for industrial leaders, for process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Natan, good to have you in the studio. How are you today? NATAN: I'm great. How are you? It's been a minute. TROND: It's been a little minute for us. It's crazy with book launches. It takes a little out of you. And you are running a company in addition to that, so you had some other things on your plate too. NATAN: Yep, running a company and having a book coming is an, I don't know if an artifact, but definitely, company is a lot about changing the status quo. And the book tries to capture a movement. So I think they go along nicely. TROND: Yeah, Natan. And I wanted to bring us in a little bit and converse about why this book was written. Certainly, that's not my benefit. You brought it up to me. But what were we thinking about when writing this book? So I want to bring it back to way before I came into the picture with the book because it was your idea to write a book. What was on your mind? What were the main reasons that you thought I really want to write a book? NATAN: When I was coming up as an engineer...and my background, I'm not a pure manufacturing production type engineer, but I've been around it my entire career just because of the type of products that I've been involved with whether it's mobile phones, or robots of all sorts, 3D printers. So you get to spend a lot of time in these operational environments, shop floors, machine shops, and the like. And when we started working on Tulip, it was pretty clear pretty quickly that there's a moment that is emerging in operations that no one has captured the story. And this is back even; I don't know, maybe five or six years ago. We are maybe one or two years old, and I'm already starting to think about this post-lean, or classical lean movement that I'm sure is happening. That really is the genesis of the book in the early, early days. And fast forward to when we started talking, I think we got Tulip off the ground. But really, that was a platform to meet all those different people who helped operations transform digitally, whether it's all sorts of consultants, or academics who are researching operations, or business leaders, you know, tons of factory managers and the engineers that work with them, and the executive, so a whole bunch of people. And they're all basically talking about the same thing and the deficiencies in lean, the complexity of technology, and how they're trying to change, and it is so difficult. So I think that's a good description of the landscape before diving in to try and capture what the book attempts to capture. TROND: Yeah, Natan, I remember some of our early discussions. And we were dancing around various concepts because clearly, lean is a very broad perspective in industrial manufacturing focused on reducing waste and many other things. It's a broad concept that people put a lot of different things into. But I remember as you and I were thinking about how to describe this new phenomenon that we do describe in the book, we were thinking a little bit that a lot of these new influences come from the digital sphere. So there's also this term agile. There are some people who say, well, you know, let's just replace lean because it's an outdated paradigm. And I remember you were quite adamantly arguing that that's not the case. And this goes a little bit to the message in our book. We are in no way really saying that lean isn't relevant anymore. NATAN: On the contrary. TROND: Tell me a little bit about that. NATAN: A really simple way I think to frame it is that whether you're practicing lean formally or some variant of it, of lean, or Six Sigma, or some program that formalizes continuous improvement in your operation...and we're talking about frontline operations. We're talking about factories, and labs, and warehouses, and places like that. You are practicing lean because this is how the world..., even if you're not doing it formally; otherwise, you're not competitive. Even if you're in a bank or a hospital, you might be practicing lean. And that's where agile comes to the picture, and it was adopted widely by operations practice in general and pushed into areas that are not pure manufacturing. So, in a way, lean is a reality. Some organizations are more formal about it, some are less, but definitely, they're doing it. Here's the issue, and this is the main thesis of the book. When lean came about...and we know the catalyzing text. We know the teaching of Taiichi Ohno. We know about The Goal. We know about The Machine That Changed the World. And those are seminal texts that everybody reads. And we know about Juran and lots of great thinkers who thought about operations as a data-driven game, some from the school of thought of quality, some from pure operation research, some from how do you put emphasis on classic just-in-time, Kanban, Kaizen, all those continuous improvement things. But at the end of the day, all of that thinking, which still holds true, was not done when digital was top of mind, where data is everywhere, where people need to live in such data ecology. It was done, so to speak, in analog times. And it doesn't mean that the principles are wrong, but it doesn't mean they don't need to get augmented. And this is maybe the first time where this idea of augmentation, which, to me, augmentation is always about...I always think about augmentation from a people's perspective or an org perspective. It's just a collective of people. That's where it starts, and that's where we had something to say. So that's one aspect to think about. The second big one is actually very simple. It's kind of like; we heard ten years of industry 4.0 is going to change everything, and all we got is this lousy OEE graph. And that's kind of like a little tongue-in-cheek on we were promised flying cars, but we only got 140 characters. I mean, come on, stop talking about industry 4.0. It's like, who cares? If the tools and digital techniques and what have you is not adopted by the people actually doing the work, that then collectively, one engineer, another engineer, another operator, a team lead, the quality lead, and so on come together to transform their org, if that's not happening, then that's not sustainable transformation, and it's not very relevant. Again, augmentation. TROND: Right. And I think, Natan, that's where maybe some people are surprised when they get into this book. Because it would be almost tempting to dismiss us as traditionalists in the sense that we are not really going whole hog into describing digital as in and of itself, the core of this principle. So there is a little bit of a critique of agile as an idea that agile or using that as a kind of a description for all digital or digital, right? That digital doesn't change everything. And I guess I wanted to reflect a little bit on that aspect because I know that you, as a business leader now hiring a lot of people, we are spending a lot of energy bringing these two perspectives together, and it's not very obvious. You can't just take a digital person who is completely digital native and say, "Welcome to the factory; just do what you do. And because you do things better than everyone else, we are now going to adapt these factories." How do you think about that? In factories, you could conceive it as the IT versus OT, so operational technologists versus information technologists and the various infrastructures that are quite different when those two things come into play. NATAN: So my frame of reference is the most value...and it's a very engineery frame of reference because I'm an engineer at the end of the day. It's like, the most value gets unleashed when people truly change how they work and adopt a tool, and that's true for operations and manufacturing. But, by the way, it's also true for the greater business perspective. And a lot of people, when I talk to them about Augmented Lean, really take us to the realms of what is the future of work, and I think it's very timely. We're kind of in a post-COVID reality. Working remote has changed many things, working with data. Big ideas like citizen development, you hear them all over the place. And use of advanced platforms like the no-code/low-code that allow people to create software without being software engineers become a reality. So there's a much broader thing here. But if I focus for a second on what you're asking, the way I see it is when people truly change how they work, it means that they believe, and that belief translates into action, that the tool that they're using is the best way to do something. And they become dependent and empowered by it at the same time because they're not willing to go back to a state where they're not thinking and working with data, or back to the clipboard, or back to being dependent on an IT department or a service provider to give them some technical solution. People have become more self-sufficient. And it turns out that if you do that, and sometimes people would refer to that as you let people hack or go nuts in the factory floor or in whatever operational environment, that could be a concern to people, and that's a fair observation for sure. And that's where when you look at the book, when we were kind of constructing the framework we call Leader HG where HG stands for hack and govern... We are used to Silicon Valley startups being like, oh yeah, you all just need to hack. And that's a very glorious thing, and everybody understands that. And they want them to hack when they are a 50,000-person software company. They're still hacking, but they're doing it in a much more structured way, in a much more measured way. So even in hacking, there's governance. And in operational environment, governance is equally important, if not more, because you're making real things. That is something we've observed very empirically. Talking to a lot of people seeing what they do, it's like, yeah, we want the best ideas from people. How do we get it? What do we do? We tried this approach, that approach. And I think we were sometimes very lucky to be observers to this phenomena and just captured it. TROND: Yeah. And I wanted to speak to that a little bit. I want to thank you, actually, for bringing me into this project because you and I met at MIT but from different vantage points. I was working at Startup Exchange working with a bunch of very, very excellent MIT startups in all different domains, and you were an entrepreneur of several companies. But my background is more on the science and technology studies but also a management perspective on this. But I remember one of the things you said early on to me was, "I want to bring you in on this project, but don't just be one of those that stays at the surface of this and just has like a management perspective and writes future of work perspectives but from like a bird's eye view. Come in here and really learn and go into the trenches." And I want to thank you for that because you're right about many things. This one you were very right about. And this clearly, for me, became a true research project in that I have spent two years on this project, a lot of them in venues and factory floors, and discussing with people really at the ground level. And for me, it was really a foundational experience. I've read about many things, but my understanding of manufacturing, frankly, was lacking. And you could have told me as much, but I actually, frankly, didn't realize how little I knew about all of the factors that go into manufacturing. I had completely underestimated the field. What do you say to that? NATAN: It's interesting because I feel like the last two years, everything I think I know [laughs], then I found out that I don't know enough. It just kind of motivates you to do more work to figure out things because it's such a broad field, and it gets very, very specific. Just listening to your reflection on the past couple of years, the reality is that there is a gap in the popular understanding of what operations and manufacturing is all about. People think that stuff comes from some amorphous factory or machine that just makes the things. And they usually don't see, you know, we have those saying, like, you don't want to see how the sausage is made, which is obviously very graphic. But you also don't see how the car is made unless you're a nerd of those things and watch those shows like how things are made, but most people just don't. And they don't appreciate the complexity and what goes into it and how much technology and how much operation process it consumes. And as a society and as a set of collective economies and supply chains, it is so paramount to what's actually happening. Just take things like sustainability or what happens with our planet. If we don't learn to manufacture things better and more efficiently with less people because we don't have enough people in operations, for example, our economies will start to crumble. And if we don't do it in a way that is not just sustainability from the perspective of saving the planet, also that, but if we don't become more efficient in our supply chains, then businesses will crumble because they can't supply their customers with the product that they need. And this thing is never-ending because products have life cycles. Factories have life cycles. And the human species, that's what we do; we take technology, and then we turn it into products, and we mass produce it. That's part of how we survive. What we need is we increase awareness to this. And I think The Machine That Changed the World and Toyota Production System unveiled those concepts that you need to eliminate waste to build better organizations, to build a better product, to have happier customers; there's something really fundamental there that did not change. The only thing that changed is that now we're doing it in a reality where the technology is out there; data is out there. And to wield it is difficult, and there is no escape from putting the people who do the work in the center. And to me, if we are capable of doing that, the impact of this is recharging or rebooting lean in the classic sense for the next three decades. And that's my personal hope for this book and the message we're hoping to bring in. We would love people to join that call and fly that flag. TROND: Yeah. I wanted to take us now, Natan, to this discussion. A lot of people are saying, "Oh, you got to market manufacturing better, and then people will come to this area because there are interesting things to do there." But more broadly, if we think about our book and why people should read that, my first reflection is building on what I said earlier that I didn't realize not just the complexity of manufacturing but how interesting it was. My take after two years of studying this is actually that there's no need to market it better because it is so interesting and fundamental for the economy that the marketing job, I think, essentially has already been done. And it's just there's a lag in the system for new employees, new talent. And society overall realizes how fundamentally it is shifting and reconfiguring our society. But I guess I want to ask you more. What is the reason a C-level executive, whether they work in manufacturing, in some industrial company, or really, if they work in any company that is interested in what technology and manufacturing is doing to their business reality...how they can implement some of those ideas in their business. What would you say to them? I mean, is our book relevant to a business leader in any Fortune 500? Or would you say that our messages are kind of confined to an industrial setting? NATAN: I think it applies to all of them. And the reason is that these types of roles that you're describing, folks will best be served if they learn from other people's experience. And what we tried to do in the book is to bring almost an unfiltered version of the stories of their peers across various industries, from medical devices, to pharmaceuticals, to classic discrete manufacturing, all sorts of industries. And they're all struggling with the same kind of stuff. And so those stories are meaningful and can contextualize the thinking of what those C-levels are actually trying to cope with. What they're really trying to do, everybody, I'd say, is why do people think about and talk about those big terms of digital transformation? It's really because they want to make sure their companies don't stay behind or, in other words, stay competitive. This stuff is an imperative for organizations that have real operations that span digital and physical, and I don't know many that don't. Of course, there are some service industries that don't have anything but still have operations. You can't avoid handling the subject and what it entails. It entails training your people differently. It entails defining technology stacks. It entails connecting using various technologies, protocols, what have you, across organizations and finding value in this data so you can make good decisions on how you run your billing cycles, or how you order your stock to build, or how you ship your end product and everything in between. And I don't think that the book is groundbreaking in the sense that we're the first people who ever thought about it. But I think if we've done anything, is we've observed long and hard. And we've listened very carefully to what people are telling us that they did, and they struggled. And it's a timely book. And maybe in a decade, it's a classic, and, wow, these are good stories. And it's like reading about the first people booting up mainframes or PCs. And if that happens, I'm actually pretty happy. But you know why I would be happy? Trond, let me tell you something, it's because technology, like, the human needs change much slower than how technology evolves and gets deployed, but still, good technological-driven transformation take a long time. TROND: That's exactly what I was going to say is that the future is an interesting concept because what's tomorrow to some people is today for others. So you say we're not writing about something that's so new or unique but to industry overall and to some manufacturers, what we're writing about is the future because they haven't implemented it yet. To some of Tulip customers, to some of the great companies that we have researched in the book, whether they be J&J, Stanley Black & Decker, DMG MORI, a lot of other companies in medical device side, and also smaller and medium-sized companies, even some startups that are implementing some the Augmented Lean principles, to them, this is of course not the future. And maybe, you know, we're not saying that leaders who try to implement Augmented Lean need to change everything around; we're saying common sense things. It's just that; clearly, all of industry is not human-centric, right? There are parts of industry where you adjust 80% to your machines, and you make economic decisions purely based on the infrastructure efficiency improvements you're trying to make. I guess what we're saying is the innovation argument; people are the most innovative, and you have to restructure around your workforce, even if you are making machine and robot investments. NATAN: Yeah, automation would always require strong reasons to automate that, you know, some of them are complexity, safety risk, things like that or throughput to like how much product do you need and that kind of stuff. But even if you have the best automation, you typically have people around it, and nothing is just only machine-driven or only human-driven. The reality is that most stuff gets made through a combination of several manufacturing technologies working in unison with people at the beginning, middle-end doing things from the planning, to running automation setups and machinery, to taking the output, doing assembly, doing tests, audits and checks, and packaging, and logistics, and at the end of the day, human-intensive type of operation in most of the areas we roam, at least. And as such, to think that in this day and age you don't focus on people is to me nuts when all those people carry a supercomputer called a smartphone in their hand and have uber-connected homes with a million CPUs streaming all this data, and we call that media, whatever. And they're so accustomed to interfacing to their world and their businesses through that. And you and I are Gen Xers, and let's just think about the generation that comes after us and after us. These are digital natives par excellence. They expect as much, and organizations that don't do that, whether they choose the Augmented Lean approach or any other approach, they're just not going to have employees. That's a little bit of a problem. TROND: Yeah. But it's important what you're saying in one respect which is there are many reasons to dismiss a book, a management book, a technology book. And one could be like; all these people are just that. And one, I guess, gut reaction when people look at the title or perhaps hear some of the things that you and I are saying is that, oh, these people are Luddites; they're against technology. But I wanted to, certainly on my end, just to state very clearly there's nothing in our book that's against technology. We're simply saying to optimize for the simplest technology, that is, you know, to our great inspiration here, who was a big inspiration, I know, for you and now for me because you brought her into my sphere. Pattie Maes' perspective from MIT on Fluid Interfaces and the importance, you know, no matter what advanced technology you're going to bring into whatever context, if that context of the technology, the use interface is not a fluid interface, you are simply doing yourself a disservice. You could have bought a $1 million CNC machine or maybe a $10 million whatever robot, but it has to work in your own organization, and this is just so important. So we're not against technologies. We're just saying these investments will be made. But you have to think about other things as you're making those investments. So I just wanted to make that point and hear your comment to that. NATAN: Yeah, look, I have a slightly...I guess a complementary angle to this is like when you think about it; I think that technologically democratized organizations in the day and age we living in the future. And what makes, I think, Augmented Lean span beyond the frontline operation perspective is because it tells a story of democratizing operation where fundamentally before lean...and we're talking about the mass production era. Mass production came from a military structure, you know, divisions, and battalions, and commanders, and ranks, and all that kind of stuff. Enters lean, and democratization starts. Forget technology. It starts because suddenly everybody on the Gemba Walk, you know, the walk where they have an equal voice to find problems on the shop floor, and list them up, and think about a solution, everybody has a voice. So these are fundamental things that shifted things like how you manage your warehouse, or how you do just-in-time, or how you are supposed to do continuous improvement. But you have to collect data to prove that this improvement is actually worthwhile doing. And this is exactly what agile took, and this is exactly the transition you saw in, well, because the market moves so fast and the internet is here, and clouds are real, why don't we not spend two years in a bunker doing waterfall software development? And, boom, we're now talking sprints and all that kind of stuff. And no one is even questioning that. And that's a lean approach we call agile, lean approach to how you do software development. And what I'm trying to say is, de facto, when I run a day in a company, like, I talk to my peers, and my leaders, and folks I work with on a daily basis. Everybody talks, yeah, we're on an operation sprint. We are on a marketing sprint. We are on a whatever sprint. What is that? That is a democratized organization with specific leaders owning functions and owning interfaces using tech stacks all over the place: the marketing stack, the sales stack, the HR stack, whatever. And where we roam also, we're part of the operational or OT stack, and that's what they're doing. And all this book is doing is saying, like, hey, it's actually happening. Let's give this a name. Let's put the beacon on this. Let's try and find what's the commonalities. Let's get the best stories that share the successes and the failures. We have plenty of failures there in the book that teach you something at this moment in time and set up the next decade. This next decade to me, is seminal. It's not very different to when technologies reached maturity, like clouds and what have you. 10, 15 years ago, you're talking about this thing, cloud, some people will go like, "What cloud? What are you talking about?" That's done. That's the disappearing edge of technology. Now we say AI and all that kind of stuff. And then the problem gets solved and disappearing, you know, it's like, so that's going to happen. I just think we gave it a good name and a good description at this point in time. TROND: Natan, I love the...personally, I'm a runner. I love the metaphor of a sprint, and for a couple of reasons, not just because I know what a sprint is and what it takes. But I love the fact that a sprint in a management context refers to sprinting partly together because it's a team-based effort. So some people need to sprint a little faster in certain aspects of that team process in order to deliver things that the team needs. But rounding up and thinking about how people can sprint with us, Natan, how should people think about learning more? So, obviously, reading the book. It's available on every bookstore, and Wiley published it, and it should be everywhere. There's even an e-book. But beyond that, what are your thoughts about how people can get in touch, join the movement, join the sprint of thinking about Augmented Lean? Which by the way, there is no one Augmented Lean principle. It's a menu of choices. There are ways that you can engage. There are ways you can implement it. It's not like a one, three-step process that everybody has to do. But there are ways that people can connect. We have this Augmented Podcast. What are your thoughts if people are gelling with this message? NATAN: I can talk about my heart's desire, okay, and my hallucination around this. And this is like, really, kind of living the dream and making sure democratization continues. If we are successful, at the moment, we are starting a movement. And there are millions of people who self-identify as lean Six Sigma quality professionals out there that know exactly what we're talking about viscerally. They spend their days trying to solve problems like that. They pore over data; they train people. They are the people creating the reports and trying to kind of help their organization take another step and another step in the never-ending journey of continuous improvement. We need to work on a much larger manifesto for Augmented Lean, and this is not for you and me; this is for a greater community to come together. So my recommendation is if you dig this and this is something you want to do, you know where to find us; go to augmentedlean.com. There's a contact email, our contact information. And I guess we can share it for that purpose somewhere in Augmented Podcast or our various other channels. And tell us what you think. And just join us. We're not sure exactly...we're starting from the excitement around launching the book with our close network of partners, and friends, and customers, and collaborators, and all our network. And it's a very exciting moment for us. But we're going to open it up, and it's going to be in the book tour, and it's going to be in various conferences. And the first law of creating a movement is show up. So I'm calling everybody to show up if you're okay with lean and the way it's going so far for you and Six Sigma. But if you feel the need to change and observed or experienced some of the stuff we're talking about in Augmented Lean, come tell us about it, and let's shape it up and get people together. The internet is the best tool on the planet to do that, and we'll get it done. Stay safe. TROND: Right. So, on that note, I want to round us off. I think that it should at least be clear from this conversation that both of us strongly feel that there are greater things ahead for industry and that manufacturing is not just a relevant piece of society, but there are things happening here that are coalescing that we are describing in the book, but that will happen independently of us and the very few examples we were able to put into the book. And folks that are interested in exploring what that means for them as individuals, as knowledge workers in the factory floor, or as executives who just want to be inspired the way people were inspired by the Toyota lean movement or other movements, they should come and contact us. Natan, thanks for spending the time today. NATAN: Yeah. Thanks, Trond. Always a pleasure. Will see you very soon. TROND: You have now just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Augmented Lean Prelaunch. Our guest was Natan Linder, in conversation with myself, Trond Arne Undheim. In this conversation, we talked about why we wrote a book and why C-level executives should read it. My takeaway is that industrial revolutions are rarely chronicled as they are happening, but this industrial revolution will be. There is an ongoing shift in the way technology and workforce combine to produce industrial change, and it is happening now. We are lucky to be situated in the middle of it. And I personally feel fortunate that I was brought along for the ride. It has been a life-changing experience to realize the power and impact of living through a shifting logic of manufacturing and, perhaps more importantly, to realize that as excited as we can be about automation, an augmented workforce represents the best combination of the most important technology we have which is human workers themselves with the second best machines that humans create. The fact that making humans and machines work together is no trivial task has been pointed out before but documenting what happens when it does go well in the biggest industrial companies on the planet feels like a story that deserves to be told. Thanks for listening. If you liked the show, please subscribe at augmentedpodcast.co. And if you liked this episode, you might also like Episode 96 on The People Side of Lean with Professor Jeff Liker, who wrote the best-selling book, The Toyota Way. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us because we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production and logistics process in a physical location. Tulip is democratizing technology and is empowering those closest to operations to solve problems. You could find Tulip at tulip.co. Augmented — industrial conversations that matter. See you next time. Special Guest: Natan Linder.

How is Agile relevant beyond IT? Alan Zucker explains how agile roots are in the Lean manufacturing movement as he shares about the application of agile practices for non-technology projects. He talks about agile as a mindset, the Gemba Walk, House of Lean, transparency in teams, value stream mapping, and much more. Recently Alan launched a new Velociteach InSite course: Agile Beyond IT, a hands-on application of agile practices for non-technology challenges. Table of Contents 01:59 … Agile Beyond IT03:09 … Blurring the Lines between Traditional and Agile06:04 … Fusion Cooking and Project Management07:21 … Agile as a Mindset not a Methodology10:19 … Self-Organizing and Self-Managing11:32 … Empowering Team Members12:36 … Iterative and Incremental15:12 … Iterative and Incremental in Non-IT Projects15:21 … The House of Lean17:43 … Transparency in Healthy Teams19:22 … The Gemba Walk22:53 … Agile Manifesto beyond IT24:59 … 12 Agile Principles beyond IT27:41 … Dignity28:49 … Value Stream Mapping in Non-IT31:39 … Advice for New Leaders32:57 … Get in Touch with Alan34:19 … Closing ALAN ZUCKER: Another is trusting the wisdom of the team, recognizing that you don't need to come up with all the answers, or potentially even any of the answers; that your strength lies in bringing out the experience and knowledge of everybody else on the team. WENDY GROUNDS:  You're listening to Manage This.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  This is the podcast about project management.  We are excited to bring our guest to you today.  This is actually someone we've had before. BILL YATES:  Yes. WENDY GROUNDS:  Alan Zucker is joining us.  He's a certified project management professional.  He's an Agile Foundation certificate holder, a Scrum Master, a Scaled Agilist, as well as a keynote speaker. BILL YATES:  We have a course that we are launching.  This one is called “Agile Beyond IT.”  It's a part of our self-paced training in InSite.  Alan created the “Fundamentals of Agile” course for us, and the feedback was always positive, and sometimes he'd get the comment, “I don't work in technology, so how does this apply to me?”  Well, that's something that he's dealt with a lot in some of the consulting and other training that he's done for organizations. For several years Alan's helped clients use agile principles and practices in diverse non-technology fields, everything from construction to not-for-profits.  These experiences are the basis for this class.  And he pulls some of the concepts from the agile principles and says, “Okay, here's the principle.  How can we apply this beyond IT?”  Very practical, great advice. Alan has got multiple agile certifications from PMI, the Scrum Alliance, Disciplined Agile, and Scaled Agile.  He's created courses for us.  He instructs for us.  He is in the classroom.  In fact, as we wrap up this session today, he's going to begin a four-day PMP prep class for us.  And we're delighted to have him with us. WENDY GROUNDS:  Hi, Alan.  Welcome to Manage This once again.  Thank you for joining us. ALAN ZUCKER:  Hi.  It's great to see you guys again. Agile Beyond IT WENDY GROUNDS:  Now, we've just mentioned that you have completed a course for us, “Agile Beyond IT.”  And we're very excited to publish this one.  It's an excellent course.  Could you give us a little bit of a background for this and why you picked that name for the course? ALAN ZUCKER:  Sure.  So a few years ago I created a “Fundamentals of Agile” course for Velociteach.  And it's been very popular.  But as we were looking at some of the comments that people left, people were saying, “Well, this was a really great course, but it was all about technology, and I'm in a non-technology area.  How can I use agile?”  So we had some conversations, and we put together a course for people that aren't in technology.  And it just so happened that around the same time I was thinking,

How is Agile relevant beyond IT? Alan Zucker explains how agile roots are in the Lean manufacturing movement as he shares about the application of agile practices for non-technology projects. He talks about agile as a mindset, the Gemba Walk, House of Lean, transparency in teams, value stream mapping, and much more. Recently Alan launched […] The post Episode 156 – Agile Beyond IT appeared first on PMP Certification Exam Prep & Training - Velociteach.

Als Chef oder Führungskraft sind wir oftmals betriebsblind. Wir sind so sehr mit unseren eigenen Aufgaben und Themen beschäftigt, dass wir gar nicht wirklich mitbekommen, wie die Abläufe und Prozesse von den Mitarbeiter*innen gestaltet und umgesetzt werden. Hier kann der Gemba Walk eine großartige Möglichkeit sein, um sich a) einen guten Überblick über die Tätigkeiten des Teams zu verschaffen. b) Lob und Anerkennung zu zeigen. c) Notizen zu machen und schauen, wo gezielte (Nach-)Schulungen sinnvoll sein könnten. Erfahre live, wie du Performanceeinbrüche abwenden kannst, indem du gemeinsam mit deinem Team die Top 5 in deren jeweiligem Bereich aufstellst. -- Hi, buche hier Dein Strategiegespräch und wir besprechen wie Du einfach und zügig mehr aus Deiner Praxis machst: www.dr-martin-baxmann.de - Hier kannst Du einen InOffice-Kurs buchen: https://www.myortholab.de/kurse-seminare/ - Oder wir kommen zu Dir! Schreibe mir eine mail für einen @YourOffice-Kurs an: info@myortholab.de Dann ist LeanOrthodontics ruckzuck auch bei Dir eingeführt. Und keine Sorge, Du willst garantiert, dass das dann auch so bleibt. - Zu meinen Büchern, Kursen, Fanartikeln und zu meinem Laborshop geht es hier: https://www.myortholab.de/shop/ Ich freue mich auf Deinen Besuch! - Schau Dir auch mal die Webseite an: www.leanorthodontics.com Dort kannst Du dann auch meinen Blog lesen, falls Du Dich immer noch nicht traust, mir endlich im Kurs gegenüberzutreten. Ich würde Dich so gerne kennenlernen! - Aber wenn Dir unsere Art zu denken und zu arbeiten so richtig gut gefällt und Du das Gefühl hast "da muss ich hin", dann komm an Bord! Genau so sind schon einige unserer tollen Teammitglieder zu uns gekommen. Schau Dir hier Deine Karrieremöglichkeiten an und lade Deine Bewerbung hoch: https://www.orthodentix.de/stellenausschreibungen/ Wir hören und sehen uns! Dein Dr. Martin Baxmann

Well, it's been a joy hanging out with Paul Reed, as always. Thank you so much. I loved having him on the show. It was wonderful.Well, that was so much fun. And I think it's very important to look at both retrospectives. And think of that socio-technical complexity and how it intersects with the Gemba Walk. It's not my concept. I referenced it in The Experiment Leader book. It's important to look at the human components of measurement. As we try to figure out whether or not our experiments work.I challenge you to look around at the experiments that you're doing in your work and with your people. See what the people are doing this week.Love the show? Subscribe, rate, review, and share!Here's How »Join The Experimental Leader community today:melanieparish.comYouTube

Kathy Walsh Director and Principal Consultant Quality Systems Now Kathy Walsh is the Director and Principal Consultant of Quality Systems Now (QSN), and she helps companies and individuals in regulated industries solve quality culture problems that increase productivity and master compliance challenges in their marketplace. Kathy has over 20 years' experience working in regulated industries - pharmaceuticals, medical devices, biotech, and clinical sections. She has a PhD in Biology, and she's the author of Eliminate the Gobbledygook Secrets to Writing Plain Language Procedures. With the right Quality Management System (QMS) in place, everything in an organization integrates and aligns. Processes are coordinated and implemented effortlessly, and the company as a whole runs smoothly like a well-oiled machine. Whether product or service, from design to launch you can sense a commitment to quality in every person involved. However, oftentimes companies write off QMS implementation trying to cut down on expenditures, but this can actually prove to be more costly in the long run. On the other hand, some companies find that implementing a QMS ends up being more of an efficiency hindrance with complex processes and procedures. Implementing the right QMS in the right way is unique to every organization, but what they all have in common is it requires keeping things simple, which is ironically no easy task. Luckily, on today's episode of The COO's Corner we bring on Kathy Walsh, a subject matter expert to guide us through this issue. Kathy is a specialist and thought leader on quality culture and argues this can only be achieved by making the complex simple. Kathy will explain why quality represents the brains of any organization. She will offer guidance on how to correctly implement a QMS, and how to overcome the common challenges that companies face during the process. - [00:03:00] What is quality, and what is a quality culture? - [00:05:50] The key to instill a quality culture - [00:09:12] Risks businesses face without a QMS system - [00:11:55] Overcoming common QMS implementation challenges - [00:16:40] Ensuring quality in every step of the process - [00:21:32] Avoid this mistake during QMS implementation - [00:24:59] Pinpointing the right size QMS for your organization - [0028:51] Tamar asks her quintessential final question Kathy is passionate about using Plain Language writing to increase productivity and reduce errors arising from documentation. She regularly trains companies, startups, and individuals in the benefits of 'write' first time. Kathy helps design and implement user-friendly compliance solutions that increase productivity and overcome the quality challenges in her client's marketplaces. Learn more about Kathy's work at https://www.qualitysystemsnow.com.au/about-us/ Connect with Kathy on LinkedIn at https://www.linkedin.com/in/kathy-walsh-6b74b186/ RESOURCES MENTIONED: - Walsh, K. (2019) Eliminating the Gobbledygook - Secrets to Writing Plain Language Procedures. https://www.amazon.com/Eliminating-Gobbledygook-Secrets-Language-Procedures-ebook/dp/B083DGF35H - KAIZEN™ Principles https://www.kaizen.com/ - Gemba Walk https://www.sixsigmadaily.com/what-is-a-gemba-walk/ - Six Sigma Methodology https://www.sixsigmadaily.com/topics/methodology/ Reach out to Tamar at tamar@tamarnelson.com Connect with Tamar on LinkedIn at https://www.linkedin.com/in/tamar-nelson/ Learn more about Tamar's work on https://tamarnelson.com/ Please leave a review and thanks for listening. All good things! Tamar

"Lean ist leicht, aber nicht einfach". Dieser Satz von Johannes Pohl im Laufe des Gesprächs mit Max Meister in der heutigen Folge skizziert auf plakative Weise die besonderen Herausforderungen, die mit Lean Management in einem Unternehmen verbunden sind. Wie kommt man in Sachen Lean ins "Umsetzen" innerhalb einer Organisation ist die Thematik dieses Podcasts. Johannes Pohl ist ausgewiesener Experte auf diesem Gebiet und hat u.a. auch als Co - Autor des Buch "5S, Arbeitsumgebung, Prozesse und Projekte optimieren“ Max Meister auf sich aufmerksam gemacht. Bei einem Besuch in den Räumlichkeiten der Ludwig Meister Zentrale in Dachau nutzte Johannes Pohl die Gelegenheit für einen sogenannten "Gemba Walk" in der Ludwig Meister Logistik. Hören Sie in diesem Podcast was ein Gemba Walk ist,  seine Eindrücke der Besichtigung und verschiedener Gespräche mit Mitarbeitern, sowies eine Antworten und Empfehlungen an Max Meister, selbst überzeugter Lean Anhänger. Viel Spaß beim Reinhören.

Tijdens de vorige podcast is de gemba walk genoemd. Deze aflevering gaat over de gemba walk en het verschil tussen een gemba walk en een audit.https://www.q4all.nl https://www.leanindelogistiek.nlhttps://www.leanbootcamp.nl

Gemba – this is a phrase I learned from the Lean world. “Go to where the real process happens”. If you want to know how things work, you need to get up and go to the actual place where the work is done, then observe, ask questions and learn. Try a Gemba Walk for the … Continue reading "Take a Gemba Walk – GO and SEE don't Sit and Wish"

ECSR, ELCOMORE, SCAMPER et NARC sont quatre acronymes qui servent de moyens mnémotechniques pour structurer une analyse de processus et dégager des pistes d'amélioration. La version vidéo se trouve ici : https://youtu.be/WghERZO1Jcg Pour commander mon carnet du tour de terrain (Gemba Walk) : https://www.amazon.fr/gp/product/B09DFK5T2Z/ref=dbs_a_def_rwt_bibl_vppi_i3 Musique : Shore by KV https://soundcloud.com/kvmusicprod Creative Commons — Attribution 3.0 Unported — CC BY 3.0 https://creativecommons.org/licenses/ Music provided by Music for Creators https://youtu.be/5hSmjkencrY

IntroductionWelcome to Episode 55 of the enterprise excellence podcast. I'm so pleased to welcome back Mr. Michael Bremmer to the second episode  on Michael's background and his book, How to Do a Gemba Walk, a Leaders Guide. In the first episode, we covered the topic of finding a purpose for a walk, and then also listen, look and learn during a walk. Today, we're going to cover experimentation, and also evaluation further. Let's get into the episode.We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.DownloadGo to enterpriseexcellencepodcast.com/downloads to get hold of a Gemba Walk template Michael has kindly provided for you.  Two Minute TipWell, I think what we talked about earlier, is it realize that whatever you do at the outset, isn't what you should be doing two years from now. And so if I know that I want to be doing something different, and something better two years from now, I need to start. What's the groundwork that I need to lay now, so that I can measure the effectiveness of the experiment? So we've got an improvement experiment we're going to do, how am I going to assess if that is working well? And in putting that framework together, I don't want to be the sole source of coming up with the framework. I want to bounce this idea off of different levels of people within my team, if I'm just running a team, or in an organization at different levels of the organization, and bouncing that across my peers. And then I would be sharing it. If I was the CEO, I would be sharing what we're doing with other CEOs, especially those that I respect, and saying, here's how we're thinking about going about this, you know, do you have any other thoughts or things we should be thinking? So right from the get go, I'm trying to change my perspective of what's the best way for us to be able to, you know, to go about doing this? Just one addition to that, if I'm the assigned improvement resource with within the organization; which many people like to give to somebody and make it their specialty. So I've got the continuous improvement staff, I wouldn't only be thinking about what do we need to be doing to do the improvement thing, because that's kind of the job. But I would be thinking, what are actions can I take as a as a CI leader, that that's going to better engage my leadership team, and get them more actively involved with what is going-on. Links Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Michael can be found on LinkedIn: linkedin.com/in/michael-bremer-25712b.What next?Watch our 2 min tip: Common Goal with Rugby and subscribe to our YouTube channel.Join our membership page to access the Gemba Walk template that Michael has kindly provided.End of Show Key Takeaways  1.     The power of creating a learning organisation and the part gemba can play.2.     The power of diversity in creating a learning organisation. Thanks again for your knowledge and insights Michael, thank you for helping us create a better future. Bye for now.  SA Partners

IntroductionWelcome to episode 54 of the Enterprise Excellence Podcast. It is such a pleasure to have Mr Michael Bremer on the show with us today. Michael is the Vice President of the Association for Manufacturing Excellence Awards. He is on the advisory board of Dominican University and is the author of the award-winning book How to do a Gemba Walk – A leaders guide. Michael has dedicated his career to sharing knowledge and helping organisations worldwide improve to create a better future. Let's get into the episode, Michael thank you for joining us today.We are proudly sponsored by S A Partners, a world-leading business transformation consultancy. Download Go to enterpriseexcellencepodcast.com/downloads to get hold of a Gemba Walk template Michael has kindly provided for our listeners. Quotes 03:38min And I think it's so important for organisations to find ways to improve more effectively on an ongoing basis.07:00min It's a challenge for people to know what highly effective improvement practices look like because most people have never seen it.09:08min And so your standard work moves from being this list of activities to much more behavioural change first of all for yourself. And then as you start to do that, then I think influencing the way that it is others are behaving and helping them to become actually better people in life.  LinksBrad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com.Michael can be found on LinkedIn: linkedin.com/in/michael-bremer-25712b.What next?Watch our 2 min tip: Common Goal with Rugby and subscribe to our YouTube channel.Listen to the Enterprise Excellence Podcast,  #42 Hugh Alley, who talks about supporting frontline supervisors.Join our membership page to access the Gemba Walk template that Michael has kindly provided.ConclusionWhat a great initial episode with Michael Bremer on the topic of Leadership Gemba. I have gained so many insights and look forward to learning more in the next epsidode of this two part series. Join us next week for the concluding episode. This two part episode series truly provides insights to help us all create a better future. Talk to you next week, bye for now. SA Partners

Dr. med. Katharina Rüther-Wolf ist die erste Lean-Expertin, die Alfred Angerer und sein Co-Host Patrick Betz zum Auftakt ihrer neuen Podcast Reihe «Lean Healthcare mit Alfred und Patrick» eingeladen haben. Dabei ist die derzeitige Leiterin des patientenzentrierten Managements und praktizierende Gynäkologin am Unispital Basel die Wunsch-Kandidatin von Patrick, da Sie in ihrer derzeitigen Karriere schon eine lange und tiefe Lean-Geschichte hat, von der sie berichten kann. Zudem wird sie mit Sicherheit in ihrer neuen Position ab September 2021 als ärztliche Direktorin der Solothurner Spitäler AG noch einiges zum Thema Lean erreichen, in welcher Sie Lean als Vorbild leben möchte. Die Lean-Verfechterin, welche selbst zu Hause die 5S-Methode im Kinderzimmer eingeführt hat sowie einen wöchentlichen Familien-Huddle, berichtet von ihrem ganz persönlichen Lieblingstool – dem Gemba-Walk. Hören Sie in diese Podcast-Episode und erfahren Sie, wie sich das Unispital Basel ausgehend von einem Pilotprojekt in einer Klinik zu einem Lean-Hospital entwickelt hat und darüber, warum der Gemba-Walk dabei hilfreich war und ein Must-Have-Tool bei der Einführung von Lean darstellt. Und lesen Sie in dieses Buch, wenn Sie einen Einblick in eines der Lieblings-Lean-Bücher von Katharina erhalten wollen: „Das ist Lean: die Lösung des Effizienzparadoxes“ (2015) von Niklas Modig und Pä Ahlström.

Scott has been in operations management, quality management, and Lean Six Sigma for 30+ years. As the President of Lean Tactics Global, he helps businesses improve their processes and increase efficiency. Scott will share his thoughts on how anyone can become a Lean master, the importance of a Gemba Walk, and the impact on individuals as companies implement organizational change.

Vielleicht bist Du auch jemand von denen, die glauben, dass ihre MitarbeiterInnen alles von alleine lernen? Aber dann würdest Du nicht diesen Podcast hören. Dir ist sicherlich auch schon klar geworden, dass gute Leistungen Deiner MitarbeiterInnen nicht von ungefähr kommen. Es benötigt das Lehren der Tätigkeiten, das Einweisen, gefolgt von regelmässiger Übung und Training gepaart mit engmaschigem Feedback. Dann folgt das Lob als Wertschätzung und Belohnung oder die Neuausrichtung mit Schulung und Information bis dann schliesslich auch hier das Lob fällig ist. Aber woher weisst Du eigentlich, ob alles richtig gemacht wird? Das die Arbeitsabläufe korrekt sind? Wer bestimmt bei Dir, wie die Arbeitsabläufe durchgeführt werden sollen? Wie beziehst Du Dein Team mit ein? Meine Tipps, wie das reproduzierbar und erfolgreich funktionieren kann hörst Du in diesem Podcast. Auch wenn Du in einem Podcast bereits gehört hast, dass Du mal versuchen sollst mit so wenigen (unnötigen) Schritten wie möglich durch den tag zu kommen, heisst es diesmal: Geh aber trotzdem die entscheidenden Schritte. Geh den Gemba Walk. Was das heisst, warum und wohin Du gehen sollst, das erfährst Du im Podcast. Gehe live mit mir den Gemba Walk und sei dabei, wie wir unsere Arbeitsabläufe prüfen, dokumentieren und optimieren. -Hier kannst Du einen InOffice-Kurs buchen: https://www.myortholab.de/kurse-seminare/ -Oder wir kommen zu Dir! Schreibe mir eine mail für einen @YourOffice-Kurs an: info@myortholab.de Dann ist LeanOrthodontics ruckzuck auch bei Dir eingeführt. Und keine Sorge, Du willst garantiert, dass das dann auch so bleibt. -Zu meinen Büchern, Kursen, Fanartikeln und zu meinem Laborshop geht es hier: https://www.myortholab.de/shop/ Ich freue mich auf Deinen Besuch! -Schau Dir auch mal die Webseite an: www.leanorthodontics.com Dort kannst Du dann auch meinen Blog lesen, falls Du Dich immer noch nicht traust, mir endlich im Kurs gegenüberzutreten. Ich würde Dich so gerne kennenlernen! -Aber wenn Dir unsere Art zu denken und zu arbeiten so richtig gut gefällt und Du das Gefühl hast "da muss ich hin", dann komm an Bord! Genau so sind schon einige unserer tollen Teammitglieder zu uns gekommen. Schau Dir hier Deine Karrieremöglichkeiten an und lade Deine Bewerbung hoch: https://www.orthodentix.de/stellenausschreibungen/ Wir hören und sehen uns! Dein Dr. Martin Baxmann

Mars is the third largest distributor of food in the world – both for people and pets.  They employ over 100,000 associates and have in excess of 140 production sites.  In 2018 they started work on a cross-discipline global initiative to streamline systems process and roles for traceability of products and materials across the supply chain at Mars – from farm to fork. Rachel Horwtiz led the work across 11 separate colleges at Mars University to collaborate on the learning solution.  Not only did she need to unite the learning teams across a federated model, she also needed to guide them and their stakeholders to work in new ways in an agile project environment. Trish Uhl was engaged to bring her expertise across a range of disciplines including IT business readiness, performance and learning to create an integrated strategy for learning, change management and communications.  She introduced learning engineering to this program.  We explore what learning engineering is, why it was so well-suited to this initiative, and dig into how human-centred design and data analytics were used in parallel on this project. Host:  Michelle Ockers Guest:  Rachel Horwitz and Trish Uhl  Resources: Mars website - https://www.mars.com/ Launching Learning Engineering at Mars Inc – Conference Presentation http://bit.ly/32W7EBq What is a Gemba Walk http://bit.ly/2TuOcYt  What is Learning Engineering – IEEE Industry Consortium on Learning Engineering https://www.ieeeicicle.org/ LPI Capability Map http://bit.ly/2Hpr08W Owl’s Ledge – Trish Uhl company website https://www.owls-ledge.com/ More Episodes & Info: More episodes: https://learninguncut.libsyn.com About the Learning Uncut podcast: https://michelleockers.com/learninguncut/

Shingo Award winning author Michael Bremer has created a playbook on how to become a better leader and what are they doing to elevate average performers inside their organization. He discloses the four attributes of a successful leader in a truly excellent organization.

SPaMCAST 489 features our essay titled, Lean: The Science and Art of a Gemba Walk Deciding on the purpose and scope of a Gemba walk is part science and part art. The part that is science is driven by measurement and observation of the organization’s value stream(s). The art is applied to decide where to look, to begin with, and in the empathy, you apply during the walk! Our second column features Jon M Quigley who brings his Alpha and Omega of Product Development to the cast.  In this segment, we discuss agile development. Jon’s previous column considered agile culture. Listen to SPaMCAST 483 (https://bit.ly/2GHzI41).   Gene Hughson of Form Follows Function anchors the cast.  He discusses his great article, There is no right way (though there are plenty of wrong ones) (https://bit.ly/2EsNqlj) Gene suggests “After all, at the end of the day, if there were only one right way to design a system, would anyone need an architect?” Re-Read Saturday News In week four of the re-read of L. David Marquet’s Turn the Ship Around! we tackle Chapters three and four. These two chapters, titled Change of Course and Frustration, continue to build the basis for Marquet’s leadership model.  Buy a copy today and read along! http://amzn.to/2oGGOKV Current Installment:   Week 4: Change of Course and Frustration - https://bit.ly/2qbPzgK Previous Installments: Week 3:  Pain and Business as Usual - https://bit.ly/2qfd74g Week 2: Forward and Introduction - https://bit.ly/2H8K4Jg Week 1: Game Plan - https://bit.ly/2HgCdqW   Upcoming Webinars and ConferencesQAI Quest 2018The Three Amigo’s Role in AgileMay 21-25, 2018, San Antonio, Texas ISMA 15May 11 Rome, Italy Next SPaMCAST SPaMCAST 490 will feature the return of Michael West author of Return On Process (ROP): Getting Real Performance Results from Process Improvement and Real Process Improvement Using the CMMI!  Michael and I talked about process improvement and how process improvement translates to the bottom line.  

Gemba walks are an increasingly popular management technique. By visiting the place where work is done, leaders gain valuable insight into the flow of value through the organization and often uncover opportunities for improvement and learn new ways to support employees. The approach is a collaborative one, with employees providing details about what is done and why. Great results depend on thoughtful planning, execution, and follow-up. Here are the most important steps you can take to ensure that your next Gemba walk is successful.

During a Gemba walk, supervisors and leaders go to the place where work is done (the Gemba). They observe (not fix) processes and activities and ask questions that will help lead to future improvements. Why? - is certainly an important question, but it is by no means the only one. We have put together a list of other questions that may be useful, especially if you are new to Gemba walks or if you are taking a look at a process for the first time.

Gemba walks can be one of the most enjoyable and powerful learning opportunities for leaders, but only if they are done in a way that promotes learning and avoids creating tension between managers and frontline staff. I have written about Gemba walks before, but I wanted to delve deeper into what NOT to do on Gemba walks. If your Gemba walks aren’t going as well as hoped, or if they are causing tension on the front lines, be sure you are not making any of these mistakes:

Gemba walks give leaders the opportunity to observe the processes that add value in their natural habitat. After all, talking about what happens on a factory floor or an emergency room in a board room is very different than observing work at the source. But like any other continuous improvement technique, the devil is in the details when it comes to Gemba walks. The best of intentions can be undermined by mistakes in execution. Here’s how a good Gemba Walk can go wrong.

During a typical Gemba Walk, a manager or supervisor visits the place where work gets done. He or she observes as processes and tasks are carried out, asks questions, and reflects on what was seen. After careful consideration, they would ask for (or potentially offer) ideas for improvement or begin a PDSA cycle. This is an effective way for managers to get a first-hand look at what is happening with their team and to get vital feedback. But could the approach be used to help employees who are not managers get a better understanding of the overall flow of value through the organization and where their work fits in? We believe that it can.

On this week's show, Paul Akers returns to Kazakhstan to check in on the Lean progress at the BI Group. Day 1 – Lean Progress Day 2 – Gemba Walk The post Kazakhstan Day 1-2 first appeared on Paul Akers Website | Lean Books | Lean Culture.

  In dieser Episode von Lean Lernen geht es um den gemba walk. Er dient dazu deine Fähigkeit zur Prozessbeobachtung und Erkennung von Problemen zu trainieren. Gemba steht im japanischen für “der Platz, an dem es tatsächlich passiert.” Das kann die Maschine in der Werkshalle, der Verkaufstresen oder die Transaktion im PC Programm sein. Wichtig ist […] Der Beitrag LL016 – Lean Lernen 016 – Gemba Walk erschien zuerst auf Sehen Lernen - Lean, Produktivität und Selbstmanagement.

Joining me for episode #208 is Michael Bremer, author of the recently released eBook How to Do a Gemba Walk. Michael is president of The Cumberland Group, a business improvement consulting firm based in Illinois. In today's episode, Michael talks about different types of gemba walks, key behaviors that need to be exhibited by leaders, and why it's critically important to build trust and credibility over time. How can gemba walks help a leader be more in touch with reality in the workplace? How can gemba walks help develop critical thinking skills in others? Listen to find out. For a link to this episode, refer people to www.leanblog.org/208. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. Podcasts are sponsored by KaiNexus and their continuous improvement software platform -- www.KaiNexus.com