Aug 27, 2008

Great thinking from all over

My fellow lean bloggers are doing an awesome job sharing their thinking or discoveries, so rather than adding to your backlog of reading, I'll mention some of those I recommend reading right now:

Mark Rosenthal, The Lean Thinker: Toyota Profit Slips 28% as Truck Sales Fall
Profits, not losses

Kevin Meyer, Evolving Excellence: Toyota: Pioneer of Momentum
Wharton attempts to describe one of Toyota's strengths, but can't make their message intelligible.

Joe Ely, Learning about Lean: There's Clutter, then there's Clutter
Arguments for and against arranging stuff all over your desk. My memory is geographic which is part of the reason I keep stuff kind of messy. But really, we need to discuss why I have so many projects in progress, which is inventory in itself.

Lee Fried, Daily Kaizen, Real and Transparent
A year after the usual "happy talk" meeting, this organization's leadership had changed. In a recent meeting...Individuals and teams spent time in front of their peers showing their “dirty laundry” and discussing some of the bigger problems that we still don’t know how to solve.  Leaders were no longer pretending to have all the answers and often talked about the PDCA process and learning.  There was a tension I could feel in the room that I think was healthy.  A tension created from a culture that is in transition and opposing mental models at play.  (Note  from Karen: I've been dipping into Peter Senge's Fifth Discipline lately and this is what he describes as a "learning organization.")

Pascal Van Cawenberghe, Thinking for a Change, The Business Value Game: v1.0 released
Ideas from Belgium -- Pascal and Vera Peeteres have been working on training simulations and asking for feedback. We simulate a situation where a group of salespeople sell projects to [onsite] customers  and need to decide what the development team will implement. The goal of the game is to make money by releasing features and by keeping customers happy (by releasing features).

Hal Macomber, Reforming Project Management, Latest Discussion of 8th Waste
Hal considers a recent debate over the 8th Waste and uses it to illustrate two wastes he and Greg Howell have spotlighted: Not listening and not speaking.  (Note from Karen: Aren't those the things come up in all our close relationships? It reinforces how work is really a network of relationships among people with a common goal. That's one of the themes that's emerging in the book I'm coauthoring about a world-record-breaking marathon of singing "Danny Boy." Let me know if you want our brand new sample chapter.)

Good job, guys!

Aug 14, 2008

Can a lean culture lead to peace?

Last October in Chicago I met some of the leaders from Bidco Oil of Kenya. Doc Hall later told me about some interesting aspects of Bidco's implementation of lean -- Gemba Kaizen in their parlance -- Maasaki Imai has been one of their guides.

I kept thinking of the Bidco people when Kenya erupted in violence a few months ago. I had heard that there were some problems maintaining their extraordinarily slender and customized distribution chains, and thought I'd check their website to see how they were faring. This press release caught my attention:

HOW BIDCO QUELLED TENSIONS AMONGST ITS STAFF DURING POST ELECTION VIOLENCE

Following the delayed release of the 2007 General Election results, chaos erupted in most parts of the country. There were nationwide protests and an outbreak of violence seemingly driven by ethnic and perceived political affiliation. Thanks to pro-active policies and a strong fabric of cultural diversity, combined with swift decision by the management, it was business as usual at BIDCO.

A committee was formed to deal with all emerging cases related to the post election violence. It comprised of staff from each department and of all ethnical and racial background. All the workers were asked to suggest practical solutions and responses that the employees should take in order to foster the strap line of “Happy Healthy Living”.

Among the measures that the employees suggested and then acted upon were that there was to be no political talk in the offices, no talking in vernacular language in the offices or at the Gembas (places of work), No scare mongering, No sending of hate messages/emails/talk/sms etc, and No hypocrisy. All these were aimed at encouraging unity in diversity amongst the staff.

BIDCO encourages openness at all levels of management by involving all employees in decision making and reorienting employees on to the organization goals. This has helped make every employee feel important and resourceful to the company. There are also clearly set out recruitment policies where the company hires staff purely on merit. At BIDCO, everything is about team work; hence employees have realized that they need each other to succeed, despite their ethnic or racial background. All this is aimed at ensuring ‘Happy Healthy Living’ amongst Bidco’s employees.

Anyone's PR department could say something like this, of course, but I'm inclined to believe it. Bidco has an unusual grasp of cultural diversity, to the point where they have a deep understanding of home laundry practices among people of various tribes in Kenya and other African countries they have markets in.

I'm sure the challenge was not as simple as the press release makes out, but in this uncertain world, it is encouraging to see what attention to a fair and cohesive team culture can accomplish.












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