A smooth sea never made a skilled sailor.

• Franklin D. Roosevelt.

Human nature can easily slip into any root cause analysis (RCA) process. We want to take the easy way out in difficulty situations. It is hard to gather meaningful data, dive deep into a problem without prejudice and apply our reconciled notions as to what is correct and accurate. It is a trap that can easily be sprung on those who lack the will to face the hard truths of a situation.

Root cause analysis (RCA) is a systematic process for identifying the root causes of problems or events and an approach for responding to them. It is based on the basic idea that effective management requires more than merely putting out fires for problems that develop, but finding a way to prevent them. A focused RCA process helps organizations avoid the tendency to single out one factor to arrive at the most expedient resolution. It also helps to avoid treating symptoms rather than true, underlying problems that contribute to a problem or event.

All too often, a team will quickly jump to conclusions without having accurate data available. They have seen the problem before, so that must be what happened now. It makes things simpler to move straight to correction rather than deep dive into the problem. That is the human element that can steer us wrong. Assumption is dangerous and the facts can only be brought to the surface with solid data.

Jumping to conclusions and guessing can be dangerous. A guess should be based on the facts on hand. One or two facts alone may not lead to any conclusion, but taken as a whole, the facts may contain the key to unlocking the root cause. Such a guess should be viewed as a tentative hypothesis; assume it is true for the sake of testing, and then test the hypothesis. It is OK to be wrong in such situations because the testing may yield new information that drives the investigation forward.

Use Root Cause Analysis to Challenge

When you develop a hypothesis, you must challenge it! The typical response to developing a hypothesis is to energetically defend it. The most appropriate thing you can do with a hypothesis during a root cause analysis is to try every way possible to shoot it down. Look for the defects and errors. If it holds up to intense scrutiny, then you may just have a resolution. A strong belief in an incorrect hypothesis can lead to failing to identify the root cause, which in turn leads to a failure to implement the type of corrective actions needed to prevent a reoccurrence.

Root cause analysis should be driven by hypotheses that seek to explain the failure using both the evidence at hand, and new data generated though testing and evaluation. Take out the elements of natural human behavior to take the easy way out and listen to the hard truths. Don’t fall into the trap of easy and be challenged.

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Most definitions of lean manufacturing refer to the reduction of the Muda (7 wastes) as the main focus. Few definitions of lean differentiate between the different types of waste and seem to purely focus on Muda. The Toyota Production System (TPS) sees waste as being three — Muda, Mura and Muri — something that many lean practitioners seem to have forgotten. The best way to tackle a problem is to remove the root cause, therefore the focus of any waste reduction program should be on removing both Mura and Muri, as this will automatically remove much of the Muda (7 wastes) in the workplace.

The overall aim of any quality improvement technique is to improve the profitability of the business. To do this you have to be able to recognize these three wastes for what they are and be able to tackle the root causes.

Muda – Commonly referred to as the 7 Wastes and are non-value adding processes or actions.

Mura – Seen as unevenness or a lack of stability and flow. This drives the creation of Muda.

Muri – This is simply defined as overburden. Expecting too much, with defining process or not having the correct skills or tools.

The three Japanese Mu words are part of the Toyota Production System (TPS). Each of these is a type of waste and are recognized by the Japanese as part of a business improvement initiative. The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS, many initiatives are triggered by inconsistency or over-run reduction, which drives out waste without specific focus on its reduction.

In today’s competitive environment, a focus on reduction of waste is crucial to the success and profitability of any organization. Eliminating waste makes it easier to see and find problems, which is the first step to solving them. It removes frustrations, which improves worker and customer satisfaction.

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Lean implementation can be a both a blessing and a curse. One cannot deny the value and results of lean programs across multitudes of industries. Anyone with any doubt about the effectiveness need just look to Toyota and the Toyota Production System (TPS) to understand the powerful impact on production and manufacturing. For many, the implementation of lean practices in their organizations has resulted in significant improvement in both quality and financial performance. These organizations enjoy a pronounced competitive advantage in their industry. Numerous other industries outside of manufacturing have enjoyed some of the same success as Toyota with lean practices.

Avoid the Lean Implementation Traps

For every success story, there are five horror stories when organizations start down the stormy path of lean implementation. Success is elusive for those organizations, and those failures start to add up quick. Amongst the ashes and broken dreams of the organizations that struggled and failed with lean practices, there are a few common traits that led to their demise:

Negative Teams – Success starts with getting buy-in across the manufacturing floor. Instead of implementing lean practices to one team at at time, the processes are rolled at en mass.’ This approach never gives workers a chance to develop confidence in the new systems and become fully invested in the new process.

C-Suite Demands – When lean practices were introduced, C-Suite leaders quickly saw the advantages to the process and quickly put unrealistic financial projections based on an overall picture. So, as lean implementation rolls out in their organization, they want to see significant results that are immediate. They don’t understand that there must be clear and reasonable expectations about the time and money required in changing process. There is no such thing as a one size fits all solution in lean.

Financial Struggles – When it comes to changes in production lines that generate the most revenue, C-Suite leaders are often very hesitant to change from the status quo. Lean implementation requires a commitment to investing both time and money, which could affect the lifeblood of the organization. Leaders must understand that they commit to change and be willing to provide the resources to see things through.

True Grit – The implementation of Lean practices requires time to affect change. During that time, people will lose focus, leaders will lose trust and workers will lose faith. That is precisely why leaders must have grit! They must embrace lean practices and have the vision and tenacity to moving the process forward, even in the face of a storm.

Organizations that enjoy the highest levels of success with lean practices and lean implementation are the ones that have grit! They are committed to the processes and work hard to move forward in the face of adversity. The worst mistake an organization can make is to quit.

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Are you feeling overwhelmed and out of control? Not really a surprise for many, considering the demands on our lives in this digital age. We are spending more time at work than any other generation in American history. As a workforce, Americans lose more paid leave from work each year than any other country. Our workdays get longer and they don’t end when we leave the workplace. Our smartphones keep us tethered to the office, and we can never really disconnect until late into the evening. Then, we have to try and balance our professional demands with our personal lives. Spouses, children and extended family demand our time as well, but seem to be getting the short end of the stick for most American workers.

So the question becomes, how do I find balance when the demands on our time continue to escalate? There are a wide range of options available for the busy professional who needs to find balance in his or her life. Browse the internet for five minutes and you will find a long list of self-help experts and gurus who claim that they can make things all better and find the balance you are seeking. But, how do you find the right help, and can you fit the cost into your budget? Things just get more and more complicated, don’t they? Well, a simple answer may be just simple techniques that are practiced in many organizations around the globe and they get results. Just take a look at the Kaizen philosophy and really understand how that applies to your personal life, just like the processes on the factory floor. Kaizen may be just the solution you are looking for!

Kaizen took hold in the years after WWII with the Japanese and the Toyota Production System (TPS). It is based on the belief that continuous, incremental improvement adds up to substantial change over time. When teams or groups implement Kaizen, they circumvent the upheaval, unrest, and mistakes that often go hand-in-hand with major innovation. It’s fitting that the Japanese word kaizen translates to good change. You can take those techniques and apply them directly to your personal life and affect real change. The core principle of Kaizen is waste reduction, so take stock in what you are doing and make some changes. Look at what you need to stop doing that is not productive or unnecessary and make some changes. Look at the time-wasters that sneak into our daily activities and carve them out. Prioritize your tasks and find simpler, easier ways of getting things done. An audit of your daily calendar will truly be an eye-opener for most people.

Daily consistent improvement is the key to success. Think small in the beginning. Those little changes will, at first, free up 15-20 minutes a day. As you make improvements, those changes get a little bigger. Now, you are not having to work through lunch, or you have actually made the time to catch a kid’s soccer game or make it home on time for date night, without missing any key objectives. They real key to success is to constantly look at ways to improve, become more efficient at tasks or build better habits. Just be patient and you will find success in the process and a much need balance between your personal and professional life.

Read more here about Kaizen. It just isn’t for the factory floor anymore!

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Savvy business leaders understand that during the month of December, there just isn’t the same focus on success. There are too many distractions. Now that the holidays are over, the clock is ticking on 2018 and it is time to get refocused and back to work! For some, that is going to be much easier said than done. Let’s take the thoughts and ideas on successful leadership and bring  them down to the basics. Here are a few tips for getting 2018 off to a strong start.

• Get Up and Get Going – Get an early start on your day! The most successful are up before 5 am and focusing on success. It is their time to sharpen their minds and be super productive on what matters, without the distractions of the office environment. Journal, read and send out those crucial first emails of the day.
• Journal Your Thoughts – Write in a journal twice a day, once in the morning and once in the evening. The act of journaling clears the mind and sets in stone your thoughts, goals and inspirations. The action of writing your goals sets a solid foundation.
• Read A Book – The most successful business leaders are voracious readers. Dig into books that inspire and motivate. You can get into the minds of successful people and understand their thoughts and practices.
• Self-Development – Training and self-development are crucial to your success in 2018. Get out of the office and take a class, attend a seminar or enroll in live webinars. Successful leaders invest, on the average, of $10k a year on self-development and training. Stay sharp for success!
• Get Control of Your Email – Time is the most valuable commodity you have. Own and control it! Stop being reactive and get proactive. Schedule time during the day to deal with email and close it out otherwise. The first emails of the day should be from you, not to you. Get your expectations out first. Control your time.

Success is about habits. Developing strong habits are key to becoming an effective leader. Learn to practice these habits until they become an engrained response that is never compromised. Look forward to a productive and successful 2018.

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Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. She works in the firm’s people and organization practice area. Watch her discuss what it really takes to be a great leader.

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When there is a leadership change in an organization, there is always a broad idealistic plan on how things are going to change. Invariably, one of the first things a new leader will state as a goal to get things on track is to change the culture’ of the organization. Culture change is an ongoing battle, across all industries and institutions. Unfortunately, culture change is usually one of the first things that simply and quietly falls by the wayside after the initial period of change in lean leadership. There are many reasons why culture change doesn’t work in an organization, but the fact is that all goes back to leadership. Effective lean leadership is the key to success in any organization. When considering quality improvement initiatives and methodologies, changing the culture is crucial to the success of the process.

There can be no doubt that to change the culture, you must change the way the organization thinks. To make that radical leap, everyone in the organization must clearly understand the commitment, vision and focus on the new way. This is the most crucial hurdle a new leader faces. You can give inspiring speeches, send out inspiring emails and cheer the staff on, but if they don’t believe your commitment, then the existing culture will remain firmly intact. Here are a few points to consider when implementing a culture change in an organization.

• Stop Playing With Toys – Across an organization applying lean methodologies, you will find the tools of the trade. Kaizen submission cards, A3 forms, visual management boards and 5S checklists will be scattered across the organization in various forms. Without the proper focus and application, they are seen as toys’ or time-wasters.’ People are just going through the motions using them. There are no results. Leaders must show commitment to their use and demonstrate to the staff that they work! They must see that they provide true value.
• Doing It Cheap – To build a business, you must invest in the business. Training must never be compromised. Get your people training and make sure the training they are provided is the highest quality possible. Ensure that everyone, through proper training, is speaking the same language and focused on the same goals. Leaders must be willing to invest in the future of the organization to get results. There is a difference between cost effectiveness and just being cheap.
• Speak Well – Communicating change and commitment requires character and integrity. It is all in how you say it and you better be ready to back it up. The term or else’ can never be spoken if you are going to build trust and empowerment. Staff must understand that you committed and that you will follow through. Clearly communicate that you will train them, empower them and let them succeed. Leaders are not there to be micro-managers. They are there to train, empower, and eliminate road blocks to success. It is about trust and mindset.

Changing an organization’s culture is tough. It requires lean leadership that is up to the task. They must have a focus and commitment that is unparalleled. There can be no excuses. The only way this can be done is to have a leader that is truly leading from the front. You cannot effect change from your desk, behind a laptop, issuing orders. You must be out among the people who really count. Everyday, you make a little change when you are out there, watching, listening and acting. This will quickly build trust and empowerment which leads to the change in culture you are seeking.

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For lean to be truly effective, it needs effective lean leadership to champion lean principles, offer guidance, and ensure that lean is being used to optimize the entire organizational system for value delivery. It requires a shift in mindset from that of a supervisor, to that of a teacher or coach. The most effective practitioners of lean leadership gently, by example, lead by ensuring that lean principles are being applied with the right goal in mind.

This is often easier said than done for some leaders. You know who they are. Micromanagers with hair-trigger tempers that run roughshod over employees in the name of productivity and results. They forget that the basic tenets of lean methodology are all about the employee or front line worker. Strength in lean depends on employees being empowered to act and be supported by lean leadership. The concepts of heavy-handed micromanagement and lean methodologies are just not compatible.

The role of lean leadership is that of a coach. Coaches align their teams around a common goal. They arm their teams with the tools for success, and encourage them to make smart decisions that will allow for sustainable, competitive growth. They give their employees more control over their work and over decisions about how work should be done, because they realize that the workforce is smarter than they are about the systems the team works on. Many enlightened organizations also find that, when empowered, the workforce can respond to situations more quickly. Empowering workers also means giving them the knowledge they need to take on the responsibility for decision-making.

Tips for Effective Lean Leadership

• Attend the Gemba – Be seen everyday and be involved. You cannot lead from your office. Spend time with employees everyday.
• Live the 5 Why’s – Understanding comes from asking why, not marking orders. Get down to the root cause and educate.
• Communication is the Key – Meet every day. It takes 10 minutes to ensure everyone is on the same page.
• Think in Value Stream – See your organization from the eyes of the customer. Focus the team on meeting takt time and when that has been met, redeploy the labor somewhere else.
• Notice and Prioritize – Pay attention and visualize the operation. What you overlook or fail to identify, is what you accept. Employees respond to what you see as important.

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The continual improvement process, also known as continuous improvement process, is the ongoing effort to improve products, services, or processes. These efforts can seek incremental improvement over time or breakthrough improvement all at once. Delivery of quality improvement processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Improvement in quality business strategy, business results, customer, employee and supplier relationships can be subject to continual quality improvement. Put simply, it means getting better all the time.

Take a few minutes and enjoy this video on Kaizen and the art of continuous quality improvement.

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How many people involved in quality improvement initiatives have ever uttered this question? There have been many, without a doubt. You have been there before. Your team has just finished a project and briefed the leadership team on the results of your efforts. Everyone on the team is excited and very proud of the results, clearly backed-up by solid statistical data. Quality is improved, cost savings is achieved and production has increased. It is clearly a proud day! Then after presenting the achievements, the first question asked by the CEO is how can we improve on these results for next year? Everyone on the team has the wind knocked out of them and they pause for a moment in a blank stare. After all the hard work and success, your being asked to do it again’ and achieve some significant results. The question then becomes ¦ Will it ever be good enough?

The short and long answer is NO. It will never be good enough and nor should it be. That is not to say that the success your team has achieved should not be celebrated, but the simple fact is, that is now in the past. It is time, again, to look forward and lean forward. Isn’t that what quality improvement is all about? Of course it is! Successful organizations achieve that success by forward thinking and never accepting the current standards are good enough. Strong leadership teams understand the fundamentals of quality improvement. They also know that they must continually strive for optimum performance while encouraging the energy of their quality improvement teams to find ways to reach their goals in a positive manner. It is a fine balance to maintain, but the best organizations always find the way.

Customers not only expect, but they demand better performance, better quality and more value for their money. In other words, the expectation can never stand still. Quality Improvement teams must move from success to success with fresh eyes, and renewed leadership. Any organization that accepts the standard to be the status quo will surely lose out across the board. Once a goal is met and we have celebrated and rewarded the accomplishment, we must quickly move on to setting the bar even higher. To do anything less would be quitting.

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In 1957, Tokyo Tsushin Kogyo introduced a small transistor radio about the size of a cigarette pack. It came in a colorful box complete with a soft leather case, an antistatic cloth, and a pair of earphones. The CEO of the company then went to New York City to canvass electronics store owners and sell them his newest innovation. The timing of this faithful move could not have been more perfect.

Rock and roll was an emerging phenomenon with teenagers, and these potential customers were eager to snatch up the small, portable device being offered by Tokyo Tsushin Kogyo. They were able to fill their books with orders for this inexpensive device that kept their music out of the earshot of their parents. To appeal further to their western customers, the name of the company was quickly changed to Sonus (Latin for sound) and the powerful Sony was born! Even though this device had significantly lower sound quality than its more bulky, tubed competition, it had an immediate appeal to the customers, which launched Sony onto a trajectory of innovation and wild success in the personal electronics market.

Too many startups begin with an idea for a product that they think people want, then spend months or years perfecting that product without ever showing the product to the prospective customer. They then fail to garner support, and the startup fails before it gets off the ground. When entrepreneurs embrace validated learning, the development process will shrink substantially. They can then focus on figuring the right thing to build, which the customers want and will pay for. Entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.

There could not be a more perfect example that Apple and the iPhone. When the first iPhone was released, critics ripped Steve Jobs apart. The device had no keyboard, dropped calls were frequent, coverage was patchy, and the security safeguards were horrid. However, Apple understood the process and the customer. The design was gorgeous and had a broad appeal to early adopters who would embrace a device that played music, sent emails, made calls, and browsed websites. Much later, the device was refined and the basics were finally perfected. This is the epitome of a successful lean startup.

Research shows 75% of all startups fail. Reasons include valuing experimentation over elaborate planning, customer feedback over intuition, and iterative design over the traditional big design up front development. Lean startup requires a “get out of the building” approach. They must go out and ask potential users, purchasers, and partners for feedback on all elements of the business model, including product features, pricing, distribution channels, and affordable customer acquisition strategies. The emphasis should be on nimbleness and speed for an effective lean startup.

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