in Lean

Meetings? What a waste!

Nowadays most meetings have just become what the term literally means: “Meetings!”

Some people “meet”, some talk a lot, most don’t talk at all, and if after hours and hours a conclusion can finally be found, it’s the Boss who has the last word. Don’t you think this I a big waste of time?

Time in which real value could be created?

I have seen many meetings. Meetings with people coming together from all over the country. By car, by plane… most of them needed a hotel to stay overnight, as their plane would only take off the next day or they were too tired to drive home for about 5 hours after the meeting. Most of them needed to go out to eat a Restaurant, and obviously not into cheap ones.

Costs over costs…

I have seen many playing with their toys during meetings. Smartphones, Laptops… if YOU were the one speaking in front of the bored crowd, wouldn’t you want to know what all of them are doing right now? Some seem to do some kind of “Lean” – “Lean Back and take a short nap!”

That’s not what Lean is about. Lean means “sleak” and “efficient”.

But how to get a “Lean Meeting”?

REDUCE WASTE

First of all, reduce waste! Reduce the number of people. Don’t you think 20 are too much? 5 of them are participating, but the rest just opens mouth to say “Yep, fully agree Boss!” We don’t need such people that are not contributing at all. As a Lean-Manager you should not have parasites in your team anyway icon wink Meetings? What a Waste (Part 1)
Think carefully about who you are inviting and how they can contribute to make your meeting a success! Don’t invite just Specialists from one Division. You need to diversify. Focus on the problem and build your “Project Team”. Consider every meeting like a project, and use the same approach. Use strategic planning! A Meeting should reflect a Micro Hoshin Kanri! Define crucial points, gather as much data as you can before, and the key point: Define a Target!

If you don’t define a target, the meeting is meaningless! You can talk about an argument for days, but you will never come to an end if you don’t know what your target is. It just like Kaizen! You can’t improve a process if you do not know how the process in the end should look like!

REDUCE COSTS

If you hold a meeting and some of your colleagues have to come a long way, consider the location of the meeting. Obvioulsy if we want to reduce costs it is better if 3 people have to travel than 5. Look at the transfer and hotel costs. Consider a Meeting via Skype (if you have already educated your colleagues to pay full attention to the meeting)

GET RID OF THE TOYS

Get rid of all the toys of your colleagues! Just take a box and let them drop their toys into it. The box will be banned from the meeting. So everyone can focus on the real problem! Because it is YOUR Meeting and you know WHY you hold it! In this moment, there is nothing more important than your meeting!

I sometimes received mails from people that are supposed to be in a Meeting. Writing things that have nothing to do with the Meeting itself. And in 99% of the cases, these were trivial emails that could have been sent afterwards. So please, no toys!

BREAK

There is a certain amount of time called BREAK. You need it, depending on the length of the meeting. Consider a 10 Minute Break every two hours. Don’t take your break when other employees have their break in order to avoid Waiting time (everyone wants to get a coffee). When you say 10 Minutes, it IS 10 Minutes! Ring a bell or something. Discipline is very important! Don’t give them back their toys during break. Because everybody needs to make some ultra-urgent phonecalls and automatically breaktime will rise from 10 to infinite!

NOBODY leaves the Meeting to make a phonecall, send a mail, contact the assistant manager or smoke a Cigarette! If the meeting is so boring and unimportant, next time you should consider in replacing “The Smoker”.

But what about YOU! The Lean-Manager!

You should be well prepared, know what your problem is, go to Gemba, talk to the Gemba-people and let them participate in your meeting!

Part 2 will follow soon!
Team Arashi

in Lean

Lean Logo The Lean Manager (Part 3)

The Lean Manager (Part 3)

The Project Manager

Today’s topic is the Project Manager. In my humble opinion, this is one of the hardest jobs on Earth. Because the Project Manager needs to respect strict deadlines, he must know and trust his colleagues. He needs to tell them exactly what their tasks are, what they have to do and what they absolutely should avoid to do. Stress? The Project Manager does not know what this word means. He is Mister Solution, there is no problem he can’t solve!

The ideal candidate for this job is an experienced Lean Manager. He must fully concentrate on his team. In reality the Lean Manager is needed everywhere, so he needs a substitute. He needs a Person he can fully trust and who plays an active part in promoting corporate culture. The Lean Manager needs to be a Sensei and train him. He is responsible for him and has to be his superior, his sensei and his friend at the same time.

The Hancho (Team Leader) also plays an active part. The Hancho is already a fully trusted person so the Lean Manager hands him over part of the training. Soon we will write an article about the Hancho, as he is one of the most important people in the Toyota Production System. He is not only Team Leader; as he is always in Gemba and does a lot of OJT (On the Job Training), he also helps to improve processes more than any other person.

VISION

The Hancho knows exactly what to do. Because the new Project Manager needs Lean Education. He must be educated the way he can do the things right the first time! For that, he must have a deep understanding of the process flow. He must understand and live the culture.
What is the Vision of our company? It is the job of the Hancho to burn the Vision into the new Project Managers Soul! Because you always need to have (and see!) the ultimate goal!

I can not improve something, if I do not have any goal set and if I do not know how to achieve it!

OJT

The trainee needs OJT „On the Job Training“. He needs to go to the Gemba and solve problems. Over and over again! He needs to learn how to observe the process, how to detect problems and how to solve them! When he has fully understood the process, then must set himself a goal and improve the process. Nazesan なぜさん is very important!

BIG BROTHER

The CEO, the Lean Manager and the Hancho have to behave in an exemplary manner. Because the trainees will observe carefully “how Boss is doin’ the job”. The Management must respect the rules!

COMMUNICATION

The new Project Manager needs remarkable communication skills. Therefore he must be trained in rhetorics, body language and manners. He must be able to discern a problem immediately and to recognize if someone is withholding information. So he needs to train his teammates to communicate correctly. In short and precise way the current condition must be explained!

GEMBA-SIGHT

The Project Manager has to ask himself:

  • How do the Gemba-People work?
  • Do they tell the truth or are they hiding something?
  • Is there really a problem?
  • How does everyone work??

He needs to observe very carefully, ust the 5W and always be objective and factual He therefore needs the Gemba-Sight in order to recognize possible problems immediately!

WHO IS THE ONE TO BLAME?

It is of no use if you are only looking who is to blame for. We got a problem, and we need to fix it! Now! The person to blame for should not be scolded, but needs to get told about the problem and to do Hansei. It is much more important that he reflects about what, how and why something went wrong in order to never repeat it!

When the Project Manager (and Lean Manager) grumbels, the employee will be aggrieved. They are in a bad mood, bear resentments, do things wrong on purpose and do not work the way they should. The Project Manager has to see the “human being”!

The greatest virtue and skill a Project Manager should have, is the establishment of truth

Everything we talked about today, is also valid for the Lean Manager. The Project Manager needs some more distinctive skills in certain fields, as for example excellence in managerial qualities or the correct allocation of tasks.

This is all for now, see you soon in part 4!
Team Arashi

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