It's a dessert topping - it's a floor wax- it's BOTH (a dated reference to a SNL skit) a.k.a. What's Old is New

How often do we see something in our business lives and careers (at least for those of us that have been around for a while!) that we mentally translate into some other experience, or tool or approach that we have run into before? For me, it's fairly often.

What's Old is New Again.  Or is it??

Now that is either a function of how old I am (and therefore - have had statistically more opportunities to try and experience different things in my career), or possibly a function of my ability to assimilate new things (so I reach for analogs and similarities to help my "old" brain cope).

At a recent MBB day at LSI, we were exposed to the Harada Method.  Now while the Harada Method is focused on "self reliance" and developing people to their fullest capability, it was when we worked with some of the artifacts that I had that 'deja vu' moment this time.

You see - one of the very practical and pragmatic tools that is included in the Harada Method is something called the "64 Chart" - which in itself is a bit confusing as there are 81 cells on the actual Harada chart - not 64.  And to make it even more confusing, there are 121 cells on our "modified" Harada chart.

This tool is used to capture a broad, long term goal that you want to achieve at the centre of the chart (the very middle cell), and then in successive rings spanning out from that goal, you are meant to capture the things you need to do and complete to achieve that goal; going from the highest level activities (in the ring of cells immediately around the "goal" cell) to finer and finer levels of granularity as you move out through successive layers of the grid.

Colours & Design by Colin Jones: MBB Candidate

 As a simple tool for planning activities to achieve that goal in the centre of the matrix, it works rather eloquently.

But as we were experimenting with matrix and using it to try and get a feel for how to build out the successive "rings" of cells, it occurred to me that the outcome was not dissimilar to what you would get from a Work Breakdown Structure (WBS) - a technique / methodology used in Project Planning.

The good news is, because I can make that connection, it makes it easier for me to assimilate and understand the potential and uses of the new tool (the matrix above).

Our first session at LSI - Communication Breakdown - and then Build Up!

April 1st 2015

Last week, the three current MBB candidates came together at Lean Sensei International (LSI) for 3 days of workshops and orientation.  Spending some time discussing the MBB program together was helpful. There are opportunities to develop and grow, and there are a number of those where we can do that collaboratively.  For example, a requirement of the MBB program is to develop a new piece of methodology - and to develop a training workshop for it and  execute that workshop as a public offering.

By having access to each other, and with guidance from David Chao (President, LSI), the three of us came to realize that we shared very similar interests and challenges.  So we will work to develop, test and then train on a shared methodology component.

We also had a whole day with an external communication coach (Ray) who worked with us one-on-one and have us the opportunity to role-play real situations with immediate feedback.  It was an intense day.

We finished up with an overview of the Harada method, including a challenge to identify a long term personal goal, and apply one of the Harada artifacts to lay out a plan to move toward that goal.

This goal, and the use of the Harada tool will be revisited throughout our journey.

While these three days were full and focused, we followed them up with a team building day fishing through Howe Sound.  It was a great day - even though we only really brought in 1 fish!!!!  Darryl reeled in a salmon!!!  It was just too small to keep - so we released it.

Great 4 days with the MBB team and coaches.   

Interning as a Master Blackbelt - where the rubber hits the road (or the water in this case!)

April 1st, 2015

As previous Master Blackbelt (MBB) participants will already know, part of the requirement for completing the program includes 30 days of "internship" working alongside LSI's Coaches in real consulting engagements.  My expectation is, this will put "are you smarter than a greenbelt" (no disrespect to Greenbelts intended - but this really is a 'thing' in the Blackbelt program) to shame.  

My expectation - based on accounts from other MBB's and conversations with David Chao of LSI is that we as MBB candidates are expected to participate in real time problem solving and application of Lean tools and techniques in situ at LSI customer sites (and that's the "easy" part).  But with that, if it is like other consulting engagements I have been party to, is the need to be able to assimilate a number of tools and techniques, including past real world experience and broad skills into creative practical application to drive value and solve customer needs.

I had the opportunity to do just that at Regal Boats in Jacksonville Florida during the last week of February 2015.  We (another MBB candidate any myself) stepped into a one day engagement to assess the current state of Lean adoption at Regal Boats, identify specific challenge areas, and provide on the spot coaching and guidance to move the organization forward. Regal Boats has committed to Lean as a continuous improvement methodology, but like many organizations (IMHO) can occasionally lose focus on the actual Lean agenda and pathway.   It was during this engagement, while working with a couple of the Lean certified practitioners that a gap seemed to emerge between the organization's strategic goals and objectives, and the front-line manufacturing teams.  They all were working hard. But when I asked if the front-line manufacturing staff on the production line really understood and made a strong connection to the organization's Mission & Vision, and their strategic goals, there seemed to be less of a sense of awareness and connection.

So - on the spot - I needed to come up with a way to daylight those connections, all the way from the corporate Vision and Mission (strategy), down through the departmental goals and objectives (tactical), to the front line staff contributions and work (operational).

That is probably what motivates and excites me the most.  That 'creative' opportunity, in real time, with stakeholders involved.

We grabbed a piece of poster paper, and started to draw.  Pretty quickly, drawing on knowledge and methods related to Balanced Scorecards, Resource Management, and Cascading KPI management, we developed a simple model to allow trace-ability from my job as a fibreglass finisher, through the production line goals, right up to the strategies and goals of the entire organization.  And by using that model, it would also highlight where strategy exists without tactical plans, and tactical plans exist without operation resources - quickly and visually.

When reviewing this 20 minutes later with one of the two brothers that owns Regal Boats, the comment came back right away - "this is great!  I can see the alignment all the way through the organization".  

That.....is rewarding!!!! So that model is going to be the basis of an MBB Project for us.  Look forward to more information as it develops!

Working in real time on real issues is incredibly invigorating.  Conceptual models on whiteboards. Dynamic roadmaps and "stickies".  And being in the Gemba.  This was just a very slim and brief exposure for the MBB candidates - but it definitely felt very real......

And all of that comes together in the production of some of the finest water craft available.  When you see the results of those manufacturing lines - beautiful boats and yachts.  As a Regal employee  - how could you not have pride and ownership in each and every delivery to a customer.

Discovering an enclave of Lean in JAX (Jacksonville Florida)

March 11th, 2015

  For 3 days in February, 12 curious participants toured through six organizations that exuded a culture and mature adoption of Lean in practice throughout the Jacksonville Florida area.  While it is no longer a surprise (for me at least) that organizations that have adopted and persevered on their Lean journey have achieved amazing results, it does continue to invigorate and motivate me to actually see it in action.

For me, coming from a "service" based industry, the excitement was made all that much more palpable because of the inclusion of 2 very service based implementations in the tour; the Jacksonville Sheriff's office, and Dr Bahri's dental practice.  I am often asked by people within my own organization, as well as many from other companies to help translate the application of Lean from a manufacturing or operations framework into a service context.

Explaining the application of Lean in a service context usually involves describing an analog for some more traditional application of a Lean tool or method in a manufacturing environment.  After seeing how Dr. Bahri has adapted "one piece flow" to his dental office - I now have a very clear way of describing how Lean methods can be adapted in service industries to both eliminate waste AND drive up customer value. 

The companies represented by the Lean Tour participants spanned a number of industries. They included a couple of financial management companies, a logistics organization, a medical supply company, higher education, and a manufacturing trade and industry organization.  While each of these industries has vertically specific products and services, the appreciation for applying Lean methods within each quickly brought the group to a shared understanding and common vision of how Lean can help improve their businesses and provide focus for improving customer value. 

And while we were focused on the structured and planned Lean tour of these six organizations within Jacksonville Florida, it turned out that we didn't need to go too far to see other evidence of Lean at work.  This reminds me to always keep your eyes (and ears) open.  I was standing at the front counter of the hotel where we were all staying, and when I had a casual opportunity to see down the hall behind the front desk where the Hotel office was, I noticed something that looked familiar.  I asked if I could step back there for a moment, and when I did, I saw a visual team huddle board!

Yes - the hotel has a huddle board with visual management of their important KPI's and team goals.  It turns out they also do a full (hotel) team huddle once a week in the Lobby - and guess what - they invite any guests that happen to be there to join them if they want.  And when I asked "what does OPOG stand for" (a heading on their Huddle Board), they proudly announced "Outrageously Pleasing Our Guests".   In fact - that's how they close every weekly huddle.  They close with a "one, two, three,  OPOG!" chant.

There was even an opportunity to catch up with a close friend and fellow Blackbelt cohort member,,,,

But there were lots of other great examples of Lean in action at organizations like Dr. Bahri's Dental Office, Grainger Industrial Supplies, Pilot Pen, Medtronics, Vistakon, and the Jacksonville Sheriff's Office. Outstanding tour, great insights and extremely welcoming hosts.

And with a bit of trepidation, and a lot of enthusiasm, I take my first step(s) to MBB

March 6th, 2015.

I have been considering the Master Blackbelt program from the moment I completed Module 1 of the Greenbelt program.  Now that may sound a bit "lofty" or "ambitious" for a person just starting to dip their toe into the Lean Ocean.  But there were three other driving forces compelling me to look that far ahead.

Firstly, the Greenbelt program wasn't exactly my first foray into Lean.  I had the benefit of experiencing Lean process improvement in my workplace almost 1 year before starting my Greenbelt journey.  When I saw how it worked, and recognized the potential it could achieve, I was hooked.  I also had a few of my team members that reported to me go through Greenbelt just before me, so I had an idea of what I was in for.

Secondly, in the context of my role at BCIT - our team is responsible for identifying new methodologies and techniques/models, incubating and assessing them, and then launching the ones that bring value to the organization.  So you could say reaching deeper into lean was actually part of my vocation.

Thirdly, I am, and have always been curious and a life-long learner.  I can't help but look at something that interests me and wonder how it works under the covers. So I guess by my nature, I am going to want to understand this Lean thing in much more depth. The theory behind the methodology and practical and pragmatic applications of it that can be applied directly, or analogously to my organization and experiences.

So really, I had no choice! I remember my first days in Greenbelt.  Listening to the Sensei's as they downloaded content and strange phrases at me. And before I knew it, we were out in a Gemba somewhere exercising those skills.  It was challenging and rewarding.  Not until later did I really understand how 'sanitized' that applied learning really was. While to us in the program, it felt like we were thrown into a situation and had to fend for ourselves using these new tools (5S, VSM, Value Innovation), in fact, the groundwork had already been done by our Lean coaches to ensure the scope and complexity was well within our capabilities.

That realization really came to light at the beginning of the Blackbelt program. Here I was, back for more.  And it was made clear to us that the kind of safety net that the behind-the-scenes Greenbelt preparation provided was not part of the Blackbelt program.  We were going to be taking a "system wide" view of Lean in an organization, and we were going to have to work out a lot of the details, roles, and identify the problems that needed to be addressed ourselves.  The only safety net we were aware of was the presence of a senior Lean coach.  Hopefully, if we started to stray a bit, we could depend on the coach to "nudge us from both sides" to get us back on track.  It was an exponential shift in learning and application of Lean.

Now, here I am stepping into the Master Blackbelt program.  I have learned to expect less structure at the front end.  There are some general requirements that need to be met. Actually, a lot of requirements that need to be met.  But the program isn't nicely laid out and tied up with a bow.  For this program, it is clear that we are as much looking and waiting for the next "opportunity" as we are consuming content and theory.  As the opportunities come up, we need to be ready and excited to jump in with both feet.  But the stakes are higher too.  Most of the program revolves around real Kaizen activities at client sites.  These aren't learning opportunities. These aren't extensions of some module of some standard curriculum.  These are real situations where companies are relying on the expertise of the Lean consultants - including us, the MBB Candidates to help them identify and resolve problems, find innovative ways of implementing continuous improvement, and build sustainment models that work.

So, here we go,  It is going to be a great ride.  It's a bit like riding that roller coaster for the first time that goes into a dark mountain.

You know the tracks will always lead to the same safe place at the end of the ride - or will they??

But as you are plunged into that darkness without any way to anticipate which direction you are going to be tossed, you just hang on and enjoy the rush!  That - with any luck - will be my MBB journey.