Tag: leadership

Embrace, Lead and Mentor Your Staff

Mentoring is one of the best tools that any leader can use within the workforce. The benefits are unlimited and the value is unmatched. While this is a time consuming activity for both parties, the long term benefits will create a better leader and an engaged, enhanced, and more skilled workforce. Academia can teach the basics of business philosophy and various modeled techniques, but the inside experience knowledge that education lacks is the understanding of the real workplace. Most textbooks are dated and because the workforce is fluid in their establishment of norms and it is difficult to continually update them properly. In addition, the act of mentoring builds relationships, trust, ethics, and team building virtues.

The mentor benefits greatly from the act. This process allows the mentor to give something back to the organization and the people in the workforce. It reminds the mentor to listen and actually sharpens their communication skill set. Intrinsically, mentoring also builds on the mentor’s self worth as they are usually listened to by the mentoree with enthusiasm. As a leader , the act of mentoring strengthens our interpersonal skills and builds relationships with our coworkers. Mentoring also takes the time to understand details that hinder people’s personal and professional growth. Finally, as we mentor we re-examine parts of our own self as we, as managers and leaders, do not always do what we preach to others. Employees will also include personal aspects of their lives ad that enhances the bond between a leader and their teams.

The mentoree feels valued through the time a mentor spends with them. The exude a self confidence as they go forward. Through the process the mentoree if forced to construct logical communication paths and improve their communication and listening skills. We also bridge the gap for the mentoree regarding conversational methods to speak to management constructively. The mentoree improves their interpersonal skill set and breaks down barriers that may have inhibited communication in the past. The most important factor in the mentoring process is the mentoree begins and continues to understand the organization, goals, culture, and business innuendos that are critical for them to advance.
The process is simple and should discuss some of the following:
Where are you going in your career?
What are your visions as an employee?
What are your aspirations?
What are your strengths?
What are your weaknesses and how are you going to correct them?
Identify their top three goals.

You should make it personal if appropriate. Find out what the employee wants out of the relationship and determine the deliverables of the mentoring process. Set a time and time limit for the meeting and shut off all other communication during this time. Setup a schedule and stick to it. Discuss the options and opportunities for learning and development. Ask for a critique and constructive criticism of the company and its leadership. Most prevalent, break down the conversation barriers and truly embrace their ideas and concerns.

It is the duty of the organization to assure that the mentoring process is active. The top leadership should insist that every manager mentors someone and preferably not in their direct reporting chain. This process shows the entire organization that the organization does care about their development and as the process develops montorees will begin to mentor others. This process develops loyalty and understanding and creates a contiguous positive culture where we foster skills sets and empowerment. Finally, it creates a culture of cooperation and takes communication to new levels. Do not wait for your executives to insist on your mentoring others. take it upon yourself to embrace the process and also seek out a mentor for yourself. Your mentor may not be within the your company as there are times that we want to seek mentors that look at new perspectives. Take the leap and mentor and your will soon see the rewards. Care about your employees and take an active role in their development.

THE NEW GENERATION OF WORKERS NEED NEW LEADERSHIP STYLES

As we continue to actualize our production or service, we tend to make every attempt to hit our commitments and goals. What makes us unique as leaders is the ability to manage success. There is always a pattern of accomplishing our goals during our careers but we need to reflect on just what we are doing to accomplish those goals. There are several ways of meeting our deliverables and unfortunately we grew up in a society where leadership was recognized for “block and tackle” techniques. This methodology worked in years past and still can yield results on a short term basis today, but there are several elements that limits the success of this management technique in our present culture.

If you haven’t noticed, the world has changed. The mentality of the worker, the philosophy or labor, and the expectations of human resources are different than in the baby boomer days. Today’s workers have evolved, especially with Generation Z . The baby boomers strong work ethic was rewarded by companies by giving lucrative pensions and benefits . Companies revered loyalty and long term employment with one company. As global competition evolved, companies have been forced to pull back on benefits and have learned that employees that switch jobs and companies bring forth new diversity into a workforce. Generation Z functions different as they are social creatures that are flexible in nature and expect flexibility from institutions and companies. They are so flexible that employers are challenged to retain them if demands are too high. They expect instantaneous rewards and recognition for performance. They cannot be intimidated and sometimes can feel entitled to their job. Therefore we cannot intimidate them or insist they work long hours to please the company or their boss. They are now flooding the job market and leaders need to change their style from micro management and a demand persona.

The philosophy of labor has changed. The labor market will soon have more jobs than people as the prior boom generation retires. Labor’s paradigm is changing to one where employees desire constant increases in salaries and benefits and they do not react to an environment where people are expected to be patient for recognition. This requires that management spend a significant amount of time on the recognition aspect of employee management. Leaders must also determine how they can bridge the gap between expectations and business restrictions. There is always a way of managing a company to meet the business’s needs and employee’s expectations. This does require creativity and good communication with the workforce to determine methods that satisfy both criterion. Most studies show that monetary recognition is not the only avenue to engaging and delighting your workforce. Honest description of the business conditions will help employees understand what restrictions exist and the performance necessary to embrace monetary improvements.

Finally, the next generation of workers have different expectations of human resources. In prior work generations, the worker did not engage human resources as deeply as they do today. Human resources was the element that defended them against unreasonable management demands and was a defender of worker’s rights. Seldom did people involve human resources in anything but these matters. Today, human resources is viewed as the element that helps workers remain in a safe, politically correct, and respected workplace. Workers expect that human resources will assure they are continually trained thereby allowing employees to grow in the organization. They are looked upon as the employee’s ally and employees use human resources as a sounding board for both work and personal issues. Human resources’ tasks have grown immensely in the last ten years as they have expectations from the workforce that assimilates both a counselor and personal carrier growth advisor.

In conclusion, our success as leaders is dependent on an engaged, self empowered workforce that is allowed to be creative and involved in determining the business’s future. This workforce is more highly educated and has characteristics that will not respond to older management styles. It is the leaders responsibility to change their tactics and embrace the new workforce’s personality. It is an enriching workforce that will guide us into a better workplace and one that self actualizes itself to a more productive society if we embrace them. Do not rely on the “Block and Tackle” micromanagement tactics as they will eventually fail. Leaders will be more successful if they accept this new generation’s philosophy and work with it to aspire the business to new heights of performance.

Leaning Out a Mix Model Assembly Line

One of the more challenging industries to get lean is the mixed model, made to order, assembly production lines. We all have read the success in high volume production lines with options but what if you are producing several distinctly different products on the same line. It becomes a challenge as each station needs to be level loaded for the processing time so the overall cycle time remains consistent. There are several pieces of ground work that must be accomplished prior to any indoctrination of lean processing. While this may seem like a huge task that will take significant time to complete, the manager must remember the basic elements of success – a vision and a strategic plan that states which product line is approached first. Your vision should state what the perfect production line would resemble and the plan will state the cadence of products and the sub-steps to completion. You must remember that cellular or assembly processing must call for the same processes to be followed each time a product is produced. Repetition makes it easier to control quality and also allows you to track whether improvements have a positive or negative effect.
1. Value stream map each assembly
2. Create sub assembly operations and co-locate them to the line in a balanced process and cycle time
3. Break out and balance the tasks
4. Layout inventory, tools, workbenches so that tasks can be eventually and linearly be produced
5. Create inventory feeder line strategies and kits for common sub-assembly operations
6. Define and set in place Standard WIP
7. Create standard work
8. Determine the proper spacing in the flow. Make every a incorporate a “U” shaped cell (Rabbit Chase)
9. Cross train operators
10. Create standard work for the “load versus operators” necessary to meet Takt time
11. Determine the vortex operations and assure that all operators are trained in these operations
12. Assure that there is contingency planning for excess load and equipment failures

While these are not the only elements that must be addressed they are the basics for your journey’s inception. Do yourself a favor and benchmark other and similar industries. Most manufacturing facilities are eager to share their successes and you will not be re-inventing your entire operation as you can use the “Best in Class” practices. You must remember that this is not easy and you will never be complete in your leaning of the lines. After each iteration, you will discover new avenues for improvement.

Standard Work Assures Consistency and Opportunities for Ever Evolving Improvement

The misconceptions of standard work throughout the consulting sector is staggering. Standard work is not merely written work instructions. Standard work is the application of the proper resources to the appropriate workload. It is the standard by which we can measure productivity and also allocate the proper resources to assure efficiency.

The simple portion of standard work is the visual written work instructions to all elements of the business. The instructions should assure that all personnel could complete the tasks with little or no training. While that is simplistic in nature and assumes there are no skill levels required for tasks, it is a goal that if not attainable can be closely assimilated. When we think of standard work instructions, we think of the operational ends of the business as it is a simple interpretation. For these work instructions, we should have step by step instructions stating the tools required, quality requirements necessary, critical features identified and visuals to assure interpretation is correct. However, the implementation goes greater than the operational end of the business. The application should include all interests including, procurement and the appropriate decision trees for a make /buy decision, financial reporting to assure consistency during attrition, management practices for capital ROI decisions and headcount allocations, sales with standards for meaningful profit margins, maintenance for continuous allocation of resources, quality for standardization of inspection standards, and many other elements that are necessary for the business. If these instructions rely on IT functions, screen shots should be part of the standard work.

As we assimilate the standards, we then need to look at our value stream maps to assure that the standard times for operations are level loaded through the production cycle. Once we have a level loaded value stream, we then can calculate the resources necessary for the volume increases and decreases. Our value stream should engulf more than a statement of operations and work tasks and should include the min/max of personnel and shift allocations, resources necessary to support those functions, and standards for operational efficiency. Finally, the value stream maps should then include a standard work contingency for each operational failure that can occur. Once those failure points are established, a risk level needs to be assigned to them. We can then prioritize the contingency plan development needs.

Standard work is ever evolving and is the backbone for predicable production and financial success. Implementation of standard work must grow with the evolving culture change to a leaner environment. The culture must understand that standardization does not threaten their job security as they define tasks, but allows them to spend their resources on creativity and strategic development. We must be patient with the evolution of standard work. If the workforce embraces the conceptual, we will actualize the benefits in a shorter time span.

Understanding Leadership’s Drive

Building the business on a path to success is sometimes difficult if you do not understand the basics and fundamentals of desirable characteristics. A leader must understand what it takes to earn the trust of the organization and what is necessary to possess in your inner self to be successful. A leader must be ambitious and adaptable to ever-changing business conditions. Your ambition cannot wear on your self-control and you must keep emotions in check during stressful times. Leaders must use common sense and cross check their actions with their ethics and values at all times. There are always times when your business will stretch your patience because your ambition to be successful will take control. Keep emotions in check and realize if this was easy, anyone could do it. You are a leader because you are competitive and temporary setbacks are part of any business. Surely you want your business to run dull, boring and without drama but usually that in not the case. You must use your resourcefulness to create a team spirit to resolve problems and setbacks and continue to possess the integrity to make correct decisions. Have faith in yourself and organization to be successful and be sincere in all communications with your team. A successful leader is patient with situations and understands that people will model his/her behavior. Every decision you make must be done with confidence, sincerity and honesty. Lead with passion and not emotions.