After showing you the details of a few basic creativity techniques, I now get to my most favorite one: creative provocation! It is a bit more advanced, but I had huge successes with this one. It is part of a group of techniques that alter the initial question to foster more creativity. I will also show you reverse brainstorming. Continue reading Creative Provocation, Reverse Brainstorming, and Analogy
A lot of lean problem solving requires creativity. There are many creativity techniques available to help generate ideas for problem solving. In my last post I presented brainstorming, which is a freewheeling creativity technique. In this post I will show you some creativity techniques that have a more structured approach. These include mind maps and fishbone diagrams. Both can be used in groups, but they are also helpful if you need to tackle problems on your own. Continue reading Fishbone Diagrams and Mind Maps
A lot about leadership is confidence. Yet confidence does not always come naturally, but has to be worked on. In fact, a leader that is always confident is scary to me. Let me give you my thoughts on confidence in leadership. Continue reading Leading with Confidence
Job Relations (JR) is one of the modules of the original Training within Industry (TWI) program. It was actually developed at Harvard using case studies, and for its time was groundbreaking in its idea that leadership can be learned! Like most TWI modules, it is sensible and useful. As with most TWI programs, it is focused on the front lines of the shop floor, and designed for first-line and second-line supervisors. The module is about good shop floor leadership.
While the program dates from World War II, it has lost none of its relevance, and can still help modern-day shop floor managers in becoming better leaders. The steps are not rocket science, but good common sense, and described with a clarity and brevity unusual for a management book. Below is a summary, mostly condensed from the “Job Relations 10 Hour Sessions Outline and Reference Material.” This is the third in a series of five posts on TWI. Continue reading JR: Training within Industry – Job Relations
Training within Industry – or TWI for short – was a US program during World War II. It significantly improved industrial production and helped the Allies to win the war. While the ideas date to the 1940s, they are still very relevant. In my view, they are pure gold if you have to manage a shop floor. It is to me the best overarching system for training and managing workers, and it significantly influenced Toyota.
While technology has changed a lot since 1945, people have not. The methods of TWI still work, and can really help you to improve. Even better, the original US government documents from 1945 are all in public domain. Let me introduce you to TWI. This is the first in a series of five posts on TWI. Continue reading Training within Industry – TWI – Oldies but Goldies
But what about the people who prevent the need of a hero? What about the people that make sure the disaster never happens? What kind of people do you really need in your company? Continue reading Heroes, Firefighting, and Corporate Culture
The Japanese work ethic is pretty amazing, and their work standards are among the best of the world. In previous posts I have often written very favorably on these standards. Yet, not all is right in the Japanese working world. In fact, a lot is wrong and troublesome, and this superior work performance comes at a significant cost of work-life balance. Continue reading The Dark Side of Japanese Working Society
Like most companies, Toyota conducts an annual evaluation of the performance of their employees. Recently I got a chance to look at these evaluation sheets and take notes. There are some surprising differences in the evaluation by Toyota in comparison to the evaluation by most other companies. Continue reading The Toyota Employee Evaluation System