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Leading Through The Chaos: Leadership Fire Fighting Training

Glenn Sommerville

Teams encounter unexpected challenges, projects veer off course, and crises arise when least expected. Many leaders find themselves caught in a perpetual cycle of “firefighting,” where they spend their days extinguishing problems within their teams, only to find themselves exhausted and unproductive by day’s end. This constant state of reaction leaves little room for proactive, strategic leadership—working on the business rather than just for it. Calling ourselves “firefighters” actually discredits real firefighters, as they have extensive training and the tools they need to do their job, while many leaders do not.

The “firefighting” mentality stems from a reactive mindset—a tendency to focus solely on addressing immediate issues rather than thinking strategically about long-term goals and objectives. While putting out fires is an essential skill for any leader, it should not dominate their entire approach to leadership. Leaders must learn to balance reactive problem-solving with proactive, strategic thinking.

Through many of my mentorship conversations with young leaders, I see they are in a chronic state of chaos. They spend most of their days running from one crisis to the next. Whether we meet once a week or every few months, their answer is always the same, “I’m just too busy, and I never have enough time to get my projects done.” This leaves me with one question: if chaos is the standard…. why do you not have standardized work for crisis management?

Sound crazy?

Consider professions in perpetual crises, like paramedics, firefighters, or military personnel. Anyone working in these industries is given extensive training and the proper tools and support to do their job. In addition, they have even been trained to make do without the right tools or when separated from their team. They improvise.

Why do we not adopt similar principles as leaders?

Call It What It Is!

I have said this many times, but I will repeat it: If you are in a crisis, call it a crisis! Identifying what state we are active in removes ambiguity about what we are experiencing and allows us to access the tools and skills we need to lead through these challenges.

Think of a natural disaster or a political movement when a city or province announces a state of emergency. By making this statement, those in trouble will have more access to the necessary resources to deal with the crisis immediately. We should be doing the same as leaders. So call a crisis a Crisis!

Now that we have established that we are in a crisis, what next?

My Top Tip In Crisis Management

My top tip is to schedule time to deal with the crisis. I used to call it the “Daily Critical Meeting.” Like a morning huddle, those necessary to deal with the crisis will gather at the start and end of the day. Twice a day is usually frequent enough for most issues, but if the situation changes rapidly, consider having three or even four standard times per day for critical meetings. This time is scheduled into everyone’s calendars and stays constant until the crisis has been dealt with. Doing so dramatically reduces the need to cancel other meetings at the last minute, reduces the risk of missing other tasks or responsibilities, and generally messes up everyone’s schedule for the day. These meetings are meant to be short and used to delegate tasks and give updates on the situation.

Only relevant team members should be included in these meetings. This means that if the whole team is scheduled for the crisis meeting, but the crisis only affects the marketing team, then only marketing team members should be present. This gives all other team members free time to work on different projects and streamline meetings as efficiently as possible. Be sure to let your whole team know who is required at the meeting and who isn’t. Respect their time and abilities, and don’t forget to let everyone know what is happening, with ample time to prepare. Otherwise, you will create an additional crisis over your preexisting crisis.

Use the morning meeting to delegate tasks and the afternoon meeting to regroup, assess your progress and make a tactical plan for the morning.

When You Are In The Trenches

You may be thinking, “But Glenn, this all sounds great, but there’s no way I can implement this stuff. It’s too hard!”

I understand. Change can be challenging, and often, when we are in crisis, the last thing we need is to add gasoline to a brush fire. However, the best thing leaders can do during a crisis is to create routines. This provides some much-needed stability. Maybe your team is busy troubleshooting, and no planned work is getting done, but you can rely on those two meetings daily as a foundation to cling to—a calm in the storm, sort of speak. It is a time when everyone knows they will have a chance to be heard and supported.

Ultimately, it comes down to the severity and scope of your crisis. When crises happen, allow them to be discussed and dealt with only during crisis meetings, not anywhere else. The reverse is also the same: don’t bring your crisis to your other meetings.

Depending on the crisis, this may be altered slightly based on time-sensitive information or action requirements. However, for the most part, the time between these crisis meetings should consist of your pre-planned work day.

This allows you to get other non-crisis work done while managing a crisis. In my experience, 90% of crises do not need your immediate action or reaction. They need rapid action, but typically, they can wait an hour or so until the planned crisis meeting time. It’s usually our internal adrenaline rush or subconscious need to feel important that drives the “drop what you’re doing mentality” more so than the actual urgency of the task. So, take a moment to stop and think critically. Can this wait until the next crisis meeting? Nine times out of ten, the answer is yes! So save yourself the headache and stop getting pulled off your work when you don’t have to.

Put On Your Oxygen Mask Before Assisting Others

Another key to dealing with the crisis is to allow time for you to do what you need to maintain at the top of your game. You can’t have it all, but what are your top three non-negotiables?

My top non-negotiables have always been:

  1. Time to talk to/see my family
  2. Respect for my team and my leadership
  3. Look after myself and my team

The first non-negotiable may seem strange. However, throughout my career, I travelled extensively and was away for extended periods or had to deal with extended, very busy periods. For example, when I was at Amazon, “Peak,” or the Christmas season, was a CRAZY busy time of year. It was definitely 24/7 and often felt like one perpetual crisis. In these situations, it’s too easy to get caught up in things and miss the opportunity to connect with your family. Particularly when different time zones come into play! I wish I could say I developed this proactively, but no, I had to learn it the hard way! That’s why non-negotiable #1 exists for me. No matter what, no matter where I am, I will take time every day to touch base with my wife and kids. Even if I only have 15 minutes for a phone call, I will make that call just to hear their voices and catch up with their day.

Non-negotiable #2 is important to me because, earlier in my career, I experienced some situations where, during a crisis, more senior-level leaders reacted to the situation by being abusive and overly demanding of me and my team members. I’m sure they thought they were doing the right thing and that it would “motivate” us to resolve the issue faster. As you might expect, however, it was a distraction and caused many other issues that did not help the situation. From then on, I ensured that I ran interference for my team from the above levels and did not allow anyone, regardless of their position, to treat my team poorly, even at the risk of my career. It may be hard to believe, but some intense interventions were required!

Lastly, you’ve got to look after yourself. Despite what you may think, you are not immortal. Sure, you may think you can get away with eating poorly, not exercising, and, most commonly, not getting enough sleep. However, these things catch up with you eventually. Unfortunately, when they do, it’s too late. Look after yourself; in so doing, you may even be looking after your team. It seems I’ve learned these non-negotiables the hard way. One particularly difficult new model launch at Toyota, I was working around the clock to demonstrate my support and commitment to the company and my team. Leading by example was my intention. With two shifts operating, I thought it was important that both shifts saw my dedication and presence, so I worked very long days, spanning both shifts. One evening around 10:00 PM, as we stood observing a problematic process, one of my team members said to me, “How long are you gonna keep this up? We can’t keep up with you. You’re killing the team!” It was a well-deserved and, frankly, overdue slap in the face.

Although I had the best intentions, I didn’t realize that other team members were putting in crazy hours, too, just because I was. They didn’t want to be perceived poorly in my eyes, which they wouldn’t have, but that was their thinking. I was devasted that I had burdened my team, which was working as hard as possible to resolve the issues. Not only was I killing myself and reducing my effectiveness by becoming worn out and exhausted, but I was doing the same to those who were working diligently on resolving the issues! Staying rested, energized, and clear-headed wins!

Recap

As a leader, unexpected challenges and crises are par for the course. Many leaders find themselves trapped in a cycle of “firefighting,” where they spend their days reacting to immediate issues, leaving little time for proactive, strategic leadership.

However, this reactive approach can be detrimental. Leaders must shift from firefighting to crisis management excellence, adopting structured protocols and prioritizing self-care. By acknowledging crises, scheduling dedicated crisis meetings, and maintaining non-negotiables for personal well-being, leaders can effectively navigate chaos and lead their teams to success.

Leadership

Mastering Transformational Leadership: A Guide to Success

Glenn Sommerville

Once viewed as a fixed set of qualities, leadership has undergone a remarkable transformation over the years. The traditional characteristic of a leader as a commanding figure, issuing orders from the top down, has given way to a more nuanced and adaptive approach. Today, leadership is recognized as a dynamic process of influence and inspiration, evolving alongside the complexities of modern organizations and the rapidly changing global landscape.

The Shift from Command to Collaboration:
In the past, leadership was often synonymous with authority and control. Leaders were expected to possess all the answers and make decisions unilaterally. However, as organizations became more complex and interconnected, this autocratic leadership style proved ineffective and unsustainable. As a response to this challenge, the shift towards collaboration and empowerment emerged.

Transformational leaders recognize the value of leveraging their teams’ collective intelligence and diverse perspectives. They foster an environment of trust, openness, and collaboration, where ideas are freely exchanged, and individuals are empowered to take ownership of their work. By decentralizing decision-making and embracing participatory leadership practices, organizations can tap into the full potential of their workforce and drive innovation.

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Embracing Diversity and Inclusion:
Another significant aspect of leadership transformation is recognizing the importance of diversity and inclusion. In today’s multicultural and interconnected world, leaders must be adept at navigating diverse perspectives, experiences, and backgrounds. Embracing diversity fosters creativity and innovation and enhances organizational resilience and adaptability.

Leadership transformation involves creating an inclusive culture where all voices are heard and valued. It requires leaders to challenge their biases and assumptions, actively seek out diverse viewpoints, and create opportunities for underrepresented groups to thrive. By championing diversity and inclusion, leaders can cultivate a more vibrant and resilient organizational culture that attracts top talent and drives sustainable growth.

Adaptive Leadership in a VUCA World:
The volatile, uncertain, complex, and ambiguous (VUCA) nature of today’s business environment demands a new kind of leadership – one that is agile, adaptive, and resilient. Adaptive leaders excel in navigating uncertainty and ambiguity, embracing change as an opportunity for growth rather than a threat to be avoided.

Adaptive leadership requires leaders to be comfortable with ambiguity, able to make informed decisions in the absence of complete information, and willing to experiment and learn from failure. It involves fostering a culture of continuous learning and adaptation, where individuals are encouraged to embrace change, take calculated risks, and iterate on their approaches.

Tips on Becoming a Transformational Leader

Becoming a transformational leader requires dedication to personal growth, a keen comprehension of organizational dynamics, and the capacity to inspire and empower others. Like any other skill, transformational leadership is learned, not naturally gifted. At HPL, we continue to have leaders ask for insight and advice on how to grow their toolboxes and ways to work on these leadership skills. At the end of the day, it all comes down to practice.

Some key tips or areas of focus to start with if you want to practice your transformational leadership style can be easily summarized with the acronym VISION LEAD:

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  1. Vision Development: As a transformational leader, at any level within an organization, it’s crucial to have a clear and inspiring vision for the future. Take the time to develop a vision statement that outlines your goals, values, and aspirations for your team or organization. Communicate this vision effectively to rally your team behind a common purpose and direction.
  2. Integrity and Trust: Build trust by acting with integrity and honesty in all your interactions. Be transparent about your intentions, communicate openly, and follow through on your commitments. When team members trust you, they are more likely to be engaged, motivated, and willing to follow your lead.
  3. Support and Empowerment: Empower your team members by providing them with the support, resources, and autonomy they need to excel. Delegate authority, encourage initiative and provide opportunities for growth and development. Empowering your team unleashes their potential and fosters a culture of ownership and accountability.
  4. Innovation Encouragement: Foster a culture of innovation by encouraging experimentation, risk-taking, and creative thinking. Create an environment where ideas are valued, and failure is seen as a learning opportunity. Encourage your team to think outside the box, challenge the status quo, and explore new possibilities.
  5. Inspiration and Motivation: Inspire and motivate your team by leading by example and demonstrating passion, enthusiasm, and commitment. Recognize and celebrate their achievements, and provide encouragement and support during challenging times. By inspiring your team, you ignite their passion and drive for excellence.
  6. Nurturing Development: Invest in your team members’ development by providing mentorship, feedback, and opportunities for growth. Help them identify their strengths and areas for improvement and provide the support and guidance they need to reach their full potential. By nurturing their development, you build a stronger, more capable team.
  7. Collaboration Promotion: Promote collaboration and teamwork by breaking down silos and fostering open communication and cooperation across departments and functions. Encourage knowledge sharing, ideas, and best practices, and create opportunities for cross-functional collaboration. By promoting collaboration, you harness your team’s collective intelligence and creativity.
  8. Embrace Diversity and Inclusion: Recognize the value of diversity and inclusion in driving innovation, creativity, and organizational performance. Create an inclusive environment where all voices are heard and respected and actively seek out diverse perspectives and experiences. By embracing diversity and inclusion, you create a more vibrant and resilient organization.
  9. Adaptability and Agility: Be agile and adaptable in response to changing circumstances and evolving priorities. Stay open to new ideas and perspectives, and be willing to adjust your approach as needed. By being adaptable and agile, you navigate uncertainty with confidence and resilience, leading your team through change effectively.
  10. Dynamic Leadership: Embody dynamic leadership qualities by being proactive, visionary, and action-oriented. Lead with energy, enthusiasm, and optimism and inspire your team to achieve greatness. A dynamic leader drives positive change and creates a culture of excellence and innovation.

By following the VISION LEAD framework and embodying these principles, you can become a transformational leader who inspires positive change and drives organizational success.

Where To Start Your Transformational Leadership Journey:

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Embarking on the journey of transformational leadership is both an exhilarating and daunting endeavour. It requires a deep commitment to personal growth, a keen understanding of interpersonal dynamics, and the courage to inspire change. As you take your first steps towards becoming a transformational leader, laying a strong foundation for your journey is essential. This begins with self-reflection and a dedication to continuous improvement, followed by cultivating authentic relationships built on trust and mutual respect. Furthermore, articulating a compelling vision that energizes and motivates your team is paramount. In this introductory phase, you set the stage for a transformative leadership experience that will drive organizational success and empower individuals to reach their full potential.

  1. Self-Reflection and Personal Growth: Start by reflecting on your own leadership style, strengths, and areas for improvement. Engage in self-assessment exercises, seek feedback from peers and mentors, and identify areas where you can grow as a leader. Invest in your personal development through reading books, attending workshops, or enrolling in leadership development programs. You lay the foundation for becoming a transformational leader by focusing on your own growth and development.
  2. Build Relationships and Foster Trust: Transformational leadership is built on trust, relationships, and effective communication. Invest time in building authentic relationships with your team members, peers, and stakeholders. Listen actively, show empathy, and demonstrate integrity in your interactions. Create a supportive and inclusive work environment where individuals feel valued, respected, and empowered to contribute their best. Building strong relationships and fostering trust creates a solid foundation for transformational leadership.
  3. Articulate a Compelling Vision: Transformational leaders inspire change by articulating a clear and compelling vision for the future. Take the time to define your vision for your team or organization – where do you want to go, and why does it matter? Communicate this vision effectively to your team, vividly showing the desired future state and rallying them behind a common purpose. Engage your team in co-creating the vision, soliciting their input and buy-in. By articulating a compelling vision, you provide direction and inspiration for your team to embark on the journey of transformational leadership.

Quick Read:

The evolution of leadership from a fixed set of qualities to a dynamic process of influence and inspiration has transformed traditional leadership paradigms. Leaders are now expected to move from the top-down, commanding style towards a collaborative and inclusive approach, recognizing the value of diverse perspectives and experiences. In today’s volatile and uncertain business environment, adaptive leadership has become essential, requiring leaders to navigate ambiguity and embrace change as opportunities for growth. Becoming a transformational leader involves dedication to personal growth, understanding organizational dynamics, and inspiring and empowering others. Key tips for developing transformational leadership skills can be summarized by the acronym VISION LEAD: Vision Development, Integrity and Trust, Support and Empowerment, Innovation Encouragement, Inspiration and Motivation, Nurturing Development, Collaboration Promotion, Embrace Diversity and Inclusion, Adaptability and Agility, and Dynamic Leadership. By embodying these principles, leaders can drive positive change and foster a culture of excellence and innovation within their organizations.

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Perpetual Progress: Lessons On Sustaining Lean Culture

Glenn Sommerville

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Lean methodology stands out as a beacon of efficiency and productivity. Originating from Toyota’s renowned production system, Lean principles have permeated industries worldwide, guiding entities towards streamlined operations, waste reduction, and enhanced value delivery. Yet, amidst the initial triumphs of implementing Lean lies a critical juncture: sustaining its gains and perpetuating improvement. This phase marks the true test of an organization’s commitment to excellence, where the focus shifts from mere adoption to relentless advancement and sustainability.

At its core, Lean embodies a philosophy of continuous improvement where every process, however efficient, is subject to scrutiny for enhancement. This spirit mirrors the essence of sustainability – the ability to endure and thrive over time, adapting to changing circumstances and evolving demands. Thus, the convergence of Lean and sustainability is not merely incidental but intrinsic. Both concepts hinge on the relentless pursuit of optimization and resilience in facing challenges.

The journey toward sustainability within a Lean framework begins with a firm foundation built upon change, standardization, visualization, and unification toward a common purpose. These initial steps lay the groundwork for future progress, fostering a cohesive environment for ongoing improvement. However, sustaining Lean is not a static endeavour but a dynamic commitment to perpetual advancement.

Lean and Employees

One of the fundamental pillars of Lean is respect for people. Lean recognizes that individuals are not merely cogs in a machine but valuable contributors to organizational success.

A great example I saw to help combat this was at Baylist Medical, where they make assistive surgical technology. They measure products produced in terms of “patients” rather than units. This powerful message reminds the team daily what and who they are working for.

By actively soliciting and listening to employee feedback, organizations demonstrate their commitment to this principle. Employees feel valued and respected when their opinions are sought and acted upon, fostering a culture of engagement and empowerment.

Employee feedback serves as a reality check for Lean initiatives. While Lean methodologies provide a structured framework for improvement, their effectiveness ultimately depends on real-world applicability. Employees on the front lines can give invaluable feedback on the feasibility and practicality of proposed changes, ensuring that Lean strategies align with operational realities.

Case Study

A great example of this occurred while working at Amazon Canada. I was visiting a facility, and the senior team hosting me explained how happy they were with a new kaizen that had recently been implemented. Some employees struggled to see if all the top bins had been emptied in the packing process. This resulted in packages missing items and causing rework down the line. The team gave each packer a paint roller to hook onto the top bin to pull the product forward and check if the bin was empty. However, not a single packer was using this paint roller kaizen!

After watching for a short time, I walked over to the nearest packer and asked them, “Hey, do you have a minute? I have a question for you… Why are you not using the paint roller to check the top bins?” The packer smiled and said, “Try it for yourself,” gesturing to the paint roller magnetically hanging on the metal side of their packaging station. I went to pull the roller off the bin and found it was virtually impossible to remove! It took two hands before I could get that thing off the bin! The magnets were so strong!

This case study demonstrates two critical points:

1) Go and see!

When you implement changes, you must go and see how they are being carried out! Amazon taught me repeatedly to Trust but Verify. Trust that your directions/actions have been implemented, but make sure you verify that things are as you expect!

2) Get Info From the Front Lines

Your front lines and employees carrying out work on the floor have the most practical knowledge about how to do their jobs more efficiently. Instead of spending multiple hours in a conference room solving a problem you think is happening, go down to the floor and watch what is actually happening. Look for points of stress, abnormalities, and bottlenecks. Remember, you are working with and for people, so you need to talk to people!

Gemba Walks

Gemba walks are a powerful tool in Lean management, involving leaders going to the “gemba,” or the actual place where work is done, to observe processes, engage with employees, and identify opportunities for improvement firsthand. The power of Gemba was demonstrated in the above case study. I strongly believe in the power of effective Gembas, one of my favourite things to do with my clients. There is so much valuable insight that can be achieved through this practice. Honestly, the most challenging part of Gemba is a routine of consistently doing so and learning to “see.” However, once you learn to “see,” you can never un-see it!

Again, while at Amazon as the head of Canadian Operations, I continuously travelled to different fulfillment facilities across Canada. I made it a personal priority to make time for Gemba everywhere I went. To do this, I commonly scheduled a meeting with the building management team at 9 a.m. I would then make sure to be in the building by no later than 8 a.m. Mean? Perhaps!

As anyone who works on any team knows, the hour before a big meeting like this is typically chaos! The production floor is getting cleaned and tidied up, management is running around getting organized, and often, employees are pulled away from normal tasks to assist in getting ready. It should not be like this, though!

I would arrive early, not tell anyone I was there, and walk the plant floor alone. My favourite spot to watch the plant process was from a catwalk or other high vantage point. That way, I had a bird’s-eye view of the processes while staying out of the way.

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Three key points to remember when conducting Gemba walks are:

1) Seek to Understand – focus on understanding the process and gathering insights rather than immediately proposing solutions.

2) Engage – actively listen to employees and value their expertise and perspectives on how to improve workflows.

3) Sustain – foster a culture of continuous improvement by encouraging open communication and collaboration between leaders and frontline workers.

Sustainable Habits

Implementing Lean thinking requires more than just adopting new practices; it necessitates cultivating habits promoting continuous improvement and waste reduction. One practical approach to fostering habits in Lean implementation is the 28-day habit tool, coupled with a strong emphasis on consistency to establish organizational stability and standards.

The 28-day habit tool is rooted in the idea that consistent repetition of action over 28 consecutive days can lead to forming a habit. This principle underscores the importance of sustained effort and repetition in ingraining new behaviours and practices. When applied to Lean thinking, the 28-day habit tool is a framework for systematically integrating Lean principles into daily operations and routines.

Consistency plays a pivotal role in creating stability and standards within an organization. By consistently applying Lean principles and methodologies, organizations establish a baseline of expectations and behaviours that become ingrained in the culture. Consistency fosters predictability, reliability, and repeatability, which are essential for achieving operational excellence and continuous improvement.

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To leverage the 28-day habit tool and promote consistency in Lean implementation, organizations can adopt the following strategies:

Structured Training and Education: Provide comprehensive training and education programs to ensure employees understand the core principles of Lean thinking and their relevance to their roles and responsibilities. Reinforce learning through regular workshops, seminars, and hands-on exercises.


Daily Rituals and Routines: Integrate Lean practices into daily rituals and routines to reinforce their importance and facilitate habit formation. Encourage team members to engage in daily stand-up meetings, Gemba walks, and visual management reviews to promote accountability and alignment with Lean objectives.


Layered Process Audits (LPAs): Systematic, recurring assessments conducted at various levels of an organization’s process to ensure consistency and quality. These audits typically involve cross-functional teams inspecting critical process points to identify deviations, weaknesses, and opportunities for improvement.


TIM WOODS:

Identifies seven non-value-adding activities commonly found in manufacturing and service processes. TIM WOODS stands for Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, and Defects. By recognizing and eliminating these sources of waste, organizations can streamline operations, optimize resource utilization, and enhance customer satisfaction.

Continuous Monitoring and Feedback: Establish mechanisms for monitoring progress and providing feedback on Lean implementation efforts. Regularly review key performance indicators, conduct Gemba walks, and solicit employee feedback to identify areas for improvement and ensure alignment with organizational goals.


Leadership Support and Role Modeling: Demonstrate leadership commitment to Lean thinking by actively participating in Lean initiatives and serving as role models for desired behaviours. Leaders should consistently reinforce the importance of Lean principles, provide resources and support for implementation efforts, and recognize and reward individuals and teams that exemplify Lean practices.


Celebrate Milestones and Successes: Celebrate milestones and successes along the Lean journey to acknowledge progress and maintain momentum. Recognize individuals and teams for their contributions to Lean implementation, share success stories and best practices, and highlight the tangible benefits of Lean thinking in driving organizational performance and competitiveness. This can be as simple as taking the team out for lunch, with the successful completion of a 28-day challenge as both a celebration and motivation booster. This activity also helps with team morale and brings everyone closer.

By embracing the 28-day habit tool and prioritizing consistency in Lean implementation, organizations can foster habits that support the sustained application of Lean principles and drive continuous improvement across all levels of the organization. Through structured training, daily rituals, continuous monitoring, leadership support, and celebrating successes, organizations can create a culture where Lean thinking becomes ingrained in the organization’s fabric, driving lasting results and competitive advantage.

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Final Thoughts

Continuous improvement in Lean also entails harnessing the power of data and technology. Leveraging advanced analytics, machine learning, and automation, organizations can uncover insights, identify inefficiencies, and optimize processes with unprecedented precision. By embracing innovation, companies can stay ahead of the curve and drive sustainable growth in an ever-evolving landscape.

However, sustaining Lean is not without its challenges. Complacency, resistance to change, and short-term thinking can impede progress and erode gains. Thus, leadership is pivotal in maintaining momentum and fostering a culture of excellence. Leaders must champion the cause of Lean and provide the necessary support, resources, and incentives to empower employees to drive continuous improvement.

Quick Read

Lean methodology, stemming from Toyota’s renowned production system, has become synonymous with efficiency and productivity across industries worldwide. While initial implementation yields success, the true challenge lies in sustaining gains and perpetuating improvement. At its core, Lean embodies a philosophy of perpetual betterment, advocating for a culture of continuous improvement and sustainability. This convergence of Lean and sustainability hinges on a firm foundation built upon change, standardization, visualization, and unification.

Central to Lean’s success is its recognition of the importance of employees.

Organizations foster a culture of engagement and empowerment by valuing their input and actively soliciting feedback. Employee feedback is a vital reality check for Lean initiatives, ensuring alignment with operational realities and driving tangible improvements. A case study from Amazon highlights the importance of “going and seeing” and obtaining insights from frontline workers, emphasizing the need for practical knowledge in problem-solving.

Gemba walks, where leaders observe processes firsthand, engage with employees, and identify improvement opportunities, are instrumental in Lean management. These walks facilitate valuable insights and promote a culture of continuous improvement. Three key points for effective Gemba walks include understanding processes, actively listening to employees, and fostering open communication and collaboration.

In sustaining Lean thinking, the 28-day habit tool and consistency play crucial roles. The 28-day habit tool emphasizes the formation of habits through consistent repetition, while consistency establishes stability and standards within the organization. Strategies such as structured training, daily rituals, and leadership support are essential for leveraging the 28-day habit tool and promoting consistency in Lean implementation.

Ultimately, sustaining Lean requires embracing innovation and overcoming challenges like complacency and resistance to change. Leadership is pivotal in maintaining momentum and fostering a culture of excellence. Organizations can achieve lasting results and competitive advantage in today’s dynamic business environment by championing Lean principles and empowering employees to drive continuous improvement.

Lean and Continuous Improvement, Visual Controls

SEEING the Lean Path: The Power of VISUALIZATION in Operational Excellence

Glenn Sommerville

The concept of visualization stands out as a powerful tool for driving efficiency, accountability, and continuous improvement in lean thinking. By creating visual controls within processes, organizations make standards and abnormalities visible and foster a culture of transparency and adherence to standardized work.

There are so many different ways to implement visual controls that there is really no one “right” way. It all depends on the process you are working with, your facility, and your goal prioritization.

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Similar to what we have discussed in “Lean Beyond Limits: Unleashing Lean Thinking Across Industries,” visualization is not just for manufacturing. Implementing visual controls across various processes requires careful consideration of each environment’s specific needs and dynamics.

Colour Coding: Assigning specific colours to different items, areas, or tasks can help visually distinguish between them and convey important information at a glance.


Floor Markings and Signage: Floor markings, arrows, and signage can help guide people through a space or communicate important safety information. In a warehouse, floor markings can indicate designated walkways, storage areas, or hazardous zones, while in an office setting, directional arrows and signage can help employees navigate shared spaces or locate essential facilities like meeting rooms or restrooms.


Checklists and Visual Work Instructions: Creating visual checklists and work instructions can help ensure consistency and accuracy in performing tasks or processes. In a healthcare setting, for instance, a visual checklist displayed in an operating room can guide surgical teams through pre-operative, intra-operative, and post-operative procedures, while in a restaurant kitchen, visual work instructions posted near cooking stations can outline recipe steps and food safety protocols. Another example is a pre-flight checklist all airlines must complete before taking off. I’m sure we are all glad about this safety check!


A Kanban system:  A visual management method used to optimize workflows. This system works in conjunction with standardization and standardized work by making these additional processes visible. An example of a Kanban system would be that each assembly workstation in a process is required to have two boxes of parts at all times. When one box is empty, it is placed in a new, highly visible spot, indicating it needs replacing. This is the Kanban or the visual cue. This creates a visual indicator that replenishment is needed before downtime occurs due to a lack of parts within a process.


Visual Metrics Dashboards: Displaying key performance metrics and progress indicators on visual dashboards can help teams track their performance and identify areas for improvement. In a sales department, for example, a visual dashboard can show real-time sales figures, targets, and pipeline metrics, while in a software development team, a dashboard can visualize code quality metrics, sprint progress, and bug-tracking data. These visual displays promote transparency and accountability and enable data-driven organizational decision-making.

Short side tangent on visual boards!

I am often asked if it’s possible to use virtual visual boards. While it is possible, and many different software out there allow you to do this, I always try to caution people against the bells and whistles of these digital alternatives. Technology is amazing in many different ways, but in my experience, the good old-fashioned whiteboard is hard to beat! A key reason these boards work is that they are always in your face. They are hard to ignore, as they take up room on the floor, in hallways, offices, and breakrooms. When you digitalize display boards, while getting reminders on your phone or through email is possible, we quickly become overwhelmed and stop looking at all those notifications. In that regard, a whiteboard is more passive than the constant, endless stream of digital notifications you are likely already inundated with. Yet the whiteboard is tangible and large enough that it is a constant visual reminder of your team’s progress and goals. Another critical reason I advocate against digital systems is they are often expensive and slow to change. In today’s dynamic team environment, visual boards must be easy and quick to change on the fly. If something isn’t working the way you need, or you need to track something else or track it differently, all you have to do is erase it or get a new sticky note.

Benefits of Visual Controls

Now that we understand how to implement visual controls, it’s time to discuss the benefits of doing so. When it comes to things like 5S and creating visual control, some teams, and particularly type A leaders like myself, may take visual controls a little too far! Once you get on that train, it can be difficult to get off.

You don’t need to go as far as taping out your desk! By this point, in my opinion, visual controls have gone from being useful tools to a time-consuming hindrance. On the other hand, many are intimidated by implementing visual controls, probably because their only experience with visualization is in the photo above. YIKES!

How can visualization assist us in keeping our standards in check and our processes on track?

Visual Controls: Bringing Standards and Abnormalities to Light

At the heart of lean thinking lies the pursuit of eliminating waste and optimizing processes. Visual controls serve as a cornerstone in achieving these objectives by making key information readily accessible to all stakeholders. Whether through colour-coded labels, Kanban boards, or Andon systems, visual cues provide immediate feedback on the status of operations, enabling quick decision-making and problem-solving.

Enhanced Accountability

Visualization promotes accountability by making standards and deviations from them clearly visible to everyone involved in the process. When standards are visually represented, employees have a tangible reference point for their work, reducing ambiguity and ensuring consistency. Likewise, abnormalities are promptly identified through visual cues, prompting swift corrective actions and preventing issues from escalating.

Maintaining Standards and Standardized Work

One of the fundamental principles of lean thinking is the establishment of standardized work procedures. Visualization plays a pivotal role in maintaining these standards by providing visual cues that guide employees in performing their tasks consistently and efficiently. By making standardized work visually explicit, organizations mitigate the risk of variation and deviation, ultimately enhancing quality and productivity.

Driving Continuous Improvement

Visual controls not only facilitate adherence to existing standards but also serve as a catalyst for continuous improvement. By making abnormalities visible, organizations are prompted to investigate root causes and implement countermeasures to prevent recurrence. Moreover, visualizing key performance metrics and progress toward goals empowers teams to track their performance in real time and identify opportunities for further optimization.

Cultivating a Culture of Excellence

Incorporating visualization into lean practices goes beyond improving operational efficiency—it fosters a culture of excellence and empowerment. When employees can visually see the impact of their actions on performance metrics and outcomes, they feel a sense of ownership and pride in their work. Moreover, the transparency afforded by visual controls promotes collaboration and collective problem-solving, driving organizational success.

The following are case studies showcasing different approaches to implementing visual controls in manufacturing, an office setting, and a web company:

1 Medical: Colour-Coding

Case Study: Family Doctors Office

Implementing visual controls can significantly enhance productivity and quality in a doctor’s office. I was pleasantly surprised recently when I went in for my yearly checkup and found that the office had been colour-coded. This particular doctor’s office has several different family Doctors, as well as specialized tests and immunizations. Each patient was checked in at the front desk and then assigned a seat colour: blue for sample collection, green for family doctor, and red for bloodwork.

At one glance, it was easy to see how many people were waiting for each procedure, allowing the office to take any additional measures to reduce wait times.

2. Office Setting: Visual Management Boards

Case Study: Marketing Firm

Maintaining visibility and alignment across teams is essential in a marketing firm where multiple projects are ongoing simultaneously. Visual management boards offer a solution by providing a centralized space to display key project metrics, milestones, and task assignments in a visually intuitive format.

The marketing firm implements visual management boards prominently displayed in communal team areas. Each board represents a specific project and includes sections for tasks, timelines, and progress updates. Team members use colour-coded sticky notes or magnets to indicate task status, with green representing completed tasks, yellow for in-progress tasks, and red for tasks at risk or delayed.

By visualizing project status and performance metrics, teams can quickly identify areas needing attention and take proactive measures to address challenges. Moreover, the transparency afforded by visual management boards fosters communication, collaboration, and accountability among team members, driving project success.

3. Web Company: Kanban System for Software Development

Case Study: Tech Startup

Agility and efficiency are critical for staying competitive in a fast-paced web company specializing in software development. Implementing a Kanban system offers an effective way to visualize workflows, manage tasks, and optimize the development process.

The tech startup adopts a Kanban board to track the progress of software development tasks. The board consists of columns representing different stages of the development lifecycle, such as backlog, development, testing, and deployment. Each task is represented by a card colour with relevant details such as task description, assignee, and due date.

Team members move task cards across the board as they progress through the workflow, providing a visual representation of work in progress and bottlenecks. Additionally, colour-coded labels or tags may indicate task priority or type, allowing teams to prioritize and allocate resources effectively.

Quick Read

The concept of visualization is a powerful tool in lean thinking, driving efficiency, accountability, and continuous improvement. By implementing visual controls within processes, organizations make standards and abnormalities visible, fostering transparency and adherence to standardized work. There are numerous ways to implement visual controls, each tailored to the specific needs and dynamics of the environment. For instance, colour coding can help distinguish between items or tasks, while floor markings and signage guide people through spaces and communicate safety information. Checklists and visual work instructions ensure consistency and accuracy, and Kanban systems optimize workflows in various industries. Visual metrics dashboards provide real-time performance tracking and improvement insights. While virtual alternatives exist, traditional whiteboards remain effective due to their constant visibility and tangible presence. Visual controls promote accountability, maintain standards, drive continuous improvement, and cultivate a culture of excellence within organizations. Case studies across manufacturing, office settings, and web companies demonstrate the diverse applications and benefits of visual controls.

Lean and Continuous Improvement

Lean Beyond Limits: Unleashing Lean Thinking Across Industries

Glenn Sommerville

The misconception that Lean principles are exclusive to manufacturing or production environments is a significant oversight. I first learned about Lean thinking while working at Toyota in 2001. From then on, Lean has been a part of my life professionally and personally. Lean thinking went with me and contributed to my success at BlackBerry. It greatly challenged my thinking when I continued as the leader of the Canadian operations at Amazon. As someone deeply immersed in Lean methodologies within my business today and throughout my career, I’ve witnessed firsthand the transformative power of Lean thinking on and beyond the factory floor.

Initially conceived by Toyota to optimize production processes, Lean management principles have transcended their origins and found success across a spectrum of industries. This adaptability is a testament to the fundamental effectiveness of Lean methodologies in driving operational excellence and fostering continuous improvement.

It’s crucial to recognize that Lean isn’t bound by industry constraints; rather, its core tenets of efficiency, waste reduction, and customer-centricity can be applied to any organizational context. By embracing Lean practices, businesses in service-oriented sectors such as healthcare, finance, and hospitality can unlock untapped potential for enhancing efficiency and elevating customer satisfaction.

In essence, the application of Lean thinking in service industries isn’t just a possibility; it’s a strategic imperative. By delving into how Lean methodologies can streamline processes, minimize waste, and optimize resource utilization, we can unearth opportunities for significant improvements across diverse sectors. So, let’s take a deeper look into how Lean principles can revolutionize service-oriented industries and pave the way for unparalleled success and growth.

Understanding Lean Thinking in Services

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Lean thinking is rooted in the concept of continuous improvement and the elimination of waste. While manufacturing environments traditionally embraced these principles, service industries are increasingly recognizing the value of Lean thinking in streamlining their operations. In service-oriented sectors such as healthcare, finance, and hospitality, Lean principles can be tailored to address the unique challenges and opportunities present.

To begin with, we must first think of processes. Every job has a process, and that is where we can start implementing lean. When jobs have repeating tasks in a specific order, we can view them as a one-directional flow of productivity.

For example, when you consider a hairdresser, you might think there is no way that lean thinking can improve the process of something so creative and variable. But when you break down the tasks a hairstylist goes through, you begin to see the same process unfold: The client walks in, sits in the chair, and describes what they want to be done. The stylist washes, trims/colours the hair, and styles it, and the customer pays and leaves.

When you view each part of the process through a lean lens, the elements will become clear, and you will know which steps improve overall customer satisfaction. Perhaps tools are much farther away than they need to be, maybe the colour station (where hair dies are mixed) is in the back of the building, and the stylist has to walk back and forth multiple times during the appointment to mix colours. Is there a way to standardize popular colour combinations? Is there a standard order of tasks based on specific needs, such as a haircut vs. highlights?

Lean can be applied anywhere; it just changes how it is achieved. Next, I’d like to offer some case studies that highlight how specific elements of Lean can be applied to other service industry needs.

Value Stream Mapping in Service Delivery

We have all been there! You go to the doctor’s office for your regular check-up. You arrive on time. There is no one else in the waiting room, and then you sit… for an hour.. waiting to go to the examination room. Then once you finally reach the examination room, you sit and wait for twenty minutes for the nurse to come in and ask you all the required questions so that you can sit and wait for ANOTHER fifteen minutes for the doctor to finally come in and tell you everything looks good and see you in a year. What if Doctors’ offices and hospitals utilized value stream mapping to improve service delivery?

One key aspect of Lean thinking is the application of value stream mapping to visualize and analyze the flow of processes. In service industries, understanding the entire value stream is crucial for identifying areas of improvement. For instance, a healthcare provider may use value stream mapping to optimize the patient journey from appointment scheduling to post-treatment follow-up. By eliminating unnecessary steps and bottlenecks, organizations can enhance the overall efficiency of service delivery.

Kaizen in Customer Service: A Continuous Improvement Approach

Kaizen is an incredible tool for any process. All jobs involve some element of process. There will always be specific tasks that you have to do daily, weekly, monthly, and yearly. While some tasks may be more repetitive than others in certain industries, there are always processes to work with to implement lean thinking.

Think about a restaurant: Every new guest starts the same process: Greet guest(s) at the door and take them to their table. Provide a menu and drink/food recommendations. Take their order, deliver it, and then provide any additional top-ups or requests. Clear dishes as necessary until the bill is provided. Clean the table… Repeat.

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What if Kaizen was introduced to this restaurant process? By consistently employing Kaizen methodologies, the restaurant examines and refines elements such as menu efficiency, order processing times, and guest satisfaction procedures. Something as simple as keeping condiments on the table instead of requiring servers to supply condiments on request can save a lot of wasted time and motion of the serving staff and increase customer satisfaction and impression of the meal. Through the implementation of incremental adjustments, the establishment can realize substantial progress in both customer contentment and operational effectiveness.

Let’s examine a few compelling case studies to illustrate the tangible benefits of Lean thinking in service industries.

Case Study 1: Improving Patient Flow in Healthcare

Background:
A large hospital system faced challenges with patient flow, resulting in long wait times, increased frustration, and a suboptimal patient experience.

Lean Implementation:
The hospital adopted Lean principles to streamline the patient journey. Through value stream mapping, the team identified areas for improvement, such as optimizing appointment scheduling, reducing redundant paperwork, and enhancing communication between departments.

Results:
After implementing Lean strategies, the hospital achieved a 20% reduction in patient wait times, improved staff morale, and increased patient satisfaction scores. The streamlined processes enhanced the overall quality of care and contributed to cost savings through resource optimization.

Case Study 2: Lean Thinking in Financial Services

Background:
A leading financial institution faced challenges with lengthy loan approval processes, leading to customer dissatisfaction and lost opportunities.

Lean Implementation:
Applying Lean principles, the organization reviewed its loan approval process comprehensively. Through Kaizen events and value stream mapping, they identified and eliminated redundant steps, implemented standardized procedures, and introduced cross-functional teams to expedite decision-making.

Results:
The financial institution experienced a 30% reduction in the time taken for loan approvals. This enhanced customer satisfaction and allowed the organization to capitalize on market opportunities more swiftly. The implementation of Lean principles contributed to a more agile and responsive financial service operation.

Case Study 3: Lean in Hospitality: Optimizing Guest Experiences

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Background:
A luxury hotel chain aimed to enhance guest experiences by reducing check-in times, improving room turnover, and personalizing customer interactions.

Lean Implementation:
The hotel chain embraced Lean principles by applying value stream mapping to the guest journey. They streamlined check-in processes, reduced housekeeping turnaround times, and implemented a customer relationship management system for personalized service.

Results:
The Lean initiatives led to a 25% reduction in check-in times, a 15% increase in room occupancy rates, and overwhelmingly positive guest feedback. By incorporating Lean thinking, the hotel not only elevated customer satisfaction but also achieved operational excellence in a highly competitive industry.

Quick Read

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Initially devised for manufacturing, lean thinking has shown remarkable versatility across various sectors. Lean principles are tailored to enhance efficiency and customer satisfaction in service industries like healthcare, finance, and hospitality. Organizations can streamline processes and drive continuous improvement by applying Lean concepts such as value stream mapping and Kaizen.

In healthcare, Lean methodologies have led to a 20% reduction in patient wait times and increased satisfaction. Financial institutions adopting Lean strategies reduced loan approval times by 30%, while a luxury hotel chain saw a 25% decrease in check-in times and a 15% rise in room occupancy rates.

These case studies illustrate how Lean principles can transform service delivery, improving operational efficiency and customer experiences. Regardless of the industry, Lean thinking fosters a culture of innovation and waste reduction, enabling organizations to thrive in today’s competitive landscape.

The application of Lean thinking in service industries is possible and has proven to be a catalyst for transformative change. As illustrated by the case studies, organizations that embrace Lean principles in service delivery can achieve operational excellence, enhance customer satisfaction, and gain a competitive edge. Whether in healthcare, finance, or hospitality, Lean thinking offers a systematic and adaptable approach to continuous improvement. By fostering a culture of efficiency, waste reduction, and innovation, service-oriented sectors can navigate the complexities of the modern business landscape with confidence and success.

Related Articles:

Continuous improvement: The Heart of Lean Philosophy

10 Important Steps to Effective Gemba Walks of “Go See”

Prioritized Leader Actions are for, Well, EVERYONE!

Looking for Evidence Through Gemba

Leadership Development includes Learning to ‘See’

Conflicts Of Planning Line Trials

High Performance Leadership Essentials For High Performance Teams

 

Writers Note:

Please note that these case studies are not based on any clients of HPL. These case studies and statistics are based on the average of multiple studies done on lean within each of these industries.