Leadership, Leading Problem Solving in Non-Manufacturing Series, Problem Solving

Leading Problem Solving in Non-manufacturing Series – Teaching your eyes to see with TIM WOODS

As a follow-up to our 2nd article in the “Leading Problem Solving in Non-Manufacturing Series” that described the acronym “TIM WOODS” as it applies to non-manufacturing environments, this 3rd article in the series will explain how you can teach your eyes to see these waste form in non-manufacturing areas and then how to engage your team in problem solving.

An important skill for leaders is to learn to “see”. This means seeing beyond what most people see, or at least a different perspective of the same image. Teaching your eyes to see is a learned skill, that once mastered, opens your eyes to many new things.

So how do you learn to see?  Practice.

The first step is to Go to the area in which work is performed and go with a specific purpose to learn to see.  For example, go with a focus to see one specific type of waste from the TIM WOODS definitions as summarized below.  For more examples of each type of waste in non-manufacturing areas, you may want to review the previous article here.

So what do you do if the work is done on a computer? Go to computer and observe what is done, how it is done, the steps involved, information required, etc. You can learn a great deal from observing any type of work. Observing someone doing data entry or programming, can be enlightening to see, what they experience. It could be glare from overhead lighting or sunshine, large numerical entries prone to errors, system delays while background analysis takes place, excessive clicks to complete a desired task, etc.

The next point is to dedicate an appropriate amount of time to see a very specific focus. I’d recommend no less than 30 minutes, and more appropriately 60 minutes depending on the area you are reviewing and the people being engaged. However, it’s less about the size of the office area, and more about giving enough time to really see and observe the various forms of waste. Sometimes, depending on the type of waste, you need to observe for a longer period of time before the waste actually takes place. For example, to see wasteful “transportation” or employees walking around looking for information they need to do their job, likely only occurs periodically. Unless you are just lucky enough to be there at the right time, you will miss this type of waste unless you observe long enough.

Look for that specific focus that you determined and only that focus. Resist the temptation to “wander” or make a “laundry” list of everything you see. When you see the specific focus items, ask yourself as many questions as you can about that particular item. See beyond the obvious. Look for deeper meaning, symptoms, evidence, or abnormalities. Ask “why” many times to understand what is really happening.

Although efficiencies and personal productivity can be improved by engaging in TIM WOODS in non-manufacturing areas, I’d suggest it’s less about that, and more about reducing employee frustrations and distractions. Employees will become more engaged, energized, and happier! Of course, if your employees are engaged, energized and happier, they will be more able to focus on their work tasks resulting in improved efficiencies and personal productivity.

This type of activity is something you can practice on your own, together with your team, or engage your team to increase engagement, awareness, and sustainment long term.

Often leaders in non-manufacturing areas struggle with what to put on their Leader Standard Work (LSW).  This is a great one to add – “Conduct TIM WOODS audit”!  Whether it be weekly, monthly or otherwise, adding to your LSW and integrating it with your calendar by reserving time in your calendar makes for very effective leadership.

Team engagement can be done by establishing an audit type system (similar to a layered process audit) where the TIM WOODS focus areas and office locations are pre-determined and an audit frequency and responsibility schedule/matrix is made up. In doing so, each team member will be have the responsibility to conduct a TIM WOODS audit on a specific focus area, in a specific location, at a scheduled interval.

When repeated often and with a new or different focus you will soon see these forms of waste naturally and without effort. Once you learn to see, you won’t be able to turn it off.

The next step is to engage your team in problem solving to resolve the cause of these wastes by implementing a “Problem Solving Auction” which includes the following key points:

  • Prioritize and select a limited number of top items, recommend 6 or less open at any given time.
  • “Auction” off ownership of action and agree upon completion dates.
  • Document and distribute the action plans as detailed above, make visual physically or virtually.
  • Problem solve after the auction, not during.
  • Follow-up, close out actions, recognize successes, repeat.

To get you started, you can download our TIM WOODS audit sheet from our Tools page.

In the next article in this series we will discuss “Looking for evidence through gemba” in non-manufacturing areas.

If you missed the previous articles in the series, ‘Leading Problem Solving in Non-Manufacturing Series”, you can find them here:

Article #1: 1 Second Understanding

Article #2: TIM WOODS

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Leadership, Problem Solving

Leading Problem Solving in Non-Manufacturing Series – TIM WOODS

In this second article in the Leading Problem Solving in Non-Manufacturing Series, we’ll discuss the application of TIM WOODS in non-manufacturing areas.

No matter what our team does or is responsible for, we all have an ultimate customer. They may not be the traditional customer but rather other internal departments or company stakeholders. So whether in manufacturing or non-manufacturing, it’s important to first consider how our customer defines value. At HPL, we believe all customers, internal or external, value the following when it comes to the product or service they are expecting of us:

  • they want it NOW
  • they want it Perfect
  • they want it Waste Free
  • and they want an Exceptional Experience

Therefore anything that detracts from these 4 values or attributes can be looked upon as a waste and is certainly undesirable. As leaders then, our role is to engage our teams in identifying and waging war against anything that negatively impacts our abilities to meet and exceed our customer expectations. This then is a starting point for a form of problem solving for all leaders and their teams. In order to identify these wastes or problems, we need to “teach our eyes to see” the various forms of waste. That’s where the acronym TIM WOODS comes into play, whether in manufacturing or non-manufacturing.

Let’s address a myth that TIM WOODS is not applicable to non-manufacturing by taking a look at just a few examples of the 8 forms of waste in non-manufacturing environments.

Transportationexcessive movement of people, information, or materials.

In non-manufacturing areas there are typically huge opportunities to reduce “transportation” wastes.  Examples could be associated with numerous or multi-level approvals requiring multiple emails to different people, multiple in-person reviews/presentations obtaining multi-level or departmental approvals,  and transferring files, data, reports between people or departments.  Walking to conference rooms or from building to building to attend meetings.

Inventory excessive storage and delay of information or products.

It’s important here to consider inventory as more than just raw materials or finished goods, and think about excessive storage of information of physical or electronic in nature.  Examples of inventory of this nature could be excessive filing cabinets with years of no longer necessary documents, inbox with hundreds or thousands of unread/unresponded emails (yes you!), having to maintain multiple copies or versions of electronic documents in multiple locations, or issuing the same data in various formats.

Motion any motion that does not add value to the product or process. 

Many of the examples of waste described above, also result in creating unnecessary or unproductive motion, such as walking around the office to find necessary information, obtaining clarification for tasks, locating shared tools or equipment are some common examples.  It could also be motion from poorly laid out office spaces or even having to make too many ‘clicks’ on a webpage to get the necessary information for the task at hand or multi-level file directories to open a file.

Waiting long periods of inactivity for people, information, machinery, or materials.

This form of waste is definitely applicable to non-manufacturing and is commonly experienced in “waiting” for approvals, responses, or information from others.  What should be a quick approval can often take days if not weeks to receive.  This waiting could be a result of a poor process, lower priority to the requesting person, missing necessary information, poor organizational skills, people on vacation or out of the office etc.  Waiting slows things down, decreases efficiency, and increases the opportunity for errors and omissions.

Over Productionproducing more/sooner than the internal or external customer needs.

Over production in non-manufacturing includes things such as creating reports that are not used, the tracking and collection of data that is no longer analyzed or used for any purpose, printing more documents than are distributed at a meeting, or lengthy emails or presentations that provide unnecessary information and don’t really add value.

Over Processingusing the wrong set of tools, procedures or systems.

Similar to ‘waiting’, over processing is all too common in non-manufacturing.  Over processing shows up in the form of large distribution lists which include many unnecessary people, unnecessarily being added to the ‘cc’ line of an email, abuse of the ‘reply all’ feature, or unnecessary or lengthy meetings.  Also having team members with high or advanced skills doing routine work or tasks is also over processing.

Defects frequent errors in paperwork or product quality problems.

Often passed off as  normal “human error” in non-manufacturing, there are many defects created.  These can include data entry errors within systems when manually entered, software coding errors, missing information, none functional links, missing attachments, incorrect tolerances or dimensional errors within designs.

Skill lack of training, application, development, engagement.

Beyond the necessary skills required to perform any type of task, areas can also include on-boarding of new hires as they learn their way around and adapt to the new culture, new skills required with the introduction of new IT systems or tools, new automation, routine software updates with a change to features, or as simple but frustrating as a new photocopier or printer.

These examples indicate that TIM WOODS clearly applies to non-manufacturing environments just as much as it does in manufacturing. These wastes not only decrease efficiencies but many of these are what frustrate our teams.

Why:

  • Improve efficiencies and effectiveness of the team
  • Increase team engagement
  • Make tasks easier to complete
  • Reduce rework and downstream problems
  • Meet / exceed ‘customer’ expectations and experience

WIFM:

  • Reduced frustrations and distractions
  • Less pressure and stress
  • Increased job satisfaction
  • Improved team work with peers

Next is to get some quick wins, ideally on things that cause them the biggest frustrations or create undesirable work or tasks. Lead the team to identify the top 1-3 priorities and then implement problem solving methodologies to breakdown the problems, identify root cause, and implement countermeasures. Select priorities that the team can directly control so that a quick win can be realized. Doesn’t have to be easy necessarily, but it should be an area within your or the teams’ direct responsibility to make change. This is to avoid delays or problems obtaining approvals or agreement from other leaders/department if it is not a priority to them.

As the leader, you need to let the team come up with the countermeasures and to implement them. Your job is to coach them along the way on problem solving, remove barriers experienced along the way, and provide necessary resources. You also should provide a framework in which they can problem solve. For example time frame for implementation, budget, tools, resources, etc, to help avoid the team coming back with a proposed solution that you will not be able to support. Of course, you also have to provide encouragement along the way, and recognition and celebration for achievements, including when counter measures don’t work as expected.

It may take some time, but following these steps is proven to build engagement, improve problem solving skills and capabilities, and increase job satisfaction. The momentum builds and once moving, there will be no stopping it!

In the next article in this series, we’ll discuss how you can put TIM WOODS to practice in a non-manufacturing area by ‘teaching your eyes to see’.

If you missed the first article in the series, ‘Leading Problem Solving in Non-Manufacturing Space – 1 Second Understanding“, you can read it here.

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Leadership, Problem Solving, Visual Controls

Leading Problem Solving Series – 1 Second Understanding in Non-manufacturing

We had a great turn-out and received very positive feedback at our last Lunch & Lead Series on the topic of “Leading Problem Solving”, however, we also received some comments that it was difficult for those in non-manufacturing spaces to relate to how they can lead problem solving in their area.  Over the next few posts, we’ll cover off the topics from the Lunch and Lead Series but with a non-manufacturing focus.

If you missed the Lunch & Lead Series, it is available free at our on-line content site here as a “course” but don’t let the terminology fool you, it is just the video recording of the event, divided up into smaller duration “lectures” that correspond to each of the agenda items. Go check it out…

The first topic was the establishment of standards that within a very short period of time, as in a few seconds, anyone can determine if something is normal or abnormal.  As in manufacturing,  visualization of some standards in non-manufacturing areas are relatively easy.  These are the things that when out of standard negatively impact the team’s ability to do their work. 

Examples could include a common reference library of regulations, policies, or other documented information. Being able to quickly find what you’re looking for or identifying any that may have been misplaced can prove very helpful, save time, and reduce frustrations. In the virtual world, similar standards are useful for organizing digital storage by establishing standard file structures and nomenclature.

Other examples could be as simple of establishing standards around team supplies, tooling, or equipment.

In non-manufacturing areas the challenge often is that the “work” and “work flow” is not overly visible. For example, an engineering project is comprised of various tasks that engineers need to complete. The challenge here is that often with development type work, the engineers are dealing with a lot of unknowns or because it maybe the first time creating “something” there are no standards for it. In these cases, you want to establish standards around the work flow, provide a framework of generally accepted principles or benchmarks, and provide clear escalation mechanisms when things are not going as expected or planned. An effective way to visualize these is through a visual control board.

In the first example we will use a technical team that is responsible for completing some type of project type work. This could be product design, tooling or test equipment design, or construction/fabrication.

Figure 1

The layout of the board would be done in such a manner as to indicate the tasks that need to be completed by whom within a “standard” period of time. These standards could be industry standards, standard times as determined by the organization, benchmarks, or in the case of creative/innovative never been done before work, best guess estimations or established service level agreements (SLAs). It can also be with reference to the project milestones. Often, there is a strong reluctance to do this because of the “unknowness” of how long it should take to complete these tasks, however, referencing to the milestones allows for faster visibility of potential project delays or impacts. This should not be used to place blame or put undue pressure on those involved, but rather, provide the opportunity for escalation that can lead to additional resources, rescheduling of downstream tasks, and/or important communication of the status of the project to critical stakeholders.

Typically this would be visualized by day for a 1 to 2 week window for each person assigned to the project within a specific team. The board can be either physical or virtual board as long as the task assignments by day by week can be displayed. Each day the board is reviewed by those working on the tasks and their next level up leader. At the daily review, abnormalities to the standards would be very visible indicating a task is behind or that there has been some kind of difficulty or risk associated with it identified.

A pareto of issues can be created and built each day to help the team focus on the biggest issues that impact their work. Often in these types of situations, unplanned work plays a key role and has a significant impact on the teams ability to complete their project(s). Using a different colour sticky in this case to indicate unplanned work is very visual and can easily be tracked in the pareto as an issue. The leader can then assist the team in quickly resolving the issue through problem solving. The problem solving should not occur at the meeting, but rather a commitment made between the appropriate stakeholders as to what the next steps are and by when.

In the second example we’ll review a procurement situation. Typically a procurement team’s work flow is within a computer system. However, critical information is also usually available within those same systems. Again using a visual board and placing critical reports on them with visualization of abnormalities to standards is a good approach. For example, perhaps there are SLAs as to how long it should take for a purchase order (PO) to be placed. An aging report or having each buyer indicate which of their purchase requisitions (PR) are out of that standard helps to visualize purchasing abnormalities. Unfortunately, too often, we can experience payment problems to our vendors and then get ourselves into trouble when they refuse to continue to ship. Then talk about abnormal work to clear that up! Perhaps a metric that shows outstanding payment aging would be beneficial to avoid such situations. Again the abnormalities can be tracked in a form of a pareto for deeper analysis and problem solving. The point is to identify the aspects of the teams workflow that can or is having the biggest impact on their ability to effectively do their job or on the organization.

A third example is for a sales and marketing team.  They can visualize their work flow on a visual board and meet daily to review.  They could visualize main proposal work content and status.  Discuss new risks that arise that may pose a threat to winning the project, as well as visualizing the probability of a win and the financial status of the sales plan vs actual.  They can also capture lessons learned to improve their quoting and proposal process to drive continuous improvement, as well as to quickly identify abnormalities or issues that could impact a proposal so that problem solving is quickly initiated and/or escalated.

Although non-manufacturing work tasks are less naturally physically visible, the same principles apply.

You need to establish the standards the team is to follow, make them visible in some manner usually through a visual board, and then there needs to be some form of controls in place to manage and problem solve through the abnormalities.

Controls could include variance to SLAs, escalation mechanisms, layered process audits to confirm standards and identify areas needing focus, for example.

In the next post, we’ll discuss how TIM WOODS can apply to non-manufacturing areas.

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Lean and Continuous Improvement

Continuous Improvement Is Not About The Tools, It’s A Mindset!

There are plenty of tools out there to help us with continuous improvement projects or for problem solving, but it’s not about the tools!  It’s about the mindset.  The mindset to simplify, make things better, reduce errors or defects, and reduce waste.

IMG_20190407_0959273It’s that time of year, at least where I live, that we anticipate warmer weather soon.  We hope!  That means the sap will start running for the annual maple syrup season.  A friend, that owns a farming business, asked me to help him tap some trees and hook up the sap lines in preparation for the sap to start running.  Sure beats the old days when I helped empty the buckets!  Man that was hard work!

Snyder Heritage Farms has various products, one of which is maple syrup.  Although not considered a large farm, they tap 2,500 trees with 3,800 taps pulling approximately 250,000 litres of sap through 24,000 feet of small lines. The small lines converge with 10,000 feet of larger main lines leading to the evaporator which boils the sap down to produce about 5,500 litres of pure Canadian maple syrup in an average season.

IMG_20190407_0959534

Even though I had helped in previous years, I was given a brief training course by the owner, Kevin Snyder, on the standard work to install the taps and connect the sap lines.  Kevin gave me some key quality points to ensure the hole was drilled properly, the tap installed correctly, and the line secured tightly.   What impressed me most though was his continuous improvement mindset.  He had determined the most efficient paths to walk through the bush to minimize walking, placement of the tractor in proximity to where we would need to reload with taps while minimizing the walking distance to/from the tractor to do so.  He established working zones for each helper to maximize coverage while eliminating any duplication or cross over.  He had nail pouches to hold the taps, harnesses for the drills so they were easy to carry and to set aside when not drilling, while eliminating the risk of setting them down in the snow and then leaving them behind.  All these things make sense, but what struck me most was his mindset.  He was very focused on making the process as efficient as he could to both reduce the burden on the tappers and make them more efficient, while also improving the process to reduce defective tap holes, taps, and hose line connections that could impact vacuum pressure and reduce sap yield.  At one point I complimented him on all the improvements he had made and for his mindset.  Kevin’s response as he trekked off into the snow covered bush to put in more taps was,

“When you’re the little guy, you have to be efficient!

It is true smaller companies need to be efficient, but so do larger companies!  Unfortunately, sometimes larger companies lose focus and forget the importance of the team’s mindset by hammering out new tools while insisting the team find a “problem” to apply them.  Tools are important, but it’s the black-claw-hammer-on-brown-wooden-plank-209235mindset that is most important because mindset is what creates the drive for continuous improvement.  After all, not everything needs a tool to improve.  Sometimes, just pure observation, common sense, and know how is all that is needed.  Mindset coupled with tools can be powerful, but when you have a bunch of tools without mindset, everything looks like a nail waiting to be hammered!

Maple Weekend – 4th & 5th April 2020

IMG_20190407_1037409If you are near the Kitchener-Waterloo area, Snyder Heritage Farms hosts “Maple Weekend” on 4th & 5th April from 10:00am – 4:00pm where you can bring your family out to their farm for an instructional tour of the sugar shack and how maple syrup is made, take a tractor ride to visit the maple bush, and enjoy freshly made pancakes and sausages.  It’s a fun couple of hours for the family on a nice spring day, and of course, there’s lots of fresh maple syrup!

Snyder Heritage FarmIMG_20190407_1006115

1213 Maple Bend Rd.
Bloomingdale, Ontario

 

 

 

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn or on Twitter at @hp_leaders.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com

Visual Controls

A Benchmarking Gemba To Demystify Visual Control Boards

Visual control boards may not look overly complex, but establishing an effective board and establishing a robust review cadence can be more challenging than initially anticipated.  The benefits, however, can be phenomenal!  We learned first hand what some of these benefits are during a recent visual control benchmarking gemba.

On 12 and 13 February, High Performance Leaders Inc. (HPL) facilitated a visual control board workshop for the Technology Team lead by Travis Vokey, VP and Head of Technology at Dream Unlimited.  The first day was a workshop focused on the key attributes of visual control boards, and a working session to begin defining the team’s value proposition and key performance metrics.  On the second day, there was a benchmarking gemba to Crystal Fountains, Baylis Medical, and Bell Mobility to see and learn first hand from their experiences and existing visual control boards.

Our focus during the benchmarking gemba was to see non-manufacturing areas.  Since there can be a stigma that visual control boards are only for manufacturing, we wanted IMG_20200213_1232410to see how different businesses, industries, and non-manufacturing teams set-up their boards and use them.  We saw boards used by Sales & Marketing, Product Design, Process Engineering, Equipment Engineering, Project Management, and yes one from Manufacturing.  We reviewed boards at the tier 1, 2, 3, and 4 levels, with tier 1 being at the working staff level and level 4 the organizational level.  Each host company had a representative appropriate for each level of board explain how their boards work and how they are used.

Dream---Control-board-BMThe Dream team was able to participate in a regular daily huddle in action while at Crystal Fountains.  It was fantastic to see and hear the enthusiasm and see the high level of engagement from each of the host company staff members.  They were all believers in visual boards.  However, that was not always the case.  When we asked an engineering team who was the biggest skeptic when they first introduced the boards, an engineer stepped forward and boldly said “Oh, that would have been me!”  He went on to explain that he first thought it would just be more work and a waste of time.  However, now he admits, the board and the daily huddle has improved communication and work distribution.  He’s now a believer!

IMG_20200213_1236595It was motivational to listen to each of the host company staff members talk about what they like about the boards and how they have made their jobs easier, improved team work, and driven solid improvements.  Here’s some of benefits and results they shared with the Dream team:

The boards and huddle have improved our cross-functional communications

We have much better visibility to unplanned work

Saves so much time and there’s less stress

Made us care about each others work, and we want to help each other

I know what’s going on now

It’s not about not being successful (when a target is missed), but rather what do you need to be successful

People feel empowered to get things done

IMG_20200213_1220457

When properly established, visual control boards add value to both the teams and the leaders.  Laura Conquergood, VP of Operations at Baylis Medical said, “when I want an update on a project, we just go to the board.  We don’t schedule a meeting.”  Jongmu Lee, Director Creative Operations at Crystal Fountains said, “whether I’m in the building or not, I know the team is coming together and discussing important topics.”  Many of the team members and leaders at all 3 host companies similarly stated, that communications had improved and wasteful meetings had been dramatically reduced.

At Bell Mobility, the Regional Operations team is involved in over 2,000 projects across the country.  Approximately 8 years ago they started tracking key aspects of their projects using typical white board style visual control boards.  Then about 3 years ago they implemented digital boards (D-boards) to track and coordinate these massive projects between all stakeholders across the company.

According to Nitin Gautam, Network Access Manager and Robert Dillenbeck, Senior Manager, Territory Operations at Bell Mobility, the D-boards provided certain advantages over the traditional visual control boards including:

  • Reduced cycle times to update the boards and get information
  • Staff working remotely can keep informed through the D-boards and have better engagement and participation in meetings
  • Quicker access to graphs and all data
  • Easier to roll up information and data from tier 1 to tier 4 levels
  • Executives can retrieve updates and information without requiring meetings to obtain project status

In my opinion, D-boards should be implemented with extreme caution.  As discussed in a previous article Should Smart Screens Replace Pen & Paper on the Shop Floor?, D-boards can be problematic with potentially lowering visibility if they are not frequently and routinely interacted with becoming nothing more than a information board that over time can become virtually invisible.  The most concerning problem though, is that changes to what is tracked and displayed can be slow and costly to revise and continuously improve.  So, if D-boards are going to be implemented, be sure to anticipate these problems had have a solid plan to address and overcome them.  No doubt they can be powerful and do offer some great benefits, but do watch out for the pitfalls.

The Dream team learned a lot and received some good advice from the 3 host companies.  A few of the key points they were advised on included:

  • Just start, don’t wait for perfection
  • Encourage rapid cycles of improvement to the boards as you go
  • Make the boards easy to change quickly and easily
  • Use habit changing challenges to motivate and create new disciplines around the board cadence and routines
  • The staff or team members own the tier 1 boards meaning they update them and report out on status, not the managers

IMG_20200213_1612559The two day workshop concluded with a Dream debrief where each of the Dream leaders identified the biggest thing that they had learned, and each making a commitment as to what they were going to do when they returned to their office.  With the mystery of visual control boards revealed, they are excited to embark on this exciting journey.

Contact me:

For additional information on High Performance Leaders Inc., click here.  Or follow on LinkedIn.

You can email me with any questions at glennsommerville@hotmail.com, find me on Facebook at https://www.facebook.com/glennsommervilleL2R/, or on Twitter at  https://twitter.com/gsommervilleL2R.

If you are enjoying my posts and find the information useful, please “Follow” me by entering your email in the follow box on the right-hand menu of my website www.glennsommerville.com