Personal Development, The Leader

Tips To Reduce Spring Break Vacation Stress!

Does the thought of ‘spring break’ approaching cause you grief?  Sure we all love our vacations, but unfortunately taking vacation and returning afterwards can be stressful.  It doesn’t have to be this way.  Here’s some things you can do to help!  If you’ve seen them before, it might still be worth a skim through as a reminder.

Just recently having the opportunity to take vacation with my family, it reminded me how stressful vacation can be, unfortunately.  In today’s world of always being connected and the on-going expectations and demands placed on us in our work lives, it can be very difficult for many to get away on vacation easily.   Then there is the mess when we return!  The result too often is the week before we leave is high stress and the week we return is brutal!  Then there is the time we are actually off on vacation.  Regardless whether we are able to disconnect while away, the first few days can be tough as we de-stress from the week before, and then a few days before the end of the vacation we begin to think of what awaits our return and the stress and anxiety ramps up.

To help out just a little, I’ve re-posted some information from previous posts that may help.

Before you go:

  • TIP:  When you book your vacation, block off in your calendar the last day before you go and the first day you return, then be very selective as to what meetings you book on those days, if any.  Give yourself the opportunity to clear your inbox, ensure delegation is set-up, take care of any priorities that need to be looked after when you are gone, and give yourself sometime to deal with the inevitable last minute before vacation “crisis” that surely will pop up.
  • Appoint a delegate to look after things for you. Advise your team who this is and how to contact them.  Turn on your out of office notification and put this contact information in the notification so that when others beyond your team try to contact you, they will realize you are out of the office and will know who to contact should they need to do so, rather than wait for your return.
  • Depending on your level of responsibility, provide someone you trust with your contact information should there be a urgent matter or emergency in which you need to be reached. This maybe your cell phone number or contact information as to where you will be staying.  This may or may not be your assigned delegate.  Let your team know you are not checking or responding to emails or texts while you are gone.  Be sure to leave clear instructions as to what constitutes an urgent matter or emergency.
  • TIP:  Leave instructions with your team to summarize key issues or problems you need to be aware of or where they need your help immediately upon your return.  If you have an assistant they can consolidate all these items in one email and send to you upon your return.  If you don’t have an assistant, then you can assign this to your delegate.  The intent here is that this short list will allow you to quickly focus on the most important items immediately upon your return rather than trying to sort through all your emails or reacting as things come to your attention somewhat randomly throughout the day.

Upon Return:

  • Review the consolidated list from your team of the urgent matters they need your immediate assistance with. Use this list to set your priorities for your first day back.  Schedule urgent meetings or phone calls as necessary to address these issues.
  • Check-in with your delegate to see how things went and if there is anything you need to know about or follow-up on.
  • TIP: Create a “Vacation holding” file within your email and move all the emails received while you were gone, other than the last 1-2 days, to this file.  Then sort through and process the remaining emails from the past 1-2 days.  If something comes up that you need to search through the emails in the vacation holding file, you have them available.  After a week or so, if you haven’t found you need any emails from this folder you can go ahead and delete them.
  • Reflect on what worked well and what didn’t before, during, and after your vacation so you can tweak your vacation routine accordingly.
  • TIP: Book your next vacation!

Work-life Balance:

Whether you are on vacation or not, everyone must have the proper balance between work and life.  Finding it is a real challenge that so many people struggle with.  So what is this work-life balance thing anyway?  Is it real, or just a myth?  This article discusses two analogies to describe work-life balance.  Having the right mindset and expectation helps you find a sweet spot to get you through the twists and turns that life will surely send your way.  With these 10 steps to improve your work-life balance you can get closer to a healthier and happier place in life!

Personal Planning:

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During the summer months when your co-workers are taking time off, or you are taking time off, it is very easy to get out of your routines.  This is likely when you need these routines the most!  This post on personal planning discusses 6 key steps to getting and staying organized on your priorities.  Even if you are familiar with them, review them again and do an inventory to ensure you haven’t mistakenly dropped some!  When you are picking up the slack for others that are away, or playing catch up when you return, managing your time effectively is key to treading water.

Email:

angry-annoyed-coffee-52608Is email easier in the summer months?  Maybe, but not very likely!  There are some very helpful built in tools within Outlook and several email apps that can assist you with staying on top of your email.  It is surprising how few people use them and often enough aren’t even aware of them.  You may be a quick and easy mouse click away from some much needed help!  After it was first published, this second post on the @5 Essential email folders. received positive feedback from several who tried these tips.   If you aren’t aware of what the @5 are, check it out!

Other Related Posts:

Here’s some additional posts related to this topic written by others.

How to Beat ‘Vacation Guilt’ and Make Sure No One Bothers You on Your Day Off –

12 Key Strategies to Achieving a Work-Life Balance – Tim Kehl

Most of these ideas are pretty common and nothing special perhaps, but hopefully you picked up a couple of new tips or at least were reminded of them.

Please leave a comment and let us know any tips you may have to help others reduce their vacation stress!

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, Personal Development, The Leader

Want To Get Organized In 2020? Free Personal Planner & Leader Standardized Work Templates

Do you want to get yourself better organized this year so you are ready to lead more effectively?  Then these two tools will help you!  Yes you!

At High Performance Leaders Inc., we help develop leaders to be more effective, everyday!  Although there are many important aspects to being an effective leader included in our program, one straight forward but critical way is to get and stay organized.

Unfortunately, too many leaders say they want to spend more quality time with their teams, have more focus on their top priorities, and feel less overwhelmed.  Sound somewhat familiar?  Two vital tools that can dramatically assist with these far too common issues is Leader Standard Work (LSW) and a personal planning sheet and routine.

To assist in these areas, download these free basic LSW and personal planning templates and start off the year more organized!

Download tool here

Leader Standard Work

If you think LSW doesn’t apply to you or your position, you are missing out on a very helpful tool.  LSW is not only for first line manufacturing supervisors.  It’s a powerful tool for any leader in any business at all levels.  Another myth is that a leader’s job is not standard, so therefore LSW will not work.  Absolutely there are aspects of a leader’s responsibilities that are not standard, however, there are likely many responsibilities and actions that are standard when you step back and evaluate what needs to be accomplished.

LSW is simply an organized list of the most important responsibilities, actions, or tasks that a leader needs or wants to accomplish, and the frequency with which they need to be completed.  This list then is used to remind the leader what they need to get done.  When integrated into a robust scheduling and personal planning routine, it will result in improved results, accomplishments, and feeling of accomplishment.  It will also avoid important things from falling off the radar over time or when things get hectic.

Read more here on developing leader standardized work

Download template here

Personal Planning

Surprisingly many leaders also only use their calendar and maybe a note book for personal planning purposes.  This can lead to losing control of your time and schedule, and not having time to get to those things that are most important to get completed.  Important tasks or follow-up items may get buried within the notebook and get overlooked or forgotten.

A regular personal planning routine of reviewing your LSW, scheduled and new meetings, your priorities, outstanding actions and follow-up, is critical to being an effective leader.  Coupling the routine with a single page weekly planner can have a dramatic impact on a leader’s effectiveness.

Update and revise your personal planner once per week, print it out and then keep it up-to-date throughout the week using the old pen and pencil method, or maintain it live on  your computer.  Your choice.  Add tabs to keep a log of actions or tasks that need to be completed at some point in the future, but that you don’t need on the current week’s planner.  Categorize the tabs based on key areas of your life such as, “Follow-up”, “Actions”, “@Computer”, “Errands” etc.

If this sounds basic to you, great!  You should be all set and maybe already effective in this regard.  However, indications are that many leaders lack a robust planning and organizing routine.  A 20 minute weekly planning routine is all that is required to get organized and stay on top of the important things.

Read more here on personal planning

To assist in these areas, download these free LSW and personal planning templates and start off the year more organized!

Download template 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

Personal Development, The Leader

Leader Standard Work & Hitting Targets

Combining a robust leader standard work routine with setting and hitting targets can be a powerhouse that delivers results!  It’s not just a shot in the dark!

If you have followed my posts, you’ll know that I’ve been a strong proponent of leader standard work (LSW) for a long time, however, I was reminded recently of the power of combining standard work and the setting and hitting of targets.

Each month I reset my standard work for the new month.  It starts by reviewing the previous month and reflecting on what worked, didn’t work and why, and identifying any new priorities.  Then the baseline is revised by making some adjustments, adding or deleting tasks, or changing the frequency of some tasks.  I also include certain non-work items within my LSW.  These are things that are for personal or professional development, important family responsibilities, or when I’m trying to create a new habit.

Although this is a personal example, it still shows the power of combining LSW and targets.  At the beginning of last month when I was doing my LSW review I found that I was not happy with my daily exercise results.  It had been very inconsistent.  Although I was running, the frequency was very intermittent and inconsistent.   There were always reasons why for each miss, but when seeing the results for the month, none of them mattered, the result was the result and it wasn’t what I wanted.  So,  I decided I needed to do something about it!  First, I added a “Daily Exercise” task to my LSW, and second, I set a distance target for the month.

The month started off well.  I was exercising more regularly and I was well on my way to achieve my distance target.  It was working!  Then, by conscious choice, I missed about a week.  With about a week to go in the month, even if I got back to my routine, I wouldn’t make my distance target.  At least, not doing what I had been doing before the break in the routine.  I couldn’t make up for the days I didn’t exercise, but I could do something different for the days remaining in the month.

I changed the time of day when I would exercise.  This helped overcome some of the challenges (a.k.a excuses) that were creating barriers to my daily exercise.  Then, I started running further than I had been before to make up some of the distance.  Some may consider running further than usual was somewhat cheating, and perhaps it was since the intent was not the distance per se, but rather to exercise regularly.  However, on more than one occasion in that final week of the month, I exercised when I probably wouldn’t have.  I had a strong desire to hit and exceed my distance target, AND, I wanted to check off my LSW each day indicating that I had exercised.  It worked, I exceeded my distance target with a day to spare, but I ran the last day of the month anyway so that I would have exercised every single day for that last week.

Maybe a simple personal example, but combining LSW and targets is a powerful tool and is equally effective in a business environment.  The target will give you the motivation to keep working at it and to find ways to achieve it, while the LSW will give you the reminder and sometimes push to take the necessary steps, or to complete the appropriate tasks, necessary to achieve the target.

In summary, here’s a few key points:

  1. Reflect on your LSW each month and reset it based on lessons learned and new priorities.
  2. LSW can include personal and professional items.  It’s yours, so make it work for you!
  3. Set challenging targets, then look at how to combine with LSW to assist in achieving the targets.
  4. Don’t beat yourself up for missing some LSW items when looking back, but rather figure out why you missed them and implement mitigation actions to achieve them going forward.

AAEAAQAAAAAAAA2JAAAAJDMyMDQxYzdmLTFjYWYtNDBkNC1iODZhLTRhNWIzMTBlMzAzZARelated Posts:

For more information on setting up and using leader standard work, check out this other post “Leader Standard Work is for, well, EVERYONE!

 

Contact me:

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, Visual Controls

Do Your Operational Abnormalities Go Undetected Too Long? Maybe It’s Your Escalation Process?

If you are finding that your operational abnormalities go undetected too long, perhaps you need to take a deeper look at your escalation process.  If you haven’t reviewed your escalation process, tested knowledge and understanding of it, or don’t have them at all, perhaps this is a good starting point.

Clear and specific escalation criteria is a key element of an effective abnormality management system.  Abnormality management and escalation criteria is NOT a manufacturing thing only!  Abnormalities can and do occur in any operation.  What’s important is what we do when they occur.

There are 3 main elements of a abnormality management system which are discussed below.  In this post, we’ll focus more on the escalation element.

1.)  Defined standards in place that specify what is normal and what is abnormal.

Examples:

a)  Maximum number of work in process (WIP) units is 20.

b)  Maximum customer wait time is 15 minutes.

c)  When not in use, equipment XYZ is stored at location ABC-01.

d)  The line is to operate at greater than 90% operational availability (OA).

2.)  Visual controls that quickly and efficiently identify an abnormal condition or situation.

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Examples:

a)  20 squares taped on the floor, each depicting where 1 unit of WIP can be placed. 15 squares taped in blue tape, and the last 5 in yellow.

b)  If customer wait time is electronic, change the font colour and/or size of the customer’s name, or flash the name on the computer screen if the customer is not assisted within 15 minutes.  If a manual system is in place, mark with a pen the time after which 15 minutes will have passed.  Once the 15 minutes has elapsed highlight the time to differentiate from other customer orders.

c)  Tape the floor in which equipment XYZ will fit.  Post a picture at ABC-01 and add text indicating this is the home position of equipment XYZ.  Or, draw a shadow outline of equipment XYZ which will quickly indicate if it is there or not.  An equipment sign-out sheet is posted at the location indicating who signed out the equipment last.

d)  Install a coloured light and/or audible sound connected to the line controls that indicates when the line is down or not operating.  Have a downtime counter on the line indicating the cumulative downtime within the shift.  Alternatively, have a manual tracking system that is updated by a designated person that displays the cumulative downtime within the shift.

3.)  Escalation processes are documented standards and instructions that define what action is required to be taken by whom, at what point, and how they are to escalate the issue.  The more descriptive the escalation process is, the better.

Examples:

a)  When there are 15 units in WIP (all 15 blue taped locations) immediately call the team leader by activating their andon and advise them of the situation.  The team leader will assess the situation and make a determination as the appropriate response (i.e./ add or remove resources, resolve productivity issue, etc).  When there are 20 units in WIP (all 15 blue and 5 yellow tape locations) immediately call the team leader and advise them of the situation.  The team leader is to shutdown the line and assign team members alternative work.  The team leader is to phone the manager within 10 minutes of the line down.

b)  When a customer has been waiting 15 minutes, prioritize their order by following up and confirming their order and assessing when it will be completed.  Advise the customer of delay and expected resolution.  When two or more customers have been waiting more than 15 minutes, notify the supervisor immediately.  The supervisor is to assign additional resources to assist with the customer orders.   If any one customer has been waiting more than 25 minutes, the supervisor is to be immediately notified.  The supervisor will resolve the issue with the customer’s order and make a determination (based on customer service policy) as to a discount to be offered to the customer.

c)  If the equipment is found in an abnormal location and not in use, it is to be returned to the designated location immediately and the supervisor advised.  The supervisor is to check the sign-out sheet and follow-up with the person responsible for not returning the equipment.

d)  If the line is down more than 10 consecutive minutes, the team leader is to phone the maintenance manager to advise them of the situation.  If the line is down more than 30 consecutive minutes, the maintenance manager is to phone the Production Director and advise them of the situation.  The Production Director will assess the situation and determine what course of action for the employees i.e./ send for early break/lunch, send home, etc.  When downtime exceeds 30 consecutive minutes and/or OA is less than 85% in a shift, the maintenance manager will complete a root cause analysis and provide a report to the Production Director the findings and actions within 24 hours.

Once you have these 3 elements in place, you need to periodically audit and confirm each of them.  This means auditing that the standards are documented and all who use them are knowledgeable of the standards, know where to find them, and are following them.  Confirm that the standards are documented, are in good condition, and revise them if anything has changed, or needs to change.  Confirm the visual controls are in place, in good condition, being used and followed.  If not, determine why not and correct.  Also confirm that the escalation process is in place, being utilized, and is effective.  Confirm for each of the elements that new hires are trained on them, and know what they are responsible for.

Your abnormality management system will only be as strong as your weakest of the 3 elements; Standards, Visual Controls, and Escalation.  Audit them today!

 

Related Posts:

Who the heck needs standards?

4 Necessities for Smooth Flow

Stop repeating bad history…

3 Critical Necessities For World Class 5S

Is Your Management System Limiting Your Success? 6 Steps To Start Improving Today!

 

Contact me:

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

Together We Can - Values in Action!

#49 Together We Can, Values in Action!

#49