A Business Technology Place

Lean Visual Management Board – What I’ve learned so far

Last year we started using a visual management board to get a better understanding of the flow of work in our IT department. The board, now in version 2 and completely electronic, has become the staple of our weekly team leader meetings. With continued attention and more maturity in lean thinking, I expect to continue evolution of the board contents.  There is no destination; Journey we must.

Each week, we “walk the board” during the team leader meeting. The content of the board is the agenda of the meeting. As we “walk” we make updates, we discuss topics, and we review results. The board has posted metrics and results, upcoming production changes, a calendar of key events , training plans, action plans, and links to standard operating procedure documents. It’s like a big dashboard but yet different because we are actively working the flow of department in the department instead of just viewing it. The board provides a tool for enacting the countermeasures and actions necessary to bring visual management to life.

Here’s a rough layout of the board contents which now reside on our Intranet start page:


Here are a few of the things we’ve learned by working the board each week:

  • Making work visual allows others see how their inputs and outputs affect overall flow of work.
  • We can measure progress of continuous improvement efforts by seeing how they affect key metrics.
  • We have a consistent approach for root cause problem solving. Learn together. Win together.
  • The board promotes the development of leaders that follow the company’s philosophy for work.

The visual management board is a conversation starter. It’s a visual representation of work. It’s a mission enabler.

Onward and upward!

Lean Thinking – Virtual Circles

Stand inside a circle.

During skills training last month, I viewed a series of videos from the Gemba Academy on the seven wastes in business and processes.  The material introduced the chalk circle teaching method of Taiichi Ohno. Draw a circle near an area to observe and stand in the circle for a pre-assigned time period. Record observations of the flow of work through the department. A key emphasis is placed on finding areas of waste. (Optional step, listen to “Stand by R.E.M.”- jk)

My mind started working a puzzle to define what this looks like in an office environment for Information Technology workers. The challenge is much of the work performed by IT uses inputs to-and-from a computer. Information and flow isn’t always physically visible. Combine this with employees that are not co-located and the observation circle for IT looks impossible.

But maybe I could create a virtual circle.

What’s at stake? A  way to find inefficient processes that produce waste and processes that don’t meet customer demand. A way to identify areas to reduce the time between customer request and solution delivery. This is important stuff!

My homework.

Now I have an action item to go draw a few virtual circles and stand in them. The first two areas I want to target are the software development process and service ticket flow.

  • Virtual Circle #1 – Software features on a Kanban board. We use swimlanes to map the status of software features and bugs. The board can show information on the movement of features through the process which may reveal wastes in the areas of overproduction, defects, and waiting.
  • Virtual Circle #2 – Ticket status in the HelpDesk system – Group requests according to status, entry date, or type to look for patterns and weaknesses. As with software development, this could show wastes in the areas of  waiting, overproduction, or unnecessary movement.

I have no doubt that I’ll find areas of waste. The aim of using a virtual circle is to turn the observations into actionable tasks for removing wastes.

If you have ideas for methods for finding wastes in an office environment let me know. This is a puzzle worth working.

Onward and upward!

 

Turning employee survey results inside out

Making sense of employee survey results.

This week I reviewed the 2018 employee survey results with my department. I’ll be honest; deciphering survey results is a challenge for a variety of reasons. Questions are interpreted differently. Similar questions with slight nuances yield measurably different answers. Survey results are influenced highly by what is happening at that moment in time (mergers, hiring freezes, large customer wins, new managers, etc.)

I first reviewed the results with the managers in the department. We discussed questions with the highest and lowest favorable scores. When we did this within a small group, we found different interpretations of the survey question. The process was useful because we had a healthy dialogue about the findings. But there was enough diversity of opinion that I wondered how employees would feel about our resulting actions.

Traditions.

The guidance from human resources and my history with employee surveys fit a set model. Employees take a survey. Management reviews the results. Then management responds with actions to address the areas with the lowest favorable scores. In this model, all the responsibility for action is on the management team.

Then I dug deeper and realized,

getting the most value out of employee survey results requires a more holistic approach than a set of management action items.

I reviewed all the question categories and realized they touch on interpersonal actions between all employee classifications in the company. So why would we respond by assigning action items only to the management group?

Changing the survey results approach.

I used the core findings in the results to create action items for the entire department. We can’t transform culture within a group only by having managers changing rules, policies, and workflows. To improve in areas like collaboration, trust, empowerment, and agility requires all employees work together as a cohesive unit.

I challenged the team with this thought, the first step on a journey for job satisfaction is looking in the mirror. 

It’s age-old advice to focus first on your own behaviors and attitudes. I followed with a paradox for success,

our personal success and how we view our job depends on how successful we make our colleagues, manager, and customers.

The employee survey questions had little to do with technology, tools, or things. The questions focused on communications and interactions between people. Our definition of success, or our inclination to mark a favorable answer, is directly influenced by how successful we make our coworkers and customers. If we think more about how we can give, rather than how we receive, then we’ll go farther and find more job satisfaction. This is a better recipe to maximize employee engagement.

Onward and upward!

Photo Credit: USFWS Mountain-Prairie via Creative Commons

Scribble Scrabble

Scribble Scrabble?

Two thoughts collided during my self-reflection this week. It started with an article from David Pierce at the Wall Street Journal about handwriting. Pierce explores the effects of the digital world on our penmanship scribble scrabble. He provides a well-framed set of options for getting the written word into electronic format. But Pierce also mentions the positive effects of handwriting on our ability to learn and remember information. When we type on a computer, we are prone to record each word while with writing we will summarize thoughts.

Then I remembered an article I wrote a few years ago about taking pen and paper to meetings rather than laptops. This is my preference because it helps me focus on the meeting rather than distractions of multitasking on my computer. Business meetings would be far more productive if no one was distracted by their laptops!

What insights can we learn from the value of handwritten notes and focused interactions?

Word Play.

I already use a paper notebook to record thoughts and action items throughout the day. While a pad of paper helps  me stay focused at the meeting table, I’m also a keyboard-junkie. I want everything important in electronic format so I can index for searching. I can type faster than I can write and electronic information provides efficiency.

In his article, Pierce discusses taking pictures of hand-written notes and allowing modern technology to recognize the characters for indexing and searching. I love the simplicity of this solution because it removes logistical challenges with writing electronically. It also works for meeting content on whiteboards.

When I write,  I prefer print over cursive. I don’t recall when I made that change, but I remember writing in cursive during high-school to capture notes faster. Print is better for optical character recognition software and gives clarity and precision to my documents. Maybe i’m slower writing print. But it’s legible and precise.

Find time to wrestle with the concepts of note taking, productivity, handwriting if you haven’t already. You might discover some hidden insights about yourself.

Onward and upward!

Battling Urgent

Picking my battles

Every day I am tempted to work more on what’s urgent than what’s important. Somedays I do better at working on important tasks, but it’s a constant wrestling match. Important tasks help to achieve my overall goals. Urgent tasks usually involve fixing something that is broken for someone else. Urgent tasks may not always be beneficial to everyone and tend to be subject to interpretation of the one asking for something to be completed. In other words, if I ask someone how urgent something really is, I will usually receive varying answers.

For me, it all starts with a service desk ticket, a system-outage, equipment failure, unexpected email, etc. Something happens that seems to always turn my time management routine upside down. Even if I’m working on important tasks related to larger goals, there are interruptions for urgent things by way of phone, in-person office visit, text, email, etc.

7am quiet time

At one time, the 7am hour was my stress-free plan-the-day time. It was quiet and I could plan the day or work on important tasks. Nice.

But I’ve noticed lately, the battle-of-urgent is starting more often during the 7am hour. More colleagues and customers are working flex-hours and home office hours these days. That means more workers are online at 7am trying to use computing equipment or starting to go through their daily tasks and reaching out for help.

Different Perspectives

I realize my purpose at work is to help others and to connect them to solutions. So while I may have lost my 7am hour as a planning time, I need to adjust and think smarter about how to approach the battle of urgent versus important.

I also realized the reverse is true; my important tasks could be someone else’s urgent tasks. If our goals are not aligned then it’s easy to create this type of mismatch.

Battling Urgent

A great approach to time management is defining leader standard work (LSW).  When I documented my leader standard work, I defined the important activities I perform daily, weekly, monthly, quarterly, annually, etc. If I plan my day around leader standard work activities I should see the following benefits:

  • Working on what’s important – LSW defines activities that are important to the execution and management of my team and work.
  • Addressing what’s urgent through assignment and delegation. Whenever possible, I should delegate urgent work.  My LSW is structured in such a way as to review work queues for the entire team and make assignment shifts or inquiries as necessary.
  • Leading by teaching – LSW should be setup to make me more visible to my team and customers not less visible because I’m hidden behind a computer screen. LSW creates opportunities for engagement with other team members and customers.
  • Reflecting and 5S – I fail most often on this task because I work until I reach that stopping point at the end of the day.  If I can take 10 minutes at the end of the day to reflect and jot down any important tasks for tomorrow then it should help towards a great start against battling urgent.

Battling urgent never ends and some days I do better than others. But I try to prepare for the battle everyday by defining what’s important first and then executing that plan.

Onward and upward.

Photo Credit: https://flic.kr/p/21aTYi5 – Marco Verch via Creative Commons.