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    Are Your Quality Improvement Projects Saving You Money?
    Are you tracking the costs of the processes at your site? Do you know how much your quality programs are costing you? They should be saving more than you spend. Unfortunately, few healthcare organizations or even manufacturers have their accounting set up to track costs for the man
    ve that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not ma

    What to Look for in a Self Storage Company
    With literally hundreds of local self-storage facilities in any given area, how is one to choose one from another? Are those with the big, flashy signs the best, or should you stick to the one close to home? Your friend’s cousin rented one last spring- maybe you should give her a cal
    If your organization has people, then interpersonal skills are needed.

    I work with companies that are on a path they call the lean journey. Whatever you call it, it’s based on the Toyota Production System. Some manufacturers embraced it and it became known as Lean Manufacturing, expanded into the Lean Office or Lean Enterprise. During this transformation the approach became focused on tools, but Toyota’s approach is about people.

    The focus of Lean Manufacturing training has been on technical skills such as value stream mapping, 5S, and set-up reduction. People skills; also known as “soft skills” or interpersonal skills haven’t been much of a priority. Difficulty in moving from a traditional to a lean organization is usually blamed on the culture of the organization. If this is true than interpersonal skill training needs to be a higher priority. Communication often determines if the transition succeeds or not. Could the “soft” stuff actually be more important than the “hard” stuff?

    Somehow, many companies seem to believe that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not map

    Creative Ideas for Work-Life Balance
    Finding a balance between work and personal life is one of the most dominant issues of our time, as most of you must have experienced. Time and again we find ourselves struggling and stressing to keep up with the demands of both areas. Often, the advice given in such cases is to draw
    as Lean Manufacturing, expanded into the Lean Office or Lean Enterprise. During this transformation the approach became focused on tools, but Toyota’s approach is about people.

    The focus of Lean Manufacturing training has been on technical skills such as value stream mapping, 5S, and set-up reduction. People skills; also known as “soft skills” or interpersonal skills haven’t been much of a priority. Difficulty in moving from a traditional to a lean organization is usually blamed on the culture of the organization. If this is true than interpersonal skill training needs to be a higher priority. Communication often determines if the transition succeeds or not. Could the “soft” stuff actually be more important than the “hard” stuff?

    Somehow, many companies seem to believe that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not ma

    Lack of Honesty in Corporate Marketing Departments
    In our society we have a real problem with honesty amongst people. So many people will lie to save a dollar or two. They will steal from you without even thinking twice at all about it? Even friends who tell you that you can trust them turn out to be thieves or pathological liars. Thi
    lue stream mapping, 5S, and set-up reduction. People skills; also known as “soft skills” or interpersonal skills haven’t been much of a priority. Difficulty in moving from a traditional to a lean organization is usually blamed on the culture of the organization. If this is true than interpersonal skill training needs to be a higher priority. Communication often determines if the transition succeeds or not. Could the “soft” stuff actually be more important than the “hard” stuff?

    Somehow, many companies seem to believe that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not ma

    Pilates Certification Courses - Overview
    This interesting article addresses some of the key issues regarding Pilates Certification. A careful reading of this material could make a big difference in how you think about Pilates Certification.Pilates Exercises have been getting more and more attention from lots of people
    If this is true than interpersonal skill training needs to be a higher priority. Communication often determines if the transition succeeds or not. Could the “soft” stuff actually be more important than the “hard” stuff?

    Somehow, many companies seem to believe that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not ma

    Of Course Advertising Works
    It works:Because the Advertising Agencies tell you it works without producing one iota of evidence to substantiate their claims as to the exclusive increase in sales that one advertising campaign has produced!It works because we live in an over informed society, and the
    ve that training managers to “create a vision” and engineers to map the value stream, make work instructions visible and dictate how to clean and organize will magically transform the company.

    However, as we all know, it’s the people who do the work, not maps or set-up calculations. In a Lean organization, it’s the people who do the work that create the standardized work, not managers or engineers. In his book, The Toyota Way, Jeffrey Liker explains, “it’s the people who bring the system to life: working, communicating, resolving issues, and growing together.”

    Toyota, on its website, states that “Improvements and suggestions by team members are the cornerstone of Toyota’s success.” Managers act as coaches and develop their people. Once again, let’s not forget, it’s the people who do the work. Continuous improvement is part of the work.

    It’s easy to see (but somehow difficult for some of us to embrace) that any organization can effectively follow Toyota’s lead. Managers only need to coach and develop their people. Communication is the key. Interpersonal skills training, the “soft” stuff is actually more important than the “hard” stuff.

    Copyright © 2005 Chuck Yorke - All Rights Reserved

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