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Will You Add? - Get It Done! Soft Skills not Hard Tools are Required
Promote your customers through your brand. If you put on a special event such as a seminar, make sure you include your current customers and have them invite their customers. This way you are spreading the brand recognition and your customers have been able to participate in an event
However, as we all know, it’s the people who do the work, not maps or set-up calculations. In a Lean org
Over the past few years several large, well funded companies such as Auto Nation, Sonic Automotive, and Roger Penske’s United Auto Group have quietly been buying up thousands of locally owned car dealerships across the nation.This has resulted in a major shift in dealership hir
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 maps or set-up calculations. In a Lean orga
The job of administrating industries and companies in the modern era is substantially more intricate than it was in the past. Tools that assist in simplifying the work atmosphere are a boon in such a dynamic business condition. Maintenance management is an extremely vital function of
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 maps or set-up calculations. In a Lean org
In creating "flow manufacturing" or just in time manufacturing the idea at Toyota was to make sure the flow was hardly ever broken or interrupted. After all the idea was to maximize on production and the way to do this was to keep an assembly line moving.For this reason a worke
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 maps or set-up calculations. In a Lean org
Building a wholesale business requires a deep understanding of underlying essence of the business.Wholesale is different than retail in the sense that the end customer is not the beneficiary of the wholesaler. The actual beneficiary is the reseller who gages his satisfaction b
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 maps or set-up calculations. In a Lean org
Credit cards can be very advantageous to the smart consumer who uses them wisely by giving you credit to buy what you need without having the needed up-front cash, and letting you make payments over time. But if you are not mindful of the terms of credit cards, there can be dangers o
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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