By Pascal Dennis (bio)
The Toyota Production System (TPA, aka ‘Lean’) is perhaps the world’s most powerful management system.
Many people (including the Lean Pathways team & I) have dedicated themselves to learning & practicing its methods & mindsets, and to unlocking its mysteries.
Practiced diligently TPS provides a bountiful harvest. Like all great systems, TPS can be all-encompassing. It can absorb practitioners to such an extent that we can lose sight of the most important things.
Such as why are we practising TPS/Lean? What’s our Purpose?
Strong companies & people define Purpose clearly & simply. They understand that Purpose (often called True North) must be simple, visual and compelling. Something for the head & something for the heart.
And therein lies the challenge. It’s easy to forget about the heart. The Lean system, the methodologies & their interplay, is so engrossing that it absorb all our attention.
All systems, including Lean, must support our humanity – not vice versa!
Sadly, we all know organizations that lose sight of this fundamental idea. There’s a hollowness to them, an emptiness that ultimately limits their achievement.
The history of the 20th century teaches us that supposedly “idealistic” systems can even turn monstrous when disconnected from humanity.
So what’s this mean for the practicing manager and leader? Practice what I call the “Warm Heart Principle”: Easy on the people, hard on the process.
It’s not all about efficiency. It’s about effectiveness, achieving both our head & heart goals.
Don’t want to be misunderstood. I am not saying it’s okay to relax standards. Leaders have to be crispy at times, and being so is not necessarily inhumane. (Quite the opposite, in fact.)
I am saying, keep your heart goal close. Let it inform the management system you are building.
All systems must support humanity.
Best regards,
Pascal
In case you missed our last few blogs... please feel free to have another look…
To Learn Corporate Strategy, Study the Military Masters
Reflections on Deploying Improvement Strategies
Hubris and Ethics
TPS and Agile
Monday, November 25, 2024
Monday, November 11, 2024
To Learn Corporate Strategy, Study the Military Masters
By Pascal Dennis (bio)
Thucydides, Sun Tzu, Livy, Machiavelli, Clausewitz - magic names.
These Masters of War are still read centuries & millennia later.
Thucydides' The Peloponnesian War was the classical text of choice during the two Iraq wars.
And General Colin Powell, famously, had the following quote from the master framed on his State Department desk:
"Of all manifestations of power, restraint impresses men most."
Sun Tzu, Machiavelli and Clausewitz are no less popular.
Why are these authors still relevant?
Because they wrote beautifully - clear, simple sentences that cut to the heart of the issue.
Because they lived what they wrote about. (All were practitioners, with all respect to many contemporary academics.)
Because human nature does not change.
In our consulting work, I see the same chess positions over and over.
Different board, different style of chess piece -- but the same positions.
The greats understand this, which I suppose is what makes them great.
I have image of these old boys shooting the breeze in a bar, regaling one another with stories, the ideas, opinions and insights coming fast & furious.
(I'd love to be the bartender!)
Best,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Reflections on Deploying Improvement Strategies
Hubris and Ethics
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Thucydides, Sun Tzu, Livy, Machiavelli, Clausewitz - magic names.
These Masters of War are still read centuries & millennia later.
Thucydides' The Peloponnesian War was the classical text of choice during the two Iraq wars.
And General Colin Powell, famously, had the following quote from the master framed on his State Department desk:
"Of all manifestations of power, restraint impresses men most."
Sun Tzu, Machiavelli and Clausewitz are no less popular.
Why are these authors still relevant?
Because they wrote beautifully - clear, simple sentences that cut to the heart of the issue.
Because they lived what they wrote about. (All were practitioners, with all respect to many contemporary academics.)
Because human nature does not change.
In our consulting work, I see the same chess positions over and over.
Different board, different style of chess piece -- but the same positions.
The greats understand this, which I suppose is what makes them great.
I have image of these old boys shooting the breeze in a bar, regaling one another with stories, the ideas, opinions and insights coming fast & furious.
(I'd love to be the bartender!)
Best,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Reflections on Deploying Improvement Strategies
Hubris and Ethics
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Labels:
Corporate Strategy,
Military Masters,
Sun Tzu
Monday, October 28, 2024
Reflections on Deploying Improvement Strategies
By Pascal Dennis (bio)
"Every day a little up…” an esteemed sensei taught me.
Doing so entails focusing your energy of the critical few improvement areas.
What will we emphasize in 2025?
What's holding us back? What's the root cause of each obstacle? What are the countermeasures?
Strategy is all about emphasis.
Failure modes are daunting. Here are some:
And thus, we'll have a chance to improve.
Strategy is a never-ending game. Perfect execution is unlikely and, in any event, not the point.
The point is to continually deepen our grasp of our business, deploy improvement strategies each year, learn from what happens - so we keep getting better.
Keeps us young, keeps us relevant.
We learn from where we've been, and look to where we're going.
Cheers,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Hubris and Ethics
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Scatter - Our Nemesis
"Every day a little up…” an esteemed sensei taught me.
Doing so entails focusing your energy of the critical few improvement areas.
What will we emphasize in 2025?
What's holding us back? What's the root cause of each obstacle? What are the countermeasures?
Strategy is all about emphasis.
Failure modes are daunting. Here are some:
- Not understanding our current condition - hence, our remedies are ineffectual
- Not understanding root causes & jumping to countermeasures
- Not confirming cause & effect, before embarking on a difficult set of countermeasures
- Trying to do too much - not focusing
And thus, we'll have a chance to improve.
Strategy is a never-ending game. Perfect execution is unlikely and, in any event, not the point.
The point is to continually deepen our grasp of our business, deploy improvement strategies each year, learn from what happens - so we keep getting better.
Keeps us young, keeps us relevant.
We learn from where we've been, and look to where we're going.
Cheers,
Pascal
In case you missed our last few blogs... please feel free to have another look…
Hubris and Ethics
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Scatter - Our Nemesis
Labels:
improvement strategies,
Reflection,
Sensei
Monday, October 14, 2024
Hubris and Ethics
By Pascal Dennis (bio)
Hubris is the ancient Greek word for arrogance, excessive pride or self-confidence.
Hubris is a common root cause of unethical behavior and, arguably, the most dangerous enemy of great companies.
(Check out this fine book on hubris and the Enron catastrophe entitled The Smartest Guys in the Room.)
What's the countermeasure to hubris?
Humility -- the extreme awareness of limits, of standards, of all that we are not. Humility is one of the Great Virtues, and underlies Prudence, Temperance, Courage and Justice.
Justice, for example, is only possible if we’re humble enough to accept a higher standard or code.
Visual management, 5 S, standardized work and all the other elements of the Lean business system are designed to keep us humble.
Our old Toyota plant in Cambridge Ontario won many awards. "How could they give us an award?" we'd wonder. "We're so screwed up..."
We need great companies -- they show us what's possible.
And great companies need humility - for the same reason.
Best,
Pascal
In case you missed our last few blogs... please feel free to have another look…
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Scatter - Our Nemesis
The Biggest Weakness is Contemporary Business Culture?
Hubris is the ancient Greek word for arrogance, excessive pride or self-confidence.
Hubris is a common root cause of unethical behavior and, arguably, the most dangerous enemy of great companies.
(Check out this fine book on hubris and the Enron catastrophe entitled The Smartest Guys in the Room.)
What's the countermeasure to hubris?
Humility -- the extreme awareness of limits, of standards, of all that we are not. Humility is one of the Great Virtues, and underlies Prudence, Temperance, Courage and Justice.
Justice, for example, is only possible if we’re humble enough to accept a higher standard or code.
Visual management, 5 S, standardized work and all the other elements of the Lean business system are designed to keep us humble.
Our old Toyota plant in Cambridge Ontario won many awards. "How could they give us an award?" we'd wonder. "We're so screwed up..."
We need great companies -- they show us what's possible.
And great companies need humility - for the same reason.
Best,
Pascal
In case you missed our last few blogs... please feel free to have another look…
TPS and Agile
Lean Means Don’t Be a Dumb-Ass
Scatter - Our Nemesis
The Biggest Weakness is Contemporary Business Culture?
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