I haven’t written an article in a while, and this one explains why and what I have learnt from the experience.
Striving for perfection may well be one of the key principles of Lean, but sometimes, in some contexts, I think it can hold us back.
Thank you Karyn Ross, you got me started again.
If you are a CI Manager, CI Practitioner or a Lean Leader, I’d guess you might have a few books on your desk.
Of course, there are the lean classics – Lean Thinking, The Toyota Way, The Goal – but I think there are also a number of other, less obvious, brilliant books which can be hugely valuable to you.
Next up is the brilliant Black Box Thinking by @MatthewSyed – a book about marginal gains and high performance.
Last week I had the pleasure of speaking at the Journey to Excellence conference held in Manchester in the UK.
This is an annual conference, organized by True North Excellence, created to inspire through sharing best practice, building new networks, and experiencing best in class learning.
I delivered a workshop to around 75 delegates, titled ‘Solving the Biggest Problem with Problem Solving’ and I used Tom Wujec’s Draw Toast activity during the workshop.
In the first article in this series, I said that the primary thing that needs to be done to get you on the right track to solving a problem is to clearly define the problem.
I went on to suggest that the first stage in doing this should be to Go-Look-See-Ask – go where the problem is happening, look at the process, see what is happening, and ask questions to fully understand.
So, you’ve done that. And what should you do next?
Brainstorming is a very useful and valuable tool when you need to generate ideas. I’d be willing to bet that all CI practitioners (and probably the majority of managers generally) have been in a brainstorming session at some point.
But are they always effective?
Do the creative, innovative ideas flow easily?