Archive for Turnaround
Bootstrapping business Survival
Posted by: | CommentsIf you want to survive, what do you need to do?
Deep Survival: Who Lives, Who Dies, and Why
by Laurence Gonzales officially distilled these observations down 12 points the seemed to stand out concerning how survivors think and behave in the clutch of mortal danger. Some of the same steps for staying out of trouble. Here’s what survivors do:
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- Perceived, Believe: Even the initial crisis, survivors perceptions and cognitive functions keep working. They notice the details and may even find some humorous or beautiful. If there’s any denial, is counterbalanced by a solid belief in the clear evidence of their senses. They immediately begin to recognize, acknowledge, and even accept the reality of their situation. They may initially blamed forces outside themselves, to; but very quickly they dismiss that tactic and recognize that everything, good and bad, emanates from within.
- Stay calm: In the initial crisis, survivors are making use of fear, not being ruled by it. They understand at a deep level about being cool and never ever on guard against the mutiny of too much emotion.
- Think/analyze/plan: Survivors quickly organize, teams, and institute discipline. In successful group survival situations, a leader emerges often the least likely candidate. irrational voice emerges and is often actually heard , which take control of the situation. Survivors perceive that experience as been split into two people and they obey the rational one.
- Take correct, decisive action: Survivors are able to transform thought into action. They’re willing to take risk to save themselves and others. They are able breakdown very large jobs into small manageable tasks. They set attainable goals and develop short-term plans to reach them. They are meticulous about doing their task well.
- Celebrate your successes: Survivors take great joy from even their smallest successes. That is an important step in creating ongoing feeling of motivation and preventing the descent into hopelessness.
- Count your blessings: This is how survivors become rescuers instead of victims. There is always someone else they are helping more than themselves even if that someone is not present.
- Play: Since the brain and its wiring appear to be the determining factor in survival, this is an argument for expanding and refining it. Just as survivors use patterns in rhythm to move forward in the survival voyage, they use the deeper activities of the intellect to stimulate, call and entertain the mind. Careful, careful, they say. But they act joyfully and decisively. Playing also leads to invention, an invention may lead to a new technique, strategy, or piece of equipment that can save you.
- See the beauty: Survivors are attuned to the wonder of the world. The appreciation of beauty, the feeling of awe, opens the senses.
- Believe that you will succeed: All the practices just describe lead to this point: survivors consolidate their personalities and fix their determination. Survivors admonish themselves to make no more mistakes, to be very careful, and to do their very best. They become convinced that they will prevail if they do those things.
- Surrender: Survivors manage pain well. Resignation without giving up, it is survival by surrender.
- Do whatever is necessary: They know their abilities and do not over or underestimate them. They believe that anything is possible and act accordingly. Survivors don’t expect or even hope to be rescued. They are coldly rational values in the world, obtaining what they need, doing what they have to.
- Never give up: There’s always one more thing that they can do. They are not easily frustrated. They are not discouraged by setbacks. They accept that the environment is constantly changing. They pick themselves up and start the entire process over again, breaking it down into manageable bits. They come to embrace the world in which they find themselves and see opportunity in adversity.
If you are in tough times, I recommend pinning these 12 points up and reviewing them several times a day.
P.S. Buy the book, Deep Survival: Who Lives, Who Dies, and Why
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Lean Transformations and Real-Time Performance Analytics
Posted by: | CommentsTom DeForge discusses Lean Transformations and Real-time Performance Analytics. I first became acquainted with Tom because of the work he did in the Lean Turnaround that took place at PAS Technologies. Bob Weiner, CEO of PAS spoke very highly of Lean Value Solutions International and the role that LVSI played in the successful implementation of Lean at his organization. Lean Value Solutions International (LVSI) is the destination for organizations seeking results-based partnerships that require rapid results – whether the assignments are strategic or tactical in nature. Tom also discussed a new software package designed for “Driving Lean Behavior through real time analytics.
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Lean Value Solutions Podcast
Posted by: | CommentsTom DeForge discusses the disciplined approach and analysis tools taught to him during his 8 year tenure by the Shingijutsu consulting group, who are considered 2nd tier consultants to the father of The Toyota Production System, Taiichi Ohno . Tom has been implement these Lean Principles for over 20 years and is currently a Principal Partner in Lean Value Solutions International, he has built a successful practice over the past 11 years by leading several organizations to a lean
enterprise Implementation strategy. Tom was also instrumental in forging relationships with other providers which assist in bringing his clients the latest in technology in terms of operational shop floor analytics, which assist in accelerating the Lean improvement efforts. One of his most proudest moments, was that LVSI now has one of the original founding members of the Shingijutsu consulting group, Sensai Akira Takenaka, as a LVSI Senior Consultant.
I first became acquainted with Tom because of the work he did in the Lean Turnaround that took place at PAS Technologies. Bob Weiner, CEO of PAS spoke very highly of LVSI and the role that Lean Value Solutions played in the successful implementation of Lean at his organization. Tom also discussed a new software package designed for “Driving Lean Behavior through real time analytics.
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PAS Technologies CEO, Bob Weiner discusses a Lean Transformation
It takes guts, to start with lean training in a turnaround!
Posted by: | CommentsIt takes guts, to start with lean training in a turnaround! That’s what Bob Weiner did with PAS Technologies (B901 Podcast). When you think about it, what better way to get buy-in of the employees than starting to build a lean culture.
Can you imagine what your first day would be like in a turnaround? That day one meeting with the employees, they are sitting there thinking about getting fired. A very different message is communicated when the boss calls everyone together dispenses with the mumble jumble and spend time talking about a Lean Transformation. When the boss lays out the actual training that is going to take place to the employees, he shows commitment.
It will not do a lot of good to expose just a few people to a lean transformation. With everyone taking part in the program, you create uniform language and system that can be used throughout the company. Training and development programs help shape the culture and attitudes of the business. Lean education is the best way to stop the finger-pointing and gain individual responsibility.
What is a Lean culture? From a recent blog post, John Shook, Senior Adviser at the Lean Enterprise Institute, Inc., said: ” Toyota -> revolutionized the technical side of lean production with inclusion of product complexity (for customer benefit). More importantly it revolutionized the social dimension, respecting workers brains as well as their hands (so factory workers become knowledge workers, the scientists).”
You can hardly move quick enough in a turnaround situation. Sometimes education of an employee is imperative for them to know what is not their decision to make. In a lean culture, seldom is just one person isolated in making a decision. So the chance of making a smart mistake will be reduced but may still be possible. But making a smart mistake twice is very unlikely. It also will ensure a mistake to be handled quickly and efficiently, when they do happen. Some employees may not survive the transition. However, the fittest and most willing will adapt and be the survivors. Your company turnaround will be defined by the people that are willing to participate in it.
Lean training is not learned in the classroom. It is learn in the application and participation in kaizens, waste walks and other lean tools. But to pass the correct knowledge on you need very proficient lean people in key roles to lead these events. You know training is the right thing to do, but it still takes a lot of guts to do it!











