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Who said “Quality is free – but it’s not a gift”? Who was the first non-doctor to create a vaccine? Who maintained that zero defects was the job of management as much as the front line? Philip Crosby! He said it was less expensive to do it right the first time than to pay for rework and repairs, and he’s still right!
This year would have marked Philip Crosby’s 93rd birthday, truly a Great Grand-Daddy of Quality! He’s been referred to as the “Fun Uncle” of Quality and grouped with two other top gurus, Dr. Deming and Dr. Juran, in terms of his impact in the field. An engineer, a prolific author and the founder of an international consulting firm, he is known primarily for the concept of Zero Defects.
Claims to Fame – What Did He Invent?
He maintained that the ultimate goal was to have Zero Defects
Mr. Crosby was a big proponent that everyone from the top to the front line of an organization should have an attitude and a commitment to preventing errors. In order to help organizations achieve this goal he had a number of supporting ideas:
How to Get to Zero Defects:
Doing It Right the First Time – Management declares that errors are not inevitable
The Prevention Process – Anticipate errors instead of inspecting and correcting them
The Quality Vaccine – Management empowers employees to treat problems as “bacteria”
He was plain spoken and his ideas were so catchy that in the 1980s his consulting company was advising 40% of the Fortune 500 companies on quality management.
With Mr. Crosby’s “Absolutes” he was able to help management see that increased quality did not mean increased cost. Quality and cost were not in competition which is captured in one of his quotes, “Quality is free – but it’s not a gift.”
Little Known Facts:
His “Quality Vaccine” treated process problems as bacteria
His book, “Quality Is Free” helped foster the Quality Movement
Philip Crosby at the Bahama Bistro:
Quote of the Day:
“Can he sing like his brother Bing Crosby?”
Putting Philip Crosby into Action:
“Why did you call in the Quality Doctor?”
“So he’d give the whole kitchen staff The Quality Vaccine!”
Today’s Special features Tracy’s interview with the phenomenal Billy Taylor, the Global Head of Diversity and Inclusion at Goodyear Tire and Rubber Company.
For In the News, Tracy and Elisabeth describe their recent Japan Study Trip – fascinating, stunning, wonderful! For Q&A we’ll tackle a learner’s question about leaders who think data collection is a waste of time, and for the Printed Page, we’ll cover a book who’s author believes the output of a business is…crap. And Tracy and Elisabeth met the 83-year-old author in Japan! The Just-In-Time Cafe is offering free miso soup and rice crackers so come join us!
Whether you’re just starting your Lean Six Sigma journey, or you’re in the middle of improving a process, guidance from Experts can help make your efforts easier – and more successful! In this Expert Excerpt, we interview Dorsey Sherman who shares key insights to being successful with Lean leadership.
Dorsey is the Founder and Principal of Modèle Consulting. She teaches and coaches organizations to reach their full potential by practicing scientific thinking and strategy deployment.
With over fifteen years of experience, Dorsey has worked across a wide spectrum of environments including manufacturing, schools, nonprofit agencies, inpatient hospitals, acute rehab units, physician offices, and behavioral health settings. Dorsey has spent hundreds of hours coaching and teaching staff, managers and executives using a combination of deliberate practice and scientific thinking.
She has a bachelor’s in economics from Michigan State University and a master’s in health management and policy from the University of Michigan. Dorsey got her start at Henry Ford Health System in Detroit as a management engineer.
Most recently, Dorsey was a Senior Consultant at Mercy Health where she helped design and implement one of the most successful healthcare kata systems in Michigan.
What advice do you have for someone who is getting started mastering Lean leadership?
Lean leadership starts with you. Start by thinking through why want to become a Lean leader. What does it mean to you? If you want to be a Lean leader because someone else (your boss/organization) said you should, be sure to recognize that since it will not serve as a great motivator in the long term. Clearly articulate your version of an ideal Lean leader. For me Lean leadership means: humility (I don’t have all the answers), curiosity (I wonder why this is done that way?), hope (I know there is a better way), and compassion (I love my team).
What is your definition? From there consider, where you are now. What are the thoughts, behaviors, values and beliefs that drive you every day? How are you perceived? What’s working for you as a leader? What isn’t? Identify obstacles between you and your target, and then craft a learning agenda and commit to experimenting with your own behavior to get different results.
What are some common mistakes you see people making trying to lead Continuous Improvement efforts?
They want everyone else to change, but don’t want to change themselves. Workers need to follow standard work, improve processes, focus on process, facts, and data, but what are you going to do differently? A core function of Lean leadership is developing and growing the capability of your team, so how are you going to work/interact/lead differently in order to develop the skills of your team?
Do you have any pet peeves related to Lean leadership?
I don’t see enough Lean leaders focused on developing their teams. They see their role as helping workers add more value by removing barriers and solving problems, but not as empowering a team to solve their own problems.
Is there anyone who has significantly influenced you over the years?
Mike Rother (Toyota Kata author) and the work of Richard Boyatzis, Annie McKee, Melvin Smith, Daniel Goleman (Resonant Leadership and Primal Leadership) have greatly influenced my thinking on leadership, coaching, improvement and how we develop teams.
Why do you do what you do? (What motivates you?)
I love helping people solve problems and achieve goals!
What’s something exciting that you’re currently working on?
I’m becoming certified Executive Coach with a focus in Emotional Intelligence (EI). I am so excited to talk about how EI crosses over with Lean and Toyota Kata.
What’s your favorite application of Lean Leadership in your personal life (away from work)?
“Don’t Be So Sure.” At KataCon5 in Savannah earlier this year, every participant was given this quote on a sticker. The sticker is a reminder that you can’t trust your own assumptions and that all ideas must be tested. Our brains jump to conclusions even in the absence of facts or data. Scientific thinking tells us to ‘go and see’ and to validate. I love applying this same concept to my thoughts.
We all have an internal narrator that is making judgements (often negative) about the neutral facts around us including other people – ‘she is resistant to change,’ ‘he doesn’t like me,’ ‘he hasn’t responded because they don’t want to hire me.’ I strive to pause and recognize these thoughts and then tell myself – “Don’t be so sure.” Is it really true? Is that guy really a jerk? They didn’t email you back, but don’t be so sure they don’t want to hire you. When you start questioning your thoughts (which create emotion and then action) you can see where those assumptions are holding you back.
Have a question for Dorsey? Please feel free to ask in the comments below.
With all the superhero movies out in theaters, that got us thinking about our fabulous Wonder Women of Quality. Where are they? What are they up to? We wanted to know!
We wrote to last year’s Wonder Women of Quality and asked them to pick one of the questions below and email us their response:
What are your reflections on the past year? What is your biggest learning(s)?
What is something unexpected that happened last year and what did you take away from it?
What will you experiment with in the coming year?
Do you have any specific goals for the coming year that you’d like to share?
Here’s what we heard:
“In reflecting on 2018 and in planning for 2019, I find my thoughts turning often to challenge. Did I challenge myself enough in 2018…did I really push myself out of my comfort zone…in actions and thinking…And for 2019, what will I do to ensure that I am constantly challenging myself…to help more people, think more creatively, work on different ways to teach people to work more effectively and efficiently and create a kinder world.
So, here are the challenges I’ve set for myself this year so far: create new ways to more deeply connect with people I’m helping, start a foundation for my love and kindness work, and design and sew all the clothing I wear to speaking events to improve my personal creativity.
Challenging myself in these ways will help me do more than I ever thought I could do, and be more than I ever thought I could be. And have empathy for those I challenge. I’ll end with a couple of questions for readers: Did you challenge yourself enough last year? How will you challenge yourself more this year?”
What will you experiment with in the coming year?
“This year I am experimenting with ways to facilitate generative behaviors in Governance activities. In infrequent encounters and dense agendas how will we draw on strengths, skills, experience and passion to ignite insightful, informed queries and imagining.”
“My team and I are moving into business process automation! We’re so excited to be a part of helping colleagues identifying waste in their processes and, where we can’t find a way to eliminate these non-value-adding tasks, automating them with software robots to take the burden off our people until we can eliminate the tasks from needing to be done at all.”
“My big focus when working with clients on Lean transformations is to focus on developing the leaders, both positional and influential leaders. Humble inquiry (leadership) is widely popular in the Lean space. Given the trend (a trend I hope sticks around forever) of making work more human, and conscious biases, I want to experiment with conscious leadership.
I will begin, of course, by personally putting these skills into practice and reflecting on my experience. Then I will follow with how to best implement these principles with my clients.”
“A goal for this year is to increase the engagement of our property level Lean Six Sigma leaders. One area in which we are experimenting in is how to invigorate grassroots innovation. I would love to benchmark with anyone who has a great success story in utilizing tools/processes to stimulate ideas in small work groups that are a blend of trained Lean Six Sigma leaders and Subject Matter Experts.”
What are your reflections on the past year? What is your biggest learning(s)?
“2018 was an amazing year for me. I spent the first 6 months in learning to become a coach, through King County’s Coaching Program. Hands down the best learning experience I have ever had. The program entails 60 hours of classes, 5 observed coaching sessions, and getting coached by a mentor coach and coaching clients (40+ hours), etc.
First off, I learned so much about who I am as a person and how I show up. My self-reflection and learning helped me to become a better listener and to develop a keen awareness of others. It also taught me to become more patient and empathetic.
Next, the conversations I had with my clients taught me the value of connecting to others at a deeper level that is not common in our daily lives. These experiences helped me become a better version of myself and value the humanity within each of us. Coaching leaders opened my eyes for common struggles and blind spots we have as leaders.
I am thrilled that I am able to serve as an internal coach in my role. I learned the value of listening with curiosity to learn instead of telling, being present and supportive while I struggle through changes, and the joy of watching my clients go through their A-ha moments. I also bring coaching skills and mindsets to conversations with my team members which helps me be a better leader.”
Center for Nonprofit Resources (C4NPR) partnered with GoLeanSixSigma.com to run a FastPitch Workshop that made the inner workings of Lean Six Sigma and continuous improvement accessible to their local nonprofit and government community!
There’s no better way to learn than by doing. The level of engagement our FastPitch Workshop generated was amazing! In the photos below, check out how teams blazed through the day lowering cycle time, removing defects and delighting customers.
They participated in hands-on process mapping, charts building and problem solving. Engaged and enlightened, these individuals are ready to take their learnings back to the job.
GoLeanSixSigma.com is honored to support the 2019 OPEX Summer Business Transformation Leaders Summit!
At the OPEX Summer Business Transformation Leaders Summit, taking place on August 26-29, 2019 at the Hilton San Diego Resort & Spa in San Diego, California, attendees can learn from the best to build and execute a world class operational excellence and business transformation strategy.
About the OPEX Summer Business Transformation Leaders Summit
OPEX & Business Transformation Leaders summer edition gives Operational Excellence and Business Transformation leaders the opportunity to go beyond surface level presentation and get hands on, practical takeaways to enable their own successful, business-wide transformations. Engaging 200+ leaders for those handling seismic business change, our leading event provides an in-depth look into process excellence, continuous improvement, change, leadership, BPM and RPA, and the challenges that leading industry professionals are overcoming, both on a macro and micro level.
This event strives to showcase experiences, case studies and knowhow for businesses to revolutionize their operations through people, process and technology, all with a customer-centric focus.
Core Themes for OPEX Summer Business Transformation Leaders Summit
Increasing business value and sustainable improvement through customer-centric OpEx strategies
Design thinking to inspire a different way of working, and drive innovation
Drive increased efficiency and speed through technology adoption and enhancing digital capability
Engage and empower: Developing and sustaining a high performance culture
Leadership and its importance to inspire continuous improvement, and sustain new ways of working
At OPEX Summer 2019, you will hear from 60+ inspirational speakers from the worlds leading brands. From both big brands and innovative companies, you get the opportunity to learn how they are enhancing customer experiences through their OPEX program.
Brevard County is a local government that has been implementing Lean Six Sigma since October 2015. From the start of their journey, team members of the county have been working together to improve customer experience and operational processes to positively impact the experience of their customers—both internal and external.
Katherine Wall, Special Projects Coordinator for the County Manager’s Office, has led the charge for Lean Six Sigma projects throughout the county. While Brevard County isn’t new to process improvement initiatives, their goal has changed. They now strive to become a “self-correcting” organization with a dedicated team that is empowered with the right tools and skills needed for professional development and continuous improvement.
With over 8 projects completed and results worth boasting about, Brevard County Manager, Frank Abbate, couldn’t be happier. “It’s really this simple: Lean Six Sigma helps us trim the fat in processes that bog down the delivery of County services. It empowers employees who listen to the voice of our customers, map out our processes, identify waste, inefficiencies and duplication, and then make recommendations of solutions to those processes to benefit our customers.”
Join us for this 1-hour Leadership webinar where we provide an overview for executives and leaders who want to know why Lean Six Sigma should be an initiative they support in their organization. Webinar Level Leadership Date & Time…
How do other problem-solvers deal with adversity? What’s the best way to schedule improvement work? What do people want in a Continuous Improvement leader? We took a few polls so you could find out for yourself!
Check out how people like you navigate the Lean Six Sigma world and what kinds of tools and techniques help the most. And please check back often as we add new polls regularly!
What is your favorite Lean Six Sigma phase?*
Define: Determining which problem to solve
Measure: Collecting process data about the problem
Analyze: Determining the root cause of the problem
Improve: Solving the problem
Control: Building structures to hold on to the gains
*Please select one answer
I’m interested in Lean Six Sigma to…
What is the biggest obstacle to your Lean Six Sigma effort?
What do you value most in a leader?
What is your preferred method of making time for process improvement?
What is your greatest challenge to completing online training & certification?
Who is your continuous improvement coach?
What do you value most in a coach?
How long does it usually take you to complete a Black Belt project?
How long does it usually take you to complete a Green Belt project?
How are process problems treated in your organization?
What’s your favorite way to learn?
Which of our podcast segments do you like the most?
What is your most effective method of managing the “people side” of process change?
What do you find to be the most prevalent of the 8 Wastes?
What is the nature of your process?
We make it easy to achieve your goals using Lean Six Sigma. If you’re ready to begin transforming your organization, check out our free Lean Six Sigma resources, visit our blog (Success Stories, Application Tips, Thought Leadership and more!), and view our online courses!