Lean Talent: Value by Resilient mind disposition or Waste by Stress mind disposition

A key aspect in Lean Manufacturing is Waste. In 1937 Taiichi Ohno working in "Toyota Automatic Loom Works" factory stated that the productivity of an American worker was nine times higher than a Japanese worker. In 1945 Ohno found himself thinking about that gap in productivity. He found there was too much waste in Toyota’s processes. His assumption being if the waste could be eliminated then productivity will increase. And this is the moment of the onset of the Toyota Production System.

Subsequently, 7 wastes were identified that are central to the TPS and well identified in the production environments. over-production, waiting, transportation, over-processing, inventory, motion, and defective products. In other than production environments identifying the wastes is a more delicate task. As in 2020, we started to do more work from home and the 4th Industrial Revolution continued to evolve with more and more workers engaged in digital work. Office and IT work are 2 key areas where we look to create more value.

Lean Talent: Stress Latency - the blueprint for 7 Wastes

Lean production methods were created to create value for the user and not waste. The 7 types of wastes in industrial production can be found in office work, IT, banking, and other service industries. These types of wastes are not generated by the variability induced by the nature of materials but primarily by the human body and mind. Losses are produced unconsciously from the very beginning at the mental design stage. A design that is in tune with the need of people to "push" for the "private normality" through which their mind knows how to manifest itself in relation to 9 areas of focus. When "normality" is a coping mechanism in stress the behavioral design can be associated with wastes perceived as "normality" by the person concerned.

Lean Talent: how we create (more) value

$1. A cup of water. A medication. A hug. Has any of these ever-had value for you? This, of course, would depend on the context and the moment you experienced them. In the right context, at the right time, any of these can have value, or not. How does the mind work to structure the experience so that you recognize–or interpret it–as having value?

Lean Talent: Agility to Meet Sustainability

Remember the feeling of relief you got when you passed an exam with the grade you wanted? Or, when you handed in a project you had been working on for a long time.

In contrast is the time when you did not get the grade you wanted on the exam. Or, when you failed to hand in the project. You felt tension and discomfort.

To be agile is to respond timely to one’s environment. You need to train your capacity to heighten all your senses and thinking to adapt to your situation. So that you position your behavior and your language, consciously shifting your course of action. Agility is easy to grasp when you consider sports. But now let’s preview the models available to understand it from the mind perspective.

Dealing with change: How to maximize people’s differing needs

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For most people, accepting change itself isn’t nearly as difficult as dealing with the speed of change. There are those who actually seek out and thrive on the new: the early adopters. Then, there are those who need to go slower, take care, bring others along. Working in, especially running, an organization, the challenge is getting the changes to work for everyone, near the same time if possible. Of course, knowing what to change, and why, and how to communicate and manage the changes themselves are equally important. To many this seems more art than science, but the truth is that science can guide the art.

Managing stress: Most people only do half the job–and here’s the other half ...

In the history of stress management ... relaxation tools were the focus in helping people in business. Companies hired experts in visualization, meditation, yoga, breathing exercises, self-hypnosis and more to help people relax at work when they needed to. This made perfect sense, and still does, with an important caveat. Relaxation and relief are necessary and wonderful for us. But what if we’re in the midst of putting out multiple fires at work? In that case, we can’t do any of those things ... Besides, in that case relaxation isn’t the answer anyway. When we’re in the middle of tough challenges, chaos, confusion and high stress we really need to be at our very best, not necessarily our most relaxed. This is when we need to perform at our highest level, like an athlete finding another gear when they’re losing so they can pull out a win. It’s sometimes said that winners are at their best when things are at their worst. 

The current VUCA state: This one is worse–here’s how to prepare

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So, now we’re practicing.  But how do we do this for our work and our organizations? What do we practice, and how do we prepare for the ... future ...? We know, no one really knows for sure because we’re in a VUCA state (volatility, uncertainty, complexity, ambiguity) right now. Preparation at times like this means understanding what we can, and being flexible so we can respond to what we can’t. It’s a time of change.