Think about the opportunities for borders in your area. Make a list of them and think through the ones you want to tackle--alone or with a buddy. When you meet with your supervisor, you post those on the hit list. Don't forget to post the ones you are excited about but don't plan to tackle yourself. Remember: just because you thought of it doesn't mean you have to do it. And just because no one is interested in a certain project doesn't mean it should not get done.
from Work That Makes Sense
by Dr. Gwendolyn Galsworth
Visual Poem/Puzzle
Visual Radio: Five Steps: Getting Your Supervisors On Board
Listen to Gwendolyn this
Thursday at 10am
(Pacific) on
What's wrong with employee engagement? What's wrong with getting people involved? Nothing--as long as you make supervisors an active part of that. Don't be a company that supports operator creativity but forgets that supervisors are contributors too. When empowerment ignites, it's party time--and supervisors want to be part of it. But what part and how? Listen in this week as Gwendolyn Galsworth sets up the logic of supervisor growth--why to get your supervisor involved and how. Walk with her through her five steps for supervisor empowerment and the mission-critical contribution your five-star sergeants can--and want to--make to the corporate good. Yes, you can use the visual blitz format. In fact, you should. As long as you use it, not as an end in itself, but as a training ground and a stepping stone for supervisors to go further and grow stronger--on their way to becoming leaders of improvement.
This is the fourth article in the eight-part series co-written by Drs. Hinckley and Galsworth, under Dr. Hinckley's signature, based on the training system they jointly developed:
The SMS Method for Perfect Quality. Visit us at
www.visualworkplace.com for more.
Perfect Quality That Pays
by Martin Hinckley, PhD
World-class quality is a standard that constantly re-defines itself as companies achieve ever-higher levels of quality at ever-lower costs. There are several valid ways to define the term "quality"--for example, by product attribute or customer acceptance. The one I prefer is quality as conformance or defect rate. Based on more than two decades of hands-on research, I have concluded that achieving world-class quality requires a methodology that: a) simplifies complexity and thereby the mistakes that that condition triggers; b) aims at developing devices that remove the possibility of mistakes; and c) turns adjustments into settings, thereby eliminating adjustment errors. Dr. Galsworth and I call this approach: The SMS Method: Simplify + Mistake-Proof + Set. The SMS Method. The SMS Method is a quality system that addresses the three core defect sources through three techniques: Simplify: Complexity is the first enemy.
