Hi, guys. Welcome to quick hits, non utilized talent. I'm Catherine MacGyver, and today you're going to get the ability to identify the waste of non utilized talent. So before we get super started in this, one of the things that I want to mention to you is that while all of the wastes are
identifiable by the individual contributor or the people who work within that process,
I tended to focus quite a bit on non utilized talent when I do my executive coaching, because it is the onus of the manager and the leader to identify this and to rectify it. So while it can be driven grassroots, which is what most of the other wastes are,
really does live within the purview of your leaders in your managers.
All right, So when we think about our acronym, this is going to be the end.
If you guys remember back to our overview of the eight ways I had mentioned to you that there are two acronyms and two thoughts on waste. So the 1st 1 is downtime, which is what you are learning and has eight of them. The other one is warm pit
overproduction, rework, motion processing, inventory and transportation. And it has seven deadly wastes. Warm pit or the appropriate acronym in Japanese was theory Jinnah Llm Oudeh.
So non utilized talent or intellect was not one of the original mood is, um,
I will argue to the to the end that this is actually one of the deadliest ways, and the reason why is because there was so much missed opportunity. However, it is very difficult to measure, and the inability to measure is what causes the conflict. There is even within
lean six Sigma practitioners. There's disagreements as far as whether or not they're seven and eight ways. And if we all are in agreement that they're eight ways, there are actually two versions of
what that non utilized talent or wasted intellect is. So
version one is under utilizing your employees. This would be assigning staff to the wrong test tasks. So if you have a developer or a coder and you're having them do data entry, you are wasting their talent.
Underemployment is a really big thing. We start talking about some of the generational things that show up with Generation Y and post 2000 and eight.
Um, recession. You We talk about people who have higher skill sets than what they're actually doing,
and then we talk about wasteful admin tasks. So this is gonna be your busy work. We create work to make it look like you're busy, but they're not actually using any of your skills or capabilities or talent.
version number two. So version number two is about management.
So when we talk about version number two, what we are talking about is wasting people skills by not encouraging them to work to their full capacity. So this is going to be things like not listening to employees. Ideas
we talk about you is the Yellow belt. You're going to be able to identify waste in your organization and because you know the PDC a model you're going to be able to articulate to your management. If you're management doesn't listen,
then that's a waste because you have great ideas that are bubbling up from hands on experience, doing the process that are going anywhere.
This can also be insufficient training. So we talk quite a bit about when we were looking at defects, we were talking about having the correct knowledge to do the process. If you have somebody who is very savvy and very competent and very capable, but they haven't been trained on how to do their job,
you are wasting their potential.
So both of these come down to employees capability and talent. It's whether or not you, as the manager, are accepting their ideas and feedback, which would be what you're learning here in the Yellow Belt to do, or whether or not you are allowing your employees
to work to their full ability.
What do you do about it? So, really, both scenarios could be resolved in the same way empowering employees. This is a common theme. Remember, we talked about the Triad that is
the lean Six Sigma philosophy. We talk specifically about empowering employees if you think back to some of our team lectures.
When we were talking about how important it is to tease ideas out of everybody and give everybody an opportunity to speak up and offer their insights,
this is where that comes in, shows up quite a bit when you have dynamics of very senior employees and very junior employees or tenured employees and new employees.
That's that. That one's a little bit hard to let go of. But one of the things that happens is as you micromanager employees, they stop offering up their talents and capability because they developed this almost
mental block that what they contribute is inappropriate. So they're gonna wait for you to tell them what they want.
another way is encouraging learning and training. So
every time your employee learns a different way of looking at something that strengthens your ability to come up with ideas and they don't even necessarily need to be
directly related to your organization. So all of my employees, in addition to being good at their job, have expectations that they have self development, I want them to continue learning. So an example of how this is helpful for my organization as a whole is
one of my employees wanted to learn more about marketing. So we sent her to a marketing class,
and she got some great ideas and learned how to use Microsoft publisher and then started doing a lean Six Sigma newsletter for us to send out to the entire company. So, even though marketing, training wasn't specific to her processes, which were running projects. It did it strengthen.
The department is a hole by coming up with a new idea.
Her P D. C. A. Started with the problem statement of people have no idea what lean practitioners do
when we talk about non utilized talent. Remember, this is from not maximizing your employees contributions. It can either be under employing your employees or not listening to them when they bring you ideas. This is the hardest wasted fix, but it's that easy. There is so many
components to it and complications, and we're talking about management and culture and employee behavior that this is very difficult to
course, correct. Once it happens, it's also hard to quantify. Just because you and I got the same college degree doesn't necessarily mean that you when I have the same skill set. So how do you know if an employee has, ah, higher level skill set?
Well, that goes back to communication. Um, and how do you know if employees has a higher level of capability? It goes back to training, but this is really
a biggie, and this really realize quite a bit of cultural change. And that is the reason why at the beginning I talked about This is something that I really focus on with my leadership, coaching and mentoring.
Thank you, guys. Our next waste is going to be the waste of transportation, which is not as complicated.