9 hours 53 minutes
Welcome back, guys. I'm Katherine McKeever, and today we're going to go over Project team management and pitfalls. So in Yellow Boat, we went into extensive depth about project team management. So the team building cycle, the forming, storming Norman and performing.
And we talked about different ways that you could manage your team at each level of that.
And then if you didn't. Conversely, that's the pitiful. So today it's actually going to be a pretty quick talk. What I wanted to do was give you the 14 rules of Kaysen from the Toyota Production System Handbook. So
when we talk about Kaysen, we're talking about the culture of continuous improvement. So not just our projects, but how do we function as an organization such that we create a environment that's ripe for ongoing continuous improvement? So remember,
Kaysen is ongoing improvement. It's not a one and done thing.
So Toyota production system These were going to be our godfather's. I went through the handbook and pulled out the rules. While I'd like to do these for all of our project teams, there's actually a bigger conversation to be had here about how do we use this to create that culture throughout entire organization.
So for the 14 rules of case and
this is how Toyota says you should manage your teams in your companies or your employees to meet your goals. The converse, of course, is if you don't do it, these air the pitfalls. So the first rule is keep an open mind to change. And what that means is,
don't get stuck in your ways. This is the way we've always done things. We did this because of X y Z always have a framework where
it's okay to imagine the possible on DMA move towards that. So you want to keep an open mind to change. Conversely, closed mind to change. You're probably not gonna have a lean Six Sigma program maintaining a positive attitude. So we know that change is hard and there's fathers that will inevitably be ruffled.
But understanding that you guys were all working towards the same value propositions or the same mission. But you're all there
to serve your customers in some capacity, um, creating a blameless environment. So
this one is very challenging for organizations because so frequently we attribute the what to the who rather than the what to the how so The what could be I got a faulty hamburger. I got my burger with pickles on it, Um, so
we instantaneously want to go to God.
Tom made the burger with pickles rather than asking ourselves what in the process allowed for the burger to end up with pickles, so creating a blameless environment. Conversely, if we blame everybody, nobody talks. We get through this with some of our later on rules.
So Number four is encouraging, nonjudgmental thinking.
And what that means is, not only Tom's a screw up, we don't want to think that, but also coming to the table with preconceived notions. Like if you invited me to be on a project team and I already know the answers, that's a form of judgmental thinking.
So we want to make sure that we are open minded and not having those preconceived notions until we go through the process itself. Remember,
tomake is focused on on going sustainable improvements. Uhm, be aware of multiple alternatives. The answer that I give for all of my students is three plus four equals seven, but so does five plus two. So from a business process perspective,
it's not as much of the journey to get there as it is the outcome of the process.
So if you're able to meet the requirements by doing something completely different, be open to that conversation. This becomes very important when we talk about our future state process mapping, Um,
treat others as you want to be treated. The Golden rule Pretty straightforward. It's indicative to me that 20 would have made the effort to document this, so we're gonna leave it at that
respect and involve all team members. So if you invite somebody to be on your project team, it's because you value their input. That being said, you want to make sure that everybody has an opportunity to participate and give that input. The more voices we hear on, the more brains we have working on something, the higher our collective I Q is
so making sure that you involve team members.
Conversely, we remember we talked about not having buyer stake in the Earth stakeholder by M being a reason for project failure. If you have team members that don't feel like they're respected, they will be subversive elements in your projects, and they will undermine your project?
Um, one person, one vote. So I have made some references to having no rank and that your CEO oh's opinion. Is Justus important as your analyst? Really? What that tells us is we want to hear from everybody, but we don't want there to be an unfair skew.
So you start seeing this a little bit in groupthink. We don't want groupthink because ideas are more robust when we look at them from all different angles, not just
Yeah, you said it. So I'm going to do it
with that being said, there is no such thing as a dumb question. And we like this because, of course, Toyota gave us the Five Wise, where we drill down for our root cause. But frequently what we consider to be dumb questions because everybody knows the answers
actually help us unburied little details that might be hopeful for our improvements. So we want to encourage
questions from everyone, regardless of who they are and involved them. His team members,
Number 10 is creating a bias towards action. So if you think about analysis paralysis, one of the areas that do make projects, hiccup is we get all the way to analyze phase and then we we don't do anything with it. So we've learned through our culture of improvement and we want a pilot and what? Not
that we want to get things done. We want to try things out. We want to experiment. We either want a pilot where we want to do, just do it where we want to do quick hits. But if we don't take action, we're never going to change.
We want to create a team environment. So this shows up a little bit when we're talking about our team building Aziz. Far as how do we start working cohesively together? We want to be center, just synergistic. We want to make each other better.
Conversely to that, if we are in every man for themselves, culture, especially in our project teams,
we're going to find that we're gonna hiccup. We're not going to get to the best results, so we want to make it easy to be a team environment.
Number 12 is actually one of my favorites, so it's creativity before capital, which this tells us is let's create engaging, exciting, innovative solutions before we just throw a bunch of money at a problem. So with that, I like this because I like out of the box thinking I like
being innovative. I like living in the what ifs
and creativity before capital really makes it easier because I don't have to goto my boss and be like, Hey, can you give me some money to try this? Let's just experiment and play around with it.
Number 13 is never leaving. Silent disagreement. I learned this when I went through the program, as silence means consent. So if I don't speak up, I am therefore agreeing with you. We talk a little bit about subversive elements where I walk out. I'm like, Oh my God, These people had no idea what they were talking about.
When we talk about silent disagreement, we want you to raise your hand. We want to ask those questions. We want you to be involved his team members because that will ultimately strengthen not only the project team
but the outcomes as well. And then the last one. I love that Toyota document at this have fun, and this is actually has a really great route in that if you're not having fun, you're not giving your best work, so play with it. Imagine what ifs live in the impossible
for a couple of minutes because then you can dial it back
and come to what is possible. I really enjoy telling people this, especially when we're looking at future state process mapping.
So today we talked about party management and pitfalls, but really, from the context of the Toyota Production Systems team management guidelines, this is what they codified in the seventies to say. This is how we're going to have a culture of kaizen. My recommendation to you is if you don't have team norms
to go ahead and adopt these and to try and propagate them throughout your organization as much as possible,
our next video, we're going to go over multi voting, so I will see you guys there.