Supervisors Stated Goals and Thoughts on Lean Manufacturing

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Goals:

1) Helping employees get along when there is conflict
2) Reducing waste
3) Better Communication
4) Reduced Stress
5) Better Conflict Resolution Skills
6) Better Communication between management and employees
7) Getting employees to do their job right; without taking shortcuts
8) Working against bullying in the work area
9) Learning how to approach an issue; what steps to take
10) How to get more done with fewer people
11) When we make changes; how do we get employees to buy in our plan

Responses to Lean Videos:

In our shipping department, we have too much  inventory and too many  part numbers -- not lean.
Problem: we don't always have the stock to get the job done
Don't always have the correct stock to make the product
Problem: some people need overtime to pay their bills; need to continuously run, not just stop and start so they can get overtime
Problem: when it is time for cross-training, some people don't want to help. They just think "their job is their job"
Agree with Toyota's slow and steady approach; however, when people are deliberately going slow for overtime, then departments further down the line end up running like a rabbit

Problem: Kan Ban system is not updated frequently enough to make it effective:

Kanban (かんばん(看板)?) (literally signboard or billboard) is a scheduling system for lean and just-in-time (JIT) production. Kanban is a system to control the logistical chain from a production point of view, and is not an inventory control system. Kanban was developed by Taiichi Ohno, at Toyota, to find a system to improve and maintain a high level of production. Kanban is one method through which JIT is achieved. Kanban became an effective tool in support of running a production system as a whole, and it proved to be an excellent way for promoting improvement. Problem areas were highlighted by reducing the number of kanban in circulation.

Problem:  not having enough people to do the job to get the stuff out.

Responses to Frontline leadership page 1-3

No because she she is not asking for employees input.

Preventia chemicals: has a "this is how it's how it's going to be, do it."

Change: getting the employees thoughts. What should we do. How do we get there together.


From the article: The 6 Human Needs: Why We Do What We Do, by Tony Robbins 

The Six Human Needs 

1. Certainty: assurance you can avoid pain and gain pleasure
2. Uncertainty/Variety: the need for the unknown, change, new stimuli
3. Significance: feeling unique, important, special or needed
4. Connection/Love: a strong feeling of closeness or union with someone or something
5. Growth: an expansion of capacity, capability or understanding 6. Contribution: a sense of service and focus on helping, giving to and supporting others

CONFLICT RESOLUTION TIPS:
While each human being is unique, we also share nervous systems that function in the same way. There are also six fundamental needs that everyone has in common, and all behavior is simply an attempt to meet those six needs.

Everyone has to deal with difficult people, whether they are argumentative, abusive, stubborn, or combative. The question is, how can you assert your own rights without creating an unnecessary incident?

In most cases, angry people are screaming to be heard. They want to be valued, loved, and listened to. They want to feel important but aren’t able to express themselves constructively. With the right attitude, it’s possible to get past these insecurities and reach an understanding.

These 7 strategies will help you setting disputes quickly and peacefully for the benefit of everyone involved:

Read:  7 Tips for Resolving Conflicts Quickly and Peacefully 

And see this video: Fundamentals of Supervision and Motivation for the New Supervisor:

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