MADM 428 Quiz 2 (performance improvement)

Quotes (website) Three types of value https://transformanceadvisors.com/portfolio/types-of-value/

"An economist is someone who knows the price of everything and the value of nothing." - misquote of Oscar Wilde

Principles

"a fundamental truth or proposition serving as the foundation for a chain of reasoning

(Where Are We Going: destination) Sustainable Organization

"meets the needs of the present without compromising the future" "able to continue for a long time"

(3. Create Flow) Flow

"moving along in a steady continuous stream"

(2. Identify Value Streams) Value Stream Mapping

(powerful tool for creating value streams) a graphical way to analyze where value is or is not being added as material flows through a process involves creating a value stream of your current state

Overlooked Interviewing Concepts: (Website) 3 Essential Virtues of the Ideal Team Player https://blog.shrm.org/blog/3-essential-virtues-of-the-ideal-team-player

-- Don't be generic. Be specific in your questions about targeted behaviors and attributes. -- Debrief each interview as a team. Avoid a siloed approach; after each interview, talk to other interviewers about their observations. -- Consider group interviews. Talk to candidates in a room with multiple team members. -- Ask candidates to do some real work. See how people perform in real-world situations. -- Don't ignore hunches. Pay attention to nagging doubts about a person's humility, hunger or people smarts, and probe further to understand them better.

Build a plan for your employee performance review process. https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

1. Keep good notes. A log book where you take notes on your conversations with staff members can help you give accurate feedback during your reviews throughout the year. It also keeps you from making a common review error: only focusing on one or two elements of the employee's performance that you happen to remember. 2. Plan fair and consistent questions. In casual review conversations, you might cover one issue in each one, rather than running through a whole performance review checklist. How can you ensure that you cover all the required issues with each person over the course of a quarter or a year? Write a series of common questions that you often ask all of your staff members. That can make your reviews more consistent, so you're not asking one staff member questions that you never ask anyone else.

How to avoid common managerial mistakes so you can have more productive review conversations. (Plan to avoid these employee review pitfalls) https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

1. Review the way you rate your people. With a letter or numeric rating scale, it's easy to fall into the habit of grading on autopilot - giving everyone a high, low or middle rating to avoid conflict or attempt to motivate them. But employees know when their ratings are inauthentic, and that's demotivating. Focus on each individual instead. 2. Listen more than you talk. Avoid doing all of the talking if you can. Developing someone requires a conversation, not a monologue. -Practice active listening. -Ask for employee feedback. -Have employees complete a self-review as part of the process. 3. Don't make employee reviews about you. It's easy to think you would have handled a situation better or differently than your employees. But effective leadership requires stepping back and being objective about that person's capabilities and skills. It also requires humility - they may have strengths that you don't. Comparing employees to yourself can also undermine your organization's diversity and innovation goals. Ask yourself if their methods are effective, not whether they're your preferred way of doing things. 4. Take a holistic approach. Discuss the employee's work over the entire review period, not only their most recent actions. Even if there are major issues, try not to focus solely on the negatives. Reinforce good work habits while making recommendations that foster improvement. 5. Avoid the blame game. Criticizing employees for things that are out of their control can do more harm than good and doesn't resolve the issue. Talk over shortcomings to determine their cause. Then you can address the root of the problem. 6. Set clear goals. Most performance evaluations require employees to work with their managers on their goals for the next period. To be effective, these goals need to be clearly defined. As a manager, it's up to you to help your team understand how to set goals and follow through. The SMART goal approach can help. 7. Be precise, not vague. Using vague language when you're setting goals with employees can lead to misunderstandings. For example, "promptly" or "as soon as possible" are vague. Maybe they mean "ASAP" to you, but "sometime next month" to the employee. Use specific language, especially when you are communicating a deadline. 8. End each review with a plan. Plan for what you want the employee to work on next. Then follow up on it on the timeline you've agreed on during the review.

Two of the critical underpinnings for accurate and fair evaluations (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

1. Sound performance planning. 2. Systematic performance monitoring and progress review.

CHOOSE THE RIGHT WAY TO EVALUATE COMPETENCIES (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

1. Your first decision is whether to have a standard set of competencies that you evaluate all employees against, a different set of competencies for every job or employee, or a combination of standard and job/department specific competencies. •Having a standard set of core competencies to evaluate all employees against is one of the key ways you can introduce consistency in your employee reviews, as well as encourage corporate culture and values, which ultimately strengthen your organization. 2. Your second decision is how to evaluate employees' performance of the competencies you've chosen. You can use: no rating, a short rating, a long rating or a matrix rating. • With no rating, evaluators simply provide comments about the employee's performance of a competency. •With a short rating style, evaluators are asked to rate performance on a simple scale, using short behavior descriptions (e.g. met expectations, unsatisfactory) and provide additional comments if desired. • With a long rating style, evaluators rate performance using detailed descriptions of the different levels of demonstration and provide additional comments as needed. The style tends to bring better consistency to ratings, because evaluators have a better understanding of what each level of performance looks like. • A checklist/matrix rating style allows you to capture a number of different rating criteria and comments in a compact space by putting all the competencies in a table/matrix format. In addition to providing a rating on performance you can also capture information like the frequency of performance, the method of observation, the date of observation, etc.

5 Key dysfunctions of teams or 5 team fundamentals

Absence of: Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results

(1. Specify Value) Value Add

Activities necessary for meeting customer requirements

(1. Specify Value) Non-Value Add

Activities not necessary for meeting customer and stakeholder requirements

(1. Specify Value) Business Value Add

Activities not necessary for meeting customer requirements - but are necessary stakeholder requirements example: investment in the lean value program

(2. Identify Value Streams) Value Stream Definition

All activities (value add, business value add, and non-value add) required to meet a customer or stakeholder request Examples: A service from supplies to solving the need of a customer A product from materials to the point of use by the customer An idea from concept to implementation

Prepare for these employee review scenarios. https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

Before your review conversations, even casual ones, think about how you can deal with any of these scenarios: 1. Employees who get emotional Some people are simply more emotional than others. Part of being an effective leader is having high level of empathy so you can meet those people where they are, instead of getting flustered or shutting down the discussion. You may need to adjust your approach from the way you give feedback to less emotionally expressive employees. 2. Employees who fall silent You also need to be prepared for employees who show up but don't participate. Think about how you can manage the situation if you're going over their review and asking for their input, and they simply don't say anything. You may want to invite them to follow up in a day or two, after they've had time to process the information. 3. Employees who get angry or defensive It's especially important to plan for employees who may get mad or argue during a review. How are you going to handle that person? These can be difficult conversations, so it's important to think about how you'll respond if an employee questions your review methods and fairness during the review. The better you know your staff, the less likely you are to be surprised by one of these scenarios. Before each review, think about their likely response. You can also time individual reviews to the day of the week or time of day when they'll be at their least distracted or stressed. It's also a good practice to give employees written copies of your review feedback before your conversation. That gives them time to think it over and come up with questions before you talk, instead of trying to read and talk with you at the same time.

Non-value Add (website) Three types of value https://transformanceadvisors.com/portfolio/types-of-value/

By process of elimination, non-value are those activities not necessary for meeting customer and stakeholder requirements. These activities are not valued by anyone and can be classified as waste. As I mentioned earlier, this value add stuff is not as easy as it seems. We often make assumptions and quickly move waste into the business value add category, just to end an argument. For example, you may create a report which only one executive claims to read. It takes resources to create and no one can identify how creating the report is non-value add. We convince ourselves the one executive must be using the report for making some critical business value add decision. While sometimes a challenge, in many other situations, non-value add is easy to see. For example: You wait outside your supervisor's office seeking their rubber stamp on some paper work You second guess the forecast provided by an optimistic sales person You move product into a warehouse so it can sit and wait for some customer to place an order You inspect the work of others who are not trusted to get it right the first time You call customers to notify them their order will not be shipped on time You cut off your customer's ear while giving them a haircut

Create a schedule for employee performance reviews. https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

Coaching and developing in the moment is a more effective approach. Frequent feedback - weekly, monthly, quarterly or as needed - between major "salary and bonus" review meetings can help managers develop their people and coach them more effectively. More frequent reviews can also nudge working managers to check in with their team even though they have their own projects to handle. Because of these advantages, many companies are moving to more frequent one-on-one updates instead of relying on yearly or half-yearly feedback sessions. That requires training managers and supervisors to adopt a new cadence for feedback and to take notes on each session they can use in the bigger annual or semiannual reviews.

4. Vision = Cultural Transformation to a Sustainable Organization (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Cultural Transformation: A key aspect of the lean vision is to make a cultural transformation where everyone is empowered to participate in continuous improvement. Beyond empowerment, a growing number of leaders see the opportunity to create a better quality of work life for their organizations. Processes filled with waste do not provide the value sought by customers and other stakeholders. The "work" for people trapped in broken processes is frustrating, exhausting, and unrewarding. These broken processes are often found at medium sized organizations which have grown to the point where tribal knowledge no longer works. You can also find broken processes at larger organizations which have downsized the number of employees, but not the amount of work. A lean assessment is an ideal technique for organizations to track their progress with a transformation. It quantifies how the culture is changing as an organization journeys through a transformation. You should measure progress in terms of leadership, knowledge, teamwork, alignment, and results. Sustainable Organizations: The ultimate objective with lean transformation programs is to craft a sustainable organization. This requires creating: 1. A culture where all functional areas are completely committed 2. Alignment from suppliers to customers and suppliers using proven best practices and emerging trends in relationship management 3. Rock solid support for all value streams in terms of leadership, knowledge, and teamwork 4. Performance and results which meet customer and other stakeholder value agreements Two key responsibilities for a leadership team are to: 1. Create the vision of a sustainable organization 2. Define a lean transformation program as a strategic initiative

Better employee performance reviews can help your organization reach its goals. https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

Effective employee performance reviews begin with everybody being aware of - and, more importantly, understanding - everybody else's expectations. With proper goal setting, clear communication and careful planning to avoid pitfalls, you and your team can use more frequent feedback to grow and thrive.

WORTH THE EFFORT (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

Ensuring your employee performance appraisals are consistent takes time and effort. But the impact of your efforts can be far reaching, including: improved participation rates, better employee satisfaction and engagement with the process, more effective compensation programs, better workforce management decisions, and most importantly, better employee performance.

How to ensure consistency in employee performance appraisals (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

Evaluating employee performance is often a very subjective process, with every manager having their own standards and ways of rating and ranking performance. However, since so many other business and HR processes use performance evaluation data as input, it's important to ensure employee performance ratings are consistent and fair.

Communicate your employee review plan clearly. https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

First, you need to talk to your people about it. An ideal approach for communicating these changes is to explain how they'll support employees and managers. You may want your conversation to focus on these topics: -Waiting too long between reviews leads to stale feedback that's hard or impossible to act on effectively. -Shorter, frequent check-ins offer more opportunities for employee development. -The new review process moves managers from a performance-grading role to a coaching role. -Frequent updates allow managers and employees to adjust or change performance goals as conditions change.

Evaluation Pitfalls (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

For the performance management process to realize its objectives of improved communication, performance management and Staff Member growth and development, evaluations of Staff Member results and behaviors must be accurate and fair.

3 Essential virtues of the ideal team player are according to Patrick Lencioni are? (Website) 3 Essential Virtues of the Ideal Team Player https://blog.shrm.org/blog/3-essential-virtues-of-the-ideal-team-player

Humility (humble): genuine heart, accepts his failures, apologizes for mistakes, accepts others apologies, and appreciates their strengths Hunger: passionate about what you are doing Smarts: common sense about people, perform tasks smartly and more intelligently

Humility (Website) 3 Essential Virtues of the Ideal Team Player https://blog.shrm.org/blog/3-essential-virtues-of-the-ideal-team-player

Humility is the most important virtue of the three. Great team players, Lencioni writes, don't have big egos or concerns about status. They are quick to point out the contributions of others and generally don't seek attention for their own. They define success collectively and not individually. People who are not humble are unable to be vulnerable or build trust and are incapable of engaging in honest conflict.

Hunger (Website) 3 Essential Virtues of the Ideal Team Player https://blog.shrm.org/blog/3-essential-virtues-of-the-ideal-team-player

Hungry people are always looking for more, according to Lencioni. More to do. More to learn. More responsibility. They rarely have to be pushed to work harder because they're self-motivated and diligent. They're always thinking about the next step and the next opportunity. People who lack the virtue of hunger won't achieve results.

Smarts (Website) 3 Essential Virtues of the Ideal Team Player https://blog.shrm.org/blog/3-essential-virtues-of-the-ideal-team-player

In the context of teamwork, Lencioni writes, being smart is not about one's intellectual capacity. Instead, smart team players have good common sense about people. They tend to know what is happening in the group and how to deal effectively with others. They ask good questions, listen to what others are saying and stay engaged in conversations. People who aren't smart in this regard will create unnecessary problems, especially when involved in productive conflict and holding people accountable for their actions.

(5. Seek Perfection) Common lean term KAIZEN

Kai: to take apart Zen: to make good

To support all of your value streams you have 3 pillars

Leadership: includes making the case for change and committing to lean transformation and aligning roles/responsibilities/measurements Knowledge: includes the education and training for success Teamwork: commitment and success through teamwork

1. Foundation = Definition and Principles (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Lean can be defined as the systematic elimination of waste. The first key word is systematic - we are not interested in a chaotic scramble. The second key word is waste - we are not going for a cost cutting frenzy. It takes a systematic approach to find and eliminate the root causes, which create the waste, found in all organizations. Any fool can cut costs (and revenue) to zero. Lean is far more effective than chaotic cost cutting efforts.

Summary (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Lean has earned the crown as the #1 improvement methodology. Don't be fooled by charlatans, who have simply been chaotic cost cutters. These clowns do not understand the principles, or fundamental truths, and the other aspects which make lean so powerful. Success comes to those who take a systematic approach to the elimination of waste. Look for key components such as principles, types of value, types of waste, continuous improvement, cultural transformation, and the focus on creating a sustainable organization.

Random stuff on the lean website I may need (quotes) (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Lean is built upon a solid foundation - the systematic elimination of waste by practicing the 5 principles of lean. "An economist is someone who knows the price of everything and the value of nothing." - misquote of Oscar Wilde Creating value and eliminating waste, through a lean transformation, is an exceptional investment. "If all you have is a hammer, then every problem looks like a nail" - attributed to Mark Twain (based upon no evidence whatsoever) A sustainable organization meets the needs of the present without compromising the future.

Does your organization's employee review process work https://www.insperity.com/blog/employee-performance-reviews/ (website): Employee performance reviews how to improve the process

Nobody likes formal annual reviews. They're also not a great way to achieve the goals of reviews, which are: -Make sure employees understand what's expected of them. -Identify areas for performance improvement. -Set goals to support employee development. Waiting six months or a year to give this kind of feedback just about guarantees that it will be out of date. It also misses ongoing opportunities for relationship-building and guidance throughout the year. https://www.insperity.com/blog/employee-performance-reviews/

Your products and services (Sustainable Organization)

Operations: produce products and services Customer Relationship Management and Supplier Relationship Management makes New Products, Supply Chain Management, & Support To support all of your value streams you have 3 pillars: Leadership: includes making the case for change and committing to lean transformation and aligning roles/responsibilities/measurements Knowledge: includes the education and training for success Teamwork: commitment and success through teamwork ALL OF THIS IS REQUIRED TO BE SUSTAINABLE ORGANIZATION

PROVIDE ONGOING TRAINING AND COMMUNICATION TO SET SHARED EXPECTATIONS (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

Perhaps most importantly, you need to provide ongoing training and communication to both managers and employees to level-set expectations about performance and ratings. Unless managers and employees have a solid and shared understanding of your performance rating scale and the performance expectations, you'll never achieve fairness and consistency in your employee performance appraisals. For example, if you're using a five point rating scale, you should explain and regularly communicate that you consider 3 to be an appropriate rating for every employee who is demonstrating consistent, solid performance and meeting expectations and who occasionally goes above and beyond expectations. If you want a 4 rating to be reserved for more exceptional cases, where an employee exceeds expectations more than 50% of the time, you need to explicitly communicate that, and take steps to ensure ratings are being assigned appropriately. We live and work in a culture where everyone is encouraged to "excel" and "average" performance might be viewed as a negative thing. It may be only natural for solidly performing employees to want a 4 rating, and they may put pressure on their managers to do so. Similarly, a manager may want themselves and their team to be perceived as better than average, so they might inflate ratings to showcase or even safeguard their group. And don't forget that more recently hired staff bring with them the rating definitions and expectations from their

CONTRAST EFFECT RATER BIAS/ERROR WITH DESCRIPTION: This error is the tendency to rate a Staff Member's performance by comparing or contrasting him/her with other Staff Members rather than judging effectiveness in relation to established performance expectations. (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and Behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - Judge the Staff Member's individual Expected Job Results and/or Behaviors, do not compare to another Staff Member's performance.

"SIMILAR TO ME" EFFECT RATER BIAS/ERROR WITH DESCRIPTION: This error reflects a tendency on the part of Supervisors to judge Staff Members more favorably who they perceive as similar to themselves. It has been shown that the more closely a Staff Member resembles the Supervisor in attitude or background, the stronger the tendency of the Supervisor to judge that person favorably. (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and Behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - The Supervisor should work hard to separate him/herself from the evaluation. Staff Members can be very different, yet still perform effectively or poorly on jobs based on their own skills, abilities and motivation.

JUDGMENTAL BIASES RATER BIAS/ERROR WITH DESCRIPTION: The tendency for ratings or judgments of a Staff Member's performance to be unduly influenced by biases or stereotypes about the category into which the person fits. Examples include racial, sex-based, political and other categories, which clearly have nothing to do with a Staff Member's specific level of performance. (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and Behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - The Supervisor should work hard to separate him/herself from the evaluation. Staff Members can be very different, yet still perform effectively or poorly on jobs based on their own skills, abilities and motivation.

HALO ERROR RATER BIAS/ERROR WITH DESCRIPTION: This refers to the tendency to rate a person's performance in all performance areas based on performance in only one area. An example would be for a Staff Member who performed poorly on a particular result or behavior to be rated at about the same low level on all other results or behaviors, regardless of true performance. (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and Behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - Use the full performance rating levels to accurately show the Staff Member's strengths and areas for improvement in Job Results and Behaviors.

LENIENCY/STRICTNESS ERROR RATER BIAS/ERROR WITH DESCRIPTION: This is the tendency to give consistently "easy ratings" or "tough ratings." (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and Behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - Use the full performance rating levels to accurately show the Staff Member's strengths and areas for improvement in Job Results and behaviors.

CENTRAL TENDENCY ERROR RATER BIAS/ERROR WITH DESCRIPTION: This would be evident in an evaluation where all results or behaviors were considered to be generally achieved. While it is not necessarily wrong to rate a Staff Member the same in all results or behaviors, most people do some things better than others. When this is true, these differences should be reflected in the rating. (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

RECOMMENDATIONS TO AVOID EVALUATION PITFALLS: - Rate each Expected Job Result and behavior independently; consider the specific accomplishments and facts that would support overall judgments of performance. - Use the full performance rating levels to accurately show the Staff Member's strengths and areas for improvement in Expected Job Results and Behaviors. - Rate Staff Members independently compared to performance expectations discussed during the planning stage. Avoid forcing a "bell-shaped" curve, but ensure that evaluations are substantiated based on job-related documentation.

(3. Create Flow) Stopping the Continuous Stream

You dont have flow if: When you find a defect and spend time fixing the mistake... When you have unread emails filling your inbox and are not getting back to customers... When you are climbing up a ladder to get more packaging supplies... When you are waiting for your boss to rubber stamp approval to send a purchase order... When you move parts into a warehouse where they will sit and collect dust... When you need to have an inspector verify your work...

In the Evaluation and Development Stage of the performance management process what must the supervisor do? (website): Evaluation Pitfalls https://hr.duke.edu/managers/performance-management/duhs/support-resources/evaluation-pitfalls

The Supervisor must make reasoned and fact/behavior-based evaluations of each Staff Member. Extensive research and experience in the field of performance management has shown that, at times, sound performance planning, monitoring and fact gathering is not sufficient for fair and accurate evaluations. This is because the performance management process, like any human judgment task, is prone to significant influences that occur within the Supervisor, rather than within the Staff Member. These influences are frequently called rater biases or rater errors. Understanding what these biases are and the resulting rating errors is a first requirement for avoiding and correcting them.

1. Foundation = Definition and Principles Principles (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

There are 5 principles of lean. These 5 principles were first articulated in the bestselling book "lean thinking" by James P. Womack and Daniel T. Jones. The 5 principles are: 1• Specify Value 2• Identify Value Streams 3• Create Flow 4• Leverage Pull 5• Seek Perfection A principle is a fundamental truth. If you are serious about a lean transformation, then you should be leveraging these principles. If you are not serious, then ignore these principles at your own peril. One caution is to understand how these fundamental truths are guiding principles while you work to eliminate waste. Unlike many other methodologies, lean principles are the sequence of steps, or milestones, you need to accomplish. You can specify value and identify values streams at the same time. You can create flow and leverage pull at the same time.

3. Tools (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

There are a large number of problem solving tools which are used to systematically eliminate the types of waste. Some of the commonly used tools include: • Value Stream Mapping • Root Cause Analysis • Standard Work • Visual Controls • Mistake Proofing • The 5S System • Changeover Reduction Many of these tools will be used by employees working in teams during Kaizen Blitz events. Kaizen is Japanese and can be thought of as continuous improvement. Blitz is German for lightning fast. Kaizen Blitz is lightning fast continuous improvement.

GATHER MULTIRATER FEEDBACK (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

There are many different work contexts where it can be challenging for a manager to provide performance feedback and accurate ratings for an employee, for example: shift work; project or team based work, especially if they are cross-functional; and new or fluid reporting structures. Gathering multiple perspectives on performance can help eliminate subjectivity and give a broader more consistent evaluation of performance.

REVIEW PROCESS METRICS TO IDENTIFY INCONSISTENCIES (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

To ensure consistency in performance appraisals, your HR team should also review a host of metrics from your performance appraisal process, including things like: •Completion rates •Ratings distributions •Development plan assignments •Goal alignment Looking at your process metrics can help you identify inconsistencies so you can address them. But more importantly, it helps you ensure that employees and the organization are actually getting value from the process.

Measuring Value (website) Three types of value https://transformanceadvisors.com/portfolio/types-of-value/

To extend the value analysis, I've seen many organizations create a ratio, or percentage, of value add activity. For a value add ratio: you compare the value add time to the total time of the process. For example, if you have value add time of 5, business value add time of 7, and non-value add time of 28, then you have a ratio of 1 to 8. For a value add percentage: you divide the value add time by the total time of the process. For example, if you have value add time of 2, business value add time of 3, and non-value add time of 15, you get a value add percentage of 10% A value add ratio or percentage gives you a great indicator of where you might start looking for improvement opportunities. It's also a way to get agreement from management to allocate resources to a process improvement project. In my opinion, the value of categorizing activities into value add, business value add, and non-value add is how you will spark a conversation. Learning how little time is actually value add will generally create a discussion around what can be done to improve the process and provide more value to customers and other stakeholders. You do not want to get lost in the weeds and waste time fine tuning your numbers. For most, the data is hard to find and debating what to label each activity is non-value add. Use the analysis to rally around getting to work.

INCLUDE A SECOND LEVEL MANAGER REVIEW OR A MANAGER PEER GROUP REVIEW (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

To help ensure consistency in your performance appraisals, it can be helpful to include a second-level manager review or a manager peer group review in your process. This allows someone other than the manager to review performance ratings and ensure they're well calibrated. But it also allows another manager or group of managers to review the quality and consistency of comments and feedback, ensure development plans are appropriately assigned where needed, and ensure goals are appropriate and achievable. This form of secondary review can be a real learning opportunity for managers that improves their performance management skills.

5. Applicability = Everyone and our Planet (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Transformation for Everyone: Lean is an all inclusive improvement methodology and is growing rapidly in all types of organizations. You can find success stories in terms of: • Healthcare • Government • Retail • Finance • Military • Nonprofit • Distribution • Manufacturing And Many Others... Lean and Green: The tools for lean and the tools for green are being blended to provide a powerful toolkit for lean and green. We define lean and green as the systematic elimination of unsustainable practices. Adding environmental waste to the 7 classic types of waste is a powerful enhancement to the goal of saving our planet. The Environmental Protection Agency defines environmental waste as an unnecessary or excessive use of resources or a substance released to the air, water, or land which could harm human health or the environment. The most exciting aspect of merging lean and green is how organizations are creating a competitive advantage, while at the same time, having a positive impact on our environment.

2. Focus = Value vs. Waste (website) What is lean https://transformanceadvisors.com/portfolio/what-is-lean/

Types of Value: Lean views all activities in terms of the type of value they create. There are 3 types of value: 1. Value Add: Activities which are necessary for meeting customer requirements 2. Business Value Add: Activities which are necessary for meeting other stakeholder requirements 3. Non-value Add: Activities which are not valued by any stakeholder While it sounds simple, value can be challenging. One customer will value one thing and another will value something else. Beyond customers, contemporary lean enthusiasts understand how many other stakeholders value what their organization does. It would be foolish to ignore owners, employees, investors, your local community, and many others. Types of Waste: Lean is focused upon eliminating all types of waste. There 7 classic types of waste are: 1. Defects 2. Movement 3. Inventory 4. Poor Processing 5. Waiting 6. Over Production 7. Motion As lean evolves, two other types of waste are gaining acceptance: 1. Underutilized Employee Capabilities 2. Environmental Waste Waste is defined as an act or instance of using or expending something carelessly, extravagantly, or to no purpose. For lean enthusiasts, waste is found in those non-value add activities.

(4. Leverage Pull) Pull

a force drawing something toward a particular destination you want customers to pull products and services to them where ever they are

Value Add (website) Three types of value https://transformanceadvisors.com/portfolio/types-of-value/

Value add are activities which are necessary for meeting customer requirements. In the purist sense, this is what the organization gets paid to do, and nothing more. It's important to have this perspective; this keeps the paying customer front and center. A few examples: You work on an assembly line making telephones You drive a truck delivering those telephones You help customers understand their options before buying those telephones You are an author writing a great article on the three types of value You are a lawyer providing legal services The list of value add activities seems endless. The important point is to understand customer requirements and focus on the things your customers will pay for. A word of caution is to recognize how identifying value add activities can be a lot harder than it sounds.

Business Value Add (website) Three types of value https://transformanceadvisors.com/portfolio/types-of-value/

Value gets more complicated when you include more abstract business goals, such as sustainability and social responsibility. Who are the customers for these activities? I personally like the term Business Value Add for the types of activities which do not go directly into your products and services. These are the activities which are necessary for meeting stakeholder requirements, often related to maintaining the sustainability of your organization. Consider, for example, attaching a company logo to a product. If I was a purist, I would probably say this step is non-value add. Does it change the form or function of the product? Is the customer willing to pay for it? In many cases, I think the answer to these questions would be no. So why, when I look around my home, almost everything has a logo on it? Even the garbage container I put out on the curb has a company logo on it. If I pull the logo off of my refrigerator, it still keeps my food cold. Now, of course, there are exceptions. The Levi's logo on the back pocket does add value as we all know a pair of blue jeans from Levi's is worth more than some generic brand. While more nebulous than value add, there are many examples of business value add: You create a marketing campaign for the launch of a new service You audit the books and report financial performance to shareholders You are the project manager for the lean transformation at your organization You onboard new employees and get them all squared away with their benefits You are the executive leading development of the annual plan and identifying strategic initiatives

USE CONSISTENT LANGUAGE IN COMMENTS (website) How to ensure consistency in employee performance appraisals https://www.cornerstoneondemand.com/resources/articles/how-to-ensure-consistency-in-employee-performance-appraisals/

Writing detailed comments on employee performance can be a challenge. Getting the words just right, and including a consistent level of detail and information takes time and skill. So give managers suggestions for wording that they can copy, adjust and edit.

The best way to create a culture of humility, hunger, and smarts is to?

constantly keep an eye out for people who exhibit those virtues and publicly hold them up as examples.

(4. Leverage Pull) True Demand

for a product the true demand is a customer buying a product at a store health care is another example

(5. Seek Perfection) continuous improvement

for most organization think about current state and future state often you need to make a significant step with less waste in value streams then you're ready for continuous improvement

(2. Identify Value Streams) Future State

has much less waste and is developed after current state.

Keywords for principles of lean: Systematic Elimination Waste

keyword number one is systematic approach to lean involves being very systematic in the use of lean tools and concepts. Keyword Number two is elimination we are seeking to get rid of the bad things and make room for the good things. Keyword number three is waste it is the waste in our organizations we seek to eliminate using a systematic approach

(2. Identify Value Streams) Current State

learn to see where waste exist

Ideal Team Player

share the credit, get involved with other team members, appreciate their effort, etc...

(5. Seek Perfection) Kaizen Blitz

short events where a team will work on targeted improvement for a value stream and are key for continuous improvement Blitz: German word for lighting fast

Lean

the systematic elimination of waste

(4. Leverage Pull) Not Responding To The Force

you are not leveraging pull if: When you are making products which have not been ordered by a customer... When you are enticing your customers to buy stuff they do not need... When you rely on speculation, and hope, by doing something based on a forecast ...

(4. Leverage Pull) Can't Respond To The Force

you cannot leverage pull if: When you can't deliver a product or service within the time frame provided by customer orders... When you can't trust your value streams to perform... When you don't have flow...

(3. Create Flow) keep moving

you want value streams to keep moving

(2. Identify Value Streams) Things change

• People • Products • Services • Customers • Competitors • Equipment • Regulations • Etc Over time, your value streams become a Frankenstein!