The purpose of this paper was to show how simplistic changes in
people's attitudes and material flow patterns established the
evolution needed for companies to master change and gain the
competitive advantage via the teaching technique of an interactive
In the first section of this hands-on, group participation workshop,
attendees learned the value of language usage needed for change,
learned the leadership qualitites needed to invoke change,
role-played the attitudes exhibited in the worst case, and then
role-played the attitudes exhibited in the best case. Participants
encountered the attitude changes that were necessary for competitive
In the second section, participants took part in a hands-on game
that demonstrated two different manufacturing philosophies:
production to an MRP weekly, lot-sized schedule; and production to
a synchronized daily Final Assembly Schedule which used a few JIT
Workshop attendees left understanding that change was truly simple
to accomplish and therefore left with the tools needed to win all
English was the most widely used language in the history of our
planet. One in every seven human beings spoke and more than half of
the world's books and three-quarters of international mail were in
English. English had the largest vocabulary—over two million words.
English was a crazy language in which writers write, but fingers
didn't fing, humdingers didn't hum, and hammers didn't ham. A
vegetarian ate vegetables but a humanitarian didn't eat humans!
In English, companies shipped by truck and sent cargo by ship. In
English, a house burned down as it burned up, forms were filled in
as you filled them out, and your alarm clock went off by going on!
When the stars were out, they were visible, but when the lights were
out, they were invisible!
The complexities of the language indicated concise, not terse,
speaking and writing skills were necessary for quality
Listening became effective when a leader practiced the observance of
stated facts, non-verbal gestures, disqualifying and clue words,
and unconscious information.
Listening based on leading toward making generalizations specific,
mirroring back the communication, non-verbal messages,
investigation of assumptions, and building of trust to extract
information provided productive communication.
Going to lunch or coffee together and personal chats led to the
development of a friendly relationship and was a form of problem
Knowledge of background facts gave the edge of preparation.
Pre-determined in the mind were the upper limits to be requested for
agreement and the lower limits that could be accepted.
Transactional Analysis defused anger and anxiety. This well-known
communication theory described every conversation, whether verbal
or written, as a two-part transaction: stimulus and response.
Each stimulus was directed toward one of the three ego states and
each response came from one of the ego states. Discovered were
parallel transactions which communicated parent to child and child
to parent. Transactions sometimes crossed instead of paralleled and
implicated criticism. Another example of crossed communication was
the response to parent to child of adult to adult. Nothing made
people angrier than communications of parent to child.
Determined as important in interpersonal relationships were
knowledge of and satisfaction of the egos (basic needs) of difficult
Use of open-ended questions elicited the responses of who, what,
where, how many, show me, etc. Use of closed questions elicited
company needs, productivity, profit, and the psychological needs of
security, power and control, recognition and esteem, identity and
belonging, and achievement, creativity, and opportunity to grow.
Revealed company concerns created trust.
To be Continued
For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 01
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