Qualities possessed by leaders were consistency, knowledge,
organization, experience, and consideration. Additional attributes
were a sense of humor, creativity, awareness of personalities and
attitudes, and persuasive speech. The leaders enhanced employee
needs and built a background for teamwork. The leaders knew the
importance of identity, acceptance, power, meaning in life, and
variety for maximum employee development.
Team building fostered a cohesive climate where each individual felt
significant and supported by others on the staff. The climate
encouraged cooperative action rather than individual competition for
rewards or recognition and goals arrived at through consensus rather
than compromise or imposition.
The leaders focused on the solution, ability to respond and cope,
and the present and immediate future.
The leader believed that everyone could be a winner, desired to
learn and grow, needed a safe and accepting social context, and had
ability. The leader knew how to listen, defused anger through
Transactional Analysis, avoided advice giving, trusted people,
allowed a wide variety of choices and opinions, gave consistent,
regular small praise and positive notice, shared feelings and
problems, took people seriously, and shared tasks and
Leaders determined types of leadership through use of The Leadership
Chart. In building teamwork, the leaders used awareness, evaluation,
initiation, implementation, and adoption. The change process became
easier to manage with employee involvement and leader knowledge of
the resistance curve.
Webbing determined areas of problems to be addressed. Storyboar ding
creatively suggested solutions and qualified priorities.
The worst case role-play assisted development of recognition of
attitudes through stimuli and responses and developed skills of
dealing with difficult people and recognition of self and others.
All participants took part in webbing and storyboarding the
leadership role to correct this attitude problem.
Webbing determined the details of specific problem areas. The
storyboard was a technique for creative, positive brainstorming.
Participants stopped thinking critically and began to let creative
ideas flow and build upon each other. This was an accelerated method
of communication and had an unbiased facilitator as was required for
expediting the storyboard.
Participants in the best case role-play practiced leadership skills
involved in team communication and saw the results of webbing and
storyboarding. All companies had the opportunity to use the brains
of each and every person employed. Storyboarding allowed new ideas
to surface and brought fun and involvement to the workshop. The
competition had the ability to outspend but not the ability to
out-think the brains of a people smart/competition wise company.
Successful companies encouraged analytical, critical thinking in
the employees and storyboarding balanced that thinking with
creativity. Involved and motivated people eagerly met the challenges
of a quickly changing world.
Hands-on, Active-Participation Games
Production to an MRP weekly, lot-sized schedule demonstrated
various deficits which included floor space consumed with WIP,
disagreements, anger, errors, no shipments, lack of shop floor
success, and negative profit.
Production to a synchronized daily Final Assembly Schedule which
used a few JIT techniques resulted in no WIP build-up, positive
teamwork and attitudes, quality product production and shipment,
shop floor success, and a profit.
Participants practiced attitude changing skills, acquired skills
necessary for leadership and teamwork, and experienced JIT theory
in practice. The workshop interactive
role-plays and hands-on active participation games permitted
attendees to leave with skills which may be used in their individual
companies. Webbing and storyboarding were effective tools in
determining areas included in problems, solving problems, and
Through role-plays and hands-on games, the participants learned how
to effect simplistic changes in people's attitudes and material
flow patterns needed to master change and gain the competitive
advantage for companies.
Workshop attendees left understanding that change was truly simple
to accomplish and therefore left with the tools needed to win all
For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 01
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