Jim, Kevin, and Jesse talk practical work.

Continuous improvement is hard work and it isn’t just something you do .. and it is “done.” That’s part of what continuous means. It’s what Deming, Ohno, Goldratt, Shook .. everyone has warned us about. That we are engaged in continuous refinement, learning, and making things work better for the customer, the company, and the people doing the work.

This is always adjustment.

Kevin and Jesse deal with this every day in different ways. I always enjoy talking to them because they are truly thoughtful and always looking for ways to make work … work.

We walk about…

Visual Management as a Transformational Tool:How making work visible can fundamentally alter how teams operate and move from confusion and overload to transparency and shared understanding.

Navigating Transformation and Maintaining Progress:Progress is rarely permanent. Teams might reach new levels of collaboration or efficiency, only to risk backsliding over time. We talk strategies for sustaining these gains, emphasizing the importance of renewing focus and adapting as needs evolve.

Making Problems Tangible, Not Personal:You can’t understate the benefit of depersonalizing problems. Visual management allows teams to see issues objectively rather than associating them with individuals. This shift from personal blame to collective problem-solving reduces tension and fosters a sense of unity.

Fostering Participation and Shared Ownership:Involving everyone from leaders to frontline team members in shaping processes and solving problems is the only way to Create psychological safety and healthy feedback.

Behavioral and Cultural Barriers to Change:New tools and ideas can be difficult to adopt because people come to work every day with longstanding beliefs and behaviors. Addressing these behavioral barriers requires patience, empathy, and ongoing encouragement for new habits to take root.

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