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Leadership Competencies

By Drive, Inc. on Thursday 17 May 2018.

What is Leadership? We are often asked this question, and it surprises us that many companies have promoted non-leaders into leadership positions. This is a shame and, if not remedied, is a huge form of disrespect to the leader and his/her team. So, what is Leadership? We will first answer the question, “What is NOT Leadership?” based on John Maxwell’s book, “The 21 Irrefutable Laws of Leadership.”

Scenarios Planning

By Drive, Inc. on Tuesday 17 April 2018.

The 14th of March in 2008 was a very bad day for Jim Cramer. Jim Cramer had a spectacular career in finance and is now the host of Mad Money, a popular TV program. Just three days prior, Jim had instructed his listeners to hold on to stock in Bear Stearns; however, on this day the shares dropped by 92%. Jim is a smart guy, so how did this happen? Despite his intelligence, Jim attempted to predict the future, which is impossible. While this prediction proved disastrous for Jim, the problem with predicting the future is much more widespread. Many businesses attempt to do this very thing in their strategic planning processes by trying to set up a strategy while assuming there is only one potential future and ignoring the probability of many alternate futures. The only thing we know for sure is that the future will be different from the present in some capacity. In light of the impossibility to predict the actual future, we must, nevertheless, plan for multiple future scenarios. How can a business improve their ability to better predict the future? We propose using Scenarios Planning as this method.

Socratic Coaching

By Drive, Inc. on Monday 19 March 2018.

Socratic Coaching is a method of teaching that values asking questions over simply giving answers. Socratic Coaching is a skill that takes much practice before it becomes “natural”, and also naturally walks people through scientific thinking.

Lean Operating System Maturity Assessment Part 2

By Drive, Inc. on Monday 19 February 2018.

The assessment process must be easily administered while being thorough. Initially, we recommend that the assessments are led by outside Operational Excellence experts to ensure non-bias, provide teaching, and provide best-practice examples. Over time, it can be a process of self-assessment by the Leadership Team of each business unit or plant facilitated by the internal Lean Operating System coordinator where possible to level the ratings (to remove bias). Periodically, we recommend that an outside resource still be utilized to facilitate new learning and avoid group-think / rut thinking.

Lean Operating System Maturity Assessment Part 1

By Drive, Inc. on Wednesday 17 January 2018.

An Operating System is a strategy that deploys a variety of resources, methods, and tools to improve the organization's systems, leadership, and culture. The operating system provides the company with a sustainable continuous improvement capability for all its core and support business processes that result in improved competitive advantage and provide its customers with better quality and service.

Year End Reflection – Why is Organizational Change so Difficult?

By Drive, Inc. on Monday 18 December 2017.

This month’s blog is an annual reflection by our President, Mike Huszar, on actions organizations can take in order to improve the capacity and capability of the organization to create lasting change. He utilizes a concept from “The Change House” with a personal anecdote to support the points. We at DRIVE would like to wish all of you a Merry Christmas and a successful and prosperous 2018!

Training Within Industry - Part 2

By Drive, Inc. on Wednesday 15 November 2017.

In last month’s blog, we went into great detail on the different elements of TWI, including: Job Instructions (JI) Job Methods (JM) Job Relations (JR) In this month’s blog, we wanted to give you a case study of how TWI can impact your processes.

Training Within Industry - Part 1

By Drive, Inc. on Saturday 14 October 2017.

In past blogs, we have mentioned that standardization is the foundation for creating a continuous flow of value to the customer. TWI is part of the backbone of standardization. TWI recognizes the need for observed verifiable performance criteria and outcomes. It recognizes the need for standardization and stability, and forces supervisors to engage employees. TWI provides good integration of simple instructional processes, as well as the means to deal with people problems. It also focuses on improvement, is good in repetitive production environments, is easier to deploy, and is easy to learn. Since this is the case, why have so many companies not embraced this valuable process?

Executive Leader Standard Work

By Drive, Inc. on Friday 15 September 2017.

In last month’s blog, we discussed the importance of Leader Standard Work (LSW) as it applies to the leaders within the location where the value is being added. In this month’s blog, we are going to focus on how leadership from outside of the location should perform their LSW, which we call, “Executive Standard Work.”

Leader Standard Work

By Drive, Inc. on Tuesday 15 August 2017.

One of the top struggles in any organization is the sustainment of efforts, which is a byproduct of maintaining order through standardization. Often, leadership believes that if they tell the organization to do something, it will get accomplished and continue to get accomplished until told not to. However, this is not the case. The old adage, “You get what you INSPECT, not what you EXPECT” continues to be proven over and over. So, how does one implement a systematized method of “inspection” that ensures standards are followed and improvements are sustained? Leader Standard Work (LSW) is the best known method today to ensure that important items are checked and verified at the right frequency. One can consider Leader Standard Work the Control Plan for Leadership.

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