The PJ (poor joke) above might no longer remain a PJ if banana peel is replaced by a typical problematic situation one encounters in daily routine. The question remains unanswered then: Why do some people find it difficult to act beyond cure? They do think 'Prevention is The Best Cure' though! I was no different from them! But now my journey is gathering speed, hopefully in the direction that the blog is supposed to drive towards. Checkout my other blogs and work at http://www.worldOFkaizen.com/
Showing posts with label Problem. Show all posts
Showing posts with label Problem. Show all posts

Thursday, 1 January 2026

How To Make A Difference

"Which step have you reached today?" The picture with this question makes round on-and-often on social media as also at workplaces (gembas¹).

I don't know its source but would like to give credit to this picture that in a way, among other things, triggered this blogpost.

One can reach the 'top-step' within a moment if one knows "How to make a difference!"

One can make a difference to a given situation by training her brain to be positive. Brain can stay positive by keeping it engaged through positive behaviors.

Here is a 3-point agenda that I try to use in order to engage "myself" in positive actions and stay on the top-step.
1/ Attempt 1-small improvement a day.
2/ Appreciate improvements demonstrated by others.
3/ Say "Thanks" , "Sorry" , "Please" at every opportunity. Good if it's complimented by an action-oriented message fitting the situation rather than merely being goodie-goodie. Good leaders do so: clap as well as "slap" if necessary and appropriate.

Attempt 1-small improvement a day

This helps one to take responsibility to make a difference to status-quo of a given situation. It helps brain to challenge a problematic situation while staying positive on corresponding action.

My S.O.S. commitment to myself is to save-on-something (S.O.S.) each day be it something in the material¹ world or say water¹ or some activity such as say a few wasteful walk-steps.

This may sound like an idiosyncratic fellow, that I am. But it's difficult to dispute the fact that global-warming has crossed threshold levels of warning especially because of greed-based human activity. And of course, driven by the way we measure performance (by want-based results than the need-based input\s - process\es) at both the business as well as at individual level.

If you keenly observe you may find that a lot of human activity is unnecessary & wasteful. If one finds ways and means to combinemerge or eliminate a few activities it can definitely save some material, some human energy as well as ease some difficulties for self and others.

The other day I told a friend of mine that I'm ok with SMS invitation of his son's wedding instead of a hard copy. I even offered him my telephonic time to convince a few common friends so that he could print those many cards less. Helps "Save¹ a Tree" mission! Although it's good if 'such offer' comes from receiver's end, more often than not it gets ridiculed, sometimes as being a miser.

In another instance, a new acquaintance did appreciate my act though, when I humbly returned his business-card after scanning it immediately on Android phone. Hopefully I communicated the message S.O.S. !!!

This brings us to second point of the 3-point agenda.

Appreciate improvement efforts demonstrated by others

This one forces one to catch someone making efforts to do something good and the desired. Remember, "making efforts" or s\he "taking efforts". 

It helps one to "observe" others. It helps to appreciate the 'process' they are involved in rather than waiting for the 'results' of their action that isn't in their control. It forces one to reflect and thereby begin observing "self". It's like subtly learning from others: a source of input for the first point above. 

It also improves your active listening ability.

No need even to say 'Good' while appreciating. Just a 'Smile' as a token of expressing appreciation is OK. It's the fastest and implicit way to recognise others. It's likely to be valued by the receiver because it's done just-in-time (JIT) for the occasion.

I did it the other day when I saw a small boy putting off fan while alighting from lift. In less than a few seconds in the lift, not only I could reinforce his desired behavior but also could earn a friend. Unknowingly I am sure 'thought' process of both of us got triggered in a subtle manner. 

It's like respecting a person by taking cognizance of her efforts. 

Say Thanks, Sorry, Please everyday

This one helps one to express gratitude in an explicit manner. If done particularly when others are at a "receiving end", action-oriented messages fit for the situation also get accepted.

Other day morning my ATM card got stuck. Luckily currency notes came out promptly. Security guard on duty tried his best by fiddling with the keyboard. He seemed to be in a typing-speed contest. After a couple of minutes he acrobatically "slapped" the machine at a couple of spots but in vain. Looking anxiously through the glass as few more morning-walkers joined the queue, he offered to summon another guard on duty on rear-side door of the bank that was yet to open.

By the time both walked in to the scene (the Gemba²) a transaction-slip rolled out of ATM at snail's pace. "It came out  automatically without asking for one", I exclaimed.

"Subahmein machine ko garam honeko time laagta hai (Machine takes time to warm-up in the mornings sometimes.)", one of them said with scenic expressions.

Card however was still stuck inside. Their 'warm-up theory' refused to work this time. Sensing the 'warming temperature' out in the queue, they again "slapped" the machine. By then a bank officer walked in and 'slapped' them with seemingly abusive body language. This time again the machine made fun of all of them. It gently rolled out the card itself without even anyone touching the machine. Fearingly I grabbed the card before it could get "sucked in" again.

Looking at their embarrassed (pinkish-red) faces I said, 'thank-you' and 'sorry-for-the-trouble'. "Now 'please' do some Hansen-kai learning about this frequent 'warming-up theory'. You need to put some operation and maintenance practices in place to remove such abnormalities so that a lot of energy can be saved for yourself as well as for so many people in the morning rush hours.

Although upset, I tried to make a difference by staying cool. That's what was in my control. Of course registered a complaint! 

Doing what's in ones control rather than staying indifferent itself leads to the first-point i. e. making an improvement!! 

All 3-point actions are possible anytime, anywhere, autonomously without any budget, without anyone's permission or approval!!!

Footnotes
1: Go paperless.. is the punchline in my mails that I practice each day. An inefficient paper-mill uses 300-400 ton-water per ton-paper !.. 83,000,000++ton paper is wasted each year !!.. A-Paper-Saved => Lot-of-Water-&-A-Tree-Saved !!
2: Gemba means the workplace where action takes place. One can find a lot many improvement opportunities if the gembutsus (the ATM machine that makes abnormal noise, the card that rolls in, the paper that gets stuck, etc) there are powerfully observed for the way they function. 

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Thursday, 19 July 2018

Need maintenance sense as well!

Many-injured-as-escalator-in-thane-moves-in-reverse-direction.

Eight-escalators-at-thane-station-to-undergo-check-this-week. This was supposed to be in May 2018.

Five-hurt-as-thane-station-escalator-stops-moves-in-reverse-gear.

And now at the end of July 2018 I read that, each of the escalators on each of the platforms at Thane railway station don't work almost every alternate day. That's what the loksatta daily reported in July. (See the picture.)

The above news items remind me of my earlier blogpost titled 'need-basic-civic-sense-to-use-technology'!

Don't you think apart from the 'civic-sense' the service providers need a 'maintenance sense' to handle technology! They need to be sensitive to the costs associated with the poor quality of service (CoPQ) such as above.

The recurrence of the problems as above makes it obvious that problem solving needs to be to uproot the root level causes rather than mere first aid treatments.

Users and proponents of technology need to appreciate that it is just an enabler.

By itself technology can't help if we can't help ourselves by an appropriate 'civic-sense' and 'maintenance sense'!

Monday, 23 October 2017

Waste generates waste!

Ting tong!

Security guard on the door: "The sweeper hasn't come today. Take your garbage cans inside."

Ok.

Ting tong! again after an hour.

This time the security guard comes with a casual (temporary) sweeper. I fetched the garbage cans to get them emptied.

(After a while) Ting tong! again the third time.

I rush out from the wash room.
This time the regular sweeper arrives and goes back empty handed.

I call back the security guard to check what's happening.
Why the bell is rung so many times in the morning rush hours?

The guard responds there was a communication gap.
The regular sweeper reported late on duty.

Can you see how the waste gets generated vis-a-vis the normal routine that should have happened in a flow without interruptions to anyone! You may compute the waste by measuring the impact of each activity that had to be performed extra (non value activity NVA that doesn't add value to the basic need) over and above the desired one.

The desired was also that the regular sweeper should've informed about autonomous change in his schedule.

Now you know why thefts happen in absence of the guard who's supposed to be on his regular duty rather than engaging himself in a NVA prompted by NVA of someone else. The theft and related activities also are a waste!

The sweeper changing his own schedule without prior intimation is not observing a SOP. You getting delayed to work with corresponding tension due to extra activities (NVA) such as opening the door three times is a waste too!

Well such things can happen!

But important is - not to repeat them by making relevant improvements (or Kaizens as they say) and - even to prevent such problems in similar situations at other places.

Can you think of some to suit your own circumstances so that not the guard, nor you get interrupted even if the sweeper doesn't report on duty for one day!

Can you also spot some waste to do Kaizens upon in your daily work (Nichijo-Kanri) that you inadvertently or unknowingly consider (rather take for granted) as a routine!

Also read a few relevant blogposts hereunder: Please do consider leaving a value-adding comment or consider sharing this post.

Waste-to-eat Sea-to-drink

That's How Morons Work

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

How To Make A Difference

Old-Problems, New-Reasons !

Taken-For-Granted ? You Deserve It !!

Performance ... Strategise To Achieve Targets Daily

Kaizen, even in air

Prevention: The Best Cure! ... Is it really so?

Old-Problems, New-Reasons !

In a Problem?: No Problem ! Dwell A While !!

In-big-problem? Wear-hats-to-solve-it!

Success-or-failure! What-do-you-like?

Overworked? Tension? CPU of the mind hung-up?

Saturday, 16 September 2017

Who's the 'mother' to the machine!

Tea spilled over in the plane!

Some droplets splashed on her child sitting next to her.

She didn't even bother about tea falling over on herself.

Instead, she repeatedly kept asking the child whether she was alright! She meticulously checked her for harm, if any, on her hands, her face, her body.

Not less than ten times did she enquire, expressing a great concern each time she asked.

Child, however, kept herself busy playing.

Nothing had actually happened to the child!

The child was perfectly alright although the mother herself was concerned!

How many of us do this at our workplaces!

May be we do it to people!

But what about to the 'machines' and of course to their problems?

In spite of the squeaky noise that some machines make, we stay indifferent .... sometimes even after they breakdown!

On the day we become 'mother' to the machines, not only the TPM (Total Productive Maintenance) has started but it's like reaching it the halfway at least! 

Going beyond the thoughts, the Kaizen culture itself has begun!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

WOW Work-Culture: By Telling or Selling

Will It Work Here?   

7-waste Process ... That's How Morons Work 

You seem Reasonable if you appear Un-reasonable

Suggestions On-Sale, None-To-Buy

Can-changing-thoughts-change-a-nation

Ridiculous Poison-culture versus Maverick Kaizen-culture

How To Make A Difference  

Old-Problems, New-Reasons !  

Who Comes First: Consumer Or Customer ?  

2-2-2-2 Winning 2-Minutes To Customer

Tuesday, 24 January 2017

Mosquito to teach patience

Say, you are busy reading a long pending novel.

A mosquito sits on your left hand.

No sooner you shove it off, another one troubles you.

You get upset. You try to hit it hard.
It escapes leaving a mark on your hand.
The cup of coffee by your side spills over you and over the book as well.

Nothing happens to the mosquito.
You get more angry.
If at all, everything that's wrong happens to you.

You hurt yourself physically.
You mess it up around.
You lose balance of mind as well thinking that everything wrong happens to you and you alone.
That enhances the chances of more reactions rather than a rational response.

Reactions generally tend to be wrong.
You invariably hurt your own-self more.

That's exactly is the result of getting angry.

Not that I'm free from it.
The learning that, however, I draw from it is that there's no point in getting angry.

Reactions tend to damage you your own-self more.
Instead, better to stay in control.
It's better to act (as well as proact) rather than re-act while enjoying the process of tackling the difficulties at hand.

Mosquito is perhaps the reason designed for you to learn patience and to learn to come out as a more composed personality.


If a mosquito can

You too can
Make a difference man


That's my Haiku inspired by the quote of Dalai Lama: "If you think you are too small to make a difference, try sleeping with a mosquito."


Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

No Time? Micro-Meditate 
What do you do when a dog barks at you?
How To Make A Difference 
Conscious Of Self-Esteem
Catch a Butterfly
Overworked? Tension? CPU of the mind hung-up
Do you exercise your choice meaningfully 
IQ-EQ-or-SQ: What-is-more-important
Eternally Happy
In-a-problem? No-problem! Dwell-a-while
I am afraid ! What do I do !! 
Fearful-Of-Death-of-Birth
Take Habits For A Ride 
Happy-Birthday-to-Youooo
Do You Celebrate Mean-or-Green 
Big-Be Or Bug-Be ! 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Are You Good If Others Are Bad?  
Want Need-Or-Want 
Love is Care.. Care is Love !  
Deity is in the eyes of the beholder 
Success-or-failure! What-do-you-like?
Ball-Basin-Team Combine !  Maketh The Smile Divine !! 

Thursday, 5 January 2017

Digital Corporate Yoga


I was excited when I first read about Smart cities in India! 

My city Thane (with probably the highest floating population in India) was among the shortlisted ones.

With a caveat, I feel the 'local' or layman's understanding of the 'Smart' goes hardly beyond digitally automating and monitoring human and material activities. To some prosumers and politicians alike, it's about 'showing' that we also do not lag behind in IOT (internet-of-things), in digitally connecting (and networking of) everything (devices, people and resources) everywhere in real time. In Kaizen parlor, the IOT is supposed to connect each Gembutsu at each Gemba in Genjitsu time.

In reality, Smart city initiative is supposed to be much more than synthetically planting 'digital' over its current level of physical existence. It's supposed to go to the higher level of physical, social, political, economic, 'emotional', 'mental', and 'spiritual' existence as well. I call the initiative as the Digital Corporate Yoga of the cities or rather of the universe!

I think it's of no use to call such cities Smart unless the digital progress helps them, the people (all stakeholders) and the cities alike, to evolve and get holistic experience of value.

Smart cities are supposed to house smart companies as well: the ones that are lean, digital internally and digitally connected externally to their value chains upstream as well as downstream.

Yes; being digital and lean, or in short each constituent of the smart city being digitally lean, is important.

But it's like, crudely say, the Digital or Soft or electronic form of Monozukuri that can be facilitated only through Hitozukuri as in case of smart companies in Japan. Without human involvement nothing can work as desired!

Monozukuri is about making products (rather making great offerings of products as well as services that add value) through Hitozukuri. The latter is about involving and 'making' (rather developing) people without whom Monozukuri is nearly impossible. Implementing both Hitozukuri and Monozukuri simultaneously as integral and complimentary concepts (see book 'Stay Lean, Make Planet Green') is the essence for any improvement initiatives to be sustainable at that. It's no different for digital initiatives

Why is it so, particularly in case of digital initiatives? 


Why do some people can't go beyond using an advanced IOT-capable smart phone (only) for socialising at higher speeds rather than for improved productivity?


Rather it's about their logical sequencing: 

The answer is in the roots of the questions such as follows!

Why do people keep going back to using Excel sheets in spite of expensively installed ERP systems in place? Or 

The answer is: Lack of Hitozukuri! 

Any ERP system in a company (be it expensive or otherwise) finds it difficult to succeed in it's true sense (to deliver the expected  levels of performance, as initially desired when the same was marketed by the suppliers) in absence of 'involving and preparing' people for the same. Same would-be the case of smart (digital) cities too! 

It's like taking up a high-tech flyover to speedily 'flyover' the problems left unattended below it, back once again to land into the traffic jam at the other end. (Extract  from Book "Stay Lean Make Planet Green, The Toyota Approach" by Shyam Talawadekar)

Smart cities will happen if people learn to take care of every little thing just like they would do for their hard earned penny. They must learn to prevent waste of any resource however insignificant it may appear to be like, say, to care for even a drop of water! 

In short, they must learn to put basics in place!

So to me, Digital Corporate Yoga is about both the Monozukuri and Hitozukuri coexisting. 

The horse before the cart; 
The Hitozukuri before the Monozukuri; 
The Smart people before the Smart cities!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or consider sharing this post.

Digitally Lean, Physically Fat  Kaizen, even in air!
In a Problem?: No Problem ! Dwell A While !! 
Soon... Waste-to-Eat ! Sea-to-Drink !!
About my first book World-Of-Kaizen
Can-changing-thoughts-change-a-nation
customer gets what s/he deserves: Shoddy Quality
Listen to iceberg of VOC to acquire customers
Make It Simpler, Rest Will Follow 
How To Make A Difference 
Treat Root-causes, Not Symptoms ! 
Do You Cleanup-After-Crisis 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings

Wednesday, 4 January 2017

Can you do it like the likes of Suzuki and Toyota?

What is common between Maruti-Suzuki and your workplace?

A car every 12.5 seconds!
That’s what Maruti-Suzuki did in the year 2010!
There are plants around the world who may be making one every 1-second!!

What is important is answering the question, whether the corresponding plant are agile and flexible enough to adjust to the change in the rate of the demand from the market.

Yes companies like Suzuki and Toyota do it.
In their parlance this is called as running the plant by adjusting it to the tact time.

TACT is about ‘Time Allocated (by the customer) to Complete the Task’. During the process of fulfilling the customer demand, produce just-in-time (JIT) i.e. nothing more, nor less than what is desired by the customer. While doing so, their employees look for day-to-day problems as opportunities to improve and uproot the causes thereof to prevent their recurrence elsewhere as well.

In fact, not only Suzuki but many other excellent companies run their business learning from the TOYOTA (Kaizen Management) Way!



You can do it too!
You can create similar benefits specific to your business, customers and in fact for all the stakeholders as done by Suzuki and Toyota!!

The Kaizen way¹ of running an organisation is implemented there in a structured way.

Like in Maruti-Suzuki, Kaizen has improved quality and productivity in many organisations like Mahindra, TATA, etc. Kaizen made their processes leaner and faster to deliver in response to the ever-changing and pressing customer demands. It improved efficiency of (man, machine, material and space) resources, pruned  their costs besides achieving near-zero break-down, near-zero defectives and thereby near-zero customer complaint levels. All this is achieved at improved safety levels, reduced pollution and improved employee morale, motivation & involvement.

The journey (be it in manufacturing or service industries, from pin-making to air-lines or from hospitals to hotels) involves three stages.

First, the companies have to benchmark themselves against their past performance.
Then, they have to benchmark themselves against the best practices and companies in the world.
Third, the companies themselves have to become benchmarks worthy of emulation by others.
To achieve such a transformation, what is needed is making a beginning by transforming thoughts that you too can!

Also read a few relevant¹ blog-posts² hereunderPlease do consider leaving a comment or consider sharing this post.

Old-Problems, New-Reasons !
Ant Knocks Elephant Down 
Will It Work Here?
IQ-EQ-or-SQ: What-is-more-important 
Talent-Is-Latent: Enable It! 
Judge If It's Paralysis-By-Analysis 
Will It Work Here
Suggestions On-Sale, None-To-Buy 
Does recognition really matter 
Who Comes First: Consumer Or Customer ? 
Treat Root-causes, Not Symptoms ! 
ABCD of India Shining 
Do You Ask Right Questions?
Am I 'Short-sighted' or 'Long-sighted'
Who Comes First: Consumer Or Customer ? 

Monday, 12 September 2016

"Break All the Rules" but with care!

I have some comments to offer on the six leadership lessons that Goler, the Facebook's HR chief, recommends from the book "First, Break All the Rules". I'm sure, the book is valuable though.

But before I begin, here's a MaiKu© (my Haiku) on it that I dare..

Rules broken without care

Cure is the nightmare

Crisis that all dare

The first lesson she talks about is "Personal relationships are crucial for success".

She talks about the 12-questions that the authors Buckingham and Coffer write to "capture everything you need to know about the workplace." Four of which she says are as follows that employees should respond positively to.

1. "Do I know what is expected of me at work?"
2. "Do I have the materials and equipment I need to do my work right?"
3. "At work, do I have the opportunity to do what I do best every day?"
4. "In the last seven days, have I received recognition or praise for doing good work?"

That's about empowering your employees. And I completely agree with it.

Lesson two she says, "Great managers do not follow the Golden Rule", which states that you must treat others as you would like to be treated, is one of the most common pitfalls of management, argue the authors.

This lesson is acceptable as long as the person has right intentions for the common good. Otherwise, a 'Kaans' who gets a 'Raama' treatment (i.e. gets forgiven for intentional mistakes, as per his own expectations) may get reinforced to continue his wrong acts if he is not awarded a 'Krishna' treatment at the right time in right proportion. Hardly anyone expects to be treated with punishment right?

Lesson three she says is "Employees should primarily be hired for talent". Good that the authors Buckingham and Coffman define talent as "a recurring pattern of thought, feeling, or behavior that can be productively applied.

I would always hire a person for talent as well her attitudes towards work and towards the people at workplace. In fact, I would value her attitude more than the talent and her knowledge itself. Because the latter can get diminished in absence of the former.

Lesson four she says, "Employees should be guided by outcomes, not steps". This does help to accommodate for individual approaches to work as also to unearth some innovative ones.

But if employees are given unguided freedom to find their own paths to achieve the agreed upon results, at times it may result into some damages in the form of prohibitively extra costs in terms of damages to customer, other stakeholders, or to the property itself due to abuse of certain procedures, norms on safety and change in specifications of the offerings.

Lesson five she says, "Buckingham and Coffman write that it seems intuitive that managers should spend more time with struggling employees than with top performers, but that their research shows the opposite is true, because top performers are responsible for the work that moves a company forward."

Struggling employees are as much important as the top performers, because else they may get demotivated if they feel ignored.

An abnormality, while in its seed stage, ignored by 'ignored people' may grow into a big problem that even the top performers may not be able to solve.

Remember, generally top performers are fewer than the number of struggling employees in an organisation. The time may not be enough for the top performers to catch up with the growing number of grown problems ignored by the struggling employees inadvertently though.

Lesson six, she says, (Buckingham and Coffman recommend that in order) to have a thriving organization, a company must offer several developmental paths, creating "heroes" in each primary function, so that an employee is actually rewarded with more freedom to excel.

I do appreciate this one provided the "heroes" are created and recognized from among the struggling employees as well, in fact from all around the company. The freedom to them should of course be guided and with a protection from fear of failure, if any. The resultant will be a lot of improvements (Kaizen innovations) across the company even from the so called struggling employees... A win-win for the struggling employees as well as for the top performers and ultimately a win-win for the company.

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.
Make It Simpler, Rest Will Follow 
How To Make A Difference 
Big-Be Or Bug-Be ! 
Treat Root-causes, Not Symptoms ! 
Nauseous Communication Gaps 
Do You Cleanup-After-Crisis 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Suggestions On-Sale, None-To-Buy 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan 
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings
Taken-For-Granted ? You Deserve It !!
In a Problem?: No Problem ! Dwell A While !! 

Monday, 18 July 2016

Flirt behind dirt!

Maid was running behind the dirt rolling away until I intervened.

"Close the windows. It's windy today (my friend)".

She closed the door instead and tried to collect the garbage locally in each room.

The dusty part of the dirt continued to escape from gaps under the door. I'd to once again remind her to "close the windows".

Actually so was the standing instruction to be observed while sweeping. But she had to be reminded each time although she herself could see the dust-dirt flying away.

We do find such approach ar workplaces as well.

Sweeping of problems is fine but it's nothing more than a reactive first-aid. 
Until the problem is tackled at its root causes at reasonable level it will keep on recurring like the dust that only finds a new place to resettle else where.

"Closing the windows" was a root-cause at reasonable level of hierarchy because that was what's possible if the room itself is considered as the system in one's own control.

Next level may be is in the control of the municipality if the city itself is considered as the system. 
Towards that end it is a proactive measure with reference to preventing the dust from arising and thereby preventing it from entering the house.

Figure 10.3A: Reduce Dust at source
(Reference:  Visual Management through Five-S: A Japanese Tool of Kaizen by Shyam Talawadekar)

So isn't it's time to go beyond the dirty-run behind the dirt!

Here's my Haiku over it...

Dirty-run behind dirt!
Of no use is flirt!
It'll only hurt!

Also read a few relevant blogposts hereunder: Please do consider leaving a comment or sharing this post.

Make It Simpler, Rest Will Follow 
How To Make A Difference 
Big-Be Or Bug-Be ! 
Treat Root-causes, Not Symptoms ! 
Nauseous Communication Gaps 
Do You Cleanup-After-Crisis 
Raam or Krishna-Shyam: Tell me Hey Raam! 
Will It Work Here?  
Some Moron ! Some Great !!! 
That's How Morons Work 
You seem Reasonable if you appear Un-reasonable 
Smart-Moron Who Breaks Your Glass  
WOW Work-Culture: By Telling or Selling 
Suggestions On-Sale, None-To-Buy 
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture 
Tolerate Once, Twice, Thrice? 
That's how some business partnerships work 
Taken-For-Granted ? You Deserve It !! 
Technology in-place, security dis-placed
IQ-EQ-or-SQ: What-is-more-important?
Do you know a Best-Career-Plan 
Customer or Custo-Mer?  
Experienced A Delightful Payment ! 
An Experience of Heart-and-Soul 
Less With More And More Gets Sore 
Should one care for value?  
ABCD of India Shining
Beware Of Political-Presentations 
Do You Cleanup-After-Crisis 
Hoarders Of Filthy Hoardings