Archive for March 2010

Carving Turns

Last year I rode up on a lift with an older gentleman named Bill, who was probably in his 70’s and looked totally rested after coming down a steep slope. He told me that he had been watching me that I was working way too hard. Bill’s opinion was that if you ski correctly it should not hurt. Well, since my thighs were burning and I didn’t look rested, I listened. He went on to explain that when you use the edge of your skis and carve, the skis do the work for you. The turn is effortless. You are no longer pushing snow. If snow flies up behind you when you ski then you don’t have the hang of it yet. I’ve been trying to achieve the effortless downhill carve ever since.

How much is this like leadership and our working lives? When we are using the tools provided to us and are changing direction without a fight, our jobs and our missions are more fun and doable. Every leadership challenge has steep and even bumpy moments. When those moments come up we should “carve”. Below are some common mistakes and solutions.

  • Leaning back and hugging the mountain: In the business world this looks like hanging onto the past. Change is inevitable and the sooner it is embraced the more graceful you will be when leading.
  • Schussing: This is not necessarily a mistake when skiing. Sometimes a skier (not me) will intentionally go straight down the hill without turning. In business, schussing can be a good idea for a short time. When you are sure of your destination and are focused on getting to the goal there is no need to reevaluate or readjust the path. However, with a longer term project or an ongoing responsibility it is important to adjust the path to the situation. Going too fast in the wrong direction is a bad and explosive way to make a mistake.
  • Making lots of noise: If your skis are making a lot of scraping sounds then you are not carving. You are pushing snow around and expending a lot of unneeded energy. In business the noise can be excuses, procrastination, or being unwilling to get help. Be confident. Fully use your team. Use your experience.  Get the right tools. Then carve.
  • Edges not sharp: Perhaps you need a tuneup. If your skis or skills, in business, are dull then it will take more effort and you likely will lose that edge on a turn. Take classes in your field. Read magazines or online material about your products. Network with others who have similar challenges and compare notes. Stay sharp.

The analogy doesn’t hold completely. Sometimes it IS hard and there IS effort involved. It isn’t possible to always get down the tough slopes of the job without perspiration. But it is possible to reserve your strength for the exceptions.

Simple Planning in a Complex World

My husband and I recently traveled to Ireland. For the first week of our journey I planned each day with food, lodging and attractions all mapped out. Then I ran out of energy and time and decided to leave the next week unplanned. We would wing it!  Both approaches were wrong. In the first week we had no latitude to adjust to the weather, our moods or even serendipity. The second week we were spending too much time figuring out how to get from point A to point B. Something in the middle would have been the best.

The same dichotomy exists in the world of manufacturing. Some companies design tightly managed and intensely collaborative forecasting and planning systems.  Their communication through the supply chain is daily or even hourly. New demand triggers new orders. Cancelled demand cancels orders. If the sales team is bullish there is a redo of the plan and the whole supply chain revs up for a higher rate of production. If the demand doesn’t materialize the orders get pushed out, inventory stockpiles, FGI gets reconfigured.

The other alternative is to design a flexible, responsive supply chain that can withstand the uncertainty and fluctuations of today’s demand profile. In this business climate it is impossible to know what a full quarter will look like. Change in market climate can take place within weeks.

Lean methodology, a highly integrated value chain and flow of information are the keys to success.

  1. Lean methodology is simply laying out manufacturing through the external and internal process such that material is pulled through. Buffers or Kanbans are used to stage material for the next process but they can not be overfilled. Thus, material isn’t shoved forward if the demand drops off. The challenge is to design the buffers so that an increase in demand can be accommodated in an acceptable amount of time. The advantages of a lean flow are numerous and include lower inventory costs, lower costs to rework should a problem come up, and more visibility to the material and therefore the risk and upside. A huge benefit comes simply from the process of setting a lean flow up in the first place. It requires that you understand demand swings, leadtimes and dependencies.
  2. A highly integrated value chain is not a reference to vertical integration. It is a reference to the communication and responsiveness of the full supply chain. It should be very clear who owns which supplier and who will evaluate performance, communicate changes in demand and handle the exception management.
  3. Information is life in a well run operations organization. Drowning in data is death. The right information that allows management to deal with exceptions and trends is the goal. Metrics should be clearly posted, regularly updated and used to run the business. Owners should be assigned to each metric. The metrics should be reviewed quarterly to make sure that they are the right ones for the control process. The information should include summarized data about real time sales pipeline and orders. Material drive through the supply chain should be adjusted but the oscillations should be dampened.

A simple planning system can be crafted with the three pillars above in place. Complexity does not add value and can mask the real issues. Don’t wing it but take care to avoid distracting complexity. Then, enjoy the trip!

Get in the Game

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.” Theodore Roosevelt

When is the last time you tried to do something that made you so nervous that you felt nauseous? Do you have the skills and the pedigree but not the guts to step out and show the world what you have to offer? I see this in my own life. I hesitate because I fear that I will be made a fool or that I will wipe out or that I will say something wrong. Afterwards, I regret not taking the step forward whether it is in sport, business or conversation. When I do step forward I have a pretty good batting average (Ty Cobb holds the record for highest career batting average with .367, which means he struck out a lot)  but I do sometimes fail. It is easy to point to other’s failures as the reason to not step out. Easier still to point to my own failures and stay stuck.

I think that Roosevelt is right. You can’t critique others if you haven’t taken the risk yourself. Climb into the arena and risk it.