Thanks for your comments. I do like the simple approaches. They are so often the most elegant ones. I’ve been struggling for quite some time getting the circumstances ready for lean initiatives in the project setting. Lean production was always simple for me when I could start with a 5S approach. It made the opportunities obvious to the participants, even when they were not obvious to me!

I haven’t seen a clearing mechanism for the project setting. The usual challenge of engaging team members who often are transitory (certainly in construction) further burdens the initiative. Maintaining the clearing and a ready-to-hand way of engaging with the work and one another is what I am after.

I suppose just under 1400 words is not so simple. However, The Productivity Press book 5S for Operators is 120 pages! From what I can tell people succeed with 5S about as often as they fail. Aargh! Just maybe we’ll find easier ways of producing and maintaining a clearing once we try, and maybe not.

The worlds of new product development, software engineering, defense contracting, and architecture are highly complex both organizationally and in the challenges they face. Having worked in all those settings I can say what people are usually doing is not working. We need to try something else, rather than try harder. The simplicity of 7 wastes, SQ3R, SPC, etc. doesn’t transfer to the project setting.

Maybe one reason that so many people on projects report being resigned is there is so little listening going on. Please consider this a draft speculation. I am looking for the elegant simplicity of 5S. Please help me find it.

And do keep on commenting!

Kudos!

I’ve got to give it a bit of re-read and incubation before I dare comment in earnest, but I would like to point out that if you were trying to parallel Lean’s 5S paradigm, you actually have 7 R’s.

Not quite so lean - R-wise - are we?

;-)

The beauty of your model [as well as my own field of OD] is that we get to make this stuff up – we invent and re-invent and everyone is delighted to continue to grow. In that light, I would like to offer some notes and observations to your model. I’m thinking that everyone has a responsibility to demonstrate “leadership” in their daily execution of their role – which to some degree is what the 5Rs demonstrate.

I believe there are three things that your model speaks to: 1) Respect; 2) Support; and 3) Trust.

If you imagine a house, the first thing you lay is the foundation – Respect [5R: Relationship, Routines]. For every relationship you engage I believe the excellent definition is captured in your statement, “Everyone is already right.” Begin with respect as the default to set the foundation to prepare and environment that fosters trust.

After the foundation is set, we then build walls – Support [5R: Role, Rules]. Support is demonstrated by behavior and the most important behaviors you have captured are (a) “clarify intentions” and “understand expectations”; and (b) “adopt unconditionally constructive conversations” as explorations seeking to understand before being understood.

Finally, these to building aspects, a foundation and strong walls of support allow a wide roof of Trust [Reflection]. Trust – true trust – is the outcome of shared and repeated experiences that create an unconditional faith in someone. I develop that faith through conversation – or reflection – in a safe environments that I perceive as safe – trusted spaces. Reflection sounds like a trusted space to be in.

Okay, there you have some thoughts about 5Rs from a lady. Next I’ll liken it all to my collective ideas about Leadership.

Thank you for a thinking space, christina