Nick Katko, Owner and President of BMA, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss lean accounting systems and their role in problem-solving. With over 30 years of experience in practicing lean accounting, Nick coaches companies on how to leverage these systems to improve their operations and decision-making processes. Nick explained that lean accounting is more than just debits and credits; it's a comprehensive system that encompasses both financial and management accounting. In the financial accounting realm, lean accounting focuses on creating continuous improvement within the accounting function itself, eliminating waste and boosting productivity. On the management accounting side, it's about transforming the information used to run the business, ensuring it's relevant and reliable for lean operations. The conversation highlighted how traditional management accounting practices have largely fallen by the wayside, but lean accounting is bringing them back in a more effective form. Nick pointed out that as companies became leaner in their operations, they realized that traditional management accounting information wasn't helpful for decision-making in a lean environment. This realization led to the development of lean accounting systems. One of the key aspects Nick emphasized was the importance of thinking about lean accounting as a system rather than just an exercise. It involves people, analysis, decision-making processes, and operational practices, all working together to establish cause-and-effect relationships. Nick stressed that improving financial performance requires operational changes, and lean accounting provides the tools to make these connections. The discussion touched on the role of lean accounting in both problem identification and problem-solving. Nick explained that it depends on the situation - sometimes you start with a problem in the numbers and need to find the operational root cause, while other times you're making operational improvements and need to quantify the financial impact. He emphasized the importance of understanding operational performance and making connections beyond just the financial figures. Nick also addressed the common dilemma of "hard" versus "soft" savings in continuous improvement programs. He explained how lean accounting avoids the pitfall of soft savings by focusing on tangible outcomes, such as time saved, and then exploring how that time can be utilized to create value. When it comes to initiating a lean accounting transformation, Nick noted that it often starts with operational and continuous improvement teams, followed by small business owners, and then finance people. He stressed the importance of finance teams developing a learner's mindset and being open to understanding lean principles and their potential financial impact. For organizations considering a lean accounting journey, Nick outlined a general approach: start with education for key stakeholders, conduct a pilot project to prove the concept, develop standard work, and then replicate the process across the organization. He emphasized that it's an ongoing journey of improvement, not a one-time implementation. To learn more about lean accounting and its applications, Nick Katko has authored "The Lean CFO" and co-authored "Practicing Lean Accounting." Those interested in connecting with Nick can visit www.maskell.com or find him on LinkedIn.

In this engaging conversation, Alex Senchak, Managing Partner at Duarte Pond Investments, shares his expertise in agile leadership. He stresses the importance of 'meeting the moment' as leaders navigate the unpredictable landscape of business. Alex discusses how external pressures shape organizational culture, urging leaders to be flexible and proactive. He advocates for adaptable playbooks and effective communication, highlighting the significance of asking the right questions to empower teams and drive innovation in today’s fast-paced environment.

In this episode of People Solve Problems, Jamie Flinchbaugh sits down with Cheryl Jekiel, CEO and Founder of the Lean Leadership Center, to discuss the intricate relationship between leadership development and problem solving within organizations. Cheryl brings her extensive experience in HR and leadership training to the forefront, focusing on how companies can better develop their leaders by integrating problem-solving into the people aspect of their operations. Cheryl begins by sharing insights into her leadership development system, CORE, which is designed to enhance coaching skills and assist organizations in implementing strategies effectively. She emphasizes that leadership is not just about solving technical problems but involves creating environments where people can actively participate in problem solving. The CORE program offers leaders the tools to facilitate this participation, shifting the responsibility of problem-solving from the leader to the team. Cheryl highlights that many leaders, particularly in traditional workplaces, struggle to adapt to this shift, as they often view problem-solving as their primary function. CORE aims to help leaders develop a new mindset, where their role is to support and coach their team to solve problems, rather than doing it themselves. One of the key issues Cheryl identifies is the difficulty many leaders face in transitioning from a directive leadership style to one that is more participatory. She explains that while some leaders are naturally inclined to empower their teams, the majority need training and support to make this shift. Cheryl recounts her experiences in various organizations where leaders were unable to successfully implement lean practices because they lacked the skills to involve their teams in problem-solving. This observation led her to develop a comprehensive training program that not only teaches leaders how to coach but also provides them with ongoing support to ensure lasting change. Cheryl also touches on the importance of continuous improvement in leadership development. She compares leadership training to athletic drills, noting that just as athletes constantly practice the basics, leaders must also continuously work on their foundational skills. She describes how her program has evolved from a two-day training session into a year-long development system that continues to grow as leaders progress. The program is designed to be simple yet effective, focusing on core leadership behaviors such as setting clear expectations, providing feedback, and recognizing team members' contributions. One of the standout moments in the conversation is when Cheryl reflects on the success of her leadership development program in the state of Illinois. Initially skeptical, she was surprised by the positive results, with leaders reporting that they had more time to focus on strategic tasks as their teams became more autonomous in solving problems. However, Cheryl also acknowledges that the initial success was short-lived, as many leaders reverted to their old habits after six months. This realization prompted her to refine her program further, ensuring that the new behaviors became ingrained and long-lasting. Cheryl is now pursuing a doctorate to deepen her understanding of the outcomes of her leadership development work. She wants to better comprehend why certain elements of her program work so effectively and how they can be improved. Her goal is to leave behind a legacy of leadership development that is not only practical but also grounded in scientific research. For more information about Cheryl Jekiel and her work at the Lean Leadership Center, visit www.leanleadershipcenter.com or connect with her on LinkedIn.

In this episode of the People Solve Problems podcast, Jamie Flinchbaugh sits down with Crystal Y. Davis, CEO of The Lean Coach, Inc., a boutique consulting and coaching firm that partners with mid-to-large cap companies to enhance operational excellence and drive cultural transformation. Crystal, also known as "Your Corporate Confidante," brings her vast experience as a practitioner, leader, and coach to the conversation, offering deep insights into the challenges of leadership and the complexities of guiding organizations through change. The discussion kicks off with Crystal reflecting on the most difficult aspect of her work: helping leaders understand that their role must evolve to support cultural transformation. She shares a poignant example from her recent work, where a facility that had seemingly achieved success quickly backslid due to a lack of sustained management routines and accountability. This, Crystal notes, underscores the importance of leaders embracing their responsibility not just for immediate results, but for long-term cultural shifts that require consistent effort and adaptation. Crystal explains her dual approach to problem-solving: using both established methodologies and curiosity-driven exploration. She emphasizes the need for a tailored approach when working with leaders, recognizing that coaching requires permission and trust. This, she points out, is often the most challenging part of her job—getting leaders to open up and engage fully in the coaching process, which is crucial for their personal and professional growth. The conversation also touches on the importance of deliberate, thoughtful problem solving, particularly when faced with complex challenges. Crystal shares her practice of using the A3 problem-solving process, a method she finds invaluable for gaining clarity and ensuring that no aspect of a problem is overlooked. Despite her experience, she continues to rely on this structured approach, which allows her to see the "whole" picture and identify gaps that might otherwise be missed. Throughout the episode, Crystal and Jamie explore the nuances of coaching and consulting, including the need to adapt one's approach based on the culture and readiness of the organization. Crystal describes how she gauges the "tolerance for the nudge" within an organization, balancing the push for change with the need to nurture and support leaders as they stretch beyond their comfort zones. In concluding, Crystal highlights the critical role of self-awareness and emotional intelligence in her work, noting that these qualities are essential for successfully guiding leaders through the transformation process. She and Jamie also discuss the importance of understanding one's "zone of genius" and setting boundaries to maintain effectiveness and energy in coaching roles. For more insights from Crystal Y. Davis, you can visit her website at The Lean Coach, Inc. or connect with her on LinkedIn at Crystal Y. Davis.

In the latest episode of the People Solve Problems podcast, host Jamie Flinchbaugh welcomes Jacob Stoller, an accomplished journalist, speaker, facilitator, and Shingo-Prize-winning author of The Lean CEO. Jacob, who is also the author of the upcoming book Productivity Reimagined, brings his extensive experience in demystifying complex business and technology topics to the forefront of the discussion. As the founder of Conversation Builders, Jacob has a deep understanding of organizational dynamics, and in this episode, he dives into the often-overlooked issue of how companies conceal and avoid dealing with problems. Jacob begins by exploring the concept of productivity—a term that, despite its frequent use, is often misunderstood. He notes that many people equate productivity with simple metrics like GDP per worker, but such measures fail to capture the full picture. In Productivity Reimagined, Jacob redefines productivity by emphasizing the importance of quality in tandem with quantity. He argues that a superficial increase in output is meaningless if it comes at the expense of quality, using the metaphor of manufacturing defective products to illustrate this point. A significant portion of the conversation centers on the cultural challenges that prevent organizations from addressing their problems effectively. Jacob highlights how traditional hierarchical structures, where authority flows from the top down, discourage the open discussion of problems. He explains that problems often cross departmental boundaries, but organizations tend to manage each component separately, leading to conflicts and inefficiencies. This fragmented approach makes it difficult for companies to recognize and address issues that affect the entire organization. Jacob stresses the importance of creating a culture of trust within organizations, where employees feel safe to bring up problems without fear of retribution. He points out that for companies to truly solve their problems, leaders must be willing to prioritize long-term value over short-term gains. This involves pulling the "andon cord," a lean manufacturing term that refers to stopping production to address an issue, even when it might temporarily disrupt the workflow. Such actions, Jacob argues, are crucial for fostering an environment where problems are seen as opportunities for improvement rather than threats. The discussion also touches on the issue of conflicting Key Performance Indicators (KPIs), which Jacob identifies as a common barrier to problem-solving. He gives the example of a mining company where the operations department's KPI for equipment availability conflicts with the maintenance department's KPI for preventing breakdowns. These opposing goals create a situation where short-term decisions lead to long-term failures. Jacob advocates for a value stream approach, where all stakeholders work together towards a common objective, thus eliminating the conflicts that arise from siloed thinking. Throughout the conversation, Jacob and Jamie reflect on the broader implications of these challenges, drawing on examples from various industries. Jacob shares insights from his research, including the surprising ways that lean principles and productivity strategies are being applied outside of traditional business contexts, such as in environmental sustainability initiatives. He recounts a case where a winery reduced its environmental footprint and increased its output by addressing waste in its processes, an example that underscores the value of looking beyond conventional metrics. As the episode concludes, Jacob leaves listeners with a powerful reminder: productivity cannot be reduced to a single number or metric. Instead, it requires a holistic understanding of the factors that contribute to or detract from a company's performance. He invites listeners to rethink their approach to productivity, considering the systems and processes that underpin it rather than focusing solely on outcomes. For more insights from Jacob Stoller, visit his website at jacobstoller.com and connect with him on LinkedIn at Jacob Stoller. His latest book, Productivity Reimagined, will be available for pre-order soon at this link.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Dr. Wendy Smith, a professor at the University of Delaware and an acclaimed expert in organizational behavior. Wendy, who co-authored the book "Both/And Thinking," discusses the concept of how adopting a both/and mindset can enhance our problem-solving capabilities. With over 25 years of research and practical experience, Wendy explores the nuances of strategic paradoxes and how they influence leadership and decision-making. Wendy begins by explaining the fundamental premise of both/and thinking. She asserts that people frequently encounter tensions and competing demands in various aspects of their lives, from personal situations to organizational leadership. Traditionally, these tensions are framed as either/or dilemmas, where one must choose between two conflicting options. Wendy argues that this mindset limits creativity and can exacerbate problems. Instead, she advocates for a both/and approach that recognizes and embraces these tensions, leading to more innovative and sustainable solutions. Jamie and Wendy consider the psychological and structural aspects of adopting a both/and mindset. Wendy emphasizes that the way we frame our questions significantly impacts how we perceive and address problems. For instance, instead of asking whether to focus on quality or quantity, we should ask how to achieve both. This shift in perspective allows for a more holistic understanding of the problem and opens up new avenues for solutions. Wendy illustrates her points with practical examples, such as the ongoing challenge between maintaining existing products and innovating new ones. She describes her research at IBM, where successful leaders managed this tension by making micro-adjustments over time, a process she likens to tightrope walking. This method involves consistently balancing and rebalancing resources and priorities to accommodate both immediate needs and long-term goals. The conversation also touches on the importance of emotional and cognitive flexibility. Wendy introduces the ABCD framework from her book, which outlines four key areas for cultivating a both/and mindset:  Assumptions (how we think) Boundaries (the structures we create)  Comfort (how we feel) Dynamics (the practices we implement) She stresses that changing our habitual ways of thinking and questioning can significantly enhance our ability to find integrative solutions. Jamie appreciates the practical application of Wendy's framework, noting that it aligns well with traditional problem-solving stages: framing the problem, analyzing it, and identifying solutions. Wendy agrees and highlights the value of continuously revisiting and adjusting our approaches to stay aligned with both/and thinking. Towards the end of the episode, Jamie asks Wendy about the reception of her book. Wendy shares that she has been pleasantly surprised by how well the concept of paradox resonates with leaders and practitioners. She notes that many people find comfort and validation in recognizing the inherent tensions they face and are eager to adopt a both/and approach to navigate them effectively. Wendy's insights provide valuable guidance for anyone looking to enhance their problem-solving skills. Her emphasis on embracing paradoxes and shifting our mindset from either/or to both/and offers a powerful tool for fostering creativity and achieving sustainable success. For more on Wendy Smith's work, visit her website at www.bothandthinking.net and connect with her on LinkedIn.  

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh engages in a captivating conversation with Russell Watkins, Co-founder of Sempai. Russell, an expert in lean transformation, shares his extensive experience across various sectors, including Automotive, Aerospace, and Construction Equipment. His journey has taken him from the shop floors to the boardrooms of companies in the UK, Europe, the US, China, India, Japan, and South America. Currently, he is leading a digital start-up focused on lean skills and supporting manufacturers with Industry 4.0 opportunities. Russell’s passion for factories is evident as he describes them as the ambient soundtrack of his life. His commitment to improving business performance is rooted in his diverse background and deep understanding of lean principles. Throughout the episode, he discusses the significance of learning from mistakes and how this mindset has shaped his career and approach to problem solving. A unique aspect of Russell’s perspective comes from his love for movies and the profound impact they have had on his approach to leadership and problem-solving. He explains how certain films have influenced his thinking, drawing parallels between the storytelling in movies and the journey of continuous improvement. For Russell, movies are not just a source of entertainment but a rich well of inspiration that fuels innovative thinking and resilience. He shares how the narrative arcs in films often mirror the challenges and triumphs faced in the business world, offering valuable lessons in perseverance and creativity. Central to the discussion is Russell’s explanation of the Four Types of Problems (from the book by Art Smalley) that organizations face and how lean principles can address them. He categorizes these problems into troubleshooting, gaps from standard, target conditions, and open-ended problems. Each type requires a different approach and mindset, and Russell emphasizes the importance of understanding these distinctions to effectively solve problems. Troubleshooting involves urgent, unexpected issues that demand immediate attention. Russell stresses the need for a structured approach to quickly diagnose and resolve these problems without causing major disruptions. When dealing with gaps from standard, it’s about identifying where performance deviates from established norms and implementing corrective actions to restore optimal performance. Target conditions focus on achieving future goals and improving processes to reach a desired state, requiring a clear roadmap and continuous improvement initiatives. Open-ended problems are complex challenges without clear solutions, necessitating a culture of experimentation and learning where teams feel empowered to explore different approaches. Russell’s insights into utilizing these four types of problems provide listeners with a comprehensive understanding of how to tackle various challenges using lean principles. He underscores the importance of a proactive mindset, continuous learning, and the willingness to adapt. The conversation also touches on the role of leadership in creating an environment that supports problem-solving and innovation. Russell highlights the need for leaders to be transparent, approachable, and committed to fostering a culture where employees feel safe to share their ideas and experiences. Russell’s extensive experience and passion for lean transformation shine through in this engaging episode. His insights into the importance of learning from mistakes, the impact of movies on his thinking, and the four types of problems offer valuable lessons for listeners. For more information about Russell Watkins and his work, visit www.sempai.co.uk, Sempai’s problem-solving methodology, and Sempai’s YouTube channel. You can also connect with Russell on LinkedIn here.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Patrick Elwer, a Senior Principal Engineer at Intel Corporation. Patrick brings over 34 years of experience to the table, with a significant portion of his career dedicated to improving Intel’s work processes using lean product development principles and agile software development practices. The conversation centers on operationalizing problem-solving within a large-scale engineering culture, highlighting the methodologies and challenges faced in such an environment. Patrick begins by sharing his foundational approach to problem solving, which starts with a deep understanding of the current state and a clear articulation of the problem at hand. He emphasizes the importance of defining what success looks like from the outset, even though the problem statement may evolve as more information is gathered. Key elements in Patrick’s problem-solving toolkit include root cause analysis, casting a wide net for solutions, and utilizing decision matrices to narrow down options. He stresses the importance of running experiments to validate improvements and standardizing successful changes to prevent recurrence. One of the challenges Patrick addresses is maintaining a balance between striving for perfection and knowing when a problem is adequately solved. In a technical environment where precision is paramount, Patrick advises setting initial targets—such as aiming to cut defects by 50%—to prevent the problem-solving process from dragging on indefinitely. This approach ensures continuous learning and improvement without getting bogged down in the pursuit of an unattainable ideal. Patrick also discusses the complexities of global collaboration. With teams spread across different time zones and geographies, having a standard problem-solving approach is crucial. He describes Intel’s method of solving problems in pairs, pairing a mentor focused on the process with an owner of the problem. This system not only facilitates better problem resolution but also promotes skill development among team members. Patrick’s role often involves coaching both the mentors and the problem solvers, ensuring that everyone adheres to the structured approach while allowing room for creative solutions. One insightful part of the discussion is Patrick’s take on intuition in problem-solving. He acknowledges that while a structured approach is essential, it’s important not to stifle intuitive ideas that arise during the process. Patrick encourages his teams to document these insights as they occur, integrating them into the decision-making framework without letting the process become a constraint. Patrick’s extensive coaching experience also comes to the fore as he shares stories of mentoring individuals at different levels within the organization. He highlights the importance of flexibility and listening, especially when the initial problem statement doesn’t align with the real issues faced by team members. By pivoting the focus of coaching sessions to address the most pressing concerns of his coachees, he ensures that the problem-solving process remains relevant and impactful. Patrick’s insights offer a rich blend of practical strategies and philosophical perspectives on problem solving in a large-scale, technical environment. His emphasis on structured yet flexible approaches, combined with a deep understanding of human factors in engineering, provides valuable lessons for anyone looking to improve their problem-solving skills. For more about Patrick Elwer and his work at Intel, visit Intel Corporation and connect with him on LinkedIn.

In the latest episode of the People Solve Problems podcast, host Jamie Flinchbaugh sits down with Art Byrne, the retired CEO of The Wiremold Company. Art's profound influence on the lean community is well-known, having introduced lean principles to over 30 companies from his positions as CEO and author of seminal works such as The Lean Turnaround, The Lean Turnaround Action Guide, and The Lean Turnaround Answer Book. Art's journey with lean management began during his first General Manager role at General Electric Company. He later introduced lean to the Danaher Corporation as a Group Executive. However, his most notable achievement was leading The Wiremold Company through a lean transformation that increased the company's enterprise value by nearly 2,500% over nine years. This conversation covers the principles, challenges, and successes Art experienced throughout his career. Art discusses the purpose and genesis of his latest book, The Lean Turnaround Answer Book, which compiles his insights and solutions to common lean questions accumulated over decades. He explains that the book is structured as a reference guide, addressing both the foundational concepts of lean and the practical, day-to-day challenges companies face during their lean journey. Art emphasizes that lean is not merely a cost-reduction strategy but a comprehensive, strategic approach to running a business better than the competition. One of the key points Art makes is the importance of leadership in lean transformation. He illustrates this with a story from his time at Wiremold, where he challenged the team to reduce the changeover time of a machine from 14 hours to under 10 minutes. Through persistent effort and kaizen events, they achieved a changeover time of just six minutes. This dramatic improvement not only boosted operational efficiency but also significantly enhanced employee morale and engagement. Art highlights that challenging teams to achieve seemingly impossible goals can result in extraordinary outcomes and deep buy-in from employees. Art also addresses the critical role of problem-solving and learning in lean management. He contrasts the traditional approach of lengthy problem analysis and planning with the lean approach of immediate, hands-on experimentation, and iteration. By empowering employees to stop production lines to solve problems on the spot, companies can create a culture of continuous improvement and learning. This approach not only resolves issues more effectively but also fosters a deeper understanding of the processes and a stronger commitment to ongoing improvement. Throughout the episode, Art underscores the necessity for CEOs to be actively involved in leading lean transformations. He believes that only through visible, committed leadership can organizations overcome resistance and achieve lasting change. Art's experiences and insights offer invaluable lessons for any leader looking to implement lean principles and drive their organization towards greater efficiency and competitiveness. To stay updated on the latest episodes of the People Solve Problems podcast, visit the JFlinch Website and follow the podcast on your preferred platform.

In this episode of "People Solve Problems," Jamie Flinchbaugh hosts Frank L. Douglas, CEO of Safe Haven Dialogues. Frank brings a wealth of experience as a former Executive Vice President and Board Member of Aventis, now Sanofi, and shares insights from his storied career in the pharmaceutical industry and beyond. Currently, Frank leads Safe Haven Dialogues, an organization dedicated to addressing issues of discrimination and conflict through their innovative Reframing Methodology. Frank discusses his recent book, "Until You Walk in My Shoes: A Reframing Methodology to Overcome Systematic Discrimination," which offers a unique approach to tackling discrimination and fostering inclusion. He shares a compelling story from his tenure as the Global Head of Research and Development for Marion Merrell Dow, which was acquired by Hoechst AG and later merged with Rhône-Poulenc Rorer to form Aventis. Faced with the challenging task of merging pipelines and downsizing, Frank chose a collaborative approach, involving the heads of research from the merging companies to set evaluation criteria together. This method ensured that decisions were made fairly and transparently, emphasizing the importance of shared criteria and collaborative decision-making. One of the central themes Frank explores is the concept of reframing. He recounts a personal experience at Xerox, where he faced discrimination early in his career. Initially frustrated by being overlooked for projects, Frank realized that reframing his approach—focusing on getting assigned to a good project rather than merely highlighting discrimination—could lead to more productive outcomes. This insight laid the foundation for the Reframing Methodology he advocates through Safe Haven Dialogues, where the focus shifts from individual grievances to finding solutions that benefit the broader team or organization. Jamie and Frank also discuss the broader implications of this methodology in organizational settings. Frank highlights the critical roles of equity and inclusion in any organization. By examining the culture through the lenses of equity (values and principles) and inclusion (behaviors and actions), organizations can identify and address disparities more effectively. Frank emphasizes the importance of understanding the aspirational culture (what the organization strives to be), the actual culture (what is practiced), and the experienced culture (what individuals feel). Their discussion also touches on the challenges of implementing these concepts in practice. Frank acknowledges that while leaders can set aspirational cultures, the real impact often comes from frontline managers who shape the day-to-day experiences of employees. Therefore, addressing issues at the experiential level is crucial for achieving equitable outcomes. Throughout the episode, Frank's passion for empowering individuals and fostering inclusive environments is evident. He provides practical insights and actionable strategies for leaders and individuals alike to reframe challenges and work towards more equitable solutions. His stories and examples illustrate the power of collaborative problem solving and the importance of aligning personal and organizational goals. To learn more about Frank L. Douglas and his work, visit safehavendialogues-llc.com. Connect with Frank on LinkedIn at linkedin.com/in/dr-frank-l-douglas. Additionally, you can find his book, "Until You Walk in My Shoes: A Reframing Methodology to Overcome Systematic Discrimination," on Amazon. This episode of "People Solve Problems" is a must-listen for anyone interested in leadership, DEI, and practical solutions to organizational inclusion challenges. Through engaging stories and thoughtful discussion, Jamie and Frank provide valuable perspectives on how to navigate and overcome complex issues in today's workplaces.