In this podcast we cover:
- Why implementing fast is key.
- How you can approach lean rollouts.
- Why going slow is dissension.
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Also, here are links to our YouTube Channels:
· Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg
· LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt
· LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured
· LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw
Welcome everybody out to podcast number 1163 and this podcast I'm going to talk to you about the importance of implementing fast stay with us. This is the elevate construction podcast delivering remarkable content for workers, leaders and companies and construction wanting to take their next step. Get ready to step out of your comfort zone with Jason Schroeder as he encourages you to do better live a remarkable life and expect more. Let's go. Welcome everyone. I hope you're doing well. Let me go ahead and kick it off by reading some feedback from our listeners. Good morning, Jason. I really enjoyed episode 11.30. In fact, this afternoon, I'm finally rolling out super intent at 2.0 to the rest of our supers along with a superintendent playwork and playbook I developed over the last five months. I'm going through episode 1.30 again and making notes. There are great points in there that will support the rollout. Thanks again for your excellent work. Well, I really, really appreciate that. This is great feedback. The person that sent me this is just killing it as an expert in his role and leading the superintendents and implementing lean absolutely fantastic. Okay, so this is a podcast that I've been wanting to do for a long time. It'll be a quick one, and I may have covered it before, but I don't even care. I don't think I have because it's that good. I've talked to you in the past about implementing fast. People are like in the industry, when it comes to lean rollout, they'll say. Or implementing lean. Oh, just start with a huddle. I'll just go slow. Oh, let's just we're just as an organization. Just want to take it slow so we don't overwhelm people or we can't do that right now, or that would be too much. Our superintendents don't read books. And a lot of nonsense. Right. And I've always advocated for the concept that it's not the big, the smallest, the fast, the slow, and that we need to implement and that typically when people talk about not wanting to or that we're going too fast. Really, they just want to go there together and that saying that we're implementing too fast is most of the time, a really calculated and ingenious way for dissenters to really stop an effort or to dissent against an effort or to sabotage an effort before it ever gets started. If you hear somebody say, I think that's too much or we're implementing too fast. That you're looking at a dissenter most of the time that's trying to sabotage change because he or she doesn't want it to change. And I've made a really, really good case for this over the years, I believe. Because I've never really seen going slow work very well from an implementation standpoint. Yes, it's tough. Yes, we get to do it. Yes, it's a lot to take. Yes, it's hard to scale, but it is by by by large better and this was backed up by L.A. who gold rats books. I think it was in necessary, but not sufficient and he talks about why it's important to implement fast and the key here is this. If you implement slow, you're going to do one little thing by one little thing by one little thing. And that's sub optimized. It's sub optimization. It would be like starting a human being by saying, we will birth a human being and then we're going to first start his or her lungs, then we'll start the heart, then we'll start the function of the mouth, then we'll start the brain. This is ridiculous. Now, to a certain extent, like from an immune system standpoint, there's a little bit of that. But to have a human being, the circulatory system, your lungs, your your your skeletal system, your nervous system, your brain, everything has to be working all together. So if you do a lean rollout, you're like, I'm going to do a pool planning. Okay, great. You did pool planning. Now you have the change, but without results, meaning that if you haven't done pool planning with tact with a look at with a weekly work plan with a day planning with the results and with all of the known lean concepts that are that need to be looked into a system, you've now sub optimized. Now you have additional problems from not implementing the whole system altogether. Just like if you tried to birth a baby and you only have the lungs working, the baby is going to die because you need everything working as a system. So implementing slow is not a real thing if you really want the results, because it drains resources, it wastes time, it creates, it's it's like pulling off a band aid slowly. Instead of having all the pain at once, you literally prolong the pain or it's like getting into a pool, a cold pool, slowly, instead of just jumping in, you're taking what could be three seconds of pain. And you're prolonging it to where it's like three minutes, right? Or you're taking the pain of taking off the band aid and you're prolonging it. It doesn't make any sense. So when you're wanting to go implement something, implement it as a system, do it right, document it, make visuals, do the training and start holding people accountable and do it at its correct piece, which is implementing it at its smallest system organization, meaning, how can you implement where you have all the necessary parts? You don't have to do the whole system, but the smallest combination of system components to where it actually works and you can actually implement. That's what you should be doing. And then, like I said, if you have the system, if you've documented it, turn it into visuals, done it or individuals, done the training and done the rollout. And you are now checking with job sites to scale implementation. You are now pulling that band aid off all at once. You are now jumping in the pool, all at once you're getting used to the cold. You are now implementing it as a system and your pain will be used to get to the system results instead of into a sub-optimized situation, where it's painful at your draining resources, you're wasting time and you're not really accomplishing anything. And actually, the risk is that the organization gets tired of these lean rollouts and that you stop altogether before you get to the end. So if you want to implement fast, implementing slow is not lean and it's sub-optimized and it's not an actual correct concept. Now, like I said, you would not be like, "Hey, here's a human being. We're going to start with a hand. Let's go ahead and burn the hand." Now, you've birthed the whole human being. You've birthed it as a system with all systems running, even though it's hard to raise children. When you want to birth a lean system and it's even if it's in its smallest component parts, you birthed it as a system altogether, everything running, even though it's difficult to raise a lean system. I hope you've enjoyed this podcast. Here we go. Please join us next time in elevating the entire construction experience for workers, leaders and companies coast to coast. If you're enjoying the show, please feel free to share with your construction colleagues and help us spread the word by rating, subscribing and leaving a review on your preferred podcast listening platform. We really appreciate it. We'll catch you next time on the Elevate Construction Podcast. [Music]
