Involving People Gave Us the Improvements We Needed

Written by Chuck Yorke

Continued from page 1

A cross-functional team designed and built a new cart. It held more raw materials, eliminatedrepparttar need forrepparttar 136436 staging fixture, and allowed raw material and processed material to be transported onrepparttar 136437 same cart, eliminatingrepparttar 136438 need forrepparttar 136439 second pod. The cart was built by reusing materials fromrepparttar 136440 old pods.

Immediate benefits included less movement and less contamination of materials, alsorepparttar 136441 new cart was more ergonomically friendly. After usingrepparttar 136442 new cart, others came up with more ideas. All together 20 people contributed improvements to eliminate unnecessary equipment, combine processes, and reduce cost. Fourteen process steps were reduced to seven, operator motion was reduced, material was moved less, quality improved, andrepparttar 136443 job ofrepparttar 136444 operator was made easier.

Recently someone hadrepparttar 136445 idea of usingrepparttar 136446 cart in a different area, so more improvements are to come.

Copyright © 2005 Chuck Yorke - All Rights Reserved

Chuck Yorke is an organizational development and performance improvement specialist, trainer, consultant and speaker. He is co-author of “All You Gotta Do Is Ask,” a book which explains how to promote large numbers of ideas from employees. Chuck may be reached at

The Defining Moment: The Straw That Stirs The Drink Of Motivational Leadership (Part One)

Written by Brent Filson

Continued from page 1

Generally, people learn in two ways — throughrepparttar intellect and through experience. In our school system,repparttar 136429 former predominates, but it'srepparttar 136430 latter that is most powerful in terms of inducing a deep sharing of emotions and ideas, because our experiences, which can be life's teachings, often lead us to profound awareness and purposeful action.

Look back at your schooling. Which do you remember most, your book learning or your experiences, your interactions with teachers and students? In most cases, people say their experiences maderepparttar 136431 strongest impressions on them; they remembered them long after book knowledge had faded.

This is whererepparttar 136432 defining moment comes in. Its function is simple: to provide a communion of experience with you andrepparttar 136433 people you lead, so those people will be as motivated as you are to meetrepparttar 136434 challenges you face.

The process of developing a defining moment is simple, too: put a particular experience of yours, a defining moment, into sharp focus, and then transmit that focused experience intorepparttar 136435 hearts ofrepparttar 136436 audience so they feelrepparttar 136437 experience as theirs. Out of that shared feeling they can be ardently motivated to take action for results. It's easy, and it's a game changer.

But if you don't getrepparttar 136438 defining moment right, it can backfire. In fact, you could wind up having people motivated against you. So follow carefully as I show yourepparttar 136439 precise steps in developing and transmitting defining moments.

Takerepparttar 136440 first step in masteringrepparttar 136441 defining moment. Review experiences from your past. Don't try to figure out how to use them or how they relate to developing and communicating a defining moment.

They needn't be wrenching, shattering experiences; everyday experiences will do. They don't need to have taken place recently; you might want to look back upon experiences from your youth. Finally, they don't need to have taken place in an organizational context. Look at every aspect of your life. Any of your experiences, at any time, anywhere, can make a good defining moment.

Make sure, however, that it is your experience (I'll say more about this in Part Two.) and be aware ofrepparttar 136442 difference between personal and private experiences. Usually, our personal experiences are those we can share with others, and our private experiences are those we want to keep to ourselves. The dividing line between personal and private is embarrassment. If you would in any way be embarrassed talking aboutrepparttar 136443 experience with others — don't use it.

In Part Two, I will show you how to put together a defining moment to communicate.

2005 © The Filson Leadership Group, Inc. All rights reserved. The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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