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Effective coaching requires feedback, both positive (aka reinforcing) and corrective. Think of it as a check, or “C,” in our individual and team-based application of PDCA. We can’t sustainably improve without it. 

In other words, open-looped systems don’t work well for processes or people. If we don’t discern and understand the gap, we won’t be compelled to change. The change is the “A,” or adjust, in PDCA.

Now, let’s focus our attention on corrective feedback.

Matrices help prompt, organize, and efficiently display information. When the design is standardized, such as with (most) strategy deployment x-matrices, they facilitate a quick, universal grasp of the individual fields and their relationship with other fields. For example, a seasoned user can glance at an x-matrix and discern the small handful of breakthrough objectives, the associated annual (meaning this year’s) measurable targets, the corresponding annual improvement priorities, and their targets and means.

I recall my first encounter with my sensei, many, many years ago. I expressed amazement that he could so quickly observe processes and discern waste and opportunities. He assured me that, with practice, I would be able to do the same. At the time, it seemed like he was being nice or at least extremely overoptimistic. Fortunately, he was right.

The Traditional Ohno Circle

OK, we are not talking about the distinctive Japanese horseradish - you know, that green pasty stuff that, when taken in overaggressive quantities, will set your nasal cavity on fire. 

Instead, we’re covering one of the simplest, yet most powerful critical thinking devices available to all rational animals…ever. And it’s not just a lean thing.

With all due respect to Johnny Cash and his song, “You’ll Never Walk Alone,” most of the time, you SHOULD walk alone…at least when executing your gemba walk leader standard work.

I know that sounds anti-social and in direct contradiction to the sentiments of teamwork and coaching, but it’s not. Let me explain.

Mention the term “gemba walk” among a group of lean practitioners and there will likely be immediate acknowledgement. We’ve all heard of gemba walks, right?

All leaders should do them.

Many do not.

Many do…but certainly not in the same way and not necessarily for the same reason.

The Lean Effect podcast, which is hosted and produced by Mark DeJong, recently released an interview with Mark Hamel, entitled Building Lean Organizations: Insights from Award-Winning Lean Expert Mark Hamel. Really, my mother had no influence on title creation.

We can reasonably characterize the people-related principles of lean by three leadership behaviors:

The following is an excerpt from a Shingo Insititute press release dated September 7, 2017: