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Physical Environment Reminders

February 19th, 2010

Storage on the floor must be neat and orderly.

No storage within 18 inches of the ceiling, except on shelves against the wall as long as sprinklers are not obstructed.

No evidence of smoking.

All exit signs are illuminated.

No storage of flammables or anything except cleaning items under sinks.

No door stops are allowed.

All equipment must be placed on one side of the hallway. Preferably nothing is in the hallway except crash carts and isolation supply tables.

Abate all trip hazards (secure cords).

Ensure stairwells are clean and no equipment is stored there.

All chemicals are labeled and your chemical list is available.

Do not block fire pull boxes, fire extinguishers or medical gas shut offs.

No evidence of smoking, no butts within 25′ of an entrance.

All gas cylinders in racks.

No visible dust or dirt on surfaces, floors or equipment.

No linen on floor, furniture or window sills; soiled linen in closed bag or covered hamper. All clean linen is covered.

No employee food/drink in patient refrigerators or at nurses stations. No food or drink on or in housekeeping cart or closet.

Check stairwells for trash and storage.

John Weir Environment, Training

Leap Over Killer Phrases

February 18th, 2010

If I asked how many of you have seen a killer phrases poster … or even have one hanging in your office … I’m sure I’d see hands going up all over the world. What I seldom see are the replacements for the killer phrases … the things we can say instead of those old negative chestnuts. The one most of us already know is to replace "Yes, but …" with "Yes, and …" in order to build on ideas. But there are a lot more killer phrases that need replacing. I’ve listed a few and would like to invite you to send us your killer phrase with an appropriate Leap Stimulator.

Please add your killer phrases and leap stimulator replacements in the comments section below.

Killer Phrases and Leap Stimulators
Killer: Yes, but …
Leap Stimulator: Yes, and …

Killer: We tried it last year
Leap Stimulator: What did we learn that could make this try better?

Killer: It’s not in the budget
Leap Stimulator: How could we make it make sense financially?

Killer: It won’t work
Leap Stimulator: How could we make it work?

Killer: Management won’t buy it
Leap Stimulator: What would make management drool for it?

Killer: Let’s do some more research
Leap Stimulator: How could we test it quickly and easily?

Killer: Don’t make mistakes
Leap Stimulator: Let’s try a bunch of things until we find something that works.

Killer: We don’t have the resources
Leap Stimulator: Who could we align with to get the resources we need?

Killer: It’s not for us
Leap Stimulator: What about it *is* for us?

Killer: Be practical!
Leap Stimulator: Let’s think wild and crazy just for a minute.

Killer: I’ll get back to you.
Leap Stimulator: What intrigues you about it right now?

Killer: If it isn’t broke, don’t fix it.
Leap Stimulator: There’s always a better way; let’s find it!

Killer: Don’t fight city hall.
Leap Stimulator: What would make city hall join the parade?

Killer: What will people say?
Leap Stimulator: How could we make people rave about it?

John Weir Motivation, Productivity

It’s Like Waling Across A Muddy Field

February 17th, 2010

How to get rid of backlogs
There are basically two types of task which we are faced with during a typical day. First there is the type of task which either gets done or doesn’t get done. You either renew the car insurance or you don’t. You either paint the bedroom or you don’t. You either buy a new dress or you don’t. You either send your great aunt a birthday card or you don’t. The consequences of doing or not doing this type of task may range from the trivial to the momentous, but essentially they are one-offs.

Then there is the type of task which produces a backlog if it is not attended to. Dealing with paper is the classic example of this type of task. Have you ever noticed how paper has the strange tendency to breed if given the chance? Leave two bits of paper together overnight and miraculously when you come down in the morning you have a six-inch pile of papers in various stages of inaction. Leave the pile on its own for another 24 hours and you have an office full of piles of paper.

The modern age has produced an even worse backlog producer — the email. Leave your inbox for 24 hours and you will have hundreds of these little monsters clamoring for your attention. I have had clients who complain that they have literally thousands of emails they haven’t even got round to reading.

Other well-known backlog producers are phone calls, filing, and updating client records. There may be others that are peculiar to your life.
The real problem with backlogs is that they take you out of the present. Instead of dealing with today’s work, you are constantly trying to catch up. It’s the difference between walking along a well-defined path and walking across a muddy field. On the path you can walk freely, but in the field your boots get caked in mud and you have to put out more and more effort while going slower and slower.

Backlogs can make people feel hopeless. It may seem impossible to catch up. And even if you do catch up you may only find yourself almost immediately slipping back again.
So how can you deal with them once and for all?

STEP ONE — DRAW A LINE. Say to yourself "Everything that comes in from now on I will deal with immediately. And I will tackle the backlog bit by bit." Ring fence the backlogs so that they don’t get any bigger.

STEP TWO — CLEAR INCOMING MATERIAL DAILY. The best way to deal with incoming paper, emails, phone calls, etc. is to have a check list which you go through several times a day. So I have a list which comprises about five items and I go through it checking each one off. I do this three times a day — first thing, after lunch and early evening. Because this keeps me right on top of all incoming material, I can sometimes get through the list in as little as ten minutes. More often it takes me an hour or more — but I don’t have any backlogs. The rest of my time is free to get on with creative work.

STEP THREE — REDUCE THE INCOMING VOLUME. One of the reasons backlogs build up in the first place is because we attract far too much inessential stuff. Chuck junk mail in the trash without even opening it. Cancel subscriptions for newsletters you don’t read (you DO read this one!). Don’t write off for things you don’t need. Keep asking yourself "Why am I receiving this?".

STEP FOUR — GET RID OF THE BACKLOGS BIT BY BIT. If you do steps one and two correctly, your backlogs can now only get smaller. Don’t try to get rid of the lot in one go. Keep chipping away at them. With emails, try clearing one day at a time, starting with the oldest. With paper, try clearing it one subject at a time — such as all bank statements, then all bills, then all client letters and so forth.

Copyright Mark Forster 2002. Thanks Mark!

John Weir Management, Motivation

Change Begins With Choice

February 15th, 2010

Change Begins With Choice

by Jim Rohn

Any day we wish; we can discipline ourselves to change it all. Any day we wish; we can open the book that will open our mind to new knowledge. Any day we wish; we can start a new activity. Any day we wish; we can start the process of life change. We can do it immediately, or next week, or next month, or next year.

We can also do nothing. We can pretend rather than perform. And if the idea of having to change ourselves makes us uncomfortable, we can remain as we are. We can choose rest over labor, entertainment over education, delusion over truth, and doubt over confidence. The choices are ours to make. But while we curse the effect, we continue to nourish the cause. As Shakespeare uniquely observed, "The fault is not in the stars, but in ourselves." We created our circumstances by our past choices. We have both the ability and the responsibility to make better choices beginning today. Those who are in search of the good life do not need more answers or more time to think things over to reach better conclusions. They need the truth. They need the whole truth. And they need nothing but the truth.

We cannot allow our errors in judgment, repeated every day, to lead us down the wrong path. We must keep coming back to those basics that make the biggest difference in how our life works out. And then we must make the very choices that will bring life, happiness and joy into our daily lives.

And if I may be so bold to offer my last piece of advice for someone seeking and needing to make changes in their life – If you don’t like how things are, change it! You’re not a tree. You have the ability to totally transform every area in your life – and it all begins with your very own power of choice.

To Your Success,

John Weir Education, Management, Motivation

Goal Setting Prompts

February 8th, 2010

Questions to help you delineate your goals…

 

1. “What’s my vision of the future?”

2. “Where do I picture myself three years from today?”

3. “How will others perceive me in the future? My boss, my peers, my family?”

4. “What has to happen in the next two years for me to be happy with my progress?”

5. “What visual image do I have for my team? What visual image do I have for my company?”

6. “How do I want to be perceived by my customers? My employees?”

7. “How would my boss define me in one sentence?”

8. “What excites me most about my job? What do I want to do more of/less of/stop doing altogether, so I can achieve what’s important to me? To my team? To my company?”

9. “Which mountain do I want to climb?”

10. “What’s my definition of success?”

11. “What benchmarks do I need to achieve in order to feel successful?”

12. “What actions do I need to perform on a daily/weekly/monthly basis to achieve my goals?”

13. “What areas of my job should I focus on in order to have the most impact on my staff?”

14. “Where do I need to prioritize to insure my success? My team’s success?”
If your employees goals aren’t aligned with yours, you’ll find yourselves working at cross-purposes.

Think about your own personal and professional goals, then write them down and turn your written words into actions. Once you know what you want, you’ll be better prepared to help your employees figure out what they want, putting all of you on the same page and the fast track to your happy ending of choice.

John Weir Motivation , , ,

Hazardous Waste Labels

January 30th, 2010

 

 

When an agency inspector comes to inspect your hazardous waste storage area, he looks for things like waste manifests, reports, labels, and plans. Why? Because it is easy to find violations in these areas – either you have filled them out properly or you have not. It is straightforward.

The video below is from an inspector at the California Department of Toxic Substances (DTSC). Listen to what the DTSC inspector has to say about what he looks for in your hazardous waste labels.

 

 

 

John Weir Hazardous Waste, Training

Basics on hazardous waste training requirements

January 29th, 2010

 

Here is a short video from California’s DTSC on the training requirements for hazardous waste generators:

 

John Weir Hazardous Waste, Training

How to determine reactivity of hazardous waste

January 28th, 2010

One of the four characteristics of a hazardous waste is “reactivity”. The other three are ignitability, toxicity and corrosivity and these three characteristics are pretty easy to define by measuring the flash point, concentration and pH respectively. Reactivity is a bit harder (less objective) to determine.

The California Department of Toxic Substances Control (DTSC) has a short video clip on how to determine reactivity. In general, if something is going to go “boom”, it is likely to be reactive. Or if the MSDS states that a material is reactive with water or unstable, the waste that is derived from that material is likely to be a reactive waste. Enjoy the video.

John Weir Hazardous Waste, Training

10 ways to help get in better shape for the new year

January 24th, 2010

1.
Choose lean protein choices, such as eggs, egg substitutes, lean beef, turkey, chicken, fish, “tofu for vegetarian." Only broil, bake, boil or poach. Only olive oil or PAM.

2.
Minimize consumption of high glycemic carbohydrates (carbs that make your blood sugar spike) such as white rice, sugar, certain pastas and potatoes. Certain cereals are ok. (Use a low glycemic list for good body choices).

3.
When eating carbs, eat them with proteins and keep portion size small.

4.
Eat high fiber foods or add fiber to your diet.

5.
Water, Water, WATER. Drink lots of water daily. Drink it before a meal to help get you fuller quicker.

6.
Try to keep your daily food intake at 40% protein, 40% carbohydrate, 20% fat which is normally found in the foods that you eat.

7.
Eat 4-6 small meals a day. Eat fewer meals if you use a high protein shake or bar for one of the meals.

8.
Portion sizes of everything should be the size of your fist. Protein can be more if you are exercising.

9.
When eating out remember to have your food cooked the right way. You are paying. Limit condiments on food and you will actually begin to notice the quality of food.

10.
Exercise: Cardio exercise at least 20-30 minutes 3 times a week and resistance exercise with weights or machines 2-3 times a week for 20-30 minutes using mostly large muscle groups to increase your metabolism.

John Weir Health, Motivation , , ,

Lean Resolutions

January 10th, 2010

Pat Wardwell, COO of the Greater Boston Manufacturing Partnership suggests ten New Year’s resolutions for Lean leaders. These are great suggestions and most I have been doing regularly.

The summary:
1. Set aside time each week to actively and openly nurture the Lean journey in your organization;
2. Get out of your office and walk the value stream at least once per week;
3. Resolve to use your eyes and ears more than your vocal chords when on the shop floor;
4. Ask 5 different people who work for you "what can be improved" at least once a week;
5. Participate in an improvement project team meeting, training session or kaizen event at least once per month;
6. Ask to be shown an implemented improvement idea from all areas reporting to you at least once per month;
7. Read at least one new Lean article or book a month;
8. Attend a conference, plant tour or participate in a webinar or podcast on Lean topics once per quarter;
9. Vow to visit at least one external customer or supplier each quarter;
10. Develop your own "Manager’s Standardized Work."

John Weir Management