Project management is necessary for organizations of all types and sizes, whether it is formally recognized or not. But for complex organizations, applying a standard for project management and professionalizing the role of project manager helps improve results.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is the Project Management Institute’s flagship publication. The guide lays out well-proven, consensus-based practices that are widely used. The publication, which was first released in 1996, is now in its 6th edition.

The PMBOK® Guide is developed by active project management practitioners and subject matter experts. The project management community reviews it before it is released to make sure it continuously reflects the profession’s current state.

Six Sigma is a business methodology focused on improving the quality of goods or services an organization produces by reducing variance in the production process. Six Sigma leaders know that when a production process lacks the stability to create high-quality output consistently, it will continue producing defective products until someone intervenes and improves the process. Reducing variation requires constant monitoring and measurement as systems tend to erode if not kept in check. Over the years, Six Sigma practitioners have developed a set of tools and methods that address control, problem-solving, and improvement to eliminate defects and waste. Here are a few of the most essential.

In some organizations, the leaders who are good at putting out fires are considered the best managers. But what if, instead of putting out fires, leaders had the luxury to spend time on fire prevention? What if, when the rare flame was spotted, every leader was skilled in identifying and correcting the root cause? These conditions are possible with an approach called Leader Standard Work.

We all identify goals to improve ourselves in some way. Whether our goal is to eat better, exercise more, spend more time with our family, or increase our productivity, we all have something we're striving for. Although in too many instances, we lose sight of our goals and fall back to old behaviors and the same results.

Continuous improvement is no different. So many organizations set out on a journey of continuous improvement with gusto and quickly lose momentum, causing their initiative to struggle. How do you prevent your organization from slipping back into bad habits? A sustaining culture of continuous improvement is supported by strategic goal setting.

We often get questions about whether the Lean management methodology can be applied in the financial services industry. Because of its manufacturing roots, many people assume that it doesn’t apply to banking or other services-oriented sectors. However, because banking is very process-intensive, the Lean approach can generate significant operational improvement and waste reduction. That’s why many financial services organizations have implemented Lean in one form or another.

Last week we wrote about how distrust is a barrier to change. This post outlines some of the leadership skills and behavior known to increase trust and employee engagement. You probably do some of these things really well already, but perhaps the list will remind you where improvement is still needed. This is also a useful list to share with those who are just beginning to develop their leadership skills.

Gemba Walks are an important part of many continuous improvement initiatives. They are designed to offer leaders the opportunity to observe work and talk with employees in the place where the work is being done, and it provides insight into current processes and opportunities for improvement.

Although some companies are still primarily remote right now, it's important that you continue to utilize this valuable improvement tool. There are ways to adapt the Gemba walking technique to support a virtual environment. For example, incorporate video conferencing to replace the typical face-to-face interaction. When your team sees you on video, they know that they have your undivided attention. You can find additional tips on how and why to walk the Gemba when everyone is working form home here.

Whether your Gemba Walks are virtual or in person, there are a few best practices to follow and a few pitfalls to avoid.

Organizations that practice kaizen work hard to maintain a culture centered around continuous improvement. The best defense against push back and poor engagement is hiring only those employees who are likely to thrive in a culture of positive change.

Ideally, the conversation about continuous improvement will begin the moment a candidate is considered. Talking about the principles of kaizen during the interview will show the potential hire how important it is to the organization. The right questions can help you identify those who will do well in your organization and those who should look elsewhere.

Here are a few questions that will give you insight into how the candidate thinks.

We tend to think of just-in-time manufacturing as a relatively new concept. Dell builds your PC when you order it but does it quickly, so you are satisfied with the speed of delivery. Plus, Dell never has excess PC inventory on its hands. However, the idea is not new at all. In the 1940’s, Toyota began applying the principal to its production lines after taking a lesson from an unexpected place: the grocery store.

Shopping for Parts

Although situations at grocery stores are a little different now with the COVID-19 pandemic, the grocery store metaphor can still help breakdown the idea of Kanban (pronounced kahn-bahn).

When you go to the grocery store, it's rare to find an empty shelf. In the rare times you do, the shelves don’t stay empty for long. The reason is that the store has both the inventory on the shelf and some inventory in their own on-site warehouse. Grocery stores don’t want to stock more of an item than will be sold in a short enough time to ensure that the items are fresh and to reduce inventory costs. So, when a shelf is depleted, it is refilled from the on-site inventory and only then are new items ordered from the manufacturer to replace the warehouse products. This process is efficient and cost-effective for the store, and also reassuring to customers who can buy only what they need without fear of a future shortage of a favored product.

Toyota realized that the same principal would work for items needed on its manufacturing floor. They further enhanced the idea by adding Kanban cards, which served as a visual signal of the state of inventory. In fact, the word Kanban when translated directly means, "signboard, shopkeeper's in-business sign.” The approach can be applied to any business process, so its use is not limited to the manufacturing of hard goods.

Millions of workers across the globe have suddenly transitioned to working from home. There are many practical and physiological challenges to this abrupt change, so give yourself a break if everything hasn’t been smooth sailing.

Fortunately, the continuous improvement principles that help us be efficient in the office apply in much the same way at home. The eight wastes of Lean, for example, create friction and lower productivity for remote workers as much as they do on a factory floor.

Here are some ideas for spotting and eliminating them while working from home.