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We are built to create stories to relax our minds but that also create some issues to be aware of.

2 Min Drill. We are Story making machines.

This is a subject close to my heart. The secret that blocks successful implementation and what you can do about it…

2 Min Drill The secret behind real OpEx

Based on the level of emotion at our last company workshop, LDI has reached new heights in its core value; “Being a loving, caring, and giving family. The LDI “extended” family had the pleasure in building and packaging 10 prosthetic hands that will be internationally distributed at no cost to those in need. This team building exercise was like no other we have seen. It pushed on collaboration, inspiration, assistance, and the overall spirit giving. In the end, many in the team were brought to tears but in the safe environment that LDI provides. Many thanks to all that participated and a special thanks to Carol at Odyssey Teams.

LDI family Building prosthetic hands for people in need.

James Smith is sharing his thoughts on data systems for manufacturing.

2 Min Drill Do you really know your data

In This episode of the two-minute drill, I’m going to be talking about the key components in delivering a deep root to change in an organization. Focusing on leadership.

Implementing a continuous improvement system obviously requires 100 percent committed from the management team, so after you have a clear direction, you have your deployment done, your organization is aligned. Now it’s important to ensure that the management is 100 percent committed…

2 Min Drill 100% Commitment

Organizations often struggle to understand how an what to plan when embarking on an improvement journey…

2 Min Drill What is a Deployment

AskLDI Case Studies – Energy Industry

AskLDI Case Studies – Energy Industry

AskLDI Case Studies – Automotive production kaizen

AskLDI Case Studies – Component Production SMED

AskLDI Case Studies – Automotive production kaizen

AskLDI Case Studies – Automotive production kaizen

The Classical follow up approach

If you work in a C-suite or you’re running a company following KPIs to see how you’re progressing and what’s happening in your organization is important and a key part of the Leadership process. I would ask you to rethink how you do that a little bit, because what happens in your organization doesn’t show up in the KPIs. That the result, right? It’s the result of capable people performing in processes, bringing value to your customers at the results in your business KPIs.

The questions that follow a problematic KPI

So what questions do you ask the organization when the KPIs aren’t showing the right numbers? One thing that would be a don’t in my world is to say, “What happened? What have you done about it,” and similar questions. If you constantly ask questions like that, people naturally go into defence mode. They can say any crazy thing that they can come up with that’s not true, just to manage the situation with you. In worst case, they might stick to it, so they’re working on the wrong things.

The better approach

What is the right thing to do then? Well, here’s my thinking. If capable people performing in processes is what delivers your value and your result, the concentrate on the processes. If the result doesn’t show up like it should, the KPIs are on a sad trend. You could ask questions like: What process or which processes contribute to this KPI? Have you analyzed the process to find out if anything has happened to make the process under deliver or if anything in the process could be done better? Do we need to repair anything in the process? Questions like these could take the focus to the process and the discussion could be constructive.

Even more questions to consider

How often do you analyse the process? or maybe What type of analysis tool did you use? because people sitting down around the table spit-balling ideas might not be an analysis as such, you might want to ensure it’s done as a team. I would concentrate on the process and understand what has malfunctioned in the process. I would stay away from questions that threatening people in a sense. You might not do it intentionally of course, but people feel threatened by questions, “What have you done,” what if there’s a better way?

Your end goal

The organization is supposed to improve and you ask them to constantly do that, you could also ask yourself to improve your leadership style, right? That wouldn’t be too much to ask, and the fact is that when people see that you act differently that can be a good motivator for the organization to do the same. Concentrate on the processes, ask people relevant questions around the processes to understand how the KPI is affected. Therein lies the secret to success.

Johan Majlov, CEO Lean Dimensions International


Hey CXO stop being so predictable

We get a lot of questions about metrics, different types of metrics to use, and in this case, I want to talk about what good metrics are is for lean implementation of our lean model. What is a good metrics? I think asking that question is a bit too simplified because there are no standard metrics is that I think you can take off the shelf for any company really.


How do you think then? What is the thought process around it? The way you need to think about metrics is basically starting with what is the vision? What are you trying to achieve with implementing a lean thinking, lean model, or lean implementation in general? Because it all starts with where you want to go and the work on the vision should not be underrated in any way because often we try to shortcut that by writing something down that’s important to something you should say when you write down visions.


I even heard some people talking about some type of online system that generates a vision for you. If you just enter some keywords. In the way, we think, it doesn’t make any sense because if you want to get people to buy into a future where they do work and where they must work differently, you need to make the… Give them a good reason and the best way of giving people a good reason is to include them in the reason.


Include the people who do the work in the vision. Then, from the vision, you build these different paths, of course, but to measure anything you measure speed towards the vision and the direction, and we use something called KPI for that, right? The key performance indicators.

But for this specific session, I want to talk about the importance of creating the vision and then the KPIs, not the other way around. In many businesses, they already have the KPIs and said this is the only thing we need to fulfil. In fact, our vision is to fulfil the KPIs. That doesn’t make a whole lot of sense I’m afraid and, that again is too simplified because there’s no reason for the people in your organization to buy into KPIs because it doesn’t mean much to them. What do you want to start with is to put as much census into your vision as possible? Get a real reason why people should be together with you in the future, which for me is the definition of vision. Start with that.

Find the metrics are for later. If you stay tuned on this channel here and #opex2, you can find more information about what good metrics will be after you’re set up the visions. I’m going to talk a little bit about that later, but if you follow us, you will get to know more about that for sure. And in this little session, I can’t stress the importance of vision, enough.

Johan Majlov, Founder and CEO Lean Dimensions International


Lean Implementation, Metrics, and Vision

I’m talking about how to lead during resistance to change. I was inspired by watching TV, honestly, all the protests going on in the world today, and I can’t help but thinking that the less you are a part of the change, the less you are a part of what’s going or have a decision in what’s happening, the more you want to resist.

It’s very common that the leaders/managers say to me “I have this idea that I want to get installed in our organization, but I need to get my people to think it’s their idea first” the base is that now they will like the idea. That, to me, is more manipulation and maybe not so sustainable over time. What we want instead is to include the people who do the work in the solution, which means that they create their own solutions. They all understand the solutions and will sustain them. People are less likely, much less even, to resist a change they are involved in. Maybe when you are facing resistance in change, it’s not the people you’re working with that is the problem, maybe it’s the process you’re using. The secret is to include the people in the solution, less resistance, much easier and they will care for it.

For the change/improvement to be giving you the right results there are more to it than to get ideas implemented. What you want to do over time is to reduce/eradicated your losses. The definition of a loss is “Everything outside of ideal”. Focusing on losses ensures you act on what’s is causing the lack of performance. Ideas is not necessarily focusing on better performance; how do you know if you don’t start by understanding the loss?

We’re building a process of change. A process that becomes the engine that keeps running and constantly build a momentum for the future. The process is built around the people in the organization, all of them, total unity. That’s what makes change processes work together with the focus on losses. This is The Game Changer…


Johan Majlov, Founder and CEO Lean Dimensions International


Lead don’t just Manage change