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People in your organization, do they feel that they are empowered? Do you have a structure to it? Do you have a plan how to empower people or not?


I’m thinking a little bit about the experience that you get in the workplace, the things that happens to you. How often do people feel in your organization that they are really are in charge of what’s happening? What I mean with that is that if a person doesn’t feel respected, listened to, appreciated and somewhat also being allowed to be accountable and responsible for what they do, it’s very hard to get the maximum of anyone.  Sometimes we make improvements way too complicated. If you go back to basics a little bit and think about what is needed in your organization, to make sure that people can perform?


First, they need to know what your strategy is, your overarching goals. They need to know their immediate goals themselves as well.


Surprisingly often people don’t know that. They need to have a way to find the information that they need.

You don’t have to serve them with information all the time, but obviously, people don’t know what I don’t know. Sometimes you need to make them aware. You also must make sure there’s a way for them to contact you, to discuss, to ask for help, to whatever they need to do when they need any sort of contact with you. You need to find a way where it’s obvious. So, people meet you once a week, once a day, whatever it could be.

You also need to make sure that the people are trained to do it. Just measuring them and saying that if I measure them, everything’s going to happen. We all know that doesn’t work.  You know, you need to make sure people have the capabilities. That’s a portion of trust. If you feel that you cannot trust the person or they, they feel more importantly that you don’t trust them or even worse, they don’t trust you. There is something you need to address. You need to sit down and have a discussion on that and establish some type of ground rules around it.


Then also the side of making a mistake. If people can’t make mistakes, they never going to do anything that is worth doing when it comes to improving.


It’s going to be more about adjustments than improvements. And they’re going to make sure that they don’t mess up. As soon as organization is worried about messing up, then that organization is not going to do a lot of dramatic steps forward. Obviously, people need to be awarded as well for the right things. If you have a strategy, you award people towards the strategy. If you have these things in place, you’re going to build them a very strong, empowered organization and empowered people who will be very happy coming to work. They also have a chance to grow as a person by being allowed to be responsible accountable for the work that they do. I think a lot of people needs to notice. And I think that there’s a trick to it. There are things you can do and things you shouldn’t do. I think that it’s not common knowledge for people in the industry. Let people know and let them think about these topics themselves.


Johan Majlov, CEO Lean Dimensions International



The empowerment journey

A few years ago, I was a goalkeeper in a sport called handball, it’s an international sport. It doesn’t necessarily exist in the US, but it does internationally. It’s an Olympic sport. It’s amazing. It’s very fast paced sport and shaped my future. It is a team sport and the goalkeeper is very much on point, which is obvious since there’s only one person in the game. I enjoy it and I would say I was reasonably good at it. When I was 15 years old I was asked to be a part of the senior team and the guys that were a little bit older than me, most of them anyways, I had a few guys in my age really, talented guys.

The starting goalkeeper was very talented and a very nice man. He was so focused and a successful business man today. As a team, we travelled around, we had something like six hours to go to one game, same back of course in a bus. I was sitting on the bench being the backup guy and didn’t play anything basically. One day he (the starting goalkeeper) came over and he sat with me and he said, how do you feel traveling with the team? I said, um, well it’s nice to be a part of the team but of course I like to play more. He said, do you know why you’re not playing? I said, I guess is because you’re better than me. He said, yeah, because I’m better than you, but here’s the thing, if you want to get to be better than me. You need to practice more. You have to practice more than I do.

If you practice as much as I do then I will be better than you all the time and he continued, unfortunately, if I know you’re practicing more, I will also practice more. So then, you’re going to be number two anyway. I was thinking “where is he going with this” it makes no sense. He said, listen to this, the backup goalkeeper, often feel that they’re kind of not worth anything, they sit there the whole entire game just watching. The way you act in every practice and every preparation, everything you do to try to take my spot drives me to be better. The team that has the best backup goalkeeper will win the division. Don’t think you’re not important, you might be the most important player.

Hearing that from a senior guy when you’re 15 years old that was powerful for me. Then, every practice after that he was pushing me to be better. He gave me exercises, feedback, everything you can imagine so I can be better. I was thinking, why is he doing this, because I can take his place? Why would you do anything like this? Then I realized, and I’m sure you have already, he was pushing himself to be better, of course he did. He gave me everything he knew. While I was learning that he was learning something new, clever, I stole that idea from that day.

I love teaching and showing and sharing my knowledge with others and I believe if you hold on to your information, maybe to be unique and important for the organization, your knowledge will become old. Your value decreases since you’re not pushing yourself to learn new. If you do push yourself by sharing all the time, you become so valuable for the organization and for your own career as well because; guess what happens? By teaching others, you learn the content of the work or that theory you’re teaching people. You learn that better than anybody else. Sharing information is absolutely key for your own development, not only for others.

If you want to tap about how we can support your organization email me to set up a call, johan@askldi.com
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Johan Majlov, CEO Lean Dimensions International

Share, share, share to Grow

Here at Lean Dimensions International, we believe that IQ * EQ = Unity and Results. Oftentimes, when we talk about operational excellence (World Class Manufacturing (WCM), World Class Operations Management (WCOM), Lean Manufacturing, World Class Business Process, TPM, Supply Chain Excellence, etc), it can be difficult to understand how the entire system fits together. In our industries, engineers are often promoted into positions where they are tasked with implementing a continuous improvement project of some sort, and the risk is that engineers will often focus solely on the technical side of a project or issue, and forget the emotional side altogether.

It is crucial that organizations address both the technical and emotional aspects of projects and issues if they want to achieve excellent results. Companies that have successfully managed to address the emotional needs of their employees find that they are more likely to bond with the company’s mission, their system of operation, and the tasks at hand. When you think of Operational Excellence 2.0™ as a system, and not simply a set of tools, your employees will understand that you are asking them to buy into a way of living and acting while at work, and not simply picking and choosing from a box of helpful tools.


OpEx 2.0™ Model Explained

Just like a puzzle where the pieces fit together to create a beautiful picture, Operational Excellence 2.0™gives you the pieces you need to achieve your goals, keep your employees engaged, and create a system that reflects your organization’s mission. The image below illustrates the OpEx 2.0 model.

How Operational Excellence (OpEx) Functions

OpEx is a series of steps designed to guide organizations towards their ultimate goal. There are three crucial aspects of the OpEx model, Working on the Business , Ownership Transformation, and Working in the Business. Each of these sections directly impacts the others, and all three must be addressed if business owners wish to achieve operational excellence.


Working ON the Business

OpEx 2.0 gives you the opportunity to step back and look at the big picture to see if everything is progressing accordingly. Lean Dimensions International calls this “Working on the Business”.

The illustration above has three sides. The right side is called “working on the business”. This is about detaching yourself from the small details and examining the overall work processes to see if they are meeting your organization’s requirements. Sometimes the best way to truly understand what is going on in your business is to step back and observe everything that is going on.


OpEx 2.0 clarifies the direction

We work with your management team and/or steering committee and help them set a clear direction on where they want to go as a business. This will help the rest of your team understand where the project is headed and what tangible work products they will produce throughout the project.


What you leave behind matters

A crucial part of this process is understanding that you need to leave something in place that will bring your organization forward. Many organizations create smaller project teams to address specific aspects of the organization’s goals. These pillars may involve quality control, maintenance issues, engineering issues, etc. Each team can be in charge of a specific pillar and these pillars can all feed into your organization’s goals. It’s essential that your teams regularly meet, share information and findings, and understand how their efforts contribute to the overall goals of your organization.

OpEx-Ownership Transformation

At the bottom of the triangle, we have “ownership transformation”. This refers to the overall transformation that will take place, including cultural transformation and transactional transformation.

Through the OpEx process, project leaders will define how outputs should be handed to different teams in an organization while maintaining a degree of control and the integrity of the process. It is essential that processes are put in place that informs employees and project teams about the entire transformation process.

OpEx 2.0-Working In the Business

On the left side of the diagram, is what Lean Dimensions International calls “Working in the Business”. When you Work in the Business, you consistently use our Operational Excellence thought process every day at work to add time and reduce losses.


Time Inclusion

Through OpEx, we can show you how to add time or increase your company’s output without relying on overtime. Each and every person in your organization, from the CEO to your laborers, can find ways to increase their output during normal working hours.

Loss Reduction

Another thing businesses can do is reduce their losses. Losses can include anything that is less than ideal and they can significantly impact your organization. One of the key focuses of your project teams will be to identify and either eradicate or reduce losses.


Loss and Business Understanding

If businesses don’t know what their losses or shortcomings are, they truly don’t understand their business. Through OpEx, you will come to fully understand your business, be able to readily identify losses, and make a solid plan for reducing (or eliminating) them.


Performance Control System (PCS)

Our Performance Control System (PCS) helps businesses identify losses and effectively eliminate them so that they can achieve their output goals. PCS is not focused on the output, but rather on identifying and eliminating losses to achieve a specific output.

Through our performance control system, you will constantly identify and eliminate losses, every week of every month. You will analyze data to identify trends and ensure that your organization is moving in the right direction. Each week you will build upon the successes of the week before and identify new areas for improvement. When you work on your business, transform your ways of working, and work within your business, you’ll effectively build operational excellence. Your end product will be a world-class manufacturing operation that leverages lean thinking. That is the OpEx system.


OpEx 2.0 – a combination of brain and emotion

OpEx is based on two factors, brain and emotion. When you merge these two factors together, you can unify your staff to build a system together.

This is the Operational Excellence System, we call it “Operational Excellence 2.0” since we believe the heart has to be involved. When you bring logic and emotion together, your associates will understand that OpEx is a system, not a toolbox and they can work towards a common goal. “IQ * EQ = Unity”

If you’d like to learn more about how Operational Excellence 2.0™ can help your organization succeed, contact us to schedule a call with one of our consultants.


Operational Excellence 2.0 ™

In the past, I struggled to speak in front of people. It was a real struggle and I was very fortunate to break that mindset.

I meet people who feel that speaking in front of people might kill them. For them the fear is real and I totally understand that.

Here’s my story. I hope it inspires you.

I used to struggle terribly to speak in from of others. What about you. Here’s my story.

When customers ask me how I create visions I ket them know how I practice…they are always surprised.

How do you Practise dreaming? I use a surprising technique…what’s yours?

My customers (WCM, OpEx, Lean) often ask me what makes a good leader. For me a Manager is a person appointed by the company to manage people, systems or projects etc. a Leader is a person people choose to follow.
My answer might surprise you.

Why people choose to follow a leader