I agree that a CEO’s biggest problem is unlikely to be a messy office. But I do think that setting a good example is a key part of leadership. What if the CMO of a hospital didn’t wash his hands regularly? That’s a pretty minor thing — after all, he’s probably not operating on a regular basis — but it’s an important signal.

But even leaving the messy desk aside, what about other concepts, such as making work visible (a la Jon Miller’s white board experiment? See it here: http://is.gd/2oID7). Or creating standard work for himself to not only improve his own performance, but to show that there’s always room to think about improving the efficiency of how we work.

I think 5S applies best, and eliminates more waste, in shared workspaces.

Mark

I think other concepts like visual management and standardized work are great for a CEO.

Either way, we’re talking tools instead of talking about problems to solve, which is where I think the focus should be.

Very good point about tools vs. problems to solve. I hadn’t thought of that. It’s an important distinction, and I think I lose sight of that on occasion.

If I read Jamie’s post on LeanBlog correctly, one of the roles of the leader (CEO, VP, Mgr, Supervisor) is to pick up the tools without waiting for his team — though as you say, in order to solve a problem, not just for the hell of it.

I probably obsess too much about 5S, largely because it’s so visual. Feel free to us 5S as a symbol of any other lean tool: the key point is that they need to use them and live the, not just encourage others to do so.

I’ve been VERY encouraged lately by the number of hospital execs who have realized and said that “standardized work is for ALL levels of the organization.” Setting a good example AND being more effective.