“Innovation doesn't come just from giving people incentives; it comes from creating environments where their ideas can connect.” Steven Johnson – Where good ideas come from.
HPM's first vision "To be a high performance/world class supplier consortium of independent suppliers of quality products and services who compete and win against the world's best."
HPM's vision 8 years later... "Leveraging learning for customer success."
What a difference 8 years between Dots make! Look closely at the Vision(s) above. Both were jointly developed 8 years apart by the initial twelve HPM member companies who united with the common purpose to “compete and win in the global market place now and in the future.” Both visions spelled out the ‘future desired state’ they were going to achieve.
Can you see the huge transformation in the collective thinking of these 12 companies after working together over 8 years? Certainly something had happened. Both visions evolved from the collaborative contributions of the same but very different heartbeats (alias companies) over the 8-year period.This ATJ issue will share some of the significant occurrences (or ‘Dots’) in its history that launched this consortium and some of the lessons learned along the way.
In ATJ Volume 1, Issue 4, we talked about the wisdom of the expression “Never look back.” While situations can be conjured up to justify this phrase, its credibility quickly dissolves upon deeper thought. I believe much wiser thinking lies in Steve Job’s quote, “You can’t connect the dots looking forward; you can only connect them looking backwards.” One ATJ reader emailed last week to ask, ‘How did the HPM Consortium movement REALLY start?’ The following shares some of the key ‘dots-of-significance’ in the movement's survival:
Looking back carefully to the late ‘80’s (before Lean) we see ‘dots of significance’ not appreciated before. Sure, people come together for all kinds of reasons and have for centuries. Some gather for social, political, or survival reasons while others unite with a problem-solving and improvement intent.
The HPM Consortium began circa 1990 and continues with careful intent 26 years later as have the HPS Consortium and many others in Canada, the U.S., Australia and Europe. But what was significant? What were the key ‘dots-of-significance’ that enabled the HPM consortium concept to spark so many consortia from North America to Australia?
One can ‘dot pick’ in so many ways. In this discussion, the significant dots we picked represented some of the most significant achievements that taught lessons or went so wildly right.
If you try this in your world, don’t be surprised if folks get excited about what the dots tell - all over again – especially when the dots reveal memories of trends and successes. In this issue we share some of what happened as we looked back… all in an effort to better see ahead.
This story is in line with Steve Job’s thinking about the need to look back to identify the “Dots” that brought you to where you are today to better prepare you for the future. In this true story there are so many Dots and, like anything which is organic in nature, they are so intertwined that a full analysis is hardly possible. See if the following few Dots make sense to you.
ATJ’s Vision To make a difference that matters. ATJ is committed to the first principle of lean and believes value is determined from the standpoint of the customer (our readers). Mission ATJ is a voluntary operation that respects, supports, and seeks input from all sources including our readers through an open trust-and-integrity based process that acknowledges all contributions, while always seeking to provide increasing value. Designed by: M&O Lean Communications 2016