We live in unprecedented times of job competition, when candidates who compete for available jobs often come from beyond local, regional, or even national borders.  The race does not always go to the highly titled, nor to the lowest salary expectation.  While academic degrees and specialized knowledge do serve their intended purpose in the competition for employment, employers are always on the lookout for people with job skills that don't come as part of the standard academic package -- the kind of skills that often don't appear on the résumé, but regularly appear in the letter of recommendation.

Among the key "soft skills" that top the list for employers are those which cannot be taught in schools:  dependability; self-motivation; discipline; discernment; discretion; trustworthiness; loyalty; attention to detail; the ability to prioritize and stay focused to attain a goal. Employers will tell you that these traits are becoming rarer, and are personal qualities that result from consistently applied actions of an individual -- qualities that become apparent to employers over time and are highly valued.  It takes no money to acquire these skills, but it does take determination and commitment to build them up.  The person who does so will shine brightly amidst a murky sea of employees who choose not to try.

A truly dynamic and well-rounded employee also possesses skills which can be enhanced through professional development courses:  the ability to communicate effectively; work well on a team; demonstrate leadership; actively resolve issues; mitigate conflict; provide excellent customer service; manage time and effort effectively; facilitate change; coach others; and offer new ideas.  In years past, employers regularly funded courses to build these characteristics broadly within their workforce, but economic times have forced many companies to drastically scale back their internal workforce development goals. The need is perhaps greater than ever, but the resources to meet that need have dwindled.  Individuals who choose to invest in their own professional development are ahead of the pack these days.

Employers do still offer training on a more limited basis to select individuals they employ, many by opting for training programs such as those offered by Clark College Corporate Education in company consortiums and customized courses which address specific skill gaps. Employees who are offered these special training opportunities by their managers, through courses that are strategically designed to develop certain job skills and promote their growth within a company, should embrace such opportunities with gusto, seeing them as an employer's vote of confidence in them during our age of scarce resources.

When was the last time you took action to enhance your value to employers?  Whether through personal commitment or educational programs, there has never been a better time to start shining.

Why are so many organizations choosing to go 'Lean'?  An enterprise that is Lean is competitive, effective, and better-positioned to endure shifting economic trends. Of course, there are no guarantees, but Lean methods eliminate waste in the workplace and add value to the customer, while creating an environment where frustration, fatigue and burn-out do not plague employees. 

What is Lean?  It's not a system that tells people how to do their jobs more effectively.  It is an approach to business process that allows individuals at all levels to play an active part in establishing a streamlined workflow. How things are accomplished in a Lean enterprise is controlled by the workers, which leads to greater job satisfaction and company loyalty. For the end customer, the optimal result is the highest quality products and services possible, with zero defects, delivered on-time at the best price possible.

How does this all happen?  Whether in a manufacturing plant or in an office, Lean thinking  labels any expenditure of time or resource as 'waste' if it does not add value for the end customer.  Thus, 'value' is defined as any action or process that a customer is willing to pay for.

One of the key elements of the Lean method is to examine all process activities in order to identify and categorize them as steps that add customer value (value) and steps that do not (waste). Value added steps are targeted for improvement.  Waste is divided into 'required, but non-value added' waste and 'pure' waste. Defining waste in this manner is critical to identifying and challenging the assumptions and beliefs behind current work processes. The objective is to minimize waste and create a flowing stream of value-add activity (value stream), using ongoing process refinements (kaizens) that fundamentally and continually transform every aspect of the organization.  A Lean enterprise delivers on-time, as expected, with quality and efficiency.

Going Lean isn't simple.  It requires a commitment from everyone at every level, and time to train in the method.  To go Lean requires a change of direction.  To become Lean requires a change in thinking.  To stay Lean and effective requires a coherent Lean strategy across the entire organization - not merely choosing certain areas to make "lean". 

The amazing success of Lean in manufacturing environments over the years has driven it into administrative offices.  Lean Manufacturing and Lean Office methods work across every aspect of any kind of enterprise.  The great news is that, once Lean thinking begins to take hold in an organization, it creates a momentum and enthusiasm that drives it onward and keeps it robust and alive.  The best news is that an organization that is end-to-end Lean is a well-oiled machine — and its customers are highly satisfied.