Chanthy Leak

As a leader, particularly in Quality Management, understanding the full spectrum of challenges my team may face is crucial to fostering an environment where everyone can thrive. Today, I completed the “Secondary Trauma for Agency Staff” course through the Michigan Department of Health and Human Services. This builds on my ongoing efforts to become a more empathetic and responsive leader. In the high-pressure world of quality assurance and operations, it’s easy to focus solely on metrics and processes. However, true leadership goes beyond that. It’s about recognizing and addressing the human element—the stresses and secondary trauma that can impact performance, morale, and mental health. By applying what I’ve learned, I aim to enhance my leadership approach by creating a supportive space where my team feels both understood and empowered. This will not only improve team cohesion and performance but also reinforce the strong, people-centric culture needed for long-term success. #Leadership #QualityManagement #TraumaInformedCare #ContinuousImprovement #EmpathyInLeadership

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Interested in becoming a better manager? Check out this insightful article from Fast Company providing valuable tips on navigating the complexities of leadership and fostering a positive work environment.

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🌟I’m thrilled to share that I’ve successfully completed the A3 Problem Solving for Continuous Improvement course by Sam Yankelevitch. 🌟 In this course, I learned how to adopt the A3 process, a powerful problem-solving methodology. Here are some key takeaways: 📚 Role Clarification: Understanding the role of each stakeholder is crucial in addressing complex problems. 📚 Problem Identification: Quantifying and identifying the problem accurately is the first step toward effective solutions. 📚 Multiple Causes: When problems lack a single root cause, a cross-functional team approach helps identify multiple contributing factors. 📚 Brainstorming Countermeasures: We explored techniques to brainstorm and develop effective countermeasures. 📚 Action Planning: Creating an action plan that aligns with everyone’s agreement ensures successful implementation. 📚 Measuring Results: We discussed how to measure the impact of our solutions. 📚 Organizational Learning: Sharing lessons learned with the entire organization promotes continuous improvement. A3 isn’t just a tool—it’s a mindset that promotes continuous improvement. 🚀 If you’re interested in enhancing your problem-solving skills, I highly recommend this course.  Check it out: https://lnkd.in/gHReARn6 #continuousimprovement #a3 #ProblemSolving #LearningJourney

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What are some measures that you take to evaluate or increase your TQ (Trust Quotient)? Trust is the foundation of successful business relationships. From leadership and coaching relationships, to B2B and vendor partnerships, and between team members within the organization. https://lnkd.in/eUkk5dpf

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📢 New Article Published! 📢 I’m excited to share my recent article, now posted on our website, exploring the different types of die-cutting techniques we use at Custom Service Manufacturing LLC (CSM). In this article, we dive into the benefits of: Flat-Bed Die Cutting Kiss Cutting Waterjet Cutting Slitting Prototyping with Zund Machine Each technique is designed to deliver precision, efficiency, and cost-effectiveness for your business needs. If you're looking for expert die-cutting solutions or need advice on the best technique for your project, feel free to reach out! #Manufacturing #DieCutting #Precision #Innovation #CustomServiceManufacturing #Efficiency #CostSavings #Prototyping

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Such a critical investment for future of the company

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Quality Letter #44 – I Don’t Like Quality Assurance   Greetings to my colleagues that are a little annoyed when seeing a department name that creates false expectations. Quality be with you!   I don’t know about you, but I always cringe when I see an Organization Chart with the “Quality Assurance” department (I don’t mind the objective of assuring Quality, my problem is with the department name).   I have two reasons for my dislike of that title:   1.     Isn’t it pretentious to assume that a small group of people in a windowless office are to be tasked with the mission of assuring quality for the Company? -      If a Company really believes quality is a department’s responsibility, it can be an indication of how Quality is perceived. -      If a department that often represents maybe 2% of the organization could “assure quality” it would be a much simpler world, not the one where I live. -      I would much rather see “Quality Engineering”, or “Quality Systems”, or simply “Quality”.   2.     In the real-world Quality is a Risk Management business: -      It is Risk Management when you are selecting the control methods, as nobody has unlimited budgets and need to assess the priorities to decide the techniques to be used. -      It is Risk Management when someone comes with a deviation for a dimension that is 1µm out of specification. -      It is Risk Management when the process needs to use a different machine than the one that was originally validated. -      …   My predecessor in one of my previous jobs was a black & white Quality guy: “if it is out it is rejected”. -      While this may sound the most Quality oriented behavior, in reality it is not. -      The Organization would still make the judgement call. May it be the Plant Manager, Engineering, or the Production Leader that gets tired of involving Quality, just to hear a “no”. o I would rather be involved in the decision making and possibly identify ways of minimizing the risk (see “Quality Letter #34 – The Delivery Connection”), than to be left out completely.   Risk Management is key! Note: Based on the suggestions I have been receiving, I am considering the possibility of organizing my "Quality Letters" in a small book, just for the fun of it. Let's see.

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🎉 Thrilled to have the Seven Basic Quality Tools (7-QC) certification from #Alison! These tools are essential for identifying, analyzing, and solving quality-related challenges effectively. I’m excited to apply this knowledge in real-world scenarios and continue growing in the field of quality management and process optimization. #ContinuousLearning #QualityManagement #ProfessionalDevelopment #7QC #ProcessImprovement #ProfessionalGrowth

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Quality Letter #29 - Targets versus Pies in the Sky   Greetings to all who are tasked to meet targets that were defined without any logical criteria. Quality be with you!   As I select the topics for my “letters”, I am finding out that I have more pet peeves than I thought. Here is another one: -      Targets that are established illogically.   That is what I am calling a “Pie in the Sky”, which according to the dictionary is: -      An idiom that means “something that you hope will happen, but it is unlikely to happen”. -      It expresses “a longing for something wonderful that is probably unrealistic or impossible”.   While “Pie in the Sky” may be a good name for a pizza joint, it is not a good way to determine targets. Let’s be clear: -      I like targets. -      I believe they can provide direction, measure progress, hold accountability, and challenge a team to achieve higher results. -      But all that goes away when the number is illogical.   Let’s use an example here: -      New target for scrap: 0.8% (Why? Because I said so). -      If I am at 1.1%, that target will challenge me to find ways to reduce scrap and reach or exceed it. o Very hard (27% improvement), but I will develop a plan and work on it. -      If my current scrap is 5%, I am defeated before I start (84%!).   o Remember Quality Letter #8 (“A Plan or a Dream”)? -      If I cannot even formulate a plan to get from where I am to where I want to be, it is just a dream.   Before you give me an example where stretch targets may make sense, let me say it: -      There may be a few instances when this absurdly difficult target may make sense (not often, though) o Fine, but that will require a radical approach, that can only be applied in special circumstances, with appropriate resources.   If all my targets are virtually impossible to achieve, updating my resume and finding another job may be a more realistic approach.   If you are the one defining the targets: -      Have a clear criterion. -      Make the target challenging, but realistic. -      Provide guidance and resources for your team to achieve it.   Reality is key!

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Just finished the learning path “Become a Six Sigma Yellow Belt”! #businessprocessimprovement #yellowbelt #leansixsigma #businessanalysis #rootcauseanalysis

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Just finished the course “Six Sigma: White Belt” by Tina Agustiady! Check it out: https://lnkd.in/eMWbYcgf #sixsigma.

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Aptiv gives everyone a space to belong, regardless of who they are. Our Employee Resource Groups are key to strengthening this inclusive culture. Our ERG leaders met recently to align and strategize about how we are driving inclusion together. Learn more about how drive innovation through diversity and inclusion here: https://bit.ly/3xJLFkX #DiversityAndInclusion

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Just finished the course “Using Feedback to Drive Performance” by Madecraft and Amber Vanderburg! Check it out: https://lnkd.in/e3GePAsN #performancemanagement #constructivefeedback.

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On March 13th, 2008, I walked into Dana in St. Clair Michigan. I was a 23 year old kid with a pregnant fiance and a 4 year old step-daughter, who had no idea what life was going to be like. Today 9/30/2024, I and several others closed the plant, and walked out for the last time. In those 16+ years I have raised 4 children. I have made life long friends, some of which have become like family. I have met mentors who changed the way I saw the business world. I watched our plant grow out of nothing to be a flagship. I watched it get so full we had to turn away business. I watched it flourish. I watched it falter. I watched it die. Dana St. Clair made me the man that I am. I have been an operator, a team leader, a supervisor, a capacity planner, a senior materials planner, and an interim materials manager. I have become someone people rely on as a resource. I have created a personal brand people recognize. I have become someone that can look back on those 16+ years and be proud of who I am and what I've done. I have learned a lot in those 16+ years. What single defining trait stands out? What is the one thing that makes or breaks the the team? What tips the scale between success and failure? LEADERSHIP. Leadership determines everything. What is leadership? Leadership has the hard conversations, whether they knock you down or pull you up. Leadership recognizes that somebody ISN'T better than nobody. Leadership pays attention to when good, long term employees start to leave. Leadership makes you want to demand a higher standard from yourself. Leadership holds you and themselves accountable. Leadership admits when they made a mistake and uses the opportunity to improve. Leadership stands by you when you win and when you lose. Leadership expects nothing from you they wouldn't expect from themselves. Leadership does not have to ask you to follow them into battle, because you're already behind them ready to face the challenge together. I will miss my plant, but I'll do so knowing that my team fought for Dana St. Clair every day.

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Effective feedback isn’t just about what we say, but how we say it. The “how” shapes our team’s growth., engagement and trust. By focusing on constructive and respectful delivery, we made feedback a powerful tool for development. Let’s empower our teams with feedback that inspires!!

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Just finished the course “Peer Coaching for Leaders, Managers and Teams” by Sara Canaday! Check it out: https://lnkd.in/gdd9CtJj #peermentoring #coachingmentoring.

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When an employee fails, the company should reflect on its own role in that failure. It is the responsibility of the leadership to provide the tools, environment, and guidance necessary for success. Accountability should be shared, for it is within the company's power to shape the conditions under which its employees operate.

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Just finished the course “Removing Noise and Bias from Strategic Decision-Making” by Becki Saltzman! Check it out: https://lnkd.in/euEriaf6 #businessdecisionmaking.

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