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Leadersights for the Future
©2017 D. Veech & Co. All rights reserved. 1
Lean Management Summit, 2017
David Veech
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Leadersights for the Future
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change...
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…faster
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Leadersights for the Future
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…busier
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…excessive consumption ©2017 D. Veech & Co. All rights reserved. 7
Leadersights for the Future
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…fewer resources ©2017 D. Veech & Co. All rights reserved. 8
…a precarious environment
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Leadersights for the Future
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…people
rising up
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Fresh
Water
Energy
Food
Supply
Climate Change Ozone Hole
Biodiversity
Landfills
Super Size Me
Outsourcing
NIMBY
Endocrine
Disrupters
Terrorism,
Insurgencies
Riots, Protests
Soil
Erosion
Ocean
Pollution
Financial
Collapses
Health
Care
Swirling
Complexity &
Constant
Change
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Leadersights for the Future
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Leadersights for the Future
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Lean is a people
oriented that
enables success by
constantly creating
greater value
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Leadersights for the Future
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Defiance
Compliance
Involvement
Excitement
Engagement
Discretionary Effort Minimal Effort
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Leadersights for the Future
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Leadersights for the Future
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Leadersights for the Future
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Leadersights for the Future
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•Define values and behavior skills
•Build standardized work for those skills
•Leaders teach leaders the standardized work
•Measure leader behavior skills
•Improve/Coach
•Repeat
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Frequency SWElement Owner TargetedSkills/Behavior DesiredOutcomes ReviewCycle
Daily
Encouraging BeaApier E;H;SP;L
Makecontactandtalktoevery
teammembereveryday M
Teaching&Coaching WarrenPeace T:L;Q Buildthinkinganddoingskils
Correcting AnnThracks CO;CH;H;Q Ensurepropertechniques
Short-IntervalChecking ImaWalker CH;GS;CF;Q Understandwhat'sgoingoninthe
1x Processgembawalk business,knowwheretoprovide
2x Problemsolvinggembawalk additionalresources
AttendTeamHuddle(rotating) HowardI.Know L;CU;R Bepresentanduseful
Administration ChrisAnthemum GS;CE;H;SP Stayontopofthings
2-3x/week
ScheduledListeningTime EileenDover L;SP;E;H Buildbetterrelationships Q
Customerrelationshipmgt MayFlowers CF;CE;SP Buildbetterrelationships
Weekly
GoalSetting/Challenging KenEiguther GS;CH;R;CF Achievehigherperformancelevels M/Q/A
Short-IntervalChecking BenRundabit CH;GS;CF;R;Q Understandinteractionsbetween Q
Systemgembawalk organizationalunits
Monthly
ConnectingandAttracting SarahTonin CE;CF;L;SP Attractandretainthebesttalent Q/A
BehaviorCodes: Humility(H) Encouraging(E) Listening(L)
Challenging(CH) Teaching/Developing(T) GoalSetting(GS)
Supporting(SP) Curiosity(CU) Rewarding(R)
Correcting(CO) Questioning(Q) ShowingConfidence(CF)
ShowingCertainty(CE)
Figure8-13LSWCadenceBoard©2017 D. Veech & Co. All rights reserved. 25
Leadersights for the Future
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Frequency Frequency Frequency
Frequency FrequencyContinuousImprovement/ProcessImprovement RegularReportingRequirements
LeaderStandardizedWorkDevelopmentWorksheet
OutcomesResponsiblefor: BusinessProcessesResponsibleFor: LeadersorFunctionsResponsiblefor:
Frequency SWElement Owner TargetedSkills/Behavior DesiredOutcomes ReviewCycle
Daily
Encouraging BeaApier E;H;SP;L
Makecontactandtalktoevery
teammembereveryday M
Teaching&Coaching WarrenPeace T:L;Q Buildthinkinganddoingskils
Correcting AnnThracks CO;CH;H;Q Ensurepropertechniques
Short-IntervalChecking ImaWalker CH;GS;CF;Q Understandwhat'sgoingoninthe
1x Processgembawalk business,knowwheretoprovide
2x Problemsolvinggembawalk additionalresources
AttendTeamHuddle(rotating) HowardI.Know L;CU;R Bepresentanduseful
Administration ChrisAnthemum GS;CE;H;SP Stayontopofthings
2-3x/week
ScheduledListeningTime EileenDover L;SP;E;H Buildbetterrelationships Q
Customerrelationshipmgt MayFlowers CF;CE;SP Buildbetterrelationships
Weekly
GoalSetting/Challenging KenEiguther GS;CH;R;CF Achievehigherperformancelevels M/Q/A
Short-IntervalChecking BenRundabit CH;GS;CF;R;Q Understandinteractionsbetween Q
Systemgembawalk organizationalunits
Monthly
ConnectingandAttracting SarahTonin CE;CF;L;SP Attractandretainthebesttalent Q/A
BehaviorCodes: Humility(H) Encouraging(E) Listening(L)
Challenging(CH) Teaching/Developing(T) GoalSetting(GS)
Supporting(SP) Curiosity(CU) Rewarding(R)
Correcting(CO) Questioning(Q) ShowingConfidence(CF)
ShowingCertainty(CE)
Figure8-13LSWCadenceBoard©2017 D. Veech & Co. All rights reserved. 27
Leadersights for the Future
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Figure8-11LSW_Encourage
Title LSW_Encouraging Purpose
Frequency Daily-Multiple DesiredOutcome
Effective
Date 30-Apr-16 Reviewcadence
Encourage MajorSteps TargetDuration KeyPoints ReasonsWhy
1
Noticetheneedfor
encouragement <1minute
Theyaren'tachievingtheirgoals;Theyarenot
themselvesasyouknowthemtobe;Theyseem
distractedorsad.
Ongoingdiscouragementcanleadpeopletomistakesonthejob,
ormaypreventthemfromreportingadiscoveredproblem,or
preventthemfromsubmittinganimprovementidea.
2
Initiatethe
conversation 1-4minutes
Askthemafriendlybutopen-endedquestionthatwill
requireathoughtfulresponse."Hi,Bob.Canyoutellme
howthingsareworkingwellornotforyoutoday?'Avoid
pointingoutafailureorhowtheymaylook.
Youwillneedtounderstandwhattheyarereactingtosoyoucan
properlyencouragethem.
3 Listen 2-10minutes
Givethemyourundividedattention.Donotinterrupt.
Donotcriticizeorjudge.Justlisten. Showsyourespecttheirtime,feelings,andcontributions.
4 Affirm 1-4minutes
Letthemknowyou'veheardthemandunderstand.
Remindthemofthevaluetheybringtotheworkplace,
citingaspecificstrengthorpastsuccess.
Thiswillhelpthemtorememberthattheyhavebeensuccessful
beforeandtheycandoitagain.
5 Offerperspective 1-4minutes
Iftheyhavefocusedonnegativeoutcomesor
constraintsintheworkplace,offeraviewofthepositive
theycanconsider.Avoidgivingadviceorsolutions.
Simplyshareadifferentperspective.
Thiswillreducethelikelihoodthattheywillcontinueona
negativetrendtowarddepressionandperhapsgivethemhope
forthefuture.
6 OfferSupport 1-4minutes
Ratherthantellthemwhattheyshoulddoorwhatyou
candoforthem,askthemhowyoucanbestsupport
themintheirefforts.
Havingthemfocusonhowyoucanhelpwillreducethe
likelihoodthattheywillviewyoursuggestionsasjudgementalor
critical.
7
Returntoreconnect
withthemlaterinthe
day 2-4hours
Filename: LSW_Enc.xlsx Owner: HRD/CarolEvans Lastreview:8April2016
Tohelpleadersbuildbetterrelationshipswithpeopleintheworkplace
Buildtrustintheworkplaceformoreeffectivecommunicationofrequirements,feedback,problems,andideas.
Monthly:SecondFridayafterstandupmeeting
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Title Purpose
Frequency DesiredOutcome
Effective
Date Reviewcadence
Encourage Column1 Column2 Column3Column4Column5Column6Column7Column8Column9Column10Column11Column12Column13Column14Column15Column16Column17Column18Column19Column20Column21
C
ol
C
ol
Filename: LSW_Enc.xlsx Owner: HRD/CarolEvans Lastreview:8April2016
Figure8-12LSW_Encourage_OperationWorkStandardsSheet©2017 D. Veech & Co. All rights reserved. 29
Leadersights for the Future
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Title LSWDailySchedule Purpose Tohelpleadersmanagetheirtimeandleadtheirpeople.
Frequency Daily-Multiple DesiredOutcome AllrequiredtasksarecompletedEffectiveDate 30-Apr-16 Reviewcadence Weekly
Hour Event Reference Notes(Whatdidyoudiscovertoday?)
6:00–6:45
ShortIntervalChecking(Systemwalkthrough–Bird’sEye
View) LSW_SICSys
6:45–7:00 Buffer/Correcting/Coaching LSW_CO
7:00–7:15 HuddleatTeam1Board SW_TmHuddle
7:15–8:45
ShortIntervalChecking(Processwalkthrough–Fish’sEye
View) LSW_SICProcess
8:45–9:00 Buffer/Correcting/Coaching LSW_CO
9:00–9:30 MeetingatGroup2Board(LSWConnecting) SW_GroupHuddle
9:30–10:00 Buffer/DisseminateInfo/ProblemSolving
10:00–11:00 Admin–Email/phone/calendarmanagement
11:00–12:00
LunchwithTeam3(LSWEncouraging/LSWScheduled
Listening) LSW_E;LSW_SL
12:00–1:45
ShortIntervalChecking(ProblemSolving–Insect’sEye
View)(LSWIn-ProcessTeaching) LSW_SICProb
1:45–2:00 Buffer/Correcting/Coaching LSW_CO
2:00–2:45 Planningnext2daysschedule(LSWGoalSetting) LSW_DS
2:45–3:00 ShortIntervalChecking(LSWGoalSetting&Challenging) LSW_GS;CH;SICSys
Filename: LSW_DS.xlsx Owner: DwayneHisgob
Figure8-14LSWDailySchedule©2017 D. Veech & Co. All rights reserved. 30
A DIY 360° Weekly Activity
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Leadersights for the Future
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Figure8-15LSWSimpleCircleEvaluation
Leader'sName Leader'sRole InRoleSince_______
TargetedSkills/Behavior SpecificActionPlans
W1 W2 W3 W4 Best
Needs
Work YTD
Humility
Challenging
Supporting
Correcting
Encouraging
Teaching/Developing
Curiosity
Questioning
Listening
GoalSetting
Rewarding
ShowingConfidence
ShowingCertainty
1 2 3 4 5 6 7
NeedsWork OK Crushingit
SimpleCircleScoring
SimpleCircleEval
Sarah Tonin DevOps Jan 2017
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Figure8-15LSWSimpleCircleEvaluation
Leader'sName Leader'sRole InRoleSince_______
TargetedSkills/Behavior SpecificActionPlans
W1 W2 W3 W4 Best
Needs
Work YTD
Humility
Challenging
Supporting
Correcting
Encouraging
Teaching/Developing
Curiosity
Questioning
Listening
GoalSetting
Rewarding
ShowingConfidence
ShowingCertainty
1 2 3 4 5 6 7
NeedsWork OK Crushingit
SimpleCircleScoring
SimpleCircleEval
Sarah Tonin DevOps Jan 2017
6 7 6 7 7 7 6 5 4 4 3 6 3 5 3 4 4 4
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Leadersights for the Future
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Figure8-15LSWSimpleCircleEvaluation
Leader'sName Leader'sRole InRoleSince_______
TargetedSkills/Behavior SpecificActionPlans
W1 W2 W3 W4 Best
Needs
Work YTD
Humility
Challenging
Supporting
Correcting
Encouraging
Teaching/Developing
Curiosity
Questioning
Listening
GoalSetting
Rewarding
ShowingConfidence
ShowingCertainty
1 2 3 4 5 6 7
NeedsWork OK Crushingit
SimpleCircleScoring
SimpleCircleEval
3 gemba walks with Bob
3 gemba walks with Bob
Moonshine rotation in July
Sarah Tonin DevOps Jan 2017
6 7 6 7 7 7 6 5 4 4 3 6 3 5 3 4 4 4
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Trust
Intrinsic
Motivation
Ideas Initiative
Standardized
Work System
Suggestion
System
Satisfaction
Awareness
Responsibility
Meaning
Control
Self-Efficacy
Mastery Coaching
Learning
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Leadersights for the Future
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Master of Business
Operational Excellence
MBOE
Leadersights for the Future
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1. Demand for leaders in operational excellence driven by top performing organizations around the world. e.g., manufacturing, health care, financial services
2. Unique program that builds problem solving and leadership capabilities.
3. A win-win situation:
You - learn a set of skills, earn the credentials of a master’s degree in Operational Excellence and Lean Six Sigma certification.
Your Employer – benefits from the capstone project and gains a stronger employee who can deploy lean skills throughout the organization.
Why earn an MBOE Degree?
Why earn an MBOE Degree?
Eight Sessions Over One Year
Comprehensive and current in covering continuous improvement concepts
Ordered to promote learning
Each session builds on the last
Simulations and projects integrated to reinforce learning
Learning
Blending
Doing
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