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Stephen ParryAuthor of Sense and RespondSenior Partner at Lloyd Parry
[email protected] @leanvoices
All sources, influences, acknowledgements and reading lists can be found our blog at www.leanvoices.com
Three principles: People, People, People.Creating an adaptive, learning organisation.
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Agenda
• Changing perspectives.• What is a ‘Work‐Climate’ and why is it important
for the business and especially Lean and Agile Environments?
• Respect for people and a blame free environment.
• Moving from Mass‐production thinking to Lean Thinking.
• Measuring the Work‐Climate to see how Lean your organisation is.
• Short Lean‐Service case study and Work‐Climate change maps.
• References and Sources.
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Choice
Freedom
Power
Performance is a matter of people having
which is a matter of
with the Performance Measures
Leadership
Is your organisation a hindrance to employees, managers and customers? So how do we create an
Adaptive, Learning,Organisation?
to do what matters to serve the customers purpose
Role Design
Processes, Procedures and Methods
Climate
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Drive supp
ort services
Build trustwith
sup
pliers
Deeply und
erstan
d custom
er needs
Build trustwith
customers
SENSE what matters to customers
RESPONDAdapt, Improve, Innovate
People1.
Your clients and their customers
People2.
Your front‐line operation
People3.
Your support organisation
Lean‐Service requires a ‘Trust‐Strategy’ to create a different ‘Work‐Climate’ Extracts from Sense and Respond by Stephen Parry
Engaging Learning
LeadingImproving
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Transformation objective and expectation
Base-Line Current Performance
Perf
orm
ance
New performance falls short of expectations
Tools and Methods for improvement
Lean Work Climate Engaging andunderstanding
Learning and Sharing
Leading and Decision Making
Improving andChanging
WorkDesign Measurement Behaviour
Perspective
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In this context, ‘respect for people’ means understanding that all people have the ability
to learn and the right to be given opportunities to learn.
Managers helping employees freely choose how they solve
problems displays total respect.
There is a world of difference between helping people to see
and telling them they are blind.
We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will
want to learn and will actively seek more responsibility.
Most of all we must trust that people are capable of owning and solving their own problems
with a little bit of help.
From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry
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Respect for people, trust and a blame‐free environment
‘Blame is not for failure, but it is for failing to help‐out or to ask for help’
Jurgen Vig KnudstorpLEGO CEO
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Does the job design allow all staff to engage with customers and users?
To what extent can staff modify solutions without management permission?
Is everything forbidden unless permitted, or is everything permitted unless forbidden?
ENGAGING
™
WorkClimate
DeterminesPerformance
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Do staff routinely share business intelligence and improvement information with senior management?
What is the management focus? -employee utilisation, cost reduction and work intensification or, creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration?
LEARNING
™
WorkClimate
DeterminesPerformance
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Do Leaders foster a no-blame climate to surface problems for teams to work on?
Do leaders routinely spend time at the workplace solving front-line issues with the staff?
Do leaders pay more attention to efficiency-driven functional targets or end-to-end effectiveness at creating customer and user outcomes?
Who does the Leading? A few select people or most people?
LEADING
™
WorkClimate
DeterminesPerformance
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Good leaders at all levels reserve the right to be wrong and change their minds in the light of new
evidence. That's strength not a weakness.
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Do employees influence end-to-end business processes?
What influence does staff have to improve the measurement system?
What influence do employees have on improving products and services?
IMPROVING
™
WorkClimate
DeterminesPerformance
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Respectful
Collaboration
PerformanceManagement
And Measurement
Innovating ideas for customers
Sharing Intelligence with the team
Gathering customer intelligence data
Freedom and decision making
Employee influence on products and services
LeadershipCourage
V{tÄÄxÇz|Çz
How well we respond to customers
Sharing Intelligence Across the function
Sharing Intelligence with top/senior management
Employee influence on other functions
Employee influence on managing practices
Employee influence on end‐to‐end processes
Organisational Understanding
Trustworthiness VâáàÉÅxÜ câÜÑÉáx
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Climate Science: The questions being asked.
Improving
M Employee influence on products and services
N Employee influence on managing practices
O Employee influence on other functions
P Employee influence on end-to-end processes
Leading
I Performance management
J Adaptive leadership
K Responding to customer issues
L Implementing ideas to better serve customers
Engaging
A Freedom and decision making
B Customer facing activity
C Customer intelligence gathering
D Sharing intelligence with the team
Learning
E Organisational understanding
F Sharing intelligence across the function
G Sharing intelligence with other functions
H Sharing intelligence with top/senior management
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Weak Standard Excellent
Autonomy
Customer facing activity
Intelligence gathering
Sharing team intelligence
Excellent Standard WeakMass Production Work-ClimateEngaging
OrganisationalUnderstanding
Sharing intelligence within the function
Sharing intelligence with other functions
Sharing intelligence with senior managers
Learning
Lean Service Work-Climate
Two application development teams at the same company
Climetrics®
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Weak Standard Excellent
PerformanceManagement
Leadershipapproach
Responsiveness to customer issues
Implementing ideas to better serve customers
Excellent Standard WeakMass Production Work-ClimateLeading
Employee influence on improving service
Employee influence on work practices
Employee influence on other functions
Employee influence on end‐to‐end processes
Improving
Lean Service Work-Climate
Climetrics®
Two application development teams at the same company
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Putting together the Value Stream and Life Cycle
Server Management Value Life‐Cycle
Case Study
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Investigation Event: Value Life‐Cycle Analysis
Gather together a cross‐functional, cross hierarchical
team
Gather together all issues, pain‐points and symptoms
Experiment with different design options for full Value Life‐Cycle
Populate Lifecycle phases with work
activities
Identify the Data, Tools and Policies needed to carry out
activities
Define Life‐cycle stage KPI’s based on the ‘Golden‐Five
KPIs’
End‐to‐end cycle measurement against product
groups
Deep dive analysis on selected products
Identify current or potential activity
owners and duplication.
Identify on the map what’s missing and what's broken. (Red
Highlights)
Formulate action plan and initiate
WIP Analysis
Team interaction analysis
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Scheme for presenting a Value life‐cycle
•Life Cycle Phase: A high level group of related activities
•High Level Processes or activities that need to be completed within each phase of the business lifecycle.
•Organisational Areas: Identifying an organisational unit responsible for each activity area.
•Key Performance Indicators must be designed for each stage.
•Data or information required to carry out the activity.
•Source of Data for activities, Tools, reports, policy.
•Inputs and outputs required to other business processes
Phase of business processLife Cycle
High level process
Organisational areas responsible
KPIs Reqd. Not in place
Data or Info Reqd.
Data. Tools. Policy.
other dependent processes
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Life Cycle: Main stages identified with suggested KPI’sPlease note closed loop A‐A
Strategic approach
Management Standardssystems and tools
Service DefinitionService Design Resource and delivery planning
Serverrequest Sourcing commissioning Maintain operation Decommissioning
and disposal
BusinessProcess
PerformanceReview
A B
B A
Pre‐production phases
Production phases
Customer Survey
understand business need of key user groups
(business and IT outcomes)
measure security compliance total time to develop a new service resource utilization people and infrastructure Missing
total time from request to fulfilment
(mean/range)
Get IT right the first time (amount
of re‐work)
total time from request to contract
total time from contract to procurement
hardware delivery lead time by
vendor
number of issues raised for
performance review
total time from commissioning to handover availability
number and classification of tickets
number of change requests
by KUG
number of servers older than 4 years
Number of process exceptions
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Phase and related activities Pre‐ Production
strategic approach Management Standardssystems and tools
Service DefinitionService Design Resource and delivery planning
business strategy IT Operating strategy
service request & Problem
managementprocesses and
tools
security standards and tools
Patching AV
communication channel to customer, e.g. Workflow tool
Service Design Process incl. (business case)
translate customer needs to service (process) Service Catalog Customer
Engagement
Hardware standards Asset management tools and processes
KPI Definition and
measurement
New service implementation process
Resource Management
Capacity management
process and tools and infrastructure
Monitoring standards and tools operating system standards
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Phase and related activities Production
Server request Sourcing commissioning Maintain operation Performance review
Decommissioning and disposal
advisory service individual config and costing agreed contract configurationinfrastructure management integration
Server performance management
governance
Decommissioning
select source "order" sizing
physical /virtual deployment Quality Check and Handover Server maintenance
procurement Image deployment moves and changes disposal
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Making the pretence, reality and cost visible: ‘Your baby is ugly’
With acknowledgement to Landmark Education and the Landmark Forum
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Weak Standard Excellent
Autonomy
Customer facing activity
Intelligence gathering
Sharing team intelligence
Excellent Standard WeakMass Production Work-ClimateEngaging
OrganisationalUnderstanding
Sharing intelligence within the function
Sharing intelligence with other functions
Sharing intelligence with senior managers
Learning
Lean Service Work-Climate
Transformation objective Improvement objective ?
Global ICT and Applications Company B2B: Before and After
Climetrics®
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Weak Standard Excellent
PerformanceManagement
Leadershipapproach
Responsiveness to customer issues
Implementing ideas to better serve customers
Excellent Standard WeakMass Production Work-ClimateLeading
Employee influence on improving service
Employee influence on work practices
Employee influence on other functions
Employee influence on end‐to‐end processes
Improving
Lean Service Work-Climate
Transformation objective
Global ICT and Applications Company B2B: Before and After
Climetrics®
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Global ICT and Applications Company B2B: Before and After
Lean Work Climate Engaging andunderstanding
Learning and Sharing
Leading and Decision Making
Improving andChanging
WorkDesign Measurement Behaviour
Perspective
Climetrics®
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What does Lean‐Service mean for the organisation, leaders, managers and staff?
• Organisation.– Consider the measurement and governance
systems– More rigorous Continuous Improvement
structures– New operational performance measures– New operating model may be required– Work Design implications
• Leaders– Might be assigned to end‐to‐end
accountabilities for particular value creating activities.
– Encourage fail‐safe experimentation– Encourage more questioning from managers
and staff– Create a blame‐free culture– Have patience
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What does Lean‐Service mean for the organisation, leaders, managers and staff?
• Managers– Operational review processes– Visual Management– A3 thinking coaching– Performance review re‐focus– Promote a blame free culture.– Planning time for improvement– Encourage staff to question
• Staff– A3 thinking problem solving– Question, seek evidence– Learn a number of general Lean
improvement methods and role specific Lean methods
– Learn more about other functions and how they operate.
– Learn to trust management.
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Choice
Freedom
Power
Performance is a matter of people having
which is a matter of
with the Purpose and possibility
Leadership without position
Is your organisation a hindrance to employees, managers and customers?
Creating an Adaptive, Learning, Organisation.
Visualisation and Measurement
Willing contribution
Climate
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to do what matters to serve the customers purpose
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Useful References
Adaptive Enterprise by Stephan HaeckelLandmark Education and the Landmark Forum www.landmarkworldwide.com
The Essential Deming by Edward DemingFourth Generation Management by Brian L. JoinerThe Human Side of Enterprise by Douglas McGregor
Lean Solutions by James P. Womack and Daniel T. JonesLean Thinking by James P. Womack and Daniel T. Jones
The Machine that Changed the World by James P. Womack and Daniel T. JonesMaslow on Management by Abraham H. Maslow
Principles of Mass and Flow Production by Frank G. WoollardSystems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture by Jamshid Gharajedaghi
Toyota Production System by Taiichi OhnoUnderstanding Variation: The Key to Managing Chaos (2nd Edition) by Donald J. Wheeler
Freedom from Command and Control by John SeddonService Quality by Benjamin Schneider and Susan S. White
Sense and Respond: The Journey to Customer Purposeby Stephen Parry, Susan Barlow, and Mike Faulkner
www.lloydparry.com www.lloydparry.com/newsletter
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