Performance through Engagement

Welcome

“You can do anything if you put your mind to it!”

Most people will have used some very important lean

tools to create a change in their business.

They will have no doubt also found a lack of success

with trying to sustain this improvement.

The truth is any lean tools need a support structure to

achieve the success they can bring.

This support structure lies in the belief and ability

of your people.

between ordinary change and a Successful one

What’s the difference

Getting someone to become confident! This will only be

through a Learn by Doing approach.

This is where they will gain an experience, an

education! They will get the chance to learn for

themselves, and discover their own pitfalls.

And then together you can clarify and identify the right

way and better way for that individual.

A common failure with a continuous improvement

approach will be one that is inflexible to change.

But what do they gain an education in – Cultural

Change!

Can I improve their ability and belief

How

Because we’ve learnt the hard way…

We have spent many years researching and applying

different ways of working to identify how it can work for

everyone who isn’t the likes of Toyota.

Your approach to Continuous Improvement can be

just as good, if not better; if we build it together!

Should you listen?

Why

Continuous Improvement has been based on many things over

history and of course common sense.

There are elements that data back to the 1500s, when King

Henry III of France watches the Venice Arsenal build complete

galley ships in less than an hour using continuous flow

processes.

And of course lean manufacturing, which we commonly know as

being brought to the forefront by Toyota.

We are certainly not to forget the likes of the Ford Production

System also, that made strides with mass production.

But what do we take from this. Many people will have tried to

copy any of those who have done well. The likes of Honda and

Toyota were and still are copied heavily.

Continuous Improvement

Foreword

A reoccurring issue in plants is the “why doesn’t it work for us

when it does for Toyota?”

What you will find in this presentation is a result of studying for

many years the “how do you make work if your not Toyota etc”

One of the fundamental items you will discover is that you

have to have a bespoke system, that is designed around you

and not copied from someone else, a simply conclusion you

may say? Based on data of failures obviously not.

Herein you will find the brief identification of what you will

need to make Continuous Improvement successful in your

business.

The most fundamental reason for failure is because people

and businesses have wanted Continuous improvement or

Lean, and that’s it.

This often means as a result you have people and teams

and businesses implementing lean tools and techniques.

Which of course they have success with, and create change.

But they soon find them short-lived, they are never

sustainable. And as a result find themselves creating many

different ways of checking and enforcing what has already

been implemented.

Which often in itself drives people to being told what to do.

Which in turn diminishes cultural growth.

Essential

Culture

If you want to take it seriously you need to from the start,

aim to change your culture, that is more important than

continuous improvement alone. You could change your

culture and that only, and it be one that just focusses on one

objective, as an example say that of a greeting culture, and

all people do is greet everyone, hello etc.

The change you will get will become a more sustainable one

than if you were to just implement lean tools.

But of course for maximum benefits, ultimate customer

focus and operational excellence you must aim to

achieve a Culture of Continuous Improvement.

Once your vision, your aim and objectives are aligned to

achieving a Culture of Continuous Improvement (CIC), the

equation for achieving this is quite simple, it is the summation of

these two areas, Lean Fundamentals (LF) and Cultural Enablers

(CE).

LF + CE = CIC

You will in other material find the breakdown of Lean

Fundamentals; the most beneficial lean tools and techniques,

and the Cultural Enablers which have been designed to be a

result from using People Power; an education programme to

dramatically change the leaders, the people within your

organisation, so they can provide a cultural state for continuous

improvement sustainment.

Culture

Continuous Improvement

These two areas combined will provide a change in culture

to one that is continuously improving for great results.

We of course all have a culture in our business now, and we

want to mould that into one that aligns itself with your vision

for continuous improvement.

To identify whether you are achieving your vision the 6 Lean

Fundamentals and the 6 People Power elements have been

amalgamated into a matrix to identify how peoples

behaviour's have changed. The model is a 10 x 6 analysis of

the employees within your business.

10 categories and 6 Behavioural Competencies.

Find more herein.

Behavioural Competencies

Vision Lead from the Front Communication Inspire Worldwide

Solutions

Empowerement Operational Performance

Appraisal and Autonomy

Best PracticeCustomer

Focus

The 10 categories shown to the right are a

combination of the sub headed.

They are the educational areas on changing

people and changing processes.

The directional improvement in people and

all processes biased towards continuous

improvement methodology develops your

culture.

Lean Fundamentals and People Powers

Categories

Vision

Long term thinking

Lead from the Front

Leading and Managing people

Communication

Engagement and Awareness

Inspire

Stimulated Change

Worldwide Solutions

Problem Solving

Empowerment

Team working

Operational Performance

Equipment and workplace

effectiveness

Appraisal and Autonomy

People Development

Best Practice

Results drive and momentum

Customer Focus

Operational Excellence

Your people are then aiming to focus on these behavioural

competencies for each of the categories.

Each behavioural step upwards develops your business, and

advances towards achieving a culture change of continuous

improvement, this change is driven through the 6 factors

competencies.

The desired culture of continuous improvement is obviously

one where your chosen approach in all categories is one

that is Habitual.

Steps

Behavioural Change Behavioural Competencies

There is scoring criteria for each Category within each

Behavioural Competency, from Embryonic up to Habitual. In

total a scoring system comprised of 60 elements.

It can be identified how behaviour is changing and thus

how your culture change is developing.

How well are you achieving your vision?

Assessment

Each category and behaviour has scoring criteria for

observation, assessment and direction.

You will see below the example developed so far for Lead

from the Front.

How well are you achieving your vision?

Assessment

1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - HabitualLead from the Front (PP)

Team member, who may have supervisory responsibility

Monitoring performance against objectives

Acts as role model to team. Shapes team for optimum cultural effectiveness.

Leads a coaching and mentoring Continuous Improvement Culture.

Focuses organisation to support the Continuous Improvement Culture strategy of Every person, every process, everyday - improving.

Example of 10 x 6 matrix1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual

Customer Focus (Output PP & PFG)10

X X X X X X

Best Practise (Audit PFG)Delivering results/commitment to achieve9

X X X X X X

Appraisal + Autonomy (PP)Developing oneself and others8

X X X X X X

Operational Performance (OEE, SIR PFG) Equipment Effectiveness and Workplace Standard

X X X X X X

Empowerment (PP)Team working6

X X X X X X

Worldwide Solutions (PFG) Problem Solving5

X X X X X X

I nspire (PP)Continuous improvement and leading change. 4

X X X X X X

Communicate (PP) and (Comm Centre PFG)Engagement + Awareness3

X X X X X X

Vision (VSM PFG)Strategic thinking/depth and breadth of thinking2

X X X X X X

Lead from the Front (PP)Managing people1

X X X X X X

CONTINUOUS IMPROVEMENT CULTURE - BEHAVIOURAL COMPETENCY MATRIX

Cultural C

hange

Example Score Chart

ReportingCompetency Score

Training Score (0-4) 1 - Embryonic 2 - I nfancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual Total Score

Customer Focus (Output PP & PFG) 0 6 8.5

Best Practise (Audit PFG)Delivering

1 5 7

Appraisal + Autonomy (PP)Developing oneself and

2 4 5.5

Operational Performance (OEE, SIR PFG)

3 3 4

EmpowermentTeam working 4 1 0.5

Worldwide Solutions (PFG) Problem Solving

0 1 2.5

I nspire (PP)Continuous improvement and leading change.

1 3 5

Communicate (PP) and (Comm Centre PFG)Engagement + Awareness

2 4 5.5

Vision (VSM PFG)Strategic thinking/depth and breadth of thinking

3 5 6

Lead from the Front (PP)Managing people

4 6 6.5

Overall Score 30

16

Each individual can be scored based on their achievements to each of the statements.

The scoring also takes into consideration their current training. As a consequence of a trained person scoring lower than expected the scoring will highlight this with an extrapolated score vs. those who score higher with less training.

Briefly a person with less training will score higher if they achieve the same behavioural competency as someone who is trained more.

Progress

Reporting

Change, or Cultural Change

The choice is yours

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