introduction to lean leadership masterclass by david brunt
DESCRIPTION
Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013TRANSCRIPT
www.leanuk.org
David Brunt
Lean Enterprise Academy Workshop
Introduction to Lean Leadership
Lean Enterprise Academy1
www.leanuk.org
PurposeHelp leaders develop organisational & individual capabilities to sustain and expand lean transformation.
“Introduction to Lean Leadership” Articulate and engage leaders in understanding
the fundamentals of lean thinking and lean transformation process, and their role in taking an organisation to the next level
Engage leaders in thinking about their business problem situation and their role in addressing it
2 Lean Enterprise Academy
www.leanuk.org
Reflect on org.’s efforts to implement lean -actions & results; Did results match expect’ions?What worked and what didn’t work? What did the organisation learn?
Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement
Identify gaps between the current state of the org’n & the desired state
Reflect on individual efforts to implement lean
Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving
Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader
3 Lean Enterprise Academy
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
Programme Flow
OUTCOMESReview your gap statements, both organisational & personal, & identify one critical gap in each category. Describe:What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
www.leanuk.org
Introductions & Expectations
Who you are Your role Where you are in your lean journey (how long have you
been at it?)
Justgettingstarted
Somepractice
Practicingfor
some timeThis workshop will have
been a success & made good use of my time if…
4 Lean Enterprise Academy
www.leanuk.org
Ground Rules to make today a Success
Learning requires openness Sharing requires confidentiality What’s said in this room remains in
this room
5 Lean Enterprise Academy
www.leanuk.org
Reflection:Organisational Improvement Journey
Facilitated discussion guided by questions: What is your organisation’s purpose? What do your customers want that you are not
currently able to provide? What does your organisation need to survive and
prosper? What is your current strategy? How are the goals of the organisation deployed?
Lean Enterprise Academy8
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Organisational ReflectionWhat is your organisation’s purpose?
What do your customers want that you are not currently able to provide?
What does your organisation need to survive and prosper?
What is your current strategy?
How are the goals of the organisation deployed?
9 Lean Enterprise Academy
www.leanuk.org
Lean Organisation: Defining the Target for
Organisational Development
Facilitated discussion guided by questions: Discussion about various strategies companies use
to grow Introduction to the Purpose-Process-People model
of the lean organisation
Lean Enterprise Academy10
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Time
Perf
orm
ance
Training – lean experts?Tools – menu kit?System – point kaizen?
Let’s Talk about Your Experience Applying Lean or Other Improvement
Methodologies…
11 Lean Enterprise Academy
www.leanuk.org
Time
Perf
orm
ance
How do we Take a Company to a New Level of Performance?
Question: What needs to change in order to move the entire organization to perform above the limit line?
12 Lean Enterprise Academy
www.leanuk.org
What Strategies Do Companies Use to Continue Growing and Improving?
Reorganizing
What problem(s) are we addressing with these solutions?
13 Lean Enterprise Academy
www.leanuk.org
Are the efforts Focused on the Right Problem(s)?
Lean Enterprise Academy14
Customer Delivery Value Stream
Your Company Your CustomerYourDelivery
Product orService
MeasurementsQuality
Customer satisfactionDelivery On time
Lead time, frequencyCost
SafetyMorale
Customer
www.leanuk.org15 Lean Enterprise Academy
Purpose
People Process• Horizontal flow of value at
the pull of the customer• Workplace Management
through standardization & Visualization
• Relentless elimination of waste, overburden and unevenness
• Lean Tools applied as appropriate
Employees:• Engaged and involved
in CI• Continuously solve
problems• Teamwork
Managers:• System thinkers• Problem solvers• Learners• Teachers/Coaches
Vision/ValuesTrue North
Line of SightStrategy Formulation and
Deployment
Lean Management System
PDCA A3 Thinking
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
www.leanuk.org
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
16 Lean Enterprise Academy
People Process• Horizontal flow of value at
the pull of the customer• Workplace Management
through standardization & Visualization
• Relentless elimination of waste, overburden and unevenness
• Lean Tools applied as appropriate
Employees:• Engaged and involved
in CI• Continuously solve
problems• Teamwork
Managers:• System thinkers• Problem solvers• Learners• Teachers/Coaches
The Lean Organization -Purpose
PDCA A3
Thinking
Vision/ValuesTrue North
Line of SightStrategy Formulation and
Deployment
Purpose
www.leanuk.org
Lean Vision & Values
5 Lean Thinking Principles Mutual respect and long-term
prosperity (employees, company, customer, community) “Customer first” focus Continuous Improvement (Kaizen) Never knowingly pass a defect to the
next process Problems are treasures Genchi Gembutsu (“go see for yourself”)Lean Enterprise Academy17
www.leanuk.org
True North
What it is A short phrase that
expresses the vision (hoshin)
It must have emotional impact
It must be accompanied by numerical targets
It must come out of our experience (visited customers,shopfloor, analysed data, SWOT, – grasp the situation)
It is a contract, not a wish list or marketing It expresses business needs that MUST be met; DRAWS people to action
Lean Enterprise Academy18
Purpose
CurrentPerformance
www.leanuk.org
Having a Line of Sight to the Company Goals
What is the ultimate goal of your work? Understand what makes
your job “value creating” to the company—does it relate to the company’s goals and key performance indicators (Quality, Safety, Productivity and Cost)?
Lean Enterprise Academy19
Responsibilities Purpose Guiding Goals Company’s Goal
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
Society
Economy
CompanyGroup
Self
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Strategy Formulation & Deployment
Lean Enterprise Academy20
Neede.g. FocusAlignment
Quick Response
1. Agreement on the “True North”The company’s strategic &
philosophical goal6. A3 Thinking – Thestorytelling
approach to planning
5. Deployment leaderconcept
4. Catchball – for focus
2. PDCA – the scientificmethod
3. Management process –comprising micro, annual
& macro PDCA cycles
www.leanuk.org21 Lean Enterprise Academy
Vision/ValuesTrue North
Line of SightStrategy Formulation and
Deployment
Purpose
PeopleEmployees:
• Engaged and involved in CI
• Continuously solve problems
• TeamworkManagers:
• System thinkers• Problem solvers
• Learners• Teachers/Coaches
Lean Organization -Process
PDCA A3
Thinking
Process• Horizontal flow of value at the pull
of the customer• Workplace Management through
Standardization & Visualization• Relentless elimination of waste,
overburden and unevenness• Lean Tools applied as appropriate
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
www.leanuk.org
Horizontal Flow of Value:Value Stream
22 Lean Enterprise Academy
www.leanuk.org
Workplace Management through Standardization & Visualization
When a Standard is created the foundation of a Process is present Awareness of Standard
(Expectation, Plan, Objective, Goal) by EVERYONE
Awareness of Actual Situation not meeting the Standard (Problem)
Elevation of Problem to increase visibility (no problems hidden) and provide Support
Combined effort to correct and improve
23 Lean Enterprise Academy
www.leanuk.org
Waste, Overburden & Un-evenness
Muri
Mura
Unreasonable burden on people or
machines…
Un-level workloads on people or machines...
Muda
24 Lean Enterprise Academy
www.leanuk.org
Lean Tools Tools of standardization (help
create standard in order to make problems visible) 5S, level scheduling, kanban system
Tool of analysis (used to understand the root causes of problems) VSM, spaghetti diagram, fishbone diagram
Tools of countermeasure (eliminate root causes) A3, PDCA
Tools of sustainability (help maintain standards) Visual mgmt, PDCA,
The role of tools is to support the implementation of concepts and effectively reveal and solve problems
25 Lean Enterprise Academy
www.leanuk.org26 Lean Enterprise Academy
Vision/ValuesTrue North
Line of SightStrategy
Formulation and Deployment
Purpose
Lean Organization -People
PDCA A3
Thinking
Process• Horizontal flow of value at the pull
of the customer• Workplace Management through
Standardization & Visualization• Relentless elimination of waste,
overburden and unevenness• Lean Tools applied as appropriate
People
• Engaged and involved in CI
• Continuously solve problems
• Teamwork
26
www.leanuk.org
The “People” Value Stream
Lean Enterprise Academy27
AttractSpec
AssessmentSelection
On Boarding
Aptitude
DevelopRoles
TrainingCoaching
O/D
Capable
EngageStandard work
Problem solvingProcess improvement
Identify w/ team
Perform
InspireEmbrace values
Community, familyEnvironment
Identify w/ company
Commitment
Commitment for Mutual Prosperity
Equitable Policies and Practices
Grow from WithinReward Teamwork
Hoshin Kanri(True North)
TeamProblem Solving
DesirableClean and Safe
WorkplaceVisual
CommunicationServant
Leadership
Respect for People and Continuous Process Improvement
InputsPhilosophy
ValuesPrinciples
XPS
OutputsCulture of continuous
improvement of customer value based
on XPS
PurposeLong Term Mutual
Prosperity
Human Resource Systems Management
Daily Process Management
Reinforce
Practice
PDC
A
www.leanuk.org28 Lean Enterprise Academy
Purpose
People Process• Horizontal flow of value at
the pull of the customer• Workplace Management
through standardization & Visualization
• Relentless elimination of waste, overburden and unevenness
• Lean Tools applied as appropriate
Employees:• Engaged and involved
in CI• Continuously solve
problems• Teamwork
Managers:• System thinkers• Problem solvers• Learners• Teachers/Coaches
Vision/ValuesTrue North
Line of SightStrategy Formulation and
Deployment
Lean Organisation –PDCA
PDCA A3 Thinking
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
www.leanuk.org
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
Value Stream
Strategic
Value Added/Gemba
John Shook
Problem Solving by Level
Lean Enterprise Academy29
www.leanuk.org30 Lean Enterprise Academy
www.leanuk.org
The A3 Tool as a Process for…
Problem Solving Proposing Improvements Standardizing Planning Reporting Reflection Project Management Change Management Alignment and Agreement Organizational Development Mentoring, coaching Developing people
All based on
31 Lean Enterprise Academy
www.leanuk.org
Reflect on org.’s efforts to implement lean -actions & results; Did results match expect’ions?What worked and what didn’t work? What did the organisation learn?
Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement
Identify gaps between the current state of the org’n & the desired state
Reflect on individual efforts to implement lean
Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving
Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader
32 Lean Enterprise Academy
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
Programme Flow
OUTCOMESReview your gap statements, both organisational & personal, & identify one critical gap in each category. Describe:What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
www.leanuk.org
Defining the GapOrganisational Lean Journey
Exercise: Define the organisation’s business gap(s) Identify gaps between the current state of the
organisation & the desired state
Lean Enterprise Academy33
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Reflection II:Leader’s Role in the
Organisational Transformation
Facilitated discussion guided by questions: What have YOU done as a leader that has made
a big impact on your business in the last X years? What worked and what didn’t work? Has the way you lead changed? What have you learned?
Lean Enterprise Academy34
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Individual ReflectionWhat have you done as a leader that has made a big impact on your business in the last year or two?
What role did lean play in your effort as a leader?
What worked?
What didn’t work?
What did you learn and what have you changed as a leader? What can you do that you couldn’t do before? What capabilities do you have now?
35 Lean Enterprise Academy
www.leanuk.org
Lean Leadership:Defining the Leader’s Role in the Organisational Transformation
Facilitated discussion guided by questions: Understand the key roles, mindsets, behaviours &
assumptions of lean leaders that support the development of a sustainable culture of problem solving
Lean Enterprise Academy36
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
The Lean Leadership Landscape
37 Lean Enterprise Academy
www.leanuk.org
Lean Leadership Landscape
38
Lean Leadership
5 PrinciplesAlign people & process to purpose
Purpose
People Process
PDCA A3
Thinking
Ohno:Waste (O/P)Flow & PullGenchi GenbutsuData/Facts
Minoura:“T”PS = “Thinking” Production System
Cho:Go seeAsk why?Show respect
Uchikawa: No problem is problem
WeberDruckerBurnsSengePetersCoveyCollinsScheinetc.
Influence of other
management thinkers
9. Grow leaders10. Develop people12. Go & see13. Decisions slowly14. Learning org.
etc.
Eiji: It ismuda towave your flag and have no one follow.
Lean Enterprise Academy
www.leanuk.org
The Role of Leadership in Implementing Lean
Design and support processesthat provide value to customers - value streams
Develop people to take personalresponsibility for solving problems
Set alignment around the vision
39 Lean Enterprise Academy
www.leanuk.org
In other Words:Lean Leaders do Two Things
Get each person to take initiative to solve problems and improve his or her job
Ensure that each persons’ job is aligned to provide value for the customer and prosperity for the company
Ref: John Shook – Lean Leadership
Get the work done and Develop Your People- at the SAME TIME!
40 Lean Enterprise Academy
www.leanuk.org
Three Keys to Lean Leadership
Ask “Why?”Use the technique daily
Show RespectRespect your people
“Go See”Management must spend timeon the front lines
41 Lean Enterprise Academy
www.leanuk.org
The Engine that DrivesLean Leadership: PDCA
Grasp the Situation
42 Lean Enterprise Academy
www.leanuk.org
How do you Build aCulture of PDCA?
Robust Problem Solving is What Makes the Organization Successful
Problems are a good thing Make abnormal from normal
visible right now Helps workers do their jobs well Helps workers know when to ask
for help Helps managers know what
questions to ask
Live and teach PDCA –frequent and complete cycles of reflective learning
Involve everyone in problem solving
43 Lean Enterprise Academy
www.leanuk.org
A Difficult Struggle at the Mid-managementand First Line Supervisory Level
FRONT LINES
SENIORMANAGEMENT
MIDDLEMANAGEMENT
MUST PROVIDE VISION AND INCENTIVE
MUST “DO”
MUST LEAD THE ACTUAL OPERATIONAL CHANGE
Likes the involvement
Likes the results
Wants to be successful
Role ImpactProblem:MURA & MURI
Muri: overburdenMura: variationMuda: waste
Problem:MURA & MURI
Problem:MUDA
Ref: John Shook
Basic problem to solve at different levels of the enterprise
Lean Enterprise Academy44
PDCA Tool:Policy Management
PDCA Tool:VSM or A3
PDCA Tool:Standardised Work
www.leanuk.org
Problem Solving Focus by Level
45
Problem:MURA & MURI
Problem:MURA & MURI
Problem:MUDA
PDCA Tool:Policy Management
PDCA Tool:VSM or A3
PDCA Tool:Standardised Work
Lean Enterprise Academy
www.leanuk.org46 Lean Enterprise Academy
www.leanuk.org
Current State
PDC
A
PDC
A
PDC
A
GtS
Tools
NEXT FUTURE STATE
Future-State Vision
Tools
Tools
GtS
GtS
Lean Leadership
Lean Enterprise Academy47
Design & support processesthat provide value to customers - value streams
Develop people to takepersonal responsibilityfor solving problems
Set alignment aroundthe vision
www.leanuk.org
Result-oriented
Fragmented Thinking
Command & ControlDefensive
Knower’s
• Focused on the final result, not on the problem solving
process
• Fragmented actions • Lack of organization
wide strategy• Silos
Assumptions of Leaders that Drive Continuous Improvement
Lean Enterprise Academy48
Means-oriented
Systems thinking
Disturb & RespondInternalize
Learner
Focused on the means to achieve great results
Processes and people are aligned to
achieve organizational goals
Run small experiments on the system
• Take personal responsibility• No blame environment
Let’s Identify the problem and solve it together
Transformational Leadership Program ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
www.leanuk.org
• Metrics and status reports are the primary management tool• Deferring to the person of
highest rank
Result-oriented
Fragmented Thinking
Command & ControlDefensive
Knower
• Focused on the final result, not on the problem
solving process
• Fragmented actions • Lack of organization-
wide strategy• Silos
• Failure is not allowed• Employees feel the need to justify their
actions• Someone else caused
the problem• Rationalization of data
• Blanket solutions• Use of CI specialists to solve
organizational problems • Not building capability of
others• Missing opportunities for
learning
Unquestioned Assumptions of Leaders that Drive Complexity
Lean Enterprise Academy49
Transformational Leadership Program ® Copyright 2009 Lean Enterprise Institute, Inc. All rights
reserved.
www.leanuk.org
Defining the GapLean Leadership Journey
Exercise: Identify gaps between your current roles,
mindsets, behaviours & assumptions & those of a lean leader
Lean Enterprise Academy50
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Reflect on org.’s efforts to implement lean -actions & results; Did results match expect’ions?What worked and what didn’t work? What did the organisation learn?
Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement
Identify gaps between the current state of the org’n & the desired state
Reflect on individual efforts to implement lean
Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving
Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader
52 Lean Enterprise Academy
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
Programme Flow
OUTCOMESReview your gap statements, both organisational & personal, & identify one critical gap in each category. Describe:What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
www.leanuk.org
Closing Organisational and Personal Gaps
Assess the gaps between where things are now and where they should be for the following: Your major customer delivery stream Your organization’s approach to problem solving Your approach to developing/supporting problem solving capability
(Refer to the questions on “Define the gaps for leadership”) For each category (customer delivery stream, problem
solving method, leadership approach to developing problem solving capability), complete a Problem Situation Form.
Lean Enterprise Academy53
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
www.leanuk.org
Problem Situation
Lean Enterprise Academy54
What I Know – the Problem How to Confirm
What I Need to Know How to Learn it
www.leanuk.org
Closing Organisational and Personal Gaps
“Homework”: Select one problem from those that you identified as gaps on
the organisational side and go to the gemba to better understand it. Use the form below to capture your learning
How did your leadership behaviour affect the problem?Lean Enterprise Academy55
Reflection
Learn/ Target condition Gap Reflection
Learn Target
ConditionGap
How to close leadership & org.
gaps?
ORGANISATIONAL LEAN JOURNEY
INDIVIDUAL ROLES OF LEADERS
What do I know about the problem?
How do I know it?
What do I need to know? How can I learn it?
www.leanuk.org
David Brunt
Lean Enterprise Academy Workshop
Introduction to Lean Leadership
56 Lean Enterprise Academy
www.leanuk.org
Defining the Business Gap(s)Appendix
Introduction to Lean Leadership
Lean Enterprise Academy57
www.leanuk.org
Organisational Lean Gap
Identify gaps between the current state of your organisation and the desired state
Use your initial reflections and discussions as a guide
Record your “gaps” on the following sheets
Lean Enterprise Academy58
www.leanuk.org
Rating – Key ValuesHow would you score the predominant values in your unit?
Lean Enterprise Academy59
Conventional C2 C1 L1 L2 Lean1 Adversarial (company,
employees, customers)Mutual respect (company employees, customers)
2 “Profit first” focus “Customer first” focus
3 Reactive fire-fighting, limited root cause analysis, problems re-occur
Every employee actively pursuing continuous improvement daily
4 Reliance on inspection catch defects before they reach customer
Never knowingly pass a defect to the next process
5 Problems are hidden. Blaming starts if they are uncovered.
Problems are treasures. Praise the messenger.
6 Reliance on intuition to decide solutions.
Go see, ask why, show respect to develop problem solvers.
www.leanuk.org
Rating – True NorthHow would you score true north in your unit?
Lean Enterprise Academy60
Conventional C2 C1 L1 L2 Lean1 Many scattered targets Few focussed targets
2 Not measured, or measures drive counter-lean behaviour.
Measures focus on improving the process
3 It is a wish list It is a contract to be fulfilled, expressing business needs that must be met
4 Not understood or valued by people
Motivates people to ACTION
5 Biased to company goals to detriment of customer or employee goals
Creates wins for all stakeholders.
www.leanuk.org
Rating – Line of SightHow would you score line of sight in your unit?
Lean Enterprise Academy61
Conventional C2 C1 L1 L2 Lean1 People have no idea how their
activities relate to company goals
People understand precisely how their activities help achieve company goals
2 Progress against goals is not transparent
Progress is tracked visually in the workplace
www.leanuk.org
Rating – Strategy FormulationHow would you score strategy formulation in your unit?
Lean Enterprise Academy62
Conventional C2 C1 L1 L2 Lean1 Assumes strategy will work as
plannedFocussed on quick response to problems
2 “True North” dictated from the top
Develop & alignment of strategy through many levels using “catchball”
3 Based on Plan Do, Do, Do Embodies PDCA and is constantly evolving.
4 Based on annual financial budget cycles
Based on achieving True North objectives through learning
www.leanuk.org
Rating – Lean ProcessesHow would you score lean processes in your unit?
Lean Enterprise Academy63
Conventional C2 C1 L1 L2 Lean1 People operate in disconnected
departments, with sub-optimisation common
Horizontal flow of value across org. to customer understood & managed
2 Waste, overburden & variation leads to frequent workarounds.
The flow of work is continually improved by eliminating waste, overburden and variation
3 Produce as much as possible and stockpile
Pace of work synchronised with customer requirements
4 Long lead times accepted as “the result of the system”
Focus on constant reduction in lead time
5 We may have some standards for how the work is done, but not sure if they are followed
Standard Work is owned, followed and continually improved by the work teams.
6 Deviations from standard reported weekly or monthly
Out-of standard state visible in real time, work teams respond rapidly to problems.
7 We carry on with broken processes until there is time to fix them
We stop the process to fix the problem in real time
8 Improvements are prioritised “top down” and implemented by specialists
People are engaged in improvement at many levels using structured methods
www.leanuk.org
Discussion – PeopleHow would you score treatment of people in your unit?
Lean Enterprise Academy64
Conventional C2 C1 L1 L2 Lean1 Failure not allowed.
Need to justify actions.Someone else caused the problem.
Take personal responsibility.“No blame/no excuse” environment
2 Only specialists solve problems, because it’s a complex process
Everybody is trained in, uses, and learns from the PDCA approach
3 Specialists develop better ways of working
Everybody takes the initiative in improving the way they work
4 Leaders manage by the numbers
Leaders focus on the process to achieve great results
5 Leaders are “directors” Leaders are mentors
www.leanuk.org
Defining the Individual Gap(s)
Appendix
Introduction to Lean Leadership
Lean Enterprise Academy65
www.leanuk.org
Individual Role Gap
Identify gaps between your current roles, mindsets, behaviors and assumptions and those of a lean leader
Use your initial reflections and discussions as a guide
Record your “gaps” on the following sheets
Lean Enterprise Academy66
www.leanuk.org
Rating – Your AssumptionsHow would you honestly score your own assumptions?
Lean Enterprise Academy67
Conventional C2 C1 L1 L2 Lean1 Improvements to work are best
developed by experts in continuous improvement techniques.
The people who do the work know it best and are the most capable of making improvements to it
2 Most employees need to be told exactly what to do and how to do it
All employees should be respected for their ability to think and take responsibility
3 I make plans within my level of competence and expect them to work. If there is a problem I get into trouble-shooting mode.
I assume that plans never work as intended, and that we need the capability to react immediately & systematically when they don’t
4 Problems are often caused by other people/departments
Problems occur because the processes we use are imperfect
www.leanuk.org
Rating – Your MindsetHow would you honestly describe your personal mindset?
Lean Enterprise Academy68
Conventional C2 C1 L1 L2 Lean
1 Do this! Leader = dictator.
What do you think? Leader= mentor.
2 Only “grunts” goto the shop floor.
Go and see for yourself.
3 We have certain standards. We are not sure where they are or if they are followed.
We have simple visual standards for everything of importance.
4 Do not halt production. Keep up the numbers.
Stop production so that it does not come to a standstill. Don’t send out rubbish.
5 Do not be caught with a problem on your hands.
Make problems visible
6 Experts solve problems using complex methods.
Everyone solves problems using simple methods
www.leanuk.org
Rating – Your RolesHow do you view your role in your job?
Lean Enterprise Academy69
Conventional C2 C1 L1 L2 Lean1 I concentrate on doing my allotted
tasks to meet my personal KPIs and checking that my subordinates are doing the same
I take responsibility for finding solutions to problems affecting the organisation’s ability to satisfy the customer
2 I concentrate on doing my allotted tasks to meet my personal KPIs and allocating tasks to my subordinates
My main role is to develop my subordinates so they can solve problems that prevent us meeting customer requirements
3 I focus on planning and implementing changes that I have developed
I teach my subordinates the PDCA approach by example
4 I check the MIS daily to see whether we met our targets yesterday
I visit daily the place where the work is done to check whether any employees or supervisors are having difficulty performing their standard work
5 One of my main roles is trouble-shooting. People call on me to be decisive in crises.
I develop standard work for my own activities to ensure I can fit in the essential tasks and as an example to others
6 I solve problems that my people bring to me.
I develop the problem solving skills of my people
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Rating – Your BehaviourHow would you honestly describe your behaviour in your job?
Lean Enterprise Academy70
Conventional C2 C1 L1 L2 Lean1 Do what I have decided Follow me – we’ll work on this
together
2 When I can spare the time I get out of my office to show the flag. I delegate authority to my people to fix any problems
I spend most of my time where the work is done, to understand the detail, identify all types of waste, & mentor my people in systematic problem solving approaches
3 I focus on planning and implementing changes that I have developed
I teach my subordinates the PDCA approach by example
4 I check the MIS daily to see whether we met our targets yesterday
I visit daily the place where the work is done to check whether any employees or supervisors are having difficulty performing their standard work
5 If there are problems I ask people to tell me about them so I can tell them the solution.
I coach people by asking questions which prompt them to ensure that they really do “grasp the situation”
6 I hold daily or weekly meetings in my office or conference room with all my reports, to check problems and plan action.
I attend daily “stand-up” meetings at visual display boards on the shop floor to see any problems in following the processes.
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Rating – Your Behaviour (continued)How would you honestly describe your behaviour in your job?
Lean Enterprise Academy71
Conventional C2 C1 L1 L2 Lean7 In dealing with problems I
decide solutions based on my previous experience, or on the advice of experts.
In dealing with problems, I follow a standard process to gain consensus from stakeholders about what the problem is, the root causes, the proposed countermeasures, and how to check the effectiveness
8 I answer questions I ask questions