l ean c ulture organizational readiness. y our t ime to r elax
TRANSCRIPT
LEAN CULTUREOrganizational Readiness
YOUR TIME TO RELAX
WHAT IS ORGANIZATIONAL CULTURE?
“The sum of habits people rely on to get things done. Culture also sums up things a member of a work group needs to know to comply with in order not to be seen as deviant by other members”-Creating a Lean Culture by David Mann
The way we do things around here!
SHARE…
What are some of the habits that describe your organization's culture?
QUESTIONS THAT HELP TO DEFINE CULTURE
What metrics tell task experts that they are
meeting expectations?
How often does management look at the status of work metrics?
Who is involved in process-improvement activities in this area?
What is the typical response when problems arise?
WHY….
….does culture need to change in a lean enterprise?
Not because lean is so difficult but because lean is so different.
CULTURES CONTRIBUTION TO LEAN
TRADITIONAL VERSUS LEAN CULTURE:PRIMARY BUSINESS
Product-centric strategy
Focus on exploiting economies of scale of stable product or service
Customer-focused strategy
Focus on identifying and exploiting shifts in competitive advantage
Traditional Lean
TRADITIONAL VERSUS LEAN CULTURE:ORGANIZATIONAL STRUCTURE
Hierarchical structure along functional lines
Encourage functional alignments and following orders
Inhibits information highlighting deviations
Flat, flexible organizations along line of value creation
Encourages individual initiative
Encourages flow of information that highlights deviations
Traditional Lean
TRADITIONAL VERSUS LEAN CULTURE:OPERATIONAL FRAMEWORK
Application of tools along division of labor
Follow orders Few problem-
solving skills
Application of tools assuming standardized work
Strength in problem identification, hypothesis generation, and experimentation
Traditional Lean
TRADITIONAL VERSUS LEAN CULTURE:WORK STATUS
Checked at end of shift
Checked by supervisor, higher level managers
Scrutinized monthly
Checked by team leaders several times per hour
Checked by supervisor four or more times per shift
Checked by Value Stream Manager once or twice per shift
All involved review previous day’s performance
Traditional Lean
TRADITIONAL VERSUS LEAN CULTURE:PROCESS IMPROVEMENT
Made by technical project teams
Changes must be specifically “chartered”
No changes between “official” projects
Routinely initiated by anybody, including task experts
Regular, structured vehicle encourages both input and involvement
Improvement occurs more or less all the time, continuously
Traditional Lean
MASS VERSUS LEAN CULTURE:PROBLEM SOLVING
Do whatever it takes to take care of today’s numbers
Work around the problem; just meet the daily/weekly/monthly goals
Record immediate circumstances of the miss, interruption or breakdown
Put temporary countermeasures in place
Assign tasks to eliminate root cause of problems
Traditional Lean
EVALUATE
Which characteristic represents the greatest gap in your organization between current culture and lean
culture?
Working with partners identify specific actions that might be taken to close the gap.
CULTURAL INERTIA
“A body in motion tends to stay in motion”
In what ways does culture tend to become self-sustaining within an organization?
What happens to those in the organization not following the norms of the culture?
What hints might this offer to changing culture?
REMEMBER…..
Just as a pig with lipstick is still a pig…
….an organization with a traditional culture using lean tools is still a
traditional organization.
QUESTIONS….
How many of you have quit smoking or another habit?
How many of you have quit only once?
Why were initial efforts defeated?
CONSIDER….
The same is true in changing habits of a traditional organization:
Breaking a habit implies sudden change, often with minimal or no support
Extinguishing a habit implies planned, paced change with ongoing support, and a clear new habit to replace the old habit
REMEMBER…
…..when problems arise or when confronting the first sign of trouble people will revert to old habits.
HABITS THAT ARE DIFFICULT TO EXTINGUISH
Focus primarily on department efficiency and performance metrics.
Look to lay blame or “find the guilty party” when errors occur or problems arise.
Discuss performance metrics primarily with peers or “up” the organization.
Require task experts to work within their job descriptions and strictly adhere to chain of command.
Work around today’s problem and let tomorrow take care of itself.
Leave improvement to experts instead of listening to task expert suggestions.
SHARE….
What is the most difficult habit for your organization to extinguish?
Why is this the case?
What habit needs to replace it?
How can change to new habit best be supported?
DEFINING A LEAN CULTURE
Maintaining an unrelenting focus on providing customer value
Adopting a philosophy of continuous, incremental improvement
Providing exactly what is needed at the right time, based on customer demand
Keeping things moving (flow)-in a value-added effective manner
Using techniques for reducing variation and waste
Respecting people Taking the long-term view
Lean Culture
SHARE….
….to what extent do these characteristics define your current
culture?
Lean Culture
LEAN CULTUREProcess Focus
Kahuna
Manager A Manager B Manager C Manager D
TRADITIONAL APPROACH
Kahuna
Manager A Manager B Manager C Manager D
SYSTEMS APPROACH
Process A
Process B
Process C
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)
Results are the focus, do what it takes
Managed by the pay or bonus system
Improvement is somebody else’s job, not mine
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Interdependent
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Interdependent “I’m part of a team
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Interdependent “I’m part of a team There’s defined
process and procedure for pretty much everything, follow the process
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS
Independent “Leave me alone” “We do whatever
it takes to get the job done, I know who to rely on in crunch time
“I define my own methods”
Interdependent “I’m part of a team There’s defined
process and procedure for pretty much everything, follow the process
Methods/procedures are standardized
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)
Results are the focus, do what it takes
Managed by the pay or bonus system
Improvement is somebody else’s job, not mine
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)
Results are the focus, do what it takes
Managed by the pay or bonus system
Improvement is somebody else’s job, not mine
Process focus is the key to consistent results
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)
Results are the focus, do what it takes
Managed by the pay or bonus system
Improvement is somebody else’s job, not mine
Process focus is the key to consistent results
Managed by expectations
Traditional Lean
TRADITIONAL VERSUS LEAN FOCUS (CONTINUED)
Results are the focus, do what it takes
Managed by the pay or bonus system
Improvement is somebody else’s job, not mine
Process focus is the key to consistent results
Managed by expectations
Improvement is everyone’s job
Traditional Lean
SHARE….
…..Where does your organization lie along the continuum? Why did you place the organization where you did?
Traditional Focus
Lean Focus
SOMETHING TO THINK ABOUT
Why all the focus on process with lean; after all isn’t it results that pays the bills?
Capability #1: Work is designed as a series of ongoing experiments that immediately reveal problems
Capability #2: Problems are addressed immediately through rapid experimentation
Capability #3: Solutions are disseminated adaptively through collaboration
Capability #4: People at all levels of the organization are taught to become experimentalists
CAPABILITIES OF LEAN
Source: Lean Hospitals, Mark Graban
Capability #1: Work is designed as a series of ongoing experiments that immediately reveal problems “Work is designed” means that work is not
random, inconsistent, or haphazard, but is standardized
Standard work does not mean carved in stone, instead it means best known method currently known with expectation for frequent changes
Problems and non-standard work becomes highly visible
CAPABILITIES OF LEAN
Source: Lean Hospitals, Mark Graban
Capability #2: Problems are addressed immediately through rapid experimentation Work arounds to mask the problems should
be discouraged When a problem is discovered it should be
addressed immediately, at the source A structured but simple approach (PDCA) is
used to quickly address the problem
CAPABILITIES OF LEAN
Source: Lean Hospitals, Mark Graban
Capability #3: Solutions are disseminated adaptively through collaboration Successful solutions in one unit must be
shared across the organization A mechanism for ongoing and rapid
collaboration needs to be created Collaboration can extend to other providers
CAPABILITIES OF LEAN
Source: Lean Hospitals, Mark Graban
Capability #4: People at all levels of the organization are taught to become experimentalists◦ Problems should be addressed and solved
at the lowest level of the organization possible
◦ Problem solving and team dynamic skills need to be developed
CAPABILITIES OF LEAN
Source: Lean Hospitals, Mark Graban
CONSIDER….
What actions could your organization take to overcome identified challenges to developing the lean capabilities in your organization?
ELEMENTS OF LEAN MANAGEMENT SYSTEM
Standard Work
Visual Controls
Daily Accountabilit
y
Discipline
DEFINITIONS
Value Stream: The flow of materials and information through a process to provide a product or service to a customer; including operations and equipment needed.
Value Stream Manager: In an organization structure designed most fully to reflect lean philosophy, all the support groups related to making a value stream operate would report on a solid line to Value Stream Manager.
Kahuna
Dept. A Dept. B Dept. C Manager D
VALUE STREAM APPROACH
Value Stream A
Value Stream B
Value Stream C
VSM A
VSM B
VSM C
Kahuna
Reception Registration Phlebotomy
VALUE STREAM APPROACH
Value Stream AVSM A
CREATE…
…an organizational chart for your organization that incorporates a Value Stream Manager
SHARE…
….your organizational chart that incorporates Value Stream Manager
….challenges to the concept of Value Stream Manager within your organization
LEAN CULTUREStandard Work for Leadership
Note: Slides in this section adapted from “Creating a Lean Culture” by David Mann
YOUR TIME TO RELAX
ROLE OF STANDARD WORK FOR LEADERSHIP
Standard Work
Standard work provides the structure and routine that shifts focus away from results only to an emphasis on process and results
Standard work for leadership models the behavior that is expected at task level
Helps organization highlight leaders seemingly unable to make the transition
As the engine driving lean management it is the single greatest leverage tool available
STANDARD WORK AT VARIOUS LEVELS
Team Leaders
Supervisors
Value Stream Manager
Facilities Manager
80%
50%
25%
10%
Leadership RoleStandard Work
Percentage
INTERLOCKING LEVELS OF LEADERSHIP
Standardized Lean Process
Lean Management System
Executive Standard Work
VSM Standard Work
Supervisor Standard Work
Team Leader Standard Work
Pit of instability, Backsliding, and Despair
A DUAL FOCUS
Misses to standard are elevated as improvement opportunities
Focus is on improvement, not blame
Results
Process
Improvement
LEADER STANDARD WORK
Team Leader: Standard work is based on maintaining output at takt time and ensuring that standard work is being followed in the process
Supervisor: Standard work is based on monitoring and supporting Team Leader in carrying out their responsibilities for standard work
Value Stream Manager: Standard work is based on monitoring and supporting the supervisor in following their standard work
Executive Level: Verify chain of standard work is being upheld and process is being supported for stability and improvement
DAILY AND PERIODIC STANDARD WORK
Team Leader: Once Daily- Check call ins, Adjust labor plan Lead team start-up meeting (5-10 minutes) Supervisor/Team Leader meeting (5-15
minutes) Gemba walk with Supervisor Supervisor/Team Leader meeting,
accountability and improvement (5-15 minutes)
Daily (weekly) continuous improvement meeting with team
Next day planning Labor plan Prep for start-up meeting
DAILY AND PERIODIC STANDARD WORK
Team Leader: Many Times Daily- Verify takt performance
Record reasons for variation Note and act on flow interruptions
Monitor standard work at each station Check compliance Reinforce, correct performance as needed
Revise standard work as needed
DAILY AND PERIODIC STANDARD WORK
Supervisor: Once Daily- Shift change coordination Daily administrative tasks Attend a Team Leader start-up meeting Lead Supervisor/Team Leader meeting (5-15
minutes) Misses, issues, improvements Daily task board due and new items
Attend weekly recurring facilities level meetings Gemba walk with Team Leaders one-on-one Verify sign off on takt performance Review status of other visuals
DAILY AND PERIODIC STANDARD WORK
Supervisor: Many Times Daily- Spot check standard work in each Team Leaders’
area Floor time (MWA)
DAILY AND PERIODIC STANDARD WORK
Value Stream Manager:Daily- Daily administrative tasks Night shift Gemba walk Lead value stream task/improvement
meeting (10-20 minutes) Daily Gemba walk with one Supervisor Formal audit of one area Attend weekly recurring facilities level
meetings
DAILY AND PERIODIC STANDARD WORK
Value Stream Manager: Many Times Daily- Spot-check sign off of takt time
performance Spot-check other visuals Spot-check standard work in each
department Floor time (MWA)
DAILY AND PERIODIC STANDARD WORK Executive: Daily (When Present)-
Review performance trend charts Spot-check takt time performance sign off and
other visuals Lead weekly performance/improvement
meetings Spot-review process and product improvement
work Verify leaders’ standard work Verify Team Leaders and Supervisors on floor
and why not? Gemba walk each VSM, staff manager weekly
Executive: Many Times Daily Floor time (MWA)
CHECKLISTS ASSIST IN…..
…..organizing standard leadership work
…..verifying standard work
…..documenting performance
CONSIDER…..
….how does this list of standard work differ from how leadership work gets done in your organizations?
….what are some of the obstacles to standard leadership work in your organizations?
GEMBA WALKS
Definition and Purpose: Literally “the real place”Gemba walks are a primary tool for teaching and reinforcing lean principles. The sensei and student walk together with the sensei asking what they see (or don’t see) as a way of getting them to see differently. Gemba walks often include follow up actions based on student’s insights gained during the walk.
Gemba walks focus on the coaching practice of asking, not telling
CONSIDER….
How might the Gemba walk be implemented in your organization?
How would it work?
How would it look?
PRACTICE TIME…..
Imagine a coaching opportunity in your work unit
Consider the series of questions that you might ask to yield the answer that contains the information you were attempting to communicate
Effective coaching involves thought transmission
LEAN CULTUREVisual Controls
Note: Slides in this section adapted from “Creating a Lean Culture” by David Mann
VISUAL CONTROLS…..
…..are the Litmus Test of a Lean Enterprise
Visual Controls
WHY…..
……visual controls?
Visual Controls
WHY…..
……visual controls?
Maintain process focus Expected versus actual
Waste, problems, and abnormal conditions become readily apparent to all
Highlights opportunities for improvement
VISUAL CONTROL REINFORCE LEAN CULTURE
Speed: no waste needing to look for information
Improvement: progress evident for all to see and to celebrate
Making problems apparent: pitch boards, andons
Involvement: establishes ownership of the numbers
Teamwork: making team work visible Standardization: keeping standards up to
date by locating in the workplace Responsiveness: requires quick response to
problemsSource: The Lean Toolbox by Bicheno and Holweg
VISUAL MANAGEMENT TRIANGLE
Seeing as a Group
• Service Delivery Status• Inventory Levels• Process Flow
Acting as a Group
• Consensus on Rules, Objectives and Standard Work
• Involvement in Improvement Activities
Knowing as a Group
• Delivery Commitments• Goals and Schedules• Management Rules• Standard Work
Source: Lean Production Simplified by Pascal Dennis
CONSIDER…..
…How well do task experts in your organization know:
If they are on schedule to takt time If the organization is making or losing
money Know status of improvement efforts Know service delivery performance Know status of projects Etcetera
TAKT TIME EXAMPLE
Outpatient Blood Draw
(8 hours x 60 min.) – (2 x 15 min.)
50 Blood Draws
= 450 min.50 Blood
Draws
= 9 min./Blood Draw
VISUAL CONTROL EXAMPLES
Pitch Tracking Chart or Board Customer (patient) Feedback Priority Board Daily Accountability Board A-3 Project Plan Cross-Training Matrix Suggestion System Idea Board Standard Work Methods and Updates 5S Responsibilities and Audit Results Company Financials
BRAINSTORM….
What types of visual controls might be incorporated in your lean enterprise?
Remember: gaps in the visual record or non-standard performance is addressed
in the Gemba walk
CONSIDER….
….Enterprise wide information systems may be a step backwards in terms of lean
MANUAL VISUAL VS. IT PROVIDED
Attribute Manual Visual IT Provided
Information Timeliness
Current as of last pitch
Current as of last report run
Information Accessibility
Available to all Available to those with computer
Information Precision
Not always, reporting periods may be missed
Absolutely, regardless of accuracy
Information Verification
Usually close by to facilitate verification
Usually remote and non-verifiable
Prompt Questions?
Yes, often asked and answered where posted
Usually only what is asked in report
Easy to Change?
Yes, easily changed or customized as needed
Not usually, usually requires IT or vendor
MANUAL VISUAL VS. IT PROVIDED (CONTINUED)
Attribute Manual Visual IT Provided
Intimidation Factor
Very low, as difficult as using crayons
Can be quite intimidating
Ownership Information is owned and resides in area
Information taken away and transformed
Information Availability
Only at point of origination
Throughout IT network-a definite strength
Computation Accuracy
Prone to human error Accuracy assured-a definite IT strength
Overhead required
Virtually none, pens and highlighters
Thousands, perhaps millions for equipment, departments, consultants, and troubleshooting
CONSIDER…..
…..how might data being currently supplied by IT be made more available to all in your organization?
…..how might needed information not currently being supplied by IT be supplied manually?
THINK ABOUT…..
…..what might be some traps involved in using visual controls in your organization?
DAILY ACCOUNTABILITY…..
Daily Accountabilit
y
YOUR TIME TO RELAX
RESULTS VERSUS LEAN FOCUS
Do whatever it takes to make targets
Did you meet the target?
Bureaucratic Lengthy, infrequent Results oriented Determine who’s to
blame
Maintain and improve process
What caused the problem?
Participative Daily Process oriented Determine root
cause of problem
Results Lean
SHARE…..
…..meeting strategy within your organization
Who meets?
Where do meetings take place?
How long does meeting last?
What is the content?
THREE-TIER MEETINGS
Tier 1: Brief meeting held at beginning of shift with team leader and team members
Tier 2: Supervisor meeting with team leaders and any dedicated support group representatives
Tier 3: Value Stream Manager or equivalent meeting with supervisors and support group representatives or staff members
CHARACTERISTICS OF LEAN MEETINGS
Brevity-Rarely more than 15 minutes
Posture-Standing up
Location-On or immediately adjacent to and not physically separate from where work gets done
Agenda and Content-Defined by the visual display board
3 “A”S OF LEAN MEETINGS
Assessment: Based on data captured on visual controls
Assignment: For corrective action and/or improvement
Accountability: For having completed previous day’s assignments
TIER ONE MEETINGS
Team Leader and Team Focus on today’s assignments and
things of note that day Updates yesterday’s performance and
actions for misses Summary of externally supported
projects Periodic topic specific (quality, 5S,
safety, etc.) Highly interactive with balanced
participation Uses “pull” communication to avoid
information dump
TIER TWO MEETINGS
Supervisor and Team Leaders Led by the supervisor Dual focus of running the business and
improving the business Review of summary performance data
for service, quality, safety, delivery, and cost as well as reasons for misses
Review of assignment status on visual task assignment board
TIER THREE MEETINGS
Value Stream Leader with Supervisors and Support Groups
Trend charts for service, quality, safety, delivery, and cost are reviewed
Improvement assignments are made based on evaluation of the tracking data
Due and overdue items are reviewed Support group assignments are made
directly by VSM without going through functional department head
MAINTAINING ASSIGNMENT ACCOUNTABILITY
Original due dates never change
BRAINSTORM…
…challenges to the three-tier meeting strategy
LEAN CULTUREDiscipline to Sustain a Lean Culture
Note: Slides in this section adapted from “Creating a Lean Culture” by David Mann
ELEMENTS OF LEAN MANAGEMENT SYSTEM
Standard Work
Visual Controls
Daily Accountabilit
y
Discipline
GEMBA WALKS
As a discipline used to sustain lean culture, Gemba walks help the organization to stay on “true north”-the pathway to perfection.
There is an old adage in business that says what gets measured gets done; Gemba walks suggest that what gets noticed gets done well and gets improved.
IN THE SHOES OF THE SENSEI: PROCESS FOCUS
Tracking charts showing expected and actual
Tracking charts initialed by supervisor twice daily
Reasons for misses noted on tracking chart
How are you doing hitting your goals?
How can you tell if daily and weekly tasks are getting done?
(Leader) What is the schedule for Gemba walks? What happens on typical walk?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: PROCESS IMPROVEMENT
Top 3-5 reasons for misses documented and visible
Summary project plans (A3s) for improvement posted and current
Employee suggestions and status and action is posted
What are the three biggest problems in the area?
How do you know these are the biggest problems?
How do you know work being done on these problems?
What is the method for task experts to make suggestions?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: PROCESS IMPROVEMENT (CONTINUED)
A visual daily task assignment and accountability process in use and current
How can task experts know that their suggestions are listened to?
(Leaders) What improvement activities are taking place in this department?
(Leaders) How do daily task assignments work here?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: LEADER AVAILABILITY
Team leaders on floor in process area nearly all the time and available to task experts
Supervisors on floor in process area
Response system to summon supervisor, team leader when needed
(Leaders) How many hours/day do you spend on the floor?
How do you contact team leader if you need them immediately?
How quickly is help available when there is an interruption team leader cannot address?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: LABOR PLANNING
Starting assignments and rotation displayed
Expected attendance chart up to date and displayed
Qualification matrix up to date and displayed
How can you tell who’s supposed to be here on any given day?
(Leaders) What do you do when there are call ins?
How do you handle job rotation here?
How can you tell who’s qualified to do which jobs in the area?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: STANDARD WORK
Task experts have and are following standard work
Standard work charts are posted and clearly visible at each station
Leader standard work is displayed day by day for up to a week
Show me the standard work for this operation. Does anyone ever monitor it?
(Leader) What’s your process for monitoring standard work, including frequency?
(Leaders) Do you use standard work? Let’s look at it for today.
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: COMMUNICATION
Daily shift meeting agenda is visible
Where applicable, information from other shifts is displayed
Team leaders’, supervisors’, value stream meetings occur daily
How often does your team meet as a group?
(Leaders) How do you know what you’ll cover in any given day’s start-up meeting?
(Leaders) What other daily meetings do you regularly attend?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: WORKPLACE ORGANIZATION
Weekly 5S audit and actions current and displayed
Cleaning routines and checklists visible and current
Clearly visible indicators of location and quantity for all objects in area
How do you keep track of housekeeping in this area? What standards are there for housekeeping?
(Of any object) What is this? How can you tell where it belongs?
How much material are you supposed to have? How can you tell?
What You Should SeeWhat People Should
Know
IN THE SHOES OF THE SENSEI: WORKPLACE ORGANIZATION (CONTINUED)
Signage or identified location for equipment, and materials
No clutter, dirt, or debris on floor, shelves, cabinet tops, under racks, etc.
All surfaces clean Cabinets, drawers
labeled and contents match labels
What are reorder points for any materials? What is the process for reordering?
What You Should SeeWhat People Should
Know
DIMENSIONS OF LEAN LEADERSHIP
Attribute Example Behavior
Passion for Lean
1. Passionate about potential for lean to make enterprise more successful and work more fulfilling
2. Willing to make changes in one’s own work, including using standard work
Disciplined Adherence to Process
1. Sets expectations, tracks actual and makes assignments as needed
2. Exhibits intense commitment to process focus, defining standard practices and adherence to them
Project Management Orientation
1. Able to identify needed changes based on daily process data and assign daily tasks leading to successful change implementation
2. Use explicitly defined visual processes to track and follow up on assignments and take appropriate corrective action
DIMENSIONS OF LEAN LEADERSHIP (CONT.)
Attribute Example Behavior
Lean Thinking 1. Serious about ongoing improvement based on goal of perfection
2. Sees with “kaizen eyes”3. Holds and coaches root cause orientation to
corrective action4. Has mastered process improvement and problem
solving methods and can lead others in the effort
Ownership 1. Thinks and talks about their areas as theirs to lead, set direction for, change, and improve
2. Eager to empower others to implement their ideas3. Acknowledges and celebrates improvements made
by others
DIMENSIONS OF LEAN LEADERSHIP (CONT.)
Attribute Example Behavior
Tension Between Applied and Technical
1. Understands and respects the details behind the elements of lean, such as flow, pull, and standardized work
2. Actively supports steps to upgrade performance and expose hidden impediments
3. Takes a “what can we do today” orientation to making change happen
Balanced Commitment to Production and Management Systems
1. Personally treats process focus as crucial to areas success; able to see waste and opportunity
2. Insists on compliance with requirements for visually tracking process performance and execution
3. Insists on analysis and appropriate, timely action on impediments to normal operation of process
DIMENSIONS OF LEAN LEADERSHIP (CONT.)
Attribute Example Behavior
Effective Relations with Support Groups
1. Understands roles, responsibilities, and expertise of support groups
2. Incorporates support groups appropriately in plans for improvement and response to problems
3. Makes expectations explicit for support group performance
Measure Process Separate from Results
1. Creates measures to frequently document process performance and misses
2. Establishes regular, frequent review of process misses and trends over time
3. Teaches and emphasizes cause analysis, root cause solutions, and connections with improved performance
THINK ABOUT…..
Which of the nine leadership attributes represent the greatest strength for your organization?
Which of the nine leadership attributes represent the greatest weakness for your organization?
NOW THINK ABOUT…..
Which of the nine leadership attributes represent the greatest strength for you personally?
Which of the nine leadership attributes represent the greatest weakness for you personally?
CONSIDER…..
…..What happens when a leaders expects perfection?
Consider the 75% rule of thumb and as improvement occurs lower the water to expose more rocks
HOT POTATO TIME
Share any insights, ideas, concerns, confusion or questions that you may have regarding implementing and sustaining a Lean culture
LEAN CULTUREProblem Solving
YOUR TIME TO RELAX
THINK ABOUT…..
…..how might an organization benefit from adopting a standard approach to problem solving
REMEMBER….
In a lean culture problems should be readily visible and viewed as opportunities for improvement
When sailing along too smoothly it may be time to lower the water and find the rocks
IS IT …..
A Problem
or
A Solution?
SAVE THE MEMORIAL
5 Y AS AN APPROACH TO ROOT CAUSE
Why?
Why?
Why?
Why?
Why?
PDCA CYCLE
Plan
Do
Check
Act
PDCA CYCLE
Plan
Do
Check
Act
• Specifically state problem• Describe current condition• Establish improvement goals• Determine root cause• Brainstorm possible solutions• Select best solution• Determine success measures
PDCA CYCLE
Plan
Do
Check
Act
• Implement solution, preferably on a small scale
• Be aware of unintended consequences
PDCA CYCLE
Plan
Do
Check
Act
• Measure results against goal• Were results better? The same? Worse?• Document any unintended consequences
PDCA CYCLE
Plan
Do
Check
Act• If better, standardize to hold the gains and
plan implementation on broader scale• If worse, abandon • If same, determine next solution to try• Identify future improvement opportunities
A-3 AND PDCAReport Theme:
Background
Current Condition
Goal
Root-Cause Analysis
Countermeasures
Effect Confirmation
Follow-up Actions
Plan Do, Check, Act
THREE-TIER APPROACH TO PROBLEM SOLVING
Duration Typical Focus How Managed
1-5 Days Fix an immediate problem, implement a simple improvement, simple cause analysis
Daily task assignment board; follow up at tier three meetings
6-30 Days
Problem solving process for more complex analysis, solution, and recommendation
Via one-page (A-3) visual project plan reviewed at weekly project review session
30-90 Days
Longer –term or more complex problems or opportunities
Via one-page (A-3) visual project plan reviewed at weekly project review session
QUESTIONS TO PONDER….
How is the three-tier approach to problem solving the same as or different from the way problems are currently solved in the organization?
What would be the greatest challenge to implementing the three-tier approach to problem solving in the organization?
What benefits might the organization realize from the three-tier approach to problem solving?
LEAN CULTUREThe Toyota Lean Culture Triangle
Note: Slides in this section adapted from “Lean Hospitals” by Mark Graban
LEAN CULTURE TRIANGLE
Human Developme
nt
Philosophical
ManagerialTe
chni
cal
LEAN CULTURE TRIANGLE
Human Developme
nt
What are the implications of placing Human Development in the center of the lean
culture?
LEAN CULTURE TRIANGLE
Human Developme
nt
Philosophical
The True NorthMissionVision ValuesLean “Fit”
“Base management decisions on long-term philosophy, even at the expense of short-term financial goals” Principle 1-The Toyota Way
LEAN CULTURE TRIANGLE
Human Developme
nt
Tech
nica
l
The Tools5SValue Stream MappingProcess MappingPoka YokePOUSKaizen
LEAN CULTURE TRIANGLE
Human Developme
nt
Managerial
The Management MindsetLeadership over managementDeveloping and sustaining trustEncouraging involvementEmpoweringData-based decision makingLong-term thinkingFair treatmentLean Sensei
CONSIDER…..
…..which side of the Toyota Lean Culture Triangle represents the greatest strength for your organization?
…..which side of the Toyota Lean Culture Triangle represents the greatest weakness for your organization?
…..what specific strategies could strengthen current organizational weakness?
LEAN CULTURE TRIANGLE
Human Developme
nt
Philosophical
ManagerialTe
chni
cal
Eliminate
Waste
Respect People
A REVIEW
PRACTICE
Reflect on your organization’s culture as it exists today compared to where it needs to transition to in order to sustain a lean enterprise.
Consider the single greatest issue in undertaking this transition.
Complete the left hand side (Plan) of A3 report.
Share through slice and dice.