leading improvement: the skills you need

Leading Improvement: The Skills You Need

Webinar

October 2, 2014

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We help clients in all industries deploy Lean management & achieve business performance improvement.

Teacher at University of California, San Diego

Author & Speaker: Karen Martin, President

The Karen Martin Group, Inc.

@karenmartinopex

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2013 Shingo Prize winner!

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Webinar Focus

1. Help deepen your understanding about: – What Lean actually is

– The full spectrum of mindsets and skills you need to function at top levels

2. Help you assess your current level of proficiency and recognize your blind spots.

3. Provide the means for you to develop a personal development plan.

© 2014 The Karen Martin Group, Inc. 5

Improvement Professionals’ Varied Roles

Role Primary

Focus Objective

Practitioner Doing

Results

Facilitator Leading others

in doing

Primary - results; Secondary - people

development

Coach Teaching

others how to do

Primary - people

development; Secondary - results


Improvement Facilitators Wear Many Hats


Know Thyself


Beware of The Dunning-Kruger Effect

The Outstanding Organization, p. 14

The Problem: Cognitive Bias • Most people lack the meta-cognitive

capacity to properly evaluate their own performance.

• “Blind spot”

Dual burden • Erroneous choices • Inability to recognize the problem

http://www.bitly.com/TOObk


Begin with the end in

mind Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People

http://www.amazon.com/gp/product/1451639619/ref=as_li_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=1451639619&linkCode=as2&tag=karmarass-20&linkId=P7KT5ZVAYSUKFLPN





What problem are we

trying to solve?


Problem = Gap between where you are and where you want or need to be

Level of proficiency with improvement knowledge & skills

You: Future State

You: Current State

Organizational Performance

PROBLEM

Target Condition

Current Condition

Hypothesized Root Causes for the “Proficiency Gap”

1.

naiveté


What is Lean?

• Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.


Common Misunderstandings About Lean

• Misunderstanding

– Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction.

• Fact

– Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.




– Lean is qualitative; Six Sigma is quantitative (data driven).

• Fact

– Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)




– Lean doesn’t rely on statistical tools.

• Fact

– Lean relies on using whatever you need to use to properly solve the problem at hand.




– Lean doesn’t rely on precise measurement.

• Fact

– Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)




– Lean is a method for improving processes.

• Fact

– Lean is an overarching business management approach that includes process improvement.




– Lean is a tool.

• Fact

– Lean is an overarching business management approach.



• Misunderstanding – Lean is events based (a series of mapping and rapid

improvement activities).

• Fact – Lean organizations have a strong culture of daily

improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.


Summary: Common Misunderstandings About Lean Category Misunderstanding Fact

Lean vs. Six Sigma Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction.

Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.

Lean is qualitative; Six Sigma is quantitative (data driven).

Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)

Measurement Lean doesn’t rely on statistical tools. Lean relies on using whatever you need to use to properly solve the problem at hand.

Lean doesn’t rely on precise measurement. Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)

Purpose Lean is a method for improving processes. Lean is an overarching business management approach that includes process improvement.

Lean is a tool. Lean is an overarching business management approach.

What Lean “Looks” Like

Lean is events based (a series of mapping and rapid improvement activities).

Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.


Why the Umbrella? And what do I mean by “overarching management approach”?


The Toyota Triangle

Philosophy

People

Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment

http://www.amazon.com/gp/product/1439870438/ref=as_li_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=1439870438&linkCode=as2&tag=karmarass-20&linkId=B6CBMH52CU73OGSC

http://www.sae.org/manufacturing/lean/column/leanjul01.htm


Karen’s Lean Management Triangle

Principles

People


Principles Practices

Tools

Lean Management


Principles • Customer-defined value & eight wastes • Value streams / value stream alignment • Flow & pull • Continuous improvement (kaizen); seek perfection • Visualize and solve problems • Humility • Respect for people • Total employee involvement


Practices

• Robust problem solving up, down and across the entire organization – Via detailed PDSA – plan, do, study, adjust

• Strategy deployment (hoshin kanri) • Go and see (Gemba) management • Consensus building (nemawashi) • Reflection (hansei) • Iterative continuous improvement • Visual management

© 2014 The Karen Martin Group, Inc.

Tools • Analysis

– Data analysis – Visually displaying data – Value stream mapping – Process mapping – Spaghetti diagrams – Root cause analysis

• Five why’s • Problem trees • Cause-and-effect

diagrams • Pareto charts

– Video – Documentation review – Interviews – Surveys

• Countermeasures – 5S – Batch size reduction – Changeover & setup reduction – Cross-training / multi-functional

workers – Cellular layout / co-location – Error proofing & quality at the

source – Load leveling / demand

smoothing – Pull systems (one piece flow,

Kanban systems, FIFO lanes) – Work balancing via takt time – Work standardization – Visual management

• Executing Improvement – Projects

– Just do it’s

– Kaizen Events

• Process Management – Key performance

indicators

– Process documentation

– Visual job aids

– Process flow charts

– Process ownership

– Process monitoring


“The Big Guns”: Analysis tools you should be aware of, know when you need them,

and have a resource you can turn to:

• ANOVA

• Control Charts

• Design of Experiments (DoE)

• Failure Mode Effects Analysis (FMEA)

• Hypothesis testing via F-tests and T-tests

• Scatter plots & regression analysis

• Standard deviation calculations

2. impatience

Developing Mastery Takes Time: 10,000 Hours

From The Outstanding Organization, p, 115.

http://www.bitly.com/TOObk

Countermeasures


You MUST Read

www.ksmartin.com/reading-list

http://www.ksmartin.com/reading-list




The Lean Classics: A Brilliant Beginning

1996 Little mention of

PDCA, leadership or culture

2004 Doesn’t address how Lean applies outside

of manufacturing

1999 No mention of tying value stream improvement to overall business strategy


You MUST

Be Coached

Deliberate practice, incorporating regular corrective coaching,

is the norm in music and sports.


We Need Improvement Apprenticeships!

Other Learning Options


Certificate vs. Certification Certificate Program

(attendance-based)

Certificate Program (assessment/demonstration-based)

Certification

Awarded by educational programs or recognized parties

Awarded by educational programs or recognized parties

Awarded by a standard-setting organization

Typically results in a physical certificate Typically results in a physical certificate Results in credentials; typically results in a designation to use after one’s name

High variation in course content & requirements

High variation in course content & requirements

Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills)

Is the end result; demonstrates attendance at a program

Is the end result; demonstrates knowledge of course content at a point in time

Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent

Information obtained from: • My thesis for my master’s degree in education (adult learning) • University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html

http://www.sph.umich.edu/distance/certificate_vs_certification.html




The Only Lean Certification


Buyer Beware: Very Little Lean


Buyer Beware:

Very Little Lean


Buyer Beware


Questions Before Investing in a Program

• What new knowledge and skills do I need to acquire?

• Will this program lead to the acquisition of the knowledge and skills?

• Is this the best way to acquire the knowledge and skills?

• What will I be able to do as a result of engaging in the program that I cannot do now?

• Is the program content validated by industry-recognized experts?

• How will my new knowledge and skills be assessed in order to earn the certificate?


Attend Workshops and Conferences


View and Attend Webinars & Online Learning


Read Blogs


Get on Social Media

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leading improvement: the skills you need

Business

improvement professionals

improvement facilitators

leading improvement

iterative improvement

effective people

lean management

cognitive biasmost people

common misunderstandings