the leadership principles necessary to start a lean ... · • starting a lean journey from scratch...
TRANSCRIPT
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The leadership principles necessary
to start a lean journey from scratch
Brent D. Timmerman
Chief Innovation Officer
Department of Families, Government of Manitoba
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Agenda
• Why?
• The context of the Manitoba Government Department of Families
• Introduction to the Three Spaces Model of Lean Transformation
– The Space of Trust
– The Space for Change
– The Space for Continuous Improvement
• Summary
• Results from the model
• Leading on the edge
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It’s called a Lean “journey” for a reason
The path is difficult. Change is challenging for people.
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The leader’s mindset is crucial
How leaders view their people is important.
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If you are the leader, what if the problem is
not your people?
What if the problem is you?
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Culture counts. Build it, shape it, sustain it.• Our Lean journey has never been
about simply pushing Lean tools
across the organization.
• It has always been about
changing the culture within the
Department of Families.
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What is the Manitoba Government
Department of Families?• Responsible for a wide range of social services and
programs across the province:
– Child and family services
– Employment income assistance (welfare)
– Adult and children’s disability programs
– Low-income rent assist
– Social Housing Rental Program
• A mix of service delivery by the department and by community-based partner organizations and agencies.
• One of the larger departments of the government.
• Annual budget of over $2 billion, and almost 2,000 civil servants across the province.
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Introduction to the Three Spaces Model
This model was developed based on our experiences starting a Lean journey from scratch.
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Adjusting The Leadership Environment
“It’s a terrible thing to look over your shoulder when
you are trying to lead and find nobody there.”
- Franklin Delano Roosevelt
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People become a product of their environment
It’s up to the leadership to
change the environment to
one that allows the people to
succeed.
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Every senior leader needs to have their own
personal reckoning
The lens through which you
choose to look at your
organization and the team has
a profound impact on how you
behave as a leader.
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McGregor’s Theories of X and Y
X doesn’t always mark the spot
Theory X says that people: Theory Y says that people:
Need close supervision Want independence in work
Will avoid work when possible Naturally want to work
Will avoid responsibility Seek responsibility
Desire only money Are motivated by self-fulfillment
Must be pushed to perform Will drive themselves to perform
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99% of people come to work every day
wanting to do a great job
When leaders choose to believe this, the effects on the staff can be transformational.
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You’ve got to “Model The Way.” Every day.
Senior leaders need to walk the talk.
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The real world is outside of your office
You must “go and see” to understand the perspectives of your people.
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Why isn’t the coach dressed to play?
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The team members probably
have better answers to the
process problems than their
leader.
They need to believe that their
ideas matter.
Leaders are more valuable as coaches than
as super-experts
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Someone on the team will drop the ball at
some point. Then what?
Be prepared to protect your people
from those above when mistakes
are made in good faith.
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Treat those relationships with respect.
You are building trust relationships between
leadership and the staff
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But you can’t fool the players...
You can fool the fans
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Setting the Stage for Positive Transformation
“The secret of CHANGE is to focus all of your energy
not on fighting the old, but on building the new.”
- Socrates
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Change is hard for people. Don’t
underestimate that.
If you’ve never studied
Organizational Change
Management theory, do it!
Prosci ADKAR model for Change Management
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Start by answering the “WHY?”
Fine-tune the “standard” Lean
terminology to use language
familiar to the team.
Take away the mystery. Give
awareness training to everyone.
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The best facilitators will be
your own people.
Staff helping their colleagues builds trust in the system.
Build capacity from within
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Get a pattern of simple wins going!
…and don’t forget to celebrate each
success with the staff!
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Keep me informed. I don’t like surprises.
One size does not fit all when it
comes to communication.
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Starting to measure things is its own culture
change journey
Your team will have fears at first. Change management is crucial.
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Metrics...just starting can help you get better!
The business learning from the evolution of KPIs can be monumental.
Revision 1
Revision 2 Revision 5
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Huddle Boards...part of the culture change
At first, it’s not important WHAT is on
the board, but it is important that
people see the team meeting around it.
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When you get the Change Space right, you
will know!
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Setting the stage for success for the Kaizen team and Facilitators in each Lean event
“Continuous Improvement is better
than delayed perfection.”
- Mark Twain
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Scope and Plan your C.I. Activities for success!
Be careful of the tendency to overshoot!
At first, your goal should be to get your team
a guaranteed win.
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Prepare for the personnel dynamics in Kaizens
Expecting any opposing perspectives
from some event participants?
Plan for it!
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Elimination of barriers
It’s the senior leader’s job to
find and remove these before
the Kaizen event.
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Post-Kaizen: when the work begins...
Be prepared to provide support
as needed to push action items
over the finish line!
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Wrap up
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The spaces are NOT phases...
They are NOT sequential
activities to check off a to-do
list.
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So, did this approach work?
• 2015 Employee
Engagement Survey
• 2013 Employee
Engagement Survey
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• Starting a Lean journey from
scratch is very different than
advancing a journey already in
progress:
– Culture first, tools second.
– The leaders shape the culture.
– Trust is crucial to an innovative
culture.
– Change management matters.
– Plan so that the team succeeds.
Leading on the Edge
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If you are the senior leader
And you want to change the culture of your team…
...ask yourself, are you willing to change first?
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Session No: TS/08
The leadership principles necessary to start a lean journey
from scratchBrent D. Timmerman
Department of Families, Government of Manitoba