willowtree advisors_denver lean summit_lean sustainability and knowledge transfer 9.30.2015

Lean Summit Lean Sustainability and Knowledge Transfer

September 30, 2015

Kathryn Douglass Rika Mead

Lean Summit 09.30.2015 Knowledge Transfer and Sustainability 4

Lean Program Best Practice Areas

Sustainability

Strategic Plan

Performance Budget

Employee Coaching and Training

Program Operation and Improvement

Customer Input and Impact Measurement

Program and Staff

Monitoring and Evaluation

The program will just run itself.

We don’t need a strategic plan - this is intuitive.

People don’t like to be monitored.

We are afraid to get customers involved; they

will slow us down.

We don’t have the staff to set up and manage a program.

It can’t be that hard.

We can set aside some leftover funds - perhaps $50k for the

whole program.

We will use a “train the trainer” approach.

We don’t have time or budget to connect everything, so we’ll just do a few projects and see what happens.

A communications plan is not needed – word of mouth will do

fine.

We’ll just train a few folks and they will be the change

agents.

Department Managers won’t get involved, so we’ll go

around them.

We don’t have a budget, so we’ll just do this on a shoestring.

Sustainability

“ People always ask, 'Is the change over, can we stop now?' You've got to tell them, 'No, it's just begun!'’

Jack Welch


Define Terms

Lean Sustainability

§  Sustainability is a state that can be

maintained indefinitely at a certain level.

§  A Sustainable Lean Environment is one that continually changes, while maintaining a state of self-monitoring and improvement.


The Expectation P

erfo

rman

ce

Time

Current State

Future State

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The Reality P

erfo

rman

ce

Time

Current State

Future State

Transition State

Vision

Actual with Sustainment

Actual without Sustainment


Sustainability - Philosophy

§  Build your program for sustainability from the start.

§  If you aren’t thinking about sustainability and change management when you begin, your program will struggle.

§  Sustainability is everyone’s responsibility.

§  Develop and evaluate leaders on how they help employees improve themselves, their services, and the process.

§  Encourage, recognize, motivate and celebrate success – every day.

.

§  You can’t sustain a mindset of improvement unless all the management systems form a solid basis, constant reminders and reward for continuous improvement efforts.

§  Build a safe working environment, characterized by trust, that enables every individual to effectively solve problems – without being dinged.

§  Enable cross-organizational collaboration and cooperation.

§  "Failures" can be as instructive, or more so, than "successes." Debrief both neutrally. Emphasize learn rather than blame.


Sustainability Framework

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•  Ensure organization’s strategy is clearly understood by all employees.

• Revisit strategy at least once per year, ensure linkage with all activities.

Strategy

Str

ateg

y

Gov

erna

nce

Ado

ptio

n

Dep

loym

ent

Governance •  Redesign and synch all management systems to

support organizational transformation and future state.

•  Revisit annually.

Adoption •  Implement training, coaching, reward and

incentives for all employees. • Remove old systems and processes to

encourage adoption of the new. • Monitor consistently and continuing.

•  Roll out scope incrementally and continuously. •  Carefully plan and monitor deployments;

measure and publish results. •  Celebrate successes, review and understand

failures.

Deployment

Sustainability Framework


Reinforcement

§  Make reinforcement meaningful

ü Apply to the person being recognized

ü Come from a respected source

ü Is relevant and valuable to the individual

•  Associate reinforcement with accomplishment.

•  Eliminate negative consequences.

•  Remove incentives to revert or stay stuck to old habits and methods.

•  Provide a sound foundation of governance and management systems.


Sustainability Ideas

§  Recognition:

•  Newsletters

•  Webpage

•  Announcements in local papers

•  Certifications

•  Parties & celebrations

•  Meetings with senior leader(s)

•  Promotions

§  Rewards:

•  Personal trips, business conferences

•  Time off

•  Money

•  Meaningful gifts


Sustainability Ideas, continued

§  Reinforcement:

•  Banners/graphics in work areas

•  Group working sessions involving multiple levels

•  Problem solving or brainstorming lunches

•  External speakers

•  Visits to other organizations

•  Customer & stakeholder involvement & feedback

•  Innovation encouragement

•  Communication from & with leaders

•  Leadership role modeling

•  Teamwork and team projects

•  Audits & performance measurement systems

•  Accountability systems

•  Mentors, coaches and champions


The Brain that Changes Itself: Roadmap to Sustainable Lean Transformation

§  70% - 90% of all change related initiatives will fail – resistance to change is a natural reaction

§  6 -10 months for brain to physically remap neural pathways *

§  35 - 40 repetitions to change old habits or develop new ones (longer for deeply ingrained behaviors) *

§  Cultural transformation requires:

Ø  Carefully planned enterprise-wide implementation strategy

Ø  Consistent coaching, encouragement, tracking, feedback, reward and repetition

* The Brain That Changes Itself by Dr. Norman Doidge


s

`

Dep

loym

ent

Ado

ptio

n G

over

nanc

e S

trat

egy

18-24 months+

Transformation Framework - Example JumpStart Traction Expand Sustain

•  Form VS teams •  Implement

governance structure •  Track & report

•  Assess and align •  Identify and

prioritize value streams

•  Define KPIs •  Determine mgmt

system changes

•  Conduct value stream analyses for 25%

•  Design infrastructure •  KPI/metrics •  Governance

structure •  Templates

•  Design approach •  Training •  Communication •  Change mgmt •  Sustainability

•  Conduct training •  Identify change agents

•  Complete training rollout

•  Monitor & encourage employee engagement & recognition

•  Conduct pilot •  Evaluate results •  Followup

•  Implement change management

•  Rollout comm, training

•  Engage change agents/mentors

•  Rollout Lean process to 25% of scope


•  Prepare staff for mgmt sys deployment


•  Rollout mgmt systems changes

•  Expand training & communication

•  Professional development

•  Increase mentoring & coaching

•  Conduct VSAs for 50%

•  Calibrate strategic alignment

•  Conduct VSAs for 100%

•  Review & renew

•  Expand VS teams •  Track & report

results •  Update program •  Update mgmt

systems

•  Expand VS teams •  Track & report

results •  Monitor

accountability

Program Management


Lean Program Best Practice Areas

Sustainability

Strategic Plan

Performance Budget

Employee Coaching and Training

Program Operation and Improvement

Customer Input and Impact Measurement

Program and Staff

Monitoring and Evaluation

Knowledge Transfer

“Several things must be done to move from Lean Six Sigma capacity to Lean Six Sigma culture. Knowledge transfer may

be the most important.”

Carey and McConnell - Knowledge Transfer is the Key to Lean Six Sigma Culture


Define Terms

Knowledge Transfer

§  Transferring knowledge from one part of the organization to another, or from one person to another.

§  Knowledge transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for future users.


Knowledge Transfer Philosophy

§  Keep knowledge repositories, handy reference guides, information resources.

§  Utilize coaches, sponsors, and champions.

§  Focus on skills acquisition. •  Classroom training is just one of many ways to

transfer knowledge.

•  Hands on, experiential learning and coaching is more effective than classroom training.

§  Classroom training is best as a supplement to hands on learning - not the other way around! •  Reserve classroom training for project

participants and champions.

•  Train “just in time” – don’t overwhelm participants with unnecessary training.

•  Create excitement around projects through access to formal training.


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Knowledge Transfer Framework

•  Attend the orientation and observe the methodologies.

Observe

Obs

erve

Par

tici

pate

Rep

eat O

wn

Participate

• Participate in the Value Stream Mapping and Focus events led by Lean experts.

Repeat • Repeat learning by leading portions of Focus events in conjunction with Lean expert.

• Attend formal training.

• Own the process; lead all Focus events with participation and/or review of Lean expert.

•  Attend in-depth formal training.

Own


Knowledge Transfer Ideas

§  Involve mentors, coaches and champions

§  Joint teamwork and projects with experienced leaders

§  Short, consumable videos accessible online (JIT)

§  Regular, short workshops/ “interval” training – specific to a topic, tool or problem, ex: “How do I …?”

§  Online self-tests and certifications

§  Speakers from other organizations

§  Discussion groups /panel discussions

§  Problem-solving lunches/coffees

§  Blogs

§  Online Q&A with Master Black Belts or Consultants


Three Final Thoughts

§  Remember that all Lean efforts will cost more, take longer and be more stressful than you imagine at the beginning.

§  Begin thinking about sustainability in the early stages of planning a Lean effort.

§ Make sure you have adequate resources to not only get the Lean effort underway, but to sustain it over time.


Questions? Feedback?


WillowTree Advisors, LLC 3773 Cherry Creek North Drive Suite 575 Denver, Colorado 80209 888-998-0008

willowtree advisors_denver lean summit_lean sustainability and knowledge transfer 9.30.2015

Documents

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sustainability philosophy

knowledge transfer

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sustainability framework

jack welch lean summit

sustainable lean environment

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