Lean Culture (What is it, Why do we want it, How do we get it)

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  • 1. Lean Culture What is it? Why do we want it? How do we get it? Presented by Brett Cooper
  • 2. > Less than 1 out of 3 US Workers Report Being Engaged at Work Source: Gallup Organization © 2013 Integris Performance Advisors. All Rights Reserved.
  • 3. High engagement organizations are over 20% more productive © 2013 Integris Performance Advisors. All Rights Reserved.
  • 4. High engagement organizations have over 40% fewer defects © 2013 Integris Performance Advisors. All Rights Reserved.
  • 5. High engagement organizations have almost 50% fewer safety incidents © 2013 Integris Performance Advisors. All Rights Reserved.
  • 6. High engagement organizations have almost 40% less absenteeism © 2013 Integris Performance Advisors. All Rights Reserved.
  • 7. > If More than 65% of workers are disengaged, what does this mean for them as individuals? © 2013 Integris Performance Advisors. All Rights Reserved.
  • 8. Washington State 2006 2007 2009 2011 I know how my agency measures its success 3.4 3.4 3.5 3.4 My supervisor gives me ongoing feedback that helps me improve 3.7 3.8 3.8 3.8 My supervisor treats me with dignity & respect 4.3 4.3 4.3 4.3 In general, I’m satisfied with my job N/A N/A N/A 3.7 © 2013 Integris Performance Advisors. All Rights Reserved.
  • 9. Houston Municipal Courts © 2013 Integris Performance Advisors. All Rights Reserved.
  • 10. Houston Courts 2005 2006 2008 2009 Overall department is well run and effective 26% 47% 48% 66% My division has high quality 44% 55% 63% 79% My supervisor is competent 38% 54% 68% 75% I am satisfied with my job 50% 61% 62% 70% © 2013 Integris Performance Advisors. All Rights Reserved.
  • 11. Agenda •  What is Lean Culture? •  Why do we want it? •  How do we get it? © 2013 Integris Performance Advisors. All Rights Reserved.
  • 12. Source: Ken Miller, Extreme Government Makeover © 2013 Integris Performance Advisors. All Rights Reserved.
  • 13. Building a Lean Culture © 2013 Integris Performance Advisors. All Rights Reserved.
  • 14. Building a Healthy Organization © 2013 Integris Performance Advisors. All Rights Reserved.
  • 15. Three Outcomes of a Healthy Organization © 2013 Integris Performance Advisors. All Rights Reserved.
  • 16. The Four Dimensions of Lean Culture CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 17. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 18. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 19. This is a PRINCIPLE-BASED Framework © 2013 Integris Performance Advisors. All Rights Reserved.
  • 20. Core Principles of a Lean Culture •  Create Value for the Customer •  Build Alignment Around Common Purpose •  Take a Process-Oriented View Towards Solving Problems •  Lead with Humility & Respect © 2013 Integris Performance Advisors. All Rights Reserved.
  • 21. The Four Dimensions of Lean Culture Model harnesses the power of “WHY” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 22. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 23. “Quality in a service or product is not what you put into it. It is what the customer gets out of it.” – Peter Drucker © 2013 Integris Performance Advisors. All Rights Reserved.
  • 24. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 25. “If you don't know where you are going, any road will get you there.” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 26. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 27. "We cannot solve our problems with the same thinking we used when we created them.” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 28. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 29. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 30. “I have a list of measurable objectives” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 31. “I have a dream” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 32. “Leadership is everyone’s business.” Source: Jim Kouzes & Barry Posner, The Leadership Challenge © 2013 Integris Performance Advisors. All Rights Reserved.
  • 33. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 34. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 35. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 36. “ Roles and expectations for leaders, managers and supervisors need to be clearer. Lean can flourish only in an environment where every leader understands how to create a supportive environment where employees’ ideas are heard, and the customer receives value. © 2013 Integris Performance Advisors. All Rights Reserved. – 2012 WA Lean Report
  • 37. CUSTOMER-FOCUSED RESULTS ENTERPRISE ALIGNMENT CONTINUOUS IMPROVEMENT CULTURAL ENABLERS © 2013 Integris Performance Advisors. All Rights Reserved.
  • 38. How do we build a dream home? © 2013 Integris Performance Advisors. All Rights Reserved.
  • 39. Start by building a solid foundation… © 2013 Integris Performance Advisors. All Rights Reserved.
  • 40. …then the house can stand the test of time © 2013 Integris Performance Advisors. All Rights Reserved.
  • 41. Effective Leaders Do Five Things… •  Model the Way •  Inspire Shared Vision •  Challenge The Process •  Enable Others To Act •  Encourage The Heart Source: Jim Kouzes & Barry Posner, The Leadership Challenge © 2013 Integris Performance Advisors. All Rights Reserved.
  • 42. The Correlation of Leadership & Engagement How frequently leaders exhibit the five practices (Model, Inspire, Challenge, Enable, Encourage) How frequently leaders exhibit the five practices Self-reported employee engagement score Source: Jim Kouzes & Barry Posner, The Leadership Challenge © 2013 Integris Performance Advisors. All Rights Reserved.
  • 43. What They Did In Houston! Houston Courts 2005 Overall department is well run and effective 26% 66% My division has high quality 44% 79% My supervisor is competent 38% 75% I am satisfied with my job 50% 70% © 2013 Integris Performance Advisors. All Rights Reserved. 2006 2008 2009
  • 44. What is Possible in Washington? Washington State 2006 2007 2009 2011 2013 2015 I know how my agency measures its success 3.4 3.4 3.5 3.4 ? ? My supervisor gives me ongoing feedback that helps me improve 3.7 3.8 3.8 3.8 ? ? My supervisor treats me with dignity & respect 4.3 4.3 4.3 4.3 ? ? In general, I’m satisfied with my job N/A N/A N/A 3.7 ? ? © 2013 Integris Performance Advisors. All Rights Reserved.
  • 45. Who is responsible for making it happen? © 2013 Integris Performance Advisors. All Rights Reserved.
  • 46. “Them?” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 47. “Us?” © 2013 Integris Performance Advisors. All Rights Reserved.
  • 48. YOU! © 2013 Integris Performance Advisors. All Rights Reserved.
  • 49. . IV. Adoption III. Experimentation II. Understanding . I. Awareness © 2013 Integris Performance Advisors. All Rights Reserved.
  • 50. Use “STOW” To Guide Your Journey © 2013 Integris Performance Advisors. All Rights Reserved.
  • 51. Self © 2013 Integris Performance Advisors. All Rights Reserved.
  • 52. Team © 2013 Integris Performance Advisors. All Rights Reserved.
  • 53. Organization © 2013 Integris Performance Advisors. All Rights Reserved.
  • 54. World © 2013 Integris Performance Advisors. All Rights Reserved.
  • 55. STOW © 2013 Integris Performance Advisors. All Rights Reserved.
  • 56. Be STOW © 2013 Integris Performance Advisors. All Rights Reserved.
  • 57. be·stow [bih-stoh]  verb (used with object) 1.  to present as a gift; give; confer   The trophy was bestowed upon the winner. © 2013 Integris Performance Advisors. All Rights Reserved.
  • 58. Don’t Be A Rufus Take Responsibility For Making Change Happen © 2013 Integris Performance Advisors. All Rights Reserved.