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ATH2013-Mohan -Lean for Leaders
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ATH2013-Mohan -Lean for Leaders

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ATH2013-Mohan -Lean for Leaders ATH2013-Mohan -Lean for Leaders Presentation Transcript

  • Lean for Leadership C N Mohan Practice Head – Lean & Kanban, SolutionsIQ India
  • What is Lean?  Lean = Tools which create efficiencies and standardize the processes.  Actual Lean Implementations = Lean Tools + Lean Thinking 20% Lean Tools 80% Lean Thinking 1
  • Where should be the focus??  Focus should be on Lean Management • A bridge between the Lean Tools and Lean Thinking 2
  • What is Lean Thinking? (Lean Thinking = Set of Leadership Behaviors + Structures) Lean Thinking helps sustainment of Lean Implementation through a “Culture of Leadership”. 3
  • Who is a Leader? Leader Views self-development and training others as the only possible path strives for continuous improvement in every aspect of the business views the company as a total system which grows through daily improvement or it deteriorates Requires that everyone at all levels of organization possesses deep knowledge about processes and are able to sense change and respond appropriately 4
  • What are Leadership Behaviors? Hoshin-Kanri Gemba Walks Continuous Improvement Respect for People 5
  • What are Leadership Structures?? For Enterprise-wide Lean implementation to succeed we need Leaders at following levels Tactical Level (Managers, Team Leads) 6
  • Focus Areas for each level Organizational Level Primary Contribution Tasks Secondary Contributions Tasks Strategic (CEO, Sr. VPs) Governance – Steering and Oversight Support Crossboundary perspective Measure adherence to post-project processes Monitor intersection measures through Gemba Walks Functional Accountability (VPs, Directors) Meet project commitments & Manage intersection performance Disciplined adherence & commitments to processes post-project Collaborate in process management & Gemba walks Tactical (Managers, Team Leads) Disciplined adherence & Gemba Walks Associate engagement and Continuous Improvement Teach, Practice Root Cause Problem Solving Tactical Lean Management System 7
  • What Leaders do?  Leaders influence and reinforce Behaviors and Practices within the Organizations there by creating a CULTURE. Q:What is Culture? A: The Way we do things here Note: Culture evolves slowly, changing them is even slower! 8
  • How does Culture evolve? Leaders Influence Behaviours Drives Culture Generate Value to Customer Based on Needs 9
  • How to germinate Culture? Lean Management CONSISTS OF Principles Value Streams Process which crosses many functional boundaries to aid Flow of Value Leaders Identify and eliminate interruptions impeding the Flow of Value 10
  • How to make it @ Strategic Level System Level Intervention for Lean Governance Senior Executive governance process Lean Steering and Oversight (LSO) group Accountability and Exception Management Structures Project Resource and Accountability (PR&A) panel 11
  • How to make it @ Functional Level  Meet Commitments to Projects and Measure of Process Performance consisting of • Quality o Refers to defects, errors, rework, 1st time quality and customer satisfaction • Delivery o Refers to total cycle time from beginning to end of the process across departments • Costs o Refers to process time or touch time both within departments or at between department handoffs. 12
  • How to make it @ Tactical Level A closed loop system focused on process to drive improvement Standardized Processes Process Focus Daily Accountability Visual Controls 13
  • What Lean demands from Leaders?  High level of attention to reinforce set of behaviors that replace our habits  Being sensitive to abnormalities from specified operating conditions  To look at problems as valuable nuggets of information to be mined for clues to make improvements 14
  • What Lean demands from Leaders?  3-step approach Go to the place of Action Look at the process where the action takes place Talk to people who are using the process to perform those actions  Provides templates and practices for leaders to enable to learn, look for & ask about and reinforce behaviors that sustain gains! 15
  • What should Leaders do? Leaders Lead Innovate Solve Collaborate Win 16
  • What Leaders must be Looking for?      Backsliding Maneuvering Going through the Motions of Implementation Conditions that appear to be in Steady state Project and Workshop != Continuous Improvement  Erosion of Process  Value Stream != method for process improvement 17
  • What Leaders must Remember? "People don't deliberately come to work to do a bad job - it's broken processes that prevent people from maximizing their talent and the business from maximizing efficiency and optimizing customer experience" 18
  • 19
  • Thank You