Slide #33 : NEW BEGINNINGS: The Commitment stage marks the end of the transition stage and the time when the individual has the opportunity to feel a sense of stability and to rebuild resilience. Hopefully, if the individual learns from the change and takes steps to implement the new behavior and learning's, he or she will immerge stronger than before the change.
What do I mean by a lean state of mind? James P. Womack Founder and Chairman Lean Enterprise Institute, Inc.
First, the lean manager eagerly embraces the role of problem solver. This means going to see the actual situation, asking about the performance issue, seeking the root cause, and showing respect for lower-level managers and for colleagues at the same organizational level by asking hard questions until good answers emerge. It's this critical, probing state of mind that permits lean tools to be put to good use as the lean manager applies the right tool for the specific problem and does this in context on the gemba rather than in the abstract in some conference room. Empty ritual is replaced with a rigorous thought process that engages employees and pulls forward their best abilities.
Second, the lean manager realizes that no manager at a higher level can or should solve a problem at a lower level. (And one of the worst abuses of lean tools lies in trying to do just this.) Instead, the higher-level manager can assign responsibility to a manager at a lower level to tackle the problem through a continuing dialogue, both with the higher-level manager and with everyone actually touching the process causing the problem. The lean law of organizational life is that problems can only be solved where they live, in conversation with the people whose current actions are contributing to the problem. But this requires support, encouragement, and, yes, relentless pressure, from the higher-level lean manager.
Third, the lean manager believes that all problem solving is about experimentation by means of Plan Do Check Act. No one can know the answer before experiments are conducted and the many experiments that fail will yield valuable learning that can be applied to the next round of experiments.
Finally, the lean manager knows that no problem is ever solved forever. Indeed, the introduction of a promising countermeasure is sure to create new problems at some other point in the organization. This is not bad. It is good, provided the critical, probing mind of the lean manager keeps on the case in pursuit of perfection.
In short the traditional manager is usually passive, going through rituals and applying standard remedies to unique problems. By contrast, inside the mind of the lean manager lies a restless desire to continually rethink the organization's problems, probe their root causes, and lead experiments to find the best currently known countermeasures. When this lean mindset is coupled with the proper lean tools amazing things are continually possible
Lean – relentless pursuit of waste elimination I ntellect Any failure to fully utilize the time and talents of people M otion Any motion that does not add value e.g. re-entering same information more than once D efects/Rework Correcting any errors or doing completion steps not done before W aiting Waiting for an appointment, for signatures, for a printer that has a long queue E xcess Inventory Any more than the minimum to get the job done T ransportation Any nonessential transport is waste O verproduction Producing too much, or producing too soon N eedless Processing Over-processing, unnecessary steps, signatures, reviews
Teams need a great deal of autonomy to manage and improve their process. Teams are still part of the larger organization around them. Providing more autonomy than necessary or prudent can be a big mistake
Focusing on the expected behaviors of working with a team can be effective target for incentives
Metrics tied to pay are often outcome metrics, whereas metrics for daily decision making are often predictive measures, not outcome-based. With this in mind, the predictive measures used for empowered decision making must be linked to those used for the incentives.
Rewarding progress is a more complicated challenge
Suppose you reward people in proportion to the size of the ideas they contribute; all you will get are big ideas, and you will minimize the development of people not in a position to make big contributions
Awards can quickly become entitlements
The study showed most of the successful companies give no significant direct compensation for ideas or participation in Lean.
Not enough empirical data supports one common sense approach
The most effective encouragement is to support the people who contribute the ideas day in and day out by listening to those ideas and acting upon them
Developing, Choosing, and maintaining Lean Leaders
Lean is a long-term evolutionary, and inclusive environment. Leadership for it differs from crisis based, charge the hill hero leadership.
Examples on why those styles do not work
Understanding the choice between developing leadership for Lean and choosing leaders who would support Lean still needs examination
We have started the development process through the Tool Championship process
Crane Merchandising has not found many external candidates really know Lean—resumes have the right buzz words but our hiring process separates out the “want a bees”
The Change Model Shock Anticipation Fear Anger/Betrayal Depression Acceptance Search for Solutions Develop Plans Execute Plans Emerge Stronger Cycle Time Denial Resistance Exploration Commitment Data Source: “Managing Transitions” by William Bridges Guilt Endings Transitions New Beginnings