SlideShare a Scribd company logo
1 of 51
Download to read offline
Leading Improvement: The Skills You Need 
Webinar 
October 2, 2014
Welcome! 
•Finland 
•France 
•Germany 
•Great Britain 
•Guatemala 
•India 
•Israel 
•Italy 
•Japan 
•Lithuania 
•Macau 
•Malaysia 
•Mexico 
•Mozambique 
•Netherlands 
•New Zealand 
•Norway 
•Poland 
•Portugal 
•Qatar 
@karenmartinopex 
•Austria 
•Australia 
•Belgium 
•Bolivia 
•Canada 
•China 
•Costa Rica 
•Czech Republic 
•Denmark 
•Romania 
•Russia 
•Saudi Arabia 
•South Africa 
•Singapore 
•Spain 
•Sweden 
•Switzerland 
•Trinidad & Tobago 
•United States 
•Uruguay
 We help clients in all industries deploy Lean management & achieve business performance improvement. 
 Teacher at University of California, San Diego 
 Author & Speaker: 
Karen Martin, President 
The Karen Martin Group, Inc. 
@karenmartinopex 
3 
www.ksmartin.com/subscribe 
2013 Shingo Prize winner!
Webinar Focus 
1.Help deepen your understanding about: 
–What Lean actually is 
–The full spectrum of mindsets and skills you need to function at top levels 
2.Help you assess your current level of proficiency and recognize your blind spots. 
3.Provide the means for you to develop a personal development plan.
© 2014 The Karen Martin Group, Inc. 
5 
Improvement Professionals’ Varied Roles 
Role 
Primary 
Focus 
Objective 
Practitioner 
Doing 
Results 
Facilitator 
Leading others in doing 
Primary - results; 
Secondary - people development 
Coach 
Teaching others how 
to do 
Primary - people development; 
Secondary - results
© 2014 The Karen Martin Group, Inc. 
6 
Improvement Facilitators Wear Many Hats
© 2014 The Karen Martin Group, Inc. 
7 
Know Thyself
© 2014 The Karen Martin Group, Inc. 
8 
Beware of The Dunning-Kruger Effect 
The Outstanding Organization, p. 14 
The Problem: Cognitive Bias 
•Most people lack the meta-cognitive capacity to properly evaluate their own performance. 
•“Blind spot” 
Dual burden 
•Erroneous choices 
•Inability to recognize the problem
© 2014 The Karen Martin Group, Inc. 
9 
Begin with 
the end in mind 
Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People
© 2014 The Karen Martin Group, Inc. 
10 
What problem are we trying to solve?
© 2014 The Karen Martin Group, Inc. 
11 
Problem = Gap between where you are and where you want or need to be 
Level of proficiency with improvement knowledge & skills 
You: 
Future State 
You: Current State 
Organizational Performance 
PROBLEM 
Target Condition 
Current Condition
Hypothesized Root Causes for the “Proficiency Gap”
1. 
naiveté
© 2014 The Karen Martin Group, Inc. 
14 
What is Lean? 
•Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.
© 2014 The Karen Martin Group, Inc. 
15 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. 
•Fact 
–Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.
© 2014 The Karen Martin Group, Inc. 
16 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is qualitative; Six Sigma is quantitative (data driven). 
•Fact 
–Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)
© 2014 The Karen Martin Group, Inc. 
17 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean doesn’t rely on statistical tools. 
•Fact 
–Lean relies on using whatever you need to use to properly solve the problem at hand.
© 2014 The Karen Martin Group, Inc. 
18 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean doesn’t rely on precise measurement. 
•Fact 
–Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)
© 2014 The Karen Martin Group, Inc. 
19 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is a method for improving processes. 
•Fact 
–Lean is an overarching business management approach that includes process improvement.
© 2014 The Karen Martin Group, Inc. 
20 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is a tool. 
•Fact 
–Lean is an overarching business management approach.
© 2014 The Karen Martin Group, Inc. 
21 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is events based (a series of mapping and rapid improvement activities). 
•Fact 
–Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
© 2014 The Karen Martin Group, Inc. 
22 
Summary: Common Misunderstandings About Lean 
Category 
Misunderstanding 
Fact 
Lean vs. Six Sigma 
Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. 
Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution. 
Lean is qualitative; Six Sigma is quantitative (data driven). 
Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.) 
Measurement 
Lean doesn’t rely on statistical tools. 
Lean relies on using whatever you need to use to properly solve the problem at hand. 
Lean doesn’t rely on precise measurement. 
Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.) 
Purpose 
Lean is a method for improving processes. 
Lean is an overarching business management approach that includes process improvement. 
Lean is a tool. 
Lean is an overarching business management approach. 
What Lean “Looks” Like 
Lean is events based (a series of mapping and rapid improvement activities). 
Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
© 2014 The Karen Martin Group, Inc. 
23 
Why the Umbrella? And what do I mean by “overarching management approach”?
© 2014 The Karen Martin Group, Inc. 
24 
The Toyota Triangle 
Philosophy 
People 
Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment
© 2014 The Karen Martin Group, Inc. 
25 
Karen’s Lean Management Triangle 
Principles 
People
© 2014 The Karen Martin Group, Inc. 
26 
Principles Practices Tools 
Lean Management
© 2014 The Karen Martin Group, Inc. 
27 
Principles 
•Customer-defined value & eight wastes 
•Value streams / value stream alignment 
•Flow & pull 
•Continuous improvement (kaizen); seek perfection 
•Visualize and solve problems 
•Humility 
•Respect for people 
•Total employee involvement
© 2014 The Karen Martin Group, Inc. 
28 
Practices 
•Robust problem solving up, down and across the entire organization 
–Via detailed PDSA – plan, do, study, adjust 
•Strategy deployment (hoshin kanri) 
•Go and see (Gemba) management 
•Consensus building (nemawashi) 
•Reflection (hansei) 
•Iterative continuous improvement 
•Visual management
© 2014 The Karen Martin Group, Inc. 
Tools 
•Analysis 
–Data analysis 
–Visually displaying data 
–Value stream mapping 
–Process mapping 
–Spaghetti diagrams 
–Root cause analysis 
•Five why’s 
•Problem trees 
•Cause-and-effect diagrams 
•Pareto charts 
–Video 
–Documentation review 
–Interviews 
–Surveys 
•Countermeasures 
–5S 
–Batch size reduction 
–Changeover & setup reduction 
–Cross-training / multi-functional workers 
–Cellular layout / co-location 
–Error proofing & quality at the source 
–Load leveling / demand smoothing 
–Pull systems (one piece flow, Kanban systems, FIFO lanes) 
–Work balancing via takt time 
–Work standardization 
–Visual management 
•Executing Improvement 
–Projects 
–Just do it’s 
–Kaizen Events 
•Process Management 
–Key performance indicators 
–Process documentation 
–Visual job aids 
–Process flow charts 
–Process ownership 
–Process monitoring
© 2014 The Karen Martin Group, Inc. 
30 
“The Big Guns”: Analysis tools you should be aware of, know when you need them, and have a resource you can turn to: 
•ANOVA 
•Control Charts 
•Design of Experiments (DoE) 
•Failure Mode Effects Analysis (FMEA) 
•Hypothesis testing via F-tests and T-tests 
•Scatter plots & regression analysis 
•Standard deviation calculations
2. 
impatience
Developing Mastery Takes Time: 10,000 Hours 
From The Outstanding Organization, p, 115.
Countermeasures
© 2014 The Karen Martin Group, Inc. 
34 
You MUST Read 
www.ksmartin.com/reading-list
© 2014 The Karen Martin Group, Inc. 
35 
The Lean Classics: A Brilliant Beginning 
1996 
Little mention of PDCA, leadership or culture 
2004 
Doesn’t address how Lean applies outside of manufacturing 
1999 No mention of tying value stream improvement to overall business strategy
© 2014 The Karen Martin Group, Inc. 
36 
You MUST Be Coached
Deliberate practice, incorporating 
regular corrective coaching, 
is the norm in music and sports.
© 2014 The Karen Martin Group, Inc. 
38 
We Need Improvement Apprenticeships!
Other 
Learning 
Options
© 2014 The Karen Martin Group, Inc. 
40 
Certificate vs. Certification 
Certificate Program (attendance-based) 
Certificate Program (assessment/demonstration-based) 
Certification 
Awarded by educational programs or recognized parties 
Awarded by educational programs or recognized parties 
Awarded by a standard-setting organization 
Typically results in a physical certificate 
Typically results in a physical certificate 
Results in credentials; typically results in a designation to use after one’s name 
High variation in course content & requirements 
High variation in course content & requirements 
Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills) 
Is the end result; demonstrates attendance at a program 
Is the end result; demonstrates knowledge of course content at a point in time 
Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent 
Information obtained from: 
•My thesis for my master’s degree in education (adult learning) 
•University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html
© 2014 The Karen Martin Group, Inc. 
41 
The Only Lean Certification
© 2014 The Karen Martin Group, Inc. 
42 
Buyer Beware: Very Little Lean
© 2014 The Karen Martin Group, Inc. 
43 
Buyer Beware: Very Little Lean
© 2014 The Karen Martin Group, Inc. 
44 
Buyer Beware
© 2014 The Karen Martin Group, Inc. 
45 
Questions Before Investing in a Program 
•What new knowledge and skills do I need to acquire? 
•Will this program lead to the acquisition of the knowledge and skills? 
•Is this the best way to acquire the knowledge and skills? 
•What will I be able to do as a result of engaging in the program that I cannot do now? 
•Is the program content validated by industry-recognized experts? 
•How will my new knowledge and skills be assessed in order to earn the certificate?
© 2014 The Karen Martin Group, Inc. 
46 
Attend Workshops and Conferences
© 2014 The Karen Martin Group, Inc. 
47 
View and Attend Webinars & Online Learning
© 2014 The Karen Martin Group, Inc. 
48 
Read Blogs
© 2014 The Karen Martin Group, Inc. 
49 
Get on Social Media
We are working on a 
comprehensive skills inventory 
Subscribe to be notified when ready: www.ksmartin.com/subscribe
© 2014 The Karen Martin Group, Inc. 
51 
Thank you! 
www.ksmartin.com/subscribe

More Related Content

Viewers also liked

The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesTKMG, Inc.
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSATKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
 
Creating a Continuous Improvement Culture
Creating a Continuous Improvement CultureCreating a Continuous Improvement Culture
Creating a Continuous Improvement CultureTKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...TKMG, Inc.
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"TKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightTKMG, Inc.
 
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...TKMG, Inc.
 

Viewers also liked (19)

The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of Discipline
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom Lines
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSA
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSA
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management Practice
 
Creating a Continuous Improvement Culture
Creating a Continuous Improvement CultureCreating a Continuous Improvement Culture
Creating a Continuous Improvement Culture
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)
 
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Lean 101
Lean 101Lean 101
Lean 101
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob Stoller
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It Right
 
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transforma...
 

More from TKMG, Inc.

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream MappingTKMG, Inc.
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right QuestionsTKMG, Inc.
 

More from TKMG, Inc. (17)

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right Questions
 

Recently uploaded

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 

Recently uploaded (20)

Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 

Leading Improvement: The Skills You Need

  • 1. Leading Improvement: The Skills You Need Webinar October 2, 2014
  • 2. Welcome! •Finland •France •Germany •Great Britain •Guatemala •India •Israel •Italy •Japan •Lithuania •Macau •Malaysia •Mexico •Mozambique •Netherlands •New Zealand •Norway •Poland •Portugal •Qatar @karenmartinopex •Austria •Australia •Belgium •Bolivia •Canada •China •Costa Rica •Czech Republic •Denmark •Romania •Russia •Saudi Arabia •South Africa •Singapore •Spain •Sweden •Switzerland •Trinidad & Tobago •United States •Uruguay
  • 3.  We help clients in all industries deploy Lean management & achieve business performance improvement.  Teacher at University of California, San Diego  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 3 www.ksmartin.com/subscribe 2013 Shingo Prize winner!
  • 4. Webinar Focus 1.Help deepen your understanding about: –What Lean actually is –The full spectrum of mindsets and skills you need to function at top levels 2.Help you assess your current level of proficiency and recognize your blind spots. 3.Provide the means for you to develop a personal development plan.
  • 5. © 2014 The Karen Martin Group, Inc. 5 Improvement Professionals’ Varied Roles Role Primary Focus Objective Practitioner Doing Results Facilitator Leading others in doing Primary - results; Secondary - people development Coach Teaching others how to do Primary - people development; Secondary - results
  • 6. © 2014 The Karen Martin Group, Inc. 6 Improvement Facilitators Wear Many Hats
  • 7. © 2014 The Karen Martin Group, Inc. 7 Know Thyself
  • 8. © 2014 The Karen Martin Group, Inc. 8 Beware of The Dunning-Kruger Effect The Outstanding Organization, p. 14 The Problem: Cognitive Bias •Most people lack the meta-cognitive capacity to properly evaluate their own performance. •“Blind spot” Dual burden •Erroneous choices •Inability to recognize the problem
  • 9. © 2014 The Karen Martin Group, Inc. 9 Begin with the end in mind Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People
  • 10. © 2014 The Karen Martin Group, Inc. 10 What problem are we trying to solve?
  • 11. © 2014 The Karen Martin Group, Inc. 11 Problem = Gap between where you are and where you want or need to be Level of proficiency with improvement knowledge & skills You: Future State You: Current State Organizational Performance PROBLEM Target Condition Current Condition
  • 12. Hypothesized Root Causes for the “Proficiency Gap”
  • 14. © 2014 The Karen Martin Group, Inc. 14 What is Lean? •Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.
  • 15. © 2014 The Karen Martin Group, Inc. 15 Common Misunderstandings About Lean •Misunderstanding –Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. •Fact –Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.
  • 16. © 2014 The Karen Martin Group, Inc. 16 Common Misunderstandings About Lean •Misunderstanding –Lean is qualitative; Six Sigma is quantitative (data driven). •Fact –Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)
  • 17. © 2014 The Karen Martin Group, Inc. 17 Common Misunderstandings About Lean •Misunderstanding –Lean doesn’t rely on statistical tools. •Fact –Lean relies on using whatever you need to use to properly solve the problem at hand.
  • 18. © 2014 The Karen Martin Group, Inc. 18 Common Misunderstandings About Lean •Misunderstanding –Lean doesn’t rely on precise measurement. •Fact –Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)
  • 19. © 2014 The Karen Martin Group, Inc. 19 Common Misunderstandings About Lean •Misunderstanding –Lean is a method for improving processes. •Fact –Lean is an overarching business management approach that includes process improvement.
  • 20. © 2014 The Karen Martin Group, Inc. 20 Common Misunderstandings About Lean •Misunderstanding –Lean is a tool. •Fact –Lean is an overarching business management approach.
  • 21. © 2014 The Karen Martin Group, Inc. 21 Common Misunderstandings About Lean •Misunderstanding –Lean is events based (a series of mapping and rapid improvement activities). •Fact –Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
  • 22. © 2014 The Karen Martin Group, Inc. 22 Summary: Common Misunderstandings About Lean Category Misunderstanding Fact Lean vs. Six Sigma Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution. Lean is qualitative; Six Sigma is quantitative (data driven). Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.) Measurement Lean doesn’t rely on statistical tools. Lean relies on using whatever you need to use to properly solve the problem at hand. Lean doesn’t rely on precise measurement. Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.) Purpose Lean is a method for improving processes. Lean is an overarching business management approach that includes process improvement. Lean is a tool. Lean is an overarching business management approach. What Lean “Looks” Like Lean is events based (a series of mapping and rapid improvement activities). Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
  • 23. © 2014 The Karen Martin Group, Inc. 23 Why the Umbrella? And what do I mean by “overarching management approach”?
  • 24. © 2014 The Karen Martin Group, Inc. 24 The Toyota Triangle Philosophy People Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment
  • 25. © 2014 The Karen Martin Group, Inc. 25 Karen’s Lean Management Triangle Principles People
  • 26. © 2014 The Karen Martin Group, Inc. 26 Principles Practices Tools Lean Management
  • 27. © 2014 The Karen Martin Group, Inc. 27 Principles •Customer-defined value & eight wastes •Value streams / value stream alignment •Flow & pull •Continuous improvement (kaizen); seek perfection •Visualize and solve problems •Humility •Respect for people •Total employee involvement
  • 28. © 2014 The Karen Martin Group, Inc. 28 Practices •Robust problem solving up, down and across the entire organization –Via detailed PDSA – plan, do, study, adjust •Strategy deployment (hoshin kanri) •Go and see (Gemba) management •Consensus building (nemawashi) •Reflection (hansei) •Iterative continuous improvement •Visual management
  • 29. © 2014 The Karen Martin Group, Inc. Tools •Analysis –Data analysis –Visually displaying data –Value stream mapping –Process mapping –Spaghetti diagrams –Root cause analysis •Five why’s •Problem trees •Cause-and-effect diagrams •Pareto charts –Video –Documentation review –Interviews –Surveys •Countermeasures –5S –Batch size reduction –Changeover & setup reduction –Cross-training / multi-functional workers –Cellular layout / co-location –Error proofing & quality at the source –Load leveling / demand smoothing –Pull systems (one piece flow, Kanban systems, FIFO lanes) –Work balancing via takt time –Work standardization –Visual management •Executing Improvement –Projects –Just do it’s –Kaizen Events •Process Management –Key performance indicators –Process documentation –Visual job aids –Process flow charts –Process ownership –Process monitoring
  • 30. © 2014 The Karen Martin Group, Inc. 30 “The Big Guns”: Analysis tools you should be aware of, know when you need them, and have a resource you can turn to: •ANOVA •Control Charts •Design of Experiments (DoE) •Failure Mode Effects Analysis (FMEA) •Hypothesis testing via F-tests and T-tests •Scatter plots & regression analysis •Standard deviation calculations
  • 32. Developing Mastery Takes Time: 10,000 Hours From The Outstanding Organization, p, 115.
  • 34. © 2014 The Karen Martin Group, Inc. 34 You MUST Read www.ksmartin.com/reading-list
  • 35. © 2014 The Karen Martin Group, Inc. 35 The Lean Classics: A Brilliant Beginning 1996 Little mention of PDCA, leadership or culture 2004 Doesn’t address how Lean applies outside of manufacturing 1999 No mention of tying value stream improvement to overall business strategy
  • 36. © 2014 The Karen Martin Group, Inc. 36 You MUST Be Coached
  • 37. Deliberate practice, incorporating regular corrective coaching, is the norm in music and sports.
  • 38. © 2014 The Karen Martin Group, Inc. 38 We Need Improvement Apprenticeships!
  • 40. © 2014 The Karen Martin Group, Inc. 40 Certificate vs. Certification Certificate Program (attendance-based) Certificate Program (assessment/demonstration-based) Certification Awarded by educational programs or recognized parties Awarded by educational programs or recognized parties Awarded by a standard-setting organization Typically results in a physical certificate Typically results in a physical certificate Results in credentials; typically results in a designation to use after one’s name High variation in course content & requirements High variation in course content & requirements Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills) Is the end result; demonstrates attendance at a program Is the end result; demonstrates knowledge of course content at a point in time Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent Information obtained from: •My thesis for my master’s degree in education (adult learning) •University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html
  • 41. © 2014 The Karen Martin Group, Inc. 41 The Only Lean Certification
  • 42. © 2014 The Karen Martin Group, Inc. 42 Buyer Beware: Very Little Lean
  • 43. © 2014 The Karen Martin Group, Inc. 43 Buyer Beware: Very Little Lean
  • 44. © 2014 The Karen Martin Group, Inc. 44 Buyer Beware
  • 45. © 2014 The Karen Martin Group, Inc. 45 Questions Before Investing in a Program •What new knowledge and skills do I need to acquire? •Will this program lead to the acquisition of the knowledge and skills? •Is this the best way to acquire the knowledge and skills? •What will I be able to do as a result of engaging in the program that I cannot do now? •Is the program content validated by industry-recognized experts? •How will my new knowledge and skills be assessed in order to earn the certificate?
  • 46. © 2014 The Karen Martin Group, Inc. 46 Attend Workshops and Conferences
  • 47. © 2014 The Karen Martin Group, Inc. 47 View and Attend Webinars & Online Learning
  • 48. © 2014 The Karen Martin Group, Inc. 48 Read Blogs
  • 49. © 2014 The Karen Martin Group, Inc. 49 Get on Social Media
  • 50. We are working on a comprehensive skills inventory Subscribe to be notified when ready: www.ksmartin.com/subscribe
  • 51. © 2014 The Karen Martin Group, Inc. 51 Thank you! www.ksmartin.com/subscribe