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Driving lean transformation (Azadeh Fazl Mashhadi)


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Presentation at Knowit Lean Experience 2012 …

Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.

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  • 1. Move to Sweden 2004 Live in Gothenburg Azadeh Fazl Mashhadi Born in Tehran Lean Program Manager Volvo Penta Product Dev. 32 years oldAzadeh Fazl Mashhadi Slide 1
  • 2. - Volvo 3P- Operational Development (Robust Engineering) 2005- 2008 - Industrial PhD- Operational Development 2007-2013 - Volvo Technology- Operational Development (Lean Product Development) 2008-2011 - Volvo Penta- Lean Program Manager (Lean PD implementation) 2011-... What I believe about a lean PD organization: Communication, continuous learning and improvement, fun What I believe about Change Management: Communication, continuous learning and improvement, funAzadeh Fazl Mashhadi Slide 2
  • 3. Learning Processes Collect facts Determine Standardize key problems Plan improvement, Reflect estabilish and learn measurements Evaluate Implement the result the planAzadeh Fazl Mashhadi Slide 3
  • 4. What’s the problem? What’s the fact?Azadeh Fazl Mashhadi Slide 4
  • 5. Today’s Presentation - I will share my learning with you about lean in product development… - Less content - More implementation of lean - whatever I say is not absolute true but it is my absolute belief REFLECTIONAzadeh Fazl Mashhadi Slide 5
  • 6. Azadeh Fazl Mashhadi Slide 6
  • 7. What is Lean... “Lean is not about being slim it is about being athletic, stronger, more muscle and less fat”Azadeh Fazl Mashhadi Slide 7
  • 8. Failures are natural Failures and mistakes are a natural occurrence as people and machines bring a level of complexity to any process. It is also natural part of product development BUT WHEN THEY HAPPEN…. Understanding the nature of problems and potential methods for solving them at the root is the key to success of any organization Learning Organization: “Learn from failures and problems” and “Act on the learning” to avoid the reoccurrenceAzadeh Fazl Mashhadi Slide 8
  • 9. R&D challenges More, better  and faster  R&D REFLECTION Better Quality & Customer satisfactionAzadeh Fazl Mashhadi Slide 9
  • 10. 6+1 Improvement Areas  (Identified by assessment in product development) 1. Portfolio  Management 6. Supplier  2. Early Phases  Involvement Activities Leadership  and Culture 5. Knowledge  3. Cross‐functional  Management &  Project Management Problem Solving 4. Verification  and Validation 6+1 improvement areas and 24 improvement elements in total Lean Leadership and Culture as a baseAzadeh Fazl Mashhadi Slide 10
  • 11. Operative Vision workshop Agreement of improvement areas  for RnD30 by  all formal and informal leaders 95% agreement Top prioritized areas!Azadeh Fazl Mashhadi Slide 11
  • 12. RnD30 Organization RnD30 ESC Operational Group Divided Responsibilities Executive Team CPM RnD30 Operational Group Portfolio Management Head of PM Problem Solving and Knowledge Management Head of PDWorking GroupBased on the Early phases activitiesneed in the Head of Design Test and verificationpilots Head od Test Cross functional project management Head of PO Supplier Involvement Head of Purch. REFLECTION Culture and leadership SVP. - Middle management as change agents - Networking with the rest of the GroupAzadeh Fazl Mashhadi Slide 12
  • 13. Example 1 Visual Performance Management REFLECTIONAzadeh Fazl Mashhadi Slide 13
  • 14. Example 2 Need for culture change workshop • All formal and informal leaders • Examples of wrong behavior.... • Agreement on good behavior • Understanding the gap... • Understanding why we behave .... Element 1: Coaching Leadership Element 2: Driving knowledge-based decision making Element 3: Problems as opportunity for improvements Element 4: Willingness to cooperate with respect to others Element 5: Managing towards consistent achievements Element 6: Information flow and feedback Element 7: Do things right from the beginning Element 8: Importance of collective knowledge Element 9: “Right from me” in commitment to deliveriesAzadeh Fazl Mashhadi Slide 14
  • 15. Element 1: Coaching LeadershipWhat is dominating type of Coaching and Directive and pace-leadership? involving : ”how can I setting: ”haven’t you help you to do” done”What characterizes Trust Controlrelationship betweenemployees and managers? Leaders are coaches for employees to deliver right things, at the right time and in the right way. Delegation requires coaching.Azadeh Fazl Mashhadi Slide 15
  • 16. Element 2: Driving knowledge-based decision making Knowledge-based Emotion-based What are decisions decision decision based on? What is most important in Right decision Fast decision decision making (what do we ask for)? Inflexible, questioningIs the organization responsive Flexible and fast and slowto direction changes whenneeded? Leaders drive knowledge-based decisions through asking probing questions (instead of status questions) and get insight in likelihood to achieve desired result.Azadeh Fazl Mashhadi Slide 16
  • 17. Most common reasons of the gap Knowledge Priority by and KPI management understanding Why we are acting and KPI drives culture Our managers are role behaving like today models What consequence it has What are the alternativesAzadeh Fazl Mashhadi Slide 17
  • 18. Result of the culture change workshop - Reflection time- Learning by reflection - New type of questions by management - Through strategic work - Action to be taken by top management - Action to be cascadedAzadeh Fazl Mashhadi Slide 18
  • 19. Summary of Learning • Improving a successful company • Be clear why to change • The problem definition phase • Be clear what to change • The focus of the initiative; tools vs. learning focus - Developing own practices (Learn how to learn) • Be clear how to change • Mutual Learning and Reflection is more important than the solutions • Share time for mutual reflection • The middle management role • Be clear who to change REFLECTION • Do it step by step- not big bang • Be pragmatic • It is not only methods, it is about all decision we take every dayAzadeh Fazl Mashhadi Slide 19
  • 20. What is difficult - Engagement  make it fun - It takes time to show result of financial KPI - Difficult to define operational KPI - No reference to compareAzadeh Fazl Mashhadi Slide 20
  • 21. “My personal learning in this journey which I have tried to share always with my colleagues is that Lean is not only about tools and methods it is all about the daily decisions we take, how we take them and what we based them on. Of course tools and methods are facilitators”…Azadeh Fazl Mashhadi Slide 21
  • 22. • Coaching Leadership- be first in the line• Problem Solving at the root- be open• Learning from failures and success- besmart• Holistic view over our plans- be pragmatic• Long term operational focus- see horizonAzadeh Fazl Mashhadi Slide 22