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Introduction to Lean leadership Masterclass by David Brunt

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Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

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  • 1. www.leanuk.org David Brunt Lean Enterprise Academy Workshop Introduction to Lean Leadership Lean Enterprise Academy1
  • 2. www.leanuk.org Purpose Help leaders develop organisational & individual capabilities to sustain and expand lean transformation. “Introduction to Lean Leadership”  Articulate and engage leaders in understanding the fundamentals of lean thinking and lean transformation process, and their role in taking an organisation to the next level  Engage leaders in thinking about their business problem situation and their role in addressing it 2 Lean Enterprise Academy
  • 3. www.leanuk.org Reflect on org.’s efforts to implement lean - actions & results; Did results match expect’ions? What worked and what didn’t work? What did the organisation learn? Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement Identify gaps between the current state of the org’n & the desired state Reflect on individual efforts to implement lean Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader 3 Lean Enterprise Academy Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS Programme Flow OUTCOMES Review your gap statements, both organisational & personal, & identify one critical gap in each category. Describe: What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
  • 4. www.leanuk.org Introductions & Expectations  Who you are  Your role  Where you are in your lean journey (how long have you been at it?) Just getting started Some practice Practicing for some time This workshop will have been a success & made good use of my time if… 4 Lean Enterprise Academy
  • 5. www.leanuk.org Ground Rules to make today a Success  Learning requires openness  Sharing requires confidentiality  What’s said in this room remains in this room 5 Lean Enterprise Academy
  • 6. www.leanuk.org Reflection: Organisational Improvement Journey Facilitated discussion guided by questions:  What is your organisation’s purpose?  What do your customers want that you are not currently able to provide?  What does your organisation need to survive and prosper?  What is your current strategy?  How are the goals of the organisation deployed? Lean Enterprise Academy8 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 7. www.leanuk.org Organisational Reflection What is your organisation’s purpose? What do your customers want that you are not currently able to provide? What does your organisation need to survive and prosper? What is your current strategy? How are the goals of the organisation deployed? 9 Lean Enterprise Academy
  • 8. www.leanuk.org Lean Organisation: Defining the Target for Organisational Development Facilitated discussion guided by questions:  Discussion about various strategies companies use to grow  Introduction to the Purpose-Process-People model of the lean organisation Lean Enterprise Academy10 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 9. www.leanuk.org Time Performance Training – lean experts? Tools – menu kit? System – point kaizen? Let’s Talk about Your Experience Applying Lean or Other Improvement Methodologies… 11 Lean Enterprise Academy
  • 10. www.leanuk.org Time Performance How do we Take a Company to a New Level of Performance? Question: What needs to change in order to move the entire organization to perform above the limit line? 12 Lean Enterprise Academy
  • 11. www.leanuk.org What Strategies Do Companies Use to Continue Growing and Improving? Reorganizing What problem(s) are we addressing with these solutions? 13 Lean Enterprise Academy
  • 12. www.leanuk.org Are the efforts Focused on the Right Problem(s)? Lean Enterprise Academy14 Customer Delivery Value Stream Your Company Your CustomerYour Delivery Product or Service Measurements Quality Customer satisfaction Delivery On time Lead time, frequency Cost Safety Morale Customer
  • 13. www.leanuk.org15 Lean Enterprise Academy Purpose People Process • Horizontal flow of value at the pull of the customer • Workplace Management through standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate Employees: • Engaged and involved in CI • Continuously solve problems • Teamwork Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches Vision/Values True North Line of Sight Strategy Formulation and Deployment Lean Management System PDCA A3 Thinking ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  • 14. www.leanuk.org ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved. 16 Lean Enterprise Academy People Process • Horizontal flow of value at the pull of the customer • Workplace Management through standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate Employees: • Engaged and involved in CI • Continuously solve problems • Teamwork Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches The Lean Organization - Purpose PDCA A3 Thinkin g Vision/Values True North Line of Sight Strategy Formulation and Deployment Purpose
  • 15. www.leanuk.org Lean Vision & Values  5 Lean Thinking Principles  Mutual respect and long-term prosperity (employees, company, customer, community)  “Customer first” focus  Continuous Improvement (Kaizen)  Never knowingly pass a defect to the next process  Problems are treasures  Genchi Gembutsu (“go see for yourself”) Lean Enterprise Academy17
  • 16. www.leanuk.org True North  What it is  A short phrase that expresses the vision (hoshin)  It must have emotional impact  It must be accompanied by numerical targets  It must come out of our experience (visited customers, shopfloor, analysed data, SWOT, – grasp the situation)  It is a contract, not a wish list or marketing  It expresses business needs that MUST be met;  DRAWS people to action Lean Enterprise Academy18 Purpose Current Performance
  • 17. www.leanuk.org Having a Line of Sight to the Company Goals  What is the ultimate goal of your work?  Understand what makes your job “value creating” to the company—does it relate to the company’s goals and key performance indicators (Quality, Safety, Productivity and Cost)? Lean Enterprise Academy19 Responsibilities Purpose Guiding Goals Company’s Goal ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved. Society Economy Company Group Self
  • 18. www.leanuk.org Strategy Formulation & Deployment Lean Enterprise Academy20 Need e.g. Focus Alignment Quick Response 1. Agreement on the “True North” The company’s strategic & philosophical goal 6. A3 Thinking – The storytelling approach to planning 5. Deployment leader concept 4. Catchball – for focus 2. PDCA – the scientific method 3. Management process – comprising micro, annual & macro PDCA cycles
  • 19. www.leanuk.org21 Lean Enterprise Academy Vision/Values True North Line of Sight Strategy Formulation and Deployment Purpose People Employees: • Engaged and involved in CI • Continuously solve problems • Teamwork Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches Lean Organization - Process PDCA A3 Thinking Process • Horizontal flow of value at the pull of the customer • Workplace Management through Standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  • 20. www.leanuk.org Horizontal Flow of Value: Value Stream 22 Lean Enterprise Academy
  • 21. www.leanuk.org Workplace Management through Standardization & Visualization  When a Standard is created the foundation of a Process is present  Awareness of Standard (Expectation, Plan, Objective, Goal) by EVERYONE  Awareness of Actual Situation not meeting the Standard (Problem)  Elevation of Problem to increase visibility (no problems hidden) and provide Support  Combined effort to correct and improve 23 Lean Enterprise Academy
  • 22. www.leanuk.org Waste, Overburden & Un-evenness Muri Mura Unreasonable burden on people or machines… Un-level workloads on people or machines... Muda 24 Lean Enterprise Academy
  • 23. www.leanuk.org Lean Tools  Tools of standardization (help create standard in order to make problems visible) 5S, level scheduling, kanban system  Tool of analysis (used to understand the root causes of problems) VSM, spaghetti diagram, fishbone diagram  Tools of countermeasure (eliminate root causes) A3, PDCA  Tools of sustainability (help maintain standards) Visual mgmt, PDCA, The role of tools is to support the implementation of concepts and effectively reveal and solve problems 25 Lean Enterprise Academy
  • 24. www.leanuk.org26 Lean Enterprise Academy Vision/Values True North Line of Sight Strategy Formulation and Deployment Purpose Lean Organization - People PDCA A3 Thinking Process • Horizontal flow of value at the pull of the customer • Workplace Management through Standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate People • Engaged and involved in CI • Continuously solve problems • Teamwork 26
  • 25. www.leanuk.org The “People” Value Stream Lean Enterprise Academy27 Attract Spec Assessment Selection On Boarding Aptitude Develop Roles Training Coaching O/D Capable Engage Standard work Problem solving Process improvement Identify w/team Perform Inspire Embrace values Community,family Environment Identify w/company Commitment Commitmentfor Mutual Prosperity Equitable Policies and Practices Grow from Within Reward Teamwork Hoshin Kanri (True North) Team Problem Solving Desirable Clean and Safe Workplace Visual Communication Servant Leadership Respect for People and Continuous Process Improvement Inputs Philosophy Values Principles XPS Outputs Culture of continuous improvementof customer value based on XPS Purpose Long Term Mutual Prosperity Human ResourceSystems Management Daily Process Management Reinforce Practice P DC A
  • 26. www.leanuk.org28 Lean Enterprise Academy Purpose People Process • Horizontal flow of value at the pull of the customer • Workplace Management through standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate Employees: • Engaged and involved in CI • Continuously solve problems • Teamwork Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches Vision/Values True North Line of Sight Strategy Formulation and Deployment Lean Organisation – PDCA PDCA A3 Thinking ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  • 27. www.leanuk.org A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D Value Stream Strategic Value Added/ Gemba John Shook Problem Solving by Level Lean Enterprise Academy29
  • 28. www.leanuk.org30 Lean Enterprise Academy
  • 29. www.leanuk.org The A3 Tool as a Process for…  Problem Solving  Proposing Improvements  Standardizing  Planning  Reporting  Reflection  Project Management  Change Management  Alignment and Agreement  Organizational Development  Mentoring, coaching  Developing people All based on 31 Lean Enterprise Academy
  • 30. www.leanuk.org Reflect on org.’s efforts to implement lean - actions & results; Did results match expect’ions? What worked and what didn’t work? What did the organisation learn? Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement Identify gaps between the current state of the org’n & the desired state Reflect on individual efforts to implement lean Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader 32 Lean Enterprise Academy Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS Programme Flow OUTCOMES Review your gap statements, both organisational & personal, & identify one critical gap in each category. Describe: What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
  • 31. www.leanuk.org Defining the Gap Organisational Lean Journey Exercise:  Define the organisation’s business gap(s)  Identify gaps between the current state of the organisation & the desired state Lean Enterprise Academy33 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 32. www.leanuk.org Reflection II: Leader’s Role in the Organisational Transformation Facilitated discussion guided by questions:  What have YOU done as a leader that has made a big impact on your business in the last X years?  What worked and what didn’t work?  Has the way you lead changed?  What have you learned? Lean Enterprise Academy34 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 33. www.leanuk.org Individual Reflection What have you done as a leader that has made a big impact on your business in the last year or two? What role did lean play in your effort as a leader? What worked? What didn’t work? What did you learn and what have you changed as a leader? What can you do that you couldn’t do before? What capabilities do you have now? 35 Lean Enterprise Academy
  • 34. www.leanuk.org Lean Leadership: Defining the Leader’s Role in the Organisational Transformation Facilitated discussion guided by questions:  Understand the key roles, mindsets, behaviours & assumptions of lean leaders that support the development of a sustainable culture of problem solving Lean Enterprise Academy36 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 35. www.leanuk.org The Lean Leadership Landscape 37 Lean Enterprise Academy
  • 36. www.leanuk.org Lean Leadership Landscape 38 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking Ohno: Waste (O/P) Flow & Pull Genchi Genbutsu Data/Facts Minoura: “T”PS = “Thinking” Production System Cho: Go see Ask why? Show respect Uchikawa: No problem is problem Weber Drucker Burns Senge Peters Covey Collins Schein etc. Influence of other management thinkers 9. Grow leaders 10. Develop people 12. Go & see 13. Decisions slowly 14. Learning org. etc. Eiji: It is muda to wave your flag and have no one follow. Lean Enterprise Academy
  • 37. www.leanuk.org The Role of Leadership in Implementing Lean Design and support processes that provide value to customers - value streams Develop people to take personal responsibility for solving problems Set alignment around the vision 39 Lean Enterprise Academy
  • 38. www.leanuk.org In other Words: Lean Leaders do Two Things  Get each person to take initiative to solve problems and improve his or her job  Ensure that each persons’ job is aligned to provide value for the customer and prosperity for the company Ref: John Shook – Lean Leadership Get the work done and Develop Your People - at the SAME TIME! 40 Lean Enterprise Academy
  • 39. www.leanuk.org Three Keys to Lean Leadership Ask “Why?” Use the technique daily Show Respect Respect your people “Go See” Management must spend time on the front lines 41 Lean Enterprise Academy
  • 40. www.leanuk.org The Engine that Drives Lean Leadership: PDCA Grasp the Situation 42 Lean Enterprise Academy
  • 41. www.leanuk.org How do you Build a Culture of PDCA? Robust Problem Solving is What Makes the Organization Successful  Problems are a good thing  Make abnormal from normal visible right now  Helps workers do their jobs well  Helps workers know when to ask for help  Helps managers know what questions to ask  Live and teach PDCA – frequent and complete cycles of reflective learning  Involve everyone in problem solving 43 Lean Enterprise Academy
  • 42. www.leanuk.org A Difficult Struggle at the Mid-management and First Line Supervisory Level FRONT LINES SENIOR MANAGEMENT MIDDLE MANAGEMENT MUST PROVIDE VISION AND INCENTIVE MUST “DO” MUST LEAD THE ACTUAL OPERATIONAL CHANGE Likes the involvement Likes the results Wants to be successful Role ImpactProblem: MURA & MURI Muri: overburden Mura: variation Muda: waste Problem: MURA & MURI Problem: MUDA Ref: John Shook Basic problem to solve at different levels of the enterprise Lean Enterprise Academy44 PDCA Tool: Policy Management PDCA Tool: VSM or A3 PDCA Tool: Standardised Work
  • 43. www.leanuk.org Problem Solving Focus by Level 45 Problem: MURA & MURI Problem: MURA & MURI Problem: MUDA PDCA Tool: Policy Management PDCA Tool: VSM or A3 PDCA Tool: Standardised Work Lean Enterprise Academy
  • 44. www.leanuk.org46 Lean Enterprise Academy
  • 45. www.leanuk.org Current State P DC A P DC A P DC A GtS Tools NEXT FUTURE STATE Future- State Vision Tools Tools GtS GtS Lean Leadership Lean Enterprise Academy47 Design & support processes that provide value to customers - value streams Develop people to take personal responsibility for solving problems Set alignment around the vision
  • 46. www.leanuk.org Result- oriented Fragmented Thinking Command & Control Defensive Knower’s • Focused on the final result, not on the problem solving process • Fragmented actions • Lack of organization wide strategy • Silos Assumptions of Leaders that Drive Continuous Improvement Lean Enterprise Academy48 Means- oriented Systems thinking Disturb & Respond Internalize Learner Focused on the means to achieve great results Processes and people are aligned to achieve organizational goals Run small experiments on the system • Take personal responsibility • No blame environment Let’s Identify the problem and solve it together Transformational Leadership Program ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  • 47. www.leanuk.org • Metrics and status reports are the primary management tool • Deferring to the person of highest rank Result- oriented Fragmented Thinking Command & Control Defensive Knower • Focused on the final result, not on the problem solving process • Fragmented actions • Lack of organization- wide strategy • Silos • Failure is not allowed • Employees feel the need to justify their actions • Someone else caused the problem • Rationalization of data • Blanket solutions • Use of CI specialists to solve organizational problems • Not building capability of others • Missing opportunities for learning Unquestioned Assumptions of Leaders that Drive Complexity Lean Enterprise Academy49 Transformational Leadership Program ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  • 48. www.leanuk.org Defining the Gap Lean Leadership Journey Exercise:  Identify gaps between your current roles, mindsets, behaviours & assumptions & those of a lean leader Lean Enterprise Academy50 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 49. www.leanuk.org Reflect on org.’s efforts to implement lean - actions & results; Did results match expect’ions? What worked and what didn’t work? What did the organisation learn? Understand the nature of lean as a methodology of problem solving that helps organisations learn & develop capabilities for growth & improvement Identify gaps between the current state of the org’n & the desired state Reflect on individual efforts to implement lean Understand the key roles, mindsets, behaviors & assumptions of lean leaders that support dev’t. of a sustainable culture of problem solving Identify gaps between the current roles, mindsets, behaviors & assumptions & those of a lean leader 52 Lean Enterprise Academy Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS Programme Flow OUTCOMES Review your gap statements, both organisational & personal, & identify one critical gap in each category. Describe: What you know about the gap & how you know it. What you need to learn about it & how you can learn it. Go back to your organisation & understand the gaps. Identify at least one new behavior that you will start practicing using PDCA.
  • 50. www.leanuk.org Closing Organisational and Personal Gaps  Assess the gaps between where things are now and where they should be for the following:  Your major customer delivery stream  Your organization’s approach to problem solving  Your approach to developing/supporting problem solving capability (Refer to the questions on “Define the gaps for leadership”)  For each category (customer delivery stream, problem solving method, leadership approach to developing problem solving capability), complete a Problem Situation Form. Lean Enterprise Academy53 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS
  • 51. www.leanuk.org Problem Situation Lean Enterprise Academy54 What I Know – the Problem How to Confirm What I Need to Know How to Learn it
  • 52. www.leanuk.org Closing Organisational and Personal Gaps  “Homework”:  Select one problem from those that you identified as gaps on the organisational side and go to the gemba to better understand it. Use the form below to capture your learning  How did your leadership behaviour affect the problem? Lean Enterprise Academy55 Reflectio n Learn/ Target  condition Gap Reflection Learn Target Condition Gap How to close  leadership & org.  gaps? ORGANISATIONAL LEAN JOURNEY INDIVIDUAL ROLES OF LEADERS What do I know about the problem? How do I know it? What do I need to know? How can I learn it?
  • 53. www.leanuk.org David Brunt Lean Enterprise Academy Workshop Introduction to Lean Leadership 56 Lean Enterprise Academy
  • 54. www.leanuk.org Defining the Business Gap(s) Appendix Introduction to Lean Leadership Lean Enterprise Academy57
  • 55. www.leanuk.org Organisational Lean Gap  Identify gaps between the current state of your organisation and the desired state  Use your initial reflections and discussions as a guide  Record your “gaps” on the following sheets Lean Enterprise Academy58
  • 56. www.leanuk.org Rating – Key Values How would you score the predominant values in your unit? Lean Enterprise Academy59 Conventional C2 C1 L1 L2 Lean 1 Adversarial (company, employees, customers) Mutual respect (company employees, customers) 2 “Profit first” focus “Customer first” focus 3 Reactive fire-fighting, limited root cause analysis, problems re-occur Every employee actively pursuing continuous improvement daily 4 Reliance on inspection catch defects before they reach customer Never knowingly pass a defect to the next process 5 Problems are hidden. Blaming starts if they are uncovered. Problems are treasures. Praise the messenger. 6 Reliance on intuition to decide solutions. Go see, ask why, show respect to develop problem solvers.
  • 57. www.leanuk.org Rating – True North How would you score true north in your unit? Lean Enterprise Academy60 Conventional C2 C1 L1 L2 Lean 1 Many scattered targets Few focussed targets 2 Not measured, or measures drive counter-lean behaviour. Measures focus on improving the process 3 It is a wish list It is a contract to be fulfilled, expressing business needs that must be met 4 Not understood or valued by people Motivates people to ACTION 5 Biased to company goals to detriment of customer or employee goals Creates wins for all stakeholders.
  • 58. www.leanuk.org Rating – Line of Sight How would you score line of sight in your unit? Lean Enterprise Academy61 Conventional C2 C1 L1 L2 Lean 1 People have no idea how their activities relate to company goals People understand precisely how their activities help achieve company goals 2 Progress against goals is not transparent Progress is tracked visually in the workplace
  • 59. www.leanuk.org Rating – Strategy Formulation How would you score strategy formulation in your unit? Lean Enterprise Academy62 Conventional C2 C1 L1 L2 Lean 1 Assumes strategy will work as planned Focussed on quick response to problems 2 “True North” dictated from the top Develop & alignment of strategy through many levels using “catchball” 3 Based on Plan Do, Do, Do Embodies PDCA and is constantly evolving. 4 Based on annual financial budget cycles Based on achieving True North objectives through learning
  • 60. www.leanuk.org Rating – Lean Processes How would you score lean processes in your unit? Lean Enterprise Academy63 Conventional C2 C1 L1 L2 Lean 1 People operate in disconnected departments, with sub-optimisation common Horizontal flow of value across org. to customer understood & managed 2 Waste, overburden & variation leads to frequent workarounds. The flow of work is continually improved by eliminating waste, overburden and variation 3 Produce as much as possible and stockpile Pace of work synchronised with customer requirements 4 Long lead times accepted as “the result of the system” Focus on constant reduction in lead time 5 We may have some standards for how the work is done, but not sure if they are followed Standard Work is owned, followed and continually improved by the work teams. 6 Deviations from standard reported weekly or monthly Out-of standard state visible in real time, work teams respond rapidly to problems. 7 We carry on with broken processes until there is time to fix them We stop the process to fix the problem in real time 8 Improvements are prioritised “top down” and implemented by specialists People are engaged in improvement at many levels using structured methods
  • 61. www.leanuk.org Discussion – People How would you score treatment of people in your unit? Lean Enterprise Academy64 Conventional C2 C1 L1 L2 Lean 1 Failure not allowed. Need to justify actions. Someone else caused the problem. Take personal responsibility. “No blame/no excuse” environment 2 Only specialists solve problems, because it’s a complex process Everybody is trained in, uses, and learns from the PDCA approach 3 Specialists develop better ways of working Everybody takes the initiative in improving the way they work 4 Leaders manage by the numbers Leaders focus on the process to achieve great results 5 Leaders are “directors” Leaders are mentors
  • 62. www.leanuk.org Defining the Individual Gap(s) Appendix Introduction to Lean Leadership Lean Enterprise Academy65
  • 63. www.leanuk.org Individual Role Gap  Identify gaps between your current roles, mindsets, behaviors and assumptions and those of a lean leader  Use your initial reflections and discussions as a guide  Record your “gaps” on the following sheets Lean Enterprise Academy66
  • 64. www.leanuk.org Rating – Your Assumptions How would you honestly score your own assumptions? Lean Enterprise Academy67 Conventional C2 C1 L1 L2 Lean 1 Improvements to work are best developed by experts in continuous improvement techniques. The people who do the work know it best and are the most capable of making improvements to it 2 Most employees need to be told exactly what to do and how to do it All employees should be respected for their ability to think and take responsibility 3 I make plans within my level of competence and expect them to work. If there is a problem I get into trouble- shooting mode. I assume that plans never work as intended, and that we need the capability to react immediately & systematically when they don’t 4 Problems are often caused by other people/departments Problems occur because the processes we use are imperfect
  • 65. www.leanuk.org Rating – Your Mindset How would you honestly describe your personal mindset? Lean Enterprise Academy68 Conventional C2 C1 L1 L2 Lean 1 Do this! Leader = dictator. What do you think? Leader= mentor. 2 Only “grunts” go to the shop floor. Go and see for yourself. 3 We have certain standards. We are not sure where they are or if they are followed. We have simple visual standards for everything of importance. 4 Do not halt production. Keep up the numbers. Stop production so that it does not come to a standstill. Don’t send out rubbish. 5 Do not be caught with a problem on your hands. Make problems visible 6 Experts solve problems using complex methods. Everyone solves problems using simple methods
  • 66. www.leanuk.org Rating – Your Roles How do you view your role in your job? Lean Enterprise Academy69 Conventional C2 C1 L1 L2 Lean 1 I concentrate on doing my allotted tasks to meet my personal KPIs and checking that my subordinates are doing the same I take responsibility for finding solutions to problems affecting the organisation’s ability to satisfy the customer 2 I concentrate on doing my allotted tasks to meet my personal KPIs and allocating tasks to my subordinates My main role is to develop my subordinates so they can solve problems that prevent us meeting customer requirements 3 I focus on planning and implementing changes that I have developed I teach my subordinates the PDCA approach by example 4 I check the MIS daily to see whether we met our targets yesterday I visit daily the place where the work is done to check whether any employees or supervisors are having difficulty performing their standard work 5 One of my main roles is trouble- shooting. People call on me to be decisive in crises. I develop standard work for my own activities to ensure I can fit in the essential tasks and as an example to others 6 I solve problems that my people bring to me. I develop the problem solving skills of my people
  • 67. www.leanuk.org Rating – Your Behaviour How would you honestly describe your behaviour in your job? Lean Enterprise Academy70 Conventional C2 C1 L1 L2 Lean 1 Do what I have decided Follow me – we’ll work on this together 2 When I can spare the time I get out of my office to show the flag. I delegate authority to my people to fix any problems I spend most of my time where the work is done, to understand the detail, identify all types of waste, & mentor my people in systematic problem solving approaches 3 I focus on planning and implementing changes that I have developed I teach my subordinates the PDCA approach by example 4 I check the MIS daily to see whether we met our targets yesterday I visit daily the place where the work is done to check whether any employees or supervisors are having difficulty performing their standard work 5 If there are problems I ask people to tell me about them so I can tell them the solution. I coach people by asking questions which prompt them to ensure that they really do “grasp the situation” 6 I hold daily or weekly meetings in my office or conference room with all my reports, to check problems and plan action. I attend daily “stand-up” meetings at visual display boards on the shop floor to see any problems in following the processes.
  • 68. www.leanuk.org Rating – Your Behaviour (continued) How would you honestly describe your behaviour in your job? Lean Enterprise Academy71 Conventional C2 C1 L1 L2 Lean 7 In dealing with problems I decide solutions based on my previous experience, or on the advice of experts. In dealing with problems, I follow a standard process to gain consensus from stakeholders about what the problem is, the root causes, the proposed countermeasures, and how to check the effectiveness 8 I answer questions I ask questions