SlideShare a Scribd company logo
1 of 68
Download to read offline
www.leanuk.org
David Brunt
Lean Enterprise Academy
Workshop
Introduction to Lean
Leadership
Lean Enterprise Academy1
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
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.
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
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
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
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
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
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
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
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
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
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.
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
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
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
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
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
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.
www.leanuk.org
Horizontal Flow of Value:
Value Stream
22 Lean Enterprise Academy
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
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
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
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
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
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.
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
www.leanuk.org30 Lean Enterprise Academy
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
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.
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
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
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
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
www.leanuk.org
The Lean Leadership Landscape
37 Lean Enterprise Academy
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
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
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
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
www.leanuk.org
The Engine that Drives
Lean Leadership: PDCA
Grasp the
Situation
42 Lean Enterprise Academy
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
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
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
www.leanuk.org46 Lean Enterprise Academy
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
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.
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.
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
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.
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
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
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?
www.leanuk.org
David Brunt
Lean Enterprise Academy
Workshop
Introduction to Lean
Leadership
56 Lean Enterprise Academy
www.leanuk.org
Defining the Business Gap(s)
Appendix
Introduction to Lean
Leadership
Lean Enterprise Academy57
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
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.
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.
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
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
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
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
www.leanuk.org
Defining the Individual
Gap(s)
Appendix
Introduction to Lean
Leadership
Lean Enterprise Academy65
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
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
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
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
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.
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

More Related Content

What's hot

New 7 QC Tool-Module 1 | Affinity diagram
New 7 QC Tool-Module 1 | Affinity diagramNew 7 QC Tool-Module 1 | Affinity diagram
New 7 QC Tool-Module 1 | Affinity diagramShakehand with Life
 
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...TKMG, Inc.
 
Lean Fundamentals Overview Webinar
Lean Fundamentals Overview WebinarLean Fundamentals Overview Webinar
Lean Fundamentals Overview WebinarMichael E. Parker
 
Lean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleLean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleFrank-G. Adler
 
Lean Kanban Systems Training Module
Lean Kanban Systems Training ModuleLean Kanban Systems Training Module
Lean Kanban Systems Training ModuleFrank-G. Adler
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Ralph W pete Peters NFMT Session 031810
Ralph W pete Peters NFMT Session 031810Ralph W pete Peters NFMT Session 031810
Ralph W pete Peters NFMT Session 031810Ralph W Peters
 
Aim of tpm 16 losses/7 Steps of Jhisu Hozen
Aim of tpm 16 losses/7 Steps of Jhisu HozenAim of tpm 16 losses/7 Steps of Jhisu Hozen
Aim of tpm 16 losses/7 Steps of Jhisu Hozenavijit biswas
 
Phenomenon & Mechanism Analysis
Phenomenon & Mechanism AnalysisPhenomenon & Mechanism Analysis
Phenomenon & Mechanism AnalysisShubham Singh
 
Operational Excellence Defined: Is Right For You?
Operational Excellence Defined: Is Right For You?Operational Excellence Defined: Is Right For You?
Operational Excellence Defined: Is Right For You?Juran Global
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
 

What's hot (20)

5 why analysis
5 why analysis5 why analysis
5 why analysis
 
New 7 QC Tool-Module 1 | Affinity diagram
New 7 QC Tool-Module 1 | Affinity diagramNew 7 QC Tool-Module 1 | Affinity diagram
New 7 QC Tool-Module 1 | Affinity diagram
 
WORLD CLASS MANUFACTURING
WORLD CLASS MANUFACTURINGWORLD CLASS MANUFACTURING
WORLD CLASS MANUFACTURING
 
Identifying Lean Waste
Identifying Lean WasteIdentifying Lean Waste
Identifying Lean Waste
 
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
 
Lean Fundamentals Overview Webinar
Lean Fundamentals Overview WebinarLean Fundamentals Overview Webinar
Lean Fundamentals Overview Webinar
 
Lean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleLean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training Module
 
Lean Kanban Systems Training Module
Lean Kanban Systems Training ModuleLean Kanban Systems Training Module
Lean Kanban Systems Training Module
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Lean Manufacturing
Lean ManufacturingLean Manufacturing
Lean Manufacturing
 
Ralph W pete Peters NFMT Session 031810
Ralph W pete Peters NFMT Session 031810Ralph W pete Peters NFMT Session 031810
Ralph W pete Peters NFMT Session 031810
 
Aim of tpm 16 losses/7 Steps of Jhisu Hozen
Aim of tpm 16 losses/7 Steps of Jhisu HozenAim of tpm 16 losses/7 Steps of Jhisu Hozen
Aim of tpm 16 losses/7 Steps of Jhisu Hozen
 
Lean manufacturing
Lean manufacturingLean manufacturing
Lean manufacturing
 
Phenomenon & Mechanism Analysis
Phenomenon & Mechanism AnalysisPhenomenon & Mechanism Analysis
Phenomenon & Mechanism Analysis
 
Gemba Walk
Gemba WalkGemba Walk
Gemba Walk
 
Operational Excellence Defined: Is Right For You?
Operational Excellence Defined: Is Right For You?Operational Excellence Defined: Is Right For You?
Operational Excellence Defined: Is Right For You?
 
Ch 7 qm
Ch 7 qmCh 7 qm
Ch 7 qm
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
 
KAIZEN COSTING
KAIZEN COSTINGKAIZEN COSTING
KAIZEN COSTING
 
Operational Excellence Consulting - Training Brochure
Operational Excellence Consulting - Training BrochureOperational Excellence Consulting - Training Brochure
Operational Excellence Consulting - Training Brochure
 

Viewers also liked

Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLean Enterprise Academy
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisLean Enterprise Academy
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneLean Enterprise Academy
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean Enterprise Academy
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLean Enterprise Academy
 
Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...Lean Enterprise Academy
 

Viewers also liked (7)

Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art Byrne
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim Morgan
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
 
Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...
 

Similar to Introduction to Lean leadership Masterclass by David Brunt

Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Enterprise Academy
 
Lean Manager Certification Program - January 2018
Lean Manager Certification Program - January 2018Lean Manager Certification Program - January 2018
Lean Manager Certification Program - January 2018W3 Group Canada Inc.
 
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Megan Jackson
 
Lean Strategy Deployment - Quick Overview
Lean Strategy Deployment -  Quick OverviewLean Strategy Deployment -  Quick Overview
Lean Strategy Deployment - Quick OverviewEdgar Cardenas Sanchez
 
Undersstanding of lean mananagement & processes course content sign
Undersstanding of lean mananagement & processes course content signUndersstanding of lean mananagement & processes course content sign
Undersstanding of lean mananagement & processes course content signTeh Chin Weng
 
The LBS Approach
The LBS ApproachThe LBS Approach
The LBS ApproachLBSPartners
 
Be in Driver Seat HR Driven Business Sustainability and Growth Model
Be in Driver Seat HR Driven Business Sustainability and Growth Model Be in Driver Seat HR Driven Business Sustainability and Growth Model
Be in Driver Seat HR Driven Business Sustainability and Growth Model Laurence Yap M.A. (UM) CHRM
 
Human network corporate presentation 2020
Human network corporate presentation 2020Human network corporate presentation 2020
Human network corporate presentation 2020Ashwin Pasricha
 
4 questions to ask before implementing your in house leadership development p...
4 questions to ask before implementing your in house leadership development p...4 questions to ask before implementing your in house leadership development p...
4 questions to ask before implementing your in house leadership development p...Tushar Vakil
 
Ideas to impact approach to strategy management
Ideas to impact   approach to strategy managementIdeas to impact   approach to strategy management
Ideas to impact approach to strategy managementDaniel Hayden
 
00 M1 Introduction to Engineering Management.pdf
00 M1 Introduction to Engineering Management.pdf00 M1 Introduction to Engineering Management.pdf
00 M1 Introduction to Engineering Management.pdfEnzoMcLaren
 
5 Steps to Create a High Impact Learning
5 Steps to Create a High Impact Learning5 Steps to Create a High Impact Learning
5 Steps to Create a High Impact LearningTuan Yang
 
initiativez_corporate-brochure_v12
initiativez_corporate-brochure_v12initiativez_corporate-brochure_v12
initiativez_corporate-brochure_v12Charral Izhiman
 
Agile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileAgile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileGervais Johnson, Advisor
 
Understanding Business Excellence
Understanding Business ExcellenceUnderstanding Business Excellence
Understanding Business ExcellenceSeta Wicaksana
 
Designing Effective Lean Transformations
Designing Effective Lean TransformationsDesigning Effective Lean Transformations
Designing Effective Lean TransformationsLean Enterprise Academy
 
Solucion de problemas efectivos
Solucion de problemas efectivosSolucion de problemas efectivos
Solucion de problemas efectivosoziel2015
 
Chapter17 total quality control
Chapter17 total quality controlChapter17 total quality control
Chapter17 total quality controlmeomeomano
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture JourneyMichael Short
 

Similar to Introduction to Lean leadership Masterclass by David Brunt (20)

Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN Research
 
Lean Manager Certification Program - January 2018
Lean Manager Certification Program - January 2018Lean Manager Certification Program - January 2018
Lean Manager Certification Program - January 2018
 
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2
Bersin by Deloitte_MakingLearningStick_DTM_June2013_v2
 
Lean Strategy Deployment - Quick Overview
Lean Strategy Deployment -  Quick OverviewLean Strategy Deployment -  Quick Overview
Lean Strategy Deployment - Quick Overview
 
Undersstanding of lean mananagement & processes course content sign
Undersstanding of lean mananagement & processes course content signUndersstanding of lean mananagement & processes course content sign
Undersstanding of lean mananagement & processes course content sign
 
The LBS Approach
The LBS ApproachThe LBS Approach
The LBS Approach
 
Be in Driver Seat HR Driven Business Sustainability and Growth Model
Be in Driver Seat HR Driven Business Sustainability and Growth Model Be in Driver Seat HR Driven Business Sustainability and Growth Model
Be in Driver Seat HR Driven Business Sustainability and Growth Model
 
Human network corporate presentation 2020
Human network corporate presentation 2020Human network corporate presentation 2020
Human network corporate presentation 2020
 
4 questions to ask before implementing your in house leadership development p...
4 questions to ask before implementing your in house leadership development p...4 questions to ask before implementing your in house leadership development p...
4 questions to ask before implementing your in house leadership development p...
 
Ideas to impact approach to strategy management
Ideas to impact   approach to strategy managementIdeas to impact   approach to strategy management
Ideas to impact approach to strategy management
 
NP brochure A4 v4.0
NP brochure A4 v4.0NP brochure A4 v4.0
NP brochure A4 v4.0
 
00 M1 Introduction to Engineering Management.pdf
00 M1 Introduction to Engineering Management.pdf00 M1 Introduction to Engineering Management.pdf
00 M1 Introduction to Engineering Management.pdf
 
5 Steps to Create a High Impact Learning
5 Steps to Create a High Impact Learning5 Steps to Create a High Impact Learning
5 Steps to Create a High Impact Learning
 
initiativez_corporate-brochure_v12
initiativez_corporate-brochure_v12initiativez_corporate-brochure_v12
initiativez_corporate-brochure_v12
 
Agile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileAgile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for Agile
 
Understanding Business Excellence
Understanding Business ExcellenceUnderstanding Business Excellence
Understanding Business Excellence
 
Designing Effective Lean Transformations
Designing Effective Lean TransformationsDesigning Effective Lean Transformations
Designing Effective Lean Transformations
 
Solucion de problemas efectivos
Solucion de problemas efectivosSolucion de problemas efectivos
Solucion de problemas efectivos
 
Chapter17 total quality control
Chapter17 total quality controlChapter17 total quality control
Chapter17 total quality control
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture Journey
 

More from Lean Enterprise Academy

The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaLean Enterprise Academy
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesLean Enterprise Academy
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerLean Enterprise Academy
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Enterprise Academy
 
Implications of Lean Thinking for Healthcare
Implications of Lean Thinking for HealthcareImplications of Lean Thinking for Healthcare
Implications of Lean Thinking for HealthcareLean Enterprise Academy
 
Where does Lean Healthcare Begin and End
Where does Lean Healthcare Begin and End Where does Lean Healthcare Begin and End
Where does Lean Healthcare Begin and End Lean Enterprise Academy
 

More from Lean Enterprise Academy (20)

What have we learnt about Lean?
What have we learnt about Lean?What have we learnt about Lean?
What have we learnt about Lean?
 
Lean green stream in surgery
Lean green stream in surgery  Lean green stream in surgery
Lean green stream in surgery
 
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon Tanner
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streams
 
Rethinking IT service delivery
Rethinking IT service deliveryRethinking IT service delivery
Rethinking IT service delivery
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare Systems
 
Policy Deployment
Policy DeploymentPolicy Deployment
Policy Deployment
 
Why Responsiveness Matters
Why Responsiveness Matters   Why Responsiveness Matters
Why Responsiveness Matters
 
The Beginners Guide to Lean
The Beginners Guide to LeanThe Beginners Guide to Lean
The Beginners Guide to Lean
 
The Lean Strategic Challenge
The Lean Strategic Challenge  The Lean Strategic Challenge
The Lean Strategic Challenge
 
Building a Lean Management System
Building a Lean Management System Building a Lean Management System
Building a Lean Management System
 
Lean Thinking Past and Future
Lean Thinking Past and FutureLean Thinking Past and Future
Lean Thinking Past and Future
 
Creating Lean Solutions
Creating Lean SolutionsCreating Lean Solutions
Creating Lean Solutions
 
Implications of Lean Thinking for Healthcare
Implications of Lean Thinking for HealthcareImplications of Lean Thinking for Healthcare
Implications of Lean Thinking for Healthcare
 
Where does Lean Healthcare Begin and End
Where does Lean Healthcare Begin and End Where does Lean Healthcare Begin and End
Where does Lean Healthcare Begin and End
 
Lean Thinking for the NHS
Lean Thinking for the NHSLean Thinking for the NHS
Lean Thinking for the NHS
 
Leading the Lean Enterprise
Leading the Lean EnterpriseLeading the Lean Enterprise
Leading the Lean Enterprise
 
New Frontiers of Lean Practice
New Frontiers of Lean PracticeNew Frontiers of Lean Practice
New Frontiers of Lean Practice
 

Recently uploaded

Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...
Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...
Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...gdgsurrey
 
EDD8524 The Future of Educational Leader
EDD8524 The Future of Educational LeaderEDD8524 The Future of Educational Leader
EDD8524 The Future of Educational LeaderDr. Bruce A. Johnson
 
The First National K12 TUG March 6 2024.pdf
The First National K12 TUG March 6 2024.pdfThe First National K12 TUG March 6 2024.pdf
The First National K12 TUG March 6 2024.pdfdogden2
 
LEAD5623 The Economics of Community Coll
LEAD5623 The Economics of Community CollLEAD5623 The Economics of Community Coll
LEAD5623 The Economics of Community CollDr. Bruce A. Johnson
 
AI Uses and Misuses: Academic and Workplace Applications
AI Uses and Misuses: Academic and Workplace ApplicationsAI Uses and Misuses: Academic and Workplace Applications
AI Uses and Misuses: Academic and Workplace ApplicationsStella Lee
 
3.12.24 The Social Construction of Gender.pptx
3.12.24 The Social Construction of Gender.pptx3.12.24 The Social Construction of Gender.pptx
3.12.24 The Social Construction of Gender.pptxmary850239
 
Dhavni Theory by Anandvardhana Indian Poetics
Dhavni Theory by Anandvardhana Indian PoeticsDhavni Theory by Anandvardhana Indian Poetics
Dhavni Theory by Anandvardhana Indian PoeticsDhatriParmar
 
The OERs: Transforming Education for Sustainable Future by Dr. Sarita Anand
The OERs: Transforming Education for Sustainable Future by Dr. Sarita AnandThe OERs: Transforming Education for Sustainable Future by Dr. Sarita Anand
The OERs: Transforming Education for Sustainable Future by Dr. Sarita AnandDr. Sarita Anand
 
Material Remains as Source of Ancient Indian History & Culture.ppt
Material Remains as Source of Ancient Indian History & Culture.pptMaterial Remains as Source of Ancient Indian History & Culture.ppt
Material Remains as Source of Ancient Indian History & Culture.pptBanaras Hindu University
 
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptx
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptxBBA 205 BE UNIT 2 economic systems prof dr kanchan.pptx
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptxProf. Kanchan Kumari
 
Auchitya Theory by Kshemendra Indian Poetics
Auchitya Theory by Kshemendra Indian PoeticsAuchitya Theory by Kshemendra Indian Poetics
Auchitya Theory by Kshemendra Indian PoeticsDhatriParmar
 
Alamkara theory by Bhamaha Indian Poetics (1).pptx
Alamkara theory by Bhamaha Indian Poetics (1).pptxAlamkara theory by Bhamaha Indian Poetics (1).pptx
Alamkara theory by Bhamaha Indian Poetics (1).pptxDhatriParmar
 
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17Celine George
 
Quantitative research methodology and survey design
Quantitative research methodology and survey designQuantitative research methodology and survey design
Quantitative research methodology and survey designBalelaBoru
 
Pharmacology chapter No 7 full notes.pdf
Pharmacology chapter No 7 full notes.pdfPharmacology chapter No 7 full notes.pdf
Pharmacology chapter No 7 full notes.pdfSumit Tiwari
 
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...Marlene Maheu
 
Metabolism , Metabolic Fate& disorders of cholesterol.pptx
Metabolism , Metabolic Fate& disorders of cholesterol.pptxMetabolism , Metabolic Fate& disorders of cholesterol.pptx
Metabolism , Metabolic Fate& disorders of cholesterol.pptxDr. Santhosh Kumar. N
 
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in Pharmacy
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in PharmacyASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in Pharmacy
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in PharmacySumit Tiwari
 

Recently uploaded (20)

Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...
Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...
Certification Study Group - Professional ML Engineer Session 3 (Machine Learn...
 
EDD8524 The Future of Educational Leader
EDD8524 The Future of Educational LeaderEDD8524 The Future of Educational Leader
EDD8524 The Future of Educational Leader
 
The First National K12 TUG March 6 2024.pdf
The First National K12 TUG March 6 2024.pdfThe First National K12 TUG March 6 2024.pdf
The First National K12 TUG March 6 2024.pdf
 
Problems on Mean,Mode,Median Standard Deviation
Problems on Mean,Mode,Median Standard DeviationProblems on Mean,Mode,Median Standard Deviation
Problems on Mean,Mode,Median Standard Deviation
 
LEAD5623 The Economics of Community Coll
LEAD5623 The Economics of Community CollLEAD5623 The Economics of Community Coll
LEAD5623 The Economics of Community Coll
 
AI Uses and Misuses: Academic and Workplace Applications
AI Uses and Misuses: Academic and Workplace ApplicationsAI Uses and Misuses: Academic and Workplace Applications
AI Uses and Misuses: Academic and Workplace Applications
 
3.12.24 The Social Construction of Gender.pptx
3.12.24 The Social Construction of Gender.pptx3.12.24 The Social Construction of Gender.pptx
3.12.24 The Social Construction of Gender.pptx
 
Dhavni Theory by Anandvardhana Indian Poetics
Dhavni Theory by Anandvardhana Indian PoeticsDhavni Theory by Anandvardhana Indian Poetics
Dhavni Theory by Anandvardhana Indian Poetics
 
The OERs: Transforming Education for Sustainable Future by Dr. Sarita Anand
The OERs: Transforming Education for Sustainable Future by Dr. Sarita AnandThe OERs: Transforming Education for Sustainable Future by Dr. Sarita Anand
The OERs: Transforming Education for Sustainable Future by Dr. Sarita Anand
 
Material Remains as Source of Ancient Indian History & Culture.ppt
Material Remains as Source of Ancient Indian History & Culture.pptMaterial Remains as Source of Ancient Indian History & Culture.ppt
Material Remains as Source of Ancient Indian History & Culture.ppt
 
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptx
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptxBBA 205 BE UNIT 2 economic systems prof dr kanchan.pptx
BBA 205 BE UNIT 2 economic systems prof dr kanchan.pptx
 
Auchitya Theory by Kshemendra Indian Poetics
Auchitya Theory by Kshemendra Indian PoeticsAuchitya Theory by Kshemendra Indian Poetics
Auchitya Theory by Kshemendra Indian Poetics
 
Alamkara theory by Bhamaha Indian Poetics (1).pptx
Alamkara theory by Bhamaha Indian Poetics (1).pptxAlamkara theory by Bhamaha Indian Poetics (1).pptx
Alamkara theory by Bhamaha Indian Poetics (1).pptx
 
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17
How to Customise Quotation's Appearance Using PDF Quote Builder in Odoo 17
 
Quantitative research methodology and survey design
Quantitative research methodology and survey designQuantitative research methodology and survey design
Quantitative research methodology and survey design
 
Least Significance Difference:Biostatics and Research Methodology
Least Significance Difference:Biostatics and Research MethodologyLeast Significance Difference:Biostatics and Research Methodology
Least Significance Difference:Biostatics and Research Methodology
 
Pharmacology chapter No 7 full notes.pdf
Pharmacology chapter No 7 full notes.pdfPharmacology chapter No 7 full notes.pdf
Pharmacology chapter No 7 full notes.pdf
 
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...
2024 March 11, Telehealth Billing- Current Telehealth CPT Codes & Telehealth ...
 
Metabolism , Metabolic Fate& disorders of cholesterol.pptx
Metabolism , Metabolic Fate& disorders of cholesterol.pptxMetabolism , Metabolic Fate& disorders of cholesterol.pptx
Metabolism , Metabolic Fate& disorders of cholesterol.pptx
 
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in Pharmacy
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in PharmacyASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in Pharmacy
ASTRINGENTS.pdf Pharmacognosy chapter 5 diploma in Pharmacy
 

Introduction to Lean leadership Masterclass by David Brunt

  • 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
  • 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
  • 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