Lean for leaders

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  • Respect for PeopleNeed for Continuous ImprovementImportance of going to see the conditions of work firsthandAbility to ensure that the mission, vision, goals, and annual objectives are communicated throughout the organization and implemented by everyone from top management to the lowest level
  • What we achieve – Overlap reinforces continuity of support for new practices throughout the organizationMaintains internal integrity of Lean Tool implementation and Lean management System.
  • 1. Through Lean Management which consists of Principles and Value Streams2. Leaders Identify and eliminate interruptions that impede the flow of Value there by fostering the need of collaboration across boundaries
  • Create recognition of and commitment to a sense of common purpose across boundaries
  • Directing and motivating others - Lead by example, by setting pace by consistently motivating teams and empowering the teamsCreativity - At every step “Plan -> Do -> Check -> Act”Problem solving - Be a “T” shaped employee yourself and develop other leaders and NOT Followers!Building Effective TeamsDrive for results and action oriented
  • 1. on Continuous Improvement and Adaptation without constant vigilance and dedication2. Not knowing where we are and where we want to be and by what means we should maneuver the unclear territory.3. Not understanding the logic and method, but just going through the motions of implementation steps or solutions4. Changes to conditions both inside and outside the organizations though they may appear to be in steady state5. A process will erode no matter what, even if a standard is defined, explained and posted, Not because of poor discipline, but due to interaction effects and changes!6. Value Stream is rather a method to help ensure process-level improvements effort.
  • Lean for leaders

    1. 1. Lean for Leadership C N Mohan Practice Head – Lean & Kanban, SolutionsIQ India
    2. 2. What is Lean?  Lean = Tools which create efficiencies and standardize the processes.  Actual Lean Implementations = Lean Tools + Lean Thinking 20% Lean Tools 80% Lean Thinking 1
    3. 3. Where should be the focus??  Focus should be on Lean Management • A bridge between the Lean Tools and Lean Thinking 2
    4. 4. What is Lean Thinking? (Lean Thinking = Set of Leadership Behaviors + Structures) Lean Thinking helps sustainment of Lean Implementation through a “Culture of Leadership”. 3
    5. 5. Who is a Leader? Leader Views self-development and training others as the only possible path strives for continuous improvement in every aspect of the business views the company as a total system which grows through daily improvement or it deteriorates Requires that everyone at all levels of organization possesses deep knowledge about processes and are able to sense change and respond appropriately 4
    6. 6. What are Leadership Behaviors? Hoshin-Kanri Gemba Walks Continuous Improvement Respect for People 5
    7. 7. What are Leadership Structures?? For Enterprise-wide Lean implementation to succeed we need Leaders at following levels Tactical Level (Managers, Team Leads) 6
    8. 8. Focus Areas for each level Organizational Level Primary Contribution Tasks Secondary Contributions Tasks Strategic (CEO, Sr. VPs) Governance – Steering and Oversight Support Crossboundary perspective Measure adherence to post-project processes Monitor intersection measures through Gemba Walks Functional Accountability (VPs, Directors) Meet project commitments & Manage intersection performance Disciplined adherence & commitments to processes post-project Collaborate in process management & Gemba walks Tactical (Managers, Team Leads) Disciplined adherence & Gemba Walks Associate engagement and Continuous Improvement Teach, Practice Root Cause Problem Solving Tactical Lean Management System 7
    9. 9. What Leaders do?  Leaders influence and reinforce Behaviors and Practices within the Organizations there by creating a CULTURE. Q:What is Culture? A: The Way we do things here Note: Culture evolves slowly, changing them is even slower! 8
    10. 10. How does Culture evolve? Leaders Influence Behaviours Drives Culture Generate Value to Customer Based on Needs 9
    11. 11. How to germinate Culture? Lean Management CONSISTS OF Principles Value Streams Process which crosses many functional boundaries to aid Flow of Value Leaders Identify and eliminate interruptions impeding the Flow of Value 10
    12. 12. How to make it @ Strategic Level System Level Intervention for Lean Governance Senior Executive governance process Lean Steering and Oversight (LSO) group Accountability and Exception Management Structures Project Resource and Accountability (PR&A) panel 11
    13. 13. How to make it @ Functional Level  Meet Commitments to Projects and Measure of Process Performance consisting of • Quality o Refers to defects, errors, rework, 1st time quality and customer satisfaction • Delivery o Refers to total cycle time from beginning to end of the process across departments • Costs o Refers to process time or touch time both within departments or at between department handoffs. 12
    14. 14. How to make it @ Tactical Level A closed loop system focused on process to drive improvement Standardized Processes Process Focus Daily Accountability Visual Controls 13
    15. 15. What Lean demands from Leaders?  High level of attention to reinforce set of behaviors that replace our habits  Being sensitive to abnormalities from specified operating conditions  To look at problems as valuable nuggets of information to be mined for clues to make improvements 14
    16. 16. What Lean demands from Leaders?  3-step approach Go to the place of Action Look at the process where the action takes place Talk to people who are using the process to perform those actions  Provides templates and practices for leaders to enable to learn, look for & ask about and reinforce behaviors that sustain gains! 15
    17. 17. What should Leaders do? Leaders Lead Innovate Solve Collaborate Win 16
    18. 18. What Leaders must be Looking for?      Backsliding Maneuvering Going through the Motions of Implementation Conditions that appear to be in Steady state Project and Workshop != Continuous Improvement  Erosion of Process  Value Stream != method for process improvement 17
    19. 19. What Leaders must Remember? "People don't deliberately come to work to do a bad job - it's broken processes that prevent people from maximizing their talent and the business from maximizing efficiency and optimizing customer experience" 18
    20. 20. 19
    21. 21. Thank You

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