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  • 1. 403 – Career Development Why become a Lean Leader? How adopting the Lean philosophy will make you a better Leader4th April 2012AUA Conference, Manchester John Evans The Lean University, Cardiff University
  • 2. The Plan• Why adopting Lean should be essential for all HE personnel• Doing so will continuously improve the way that you work, ensuring everything you do adds valueDelegates will -• Have an appreciation for the 5 principles of Lean & how they apply in a HE Environment• Be able to identify wasteful activity within your organisation & categorise it• Understand how adopting the Lean philosophy with enhance leadership skills
  • 3. Five Principles of Lean Pursue Identify Customers Perfection & Specify Value Maximise Respond The Identify & Map toCustomer Value the Value Stream Pull Create Flow by Eliminating Waste
  • 4. So What‟s it all About Muda - Waste Mura - Unevenness Muri - Overburden
  • 5. Is This a Typical Day?“I‟ve produced all this information and no-one uses it!” “I can‟t get on with my job because I am waiting for someone else!”“My diary is full of meetings where we don‟t do anything!” “That piece of work has disappeared into a black hole!” “My in-tray is full of overdue work!” “I‟ve been hunting for that information for ages!”“I‟ve sent that back twice and it‟s still not right!” “I haven‟t got time to do my job properly!”
  • 6. The 7 Service Wastes
  • 7. Can you Identify A little Game with Post-its & Paper
  • 8. Examples of Categorised HE ErrorsUnclear Comms. Duplication Inventory Movement• Poor & ineffective • Reinventing the • People / skills • Internal postcommunications wheel • Resources • Reports left of• Access to info. • Over-processing • Undistributed desks• Dont talk to the • Different schools knowledge • Campus structurecustomers doing the same • Students• E-Mails thing Delay Opportunity Lost Errors • Inability to make • Fixed term contracts decisions • Pockets of expertise - not • Poor information • Waiting for approvals shared management • Meetings • People - no career structure • Circumventing • Hierarchy • Wasted resources systems or not fit • Funding for purpose • Academic/Senior Man. ego
  • 9. Value vs. Failure DemandValue DemandThe demand customers make for things they want and are ofvalue to themFailure DemandThe demand caused by a failure to do something or not dosomething right for the customerCauses “fire fighting” Creates „noise‟ in the system Gives false idea about what customer demand is Damages customer value Overloads staff Creates a negative organisational culture
  • 10. Challenges Faced in HE Perceptions Investment Influencers/Support Timing Mixed Implementation Their Ideas Implementation Measures Payback Switzerland Tools that Resonate Visual
  • 11. Does Lean Work within HE?Current Cardiff University Successes: • Time reduction 30 – 96% • Failure Demand reduced by 37 – 100% • Increased capacity by 43% • Customer satisfaction increased by 43% • Involvement 93% of schools 75% of divisions
  • 12. Perusing Perfection: A Typical Day?“I know and understand what my customers want from me”“I understand who can help me & how long they need to do their job”“All my meetings are productive & are used to make decisions”“I know exactly where all work is atany given time no matter who has it” “All my work meets the agreed delivery time”“I can find any information I need in 30 seconds” “All work is right first time” “I feel I have more control over what and how I do my work” “Everything I do is value added and valued”
  • 13. Lean Leader: Personal Reflection• Real improvements can be done with little effort and cost• Don‟t be afraid of getting things wrong – the answers are there• Engage all who are involved in the process (if they want to)• Some people will not change, don‟t let them dictate• Encourage teams to think and act, not individuals forcing change• Trust and support colleagues - they will come up with solutions• Upper management involvement is essential to implement sustained change• Once started it won‟t stop• Start small, think big, communicate
  • 14. DUNS: Last Exercise Name: John Evans/evansjd8@cf.ac.uk What I Did: Listened to a Lean presentation at the AUA What I Understood: Understood how to identify wastes and categorise it Next Steps: Apply Lean to cleaning up the office space and files
  • 15. How was that for You? How Was That for You?
  • 16. Contact DetailsAddress: Lean University Team, Cardiff University McKenzie House, 30-36 Newport Road Cardiff. CF24 0DEE-mail: lean@cardiff.ac.ukTel: 02920 870 445Presenter‟s E-mail: evansjd8@cardiff.ac.ukUseful Websites www.cardiff.ac.uk/lean www.leanenterprise.org.uk www.leanuk.org
  • 17. Further Reading • The New Lean Toolbox Towards Fast, Flexible Flow - John Bicheno • Lean Thinking: Banish Waste and Create Wealth in your Corporation – James P. Womack & Daniel T. Jones • Staying Lean - Thriving, Not Just Surviving - Peter Hines, Pauline Found, Gary Griffiths, Richard Harrison • Lean Lexicon - Chet Marchwinski & John Shook • Learning to See - Mike Rother & John Shook • Freedom from Command and Control – John Seddon