1st hour of Leading in A Lean Six Sigma Environment workshop

1. Leading
in a Lean Six Sigma Environment
Facilitated by: John Besaw, Ph.D.
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2. e-Genda
 The Context
 Attention through Vision
 Lean concepts and Six Sigma problem solving
methodology
 Framework for Transformation
 Sustaining Change
 Leadership Assessment Activities
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3. Renewal
or
stagnation!
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4. Lean Six Sigma
Lean Six Sigma promotes a culture that
targets continuous process improvement
through the relentless elimination of waste.
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5. Leading in a
Lean Six Sigma Environment
A leadership philosophy dedicated to creating
and keeping loyal customers through continuous
improvement of all products, services, and
processes.
Requires the active and continual participation of
“engaged” employees in an environment
supportive of innovation and teamwork.
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6. Activity
 What are we doing now that we
shouldn’t be doing at all.
1)
2)
3)
There may be too many To-Do lists.
Consider A “Not-To-Do” List
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7. Systems Thinking
A whole-systems approach that creates a culture
in which everyone is continuously improving
processes.
Leadership’s commitment
Empowered, engaged employees
An action orientation
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8. Culture
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9. Two “Sides”
The “HARD” Side: The “SOFT” Side:
 is about  is about
• processes • buy-in
• measurement • commitment
• tools • attitude
• structures • overcoming
• procedures resistance to change
• self-leadership
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10. Culture
Traditional RapidLeanSixSigma
• Authoritarian • Participative
• No risk-taking • Encourage change
• Fear of job loss • Job security
• Status quo • Continuous improvement
• Systems policies • Policies that inspire people to
want continuous improvement
• “Beat on” supplier • Work with supplier
• Distant from customers • Close to customers
• Few people trained in basic tools • Everyone trained in basic tools
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11. Example: Anchor to Culture
Customer Satisfaction
Pride in Continuous Improvement
Teamwork
Empowerment
Employee Engagement
Communication
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12. Leaders Make-It-Happen
Lean Six Sigma provides the tools and
techniques for making decisions and solving
problems - fast.
An organization’s early success will be realized
through engaged employees using an
empowered approach for “Rapid” process
improvement.
Leaders “Make-It-Happen”
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13. Apparent
Roles
Attitude
Structure
Systems
Less Apparent
Beliefs Informal Communication
Attitude
Motivation and Commitment
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14. Keeping it Simple
Adds Value or Non-Value Added
Simplicity is the new complexity.
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15. For Consideration
 Efficient: “Do things right.” (Management)
 Effective: “Do the right things.” (Leadership)
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16. Essential Skills
Building Trust
Managing Relationships
Communicating Effectively
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17. UN - LEARNING
. . . the real challenge today is unlearning,
which is much harder. Each of us has a
“mental model” that we’ve used to make sense
of the world. But the new world of business
behaves differently from the world in which we
grew up. Before any of us can learn new
things, we have to make our current
assumptions explicit and find ways to challenge
them.
John Seely Brown
Chief Scientist, Xerox Corp
Palo Alto, California
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18. The Knowing Doing Gap
It's doing,
not knowing,
that makes the difference.
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19. Orientation
Fixing problems,
Not - fixing blame.
“We are in a new economic age. We can no
longer live with commonly accepted levels of
delays, mistakes, defective materials and
defective workmanship.”
Dr. W. Edwards Deming
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20. Leader’s Role
Stay involved,
Actively support,
Train,
Communicate,
Motivate,
and Model the Way.
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21. Leadership
Key Deliverables
Increased Higher Levels
Efficiency of Performance
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22. Example: Targets
Cost Reduction (improved profitability)
Continuous Improvement
Workforce Engagement
Speed and Simplicity
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23. About Change
 90% of all organizations have attempted some
form of large scale business change
 75% of these attempts fail
Fortune Magazine
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24. Leadership Drives Change
Management
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25. Leading in a
RapidLeanSixSigma Environment
 Build a Shared Vision
 Create a Guiding Coalition
 Empower Broad-Based Action
 Generate Short-Term Wins
 Communicate the Vision
 Anchor RapidLeanSixSigma in the Culture
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26. “Big Picture”
 Active, executive-level leadership.
 Need highly visible (transparent) process.
 People need to be “released.”
 Each of us must find our own way.
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27. “The Journey”
Vision
Lean Six Sigma
TO BE
Where we Step 1 Analyze the Gap: Review the differences
are today? between where you are and where you intend to be.
Step 2 Plan the Route: Decide actions to progress
AS IS from present state to future state.
Step 3 Lead the Journey: Provide resources,
support, train, and model the way.
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28. “Emotional Rollercoaster”
To Be
Performance
Acceptance
Trigger Growth
Fear Denial
Event
Anger Learning
As Is
Break Through
Phase 1 Phase 2 Phase 3
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29. Transition as a Continuous and Accelerating
Process - as soon as the “Improved State” is
achieved, make it the new “Current State.”
Improved State
R Transition State
A
T
Current State
E Improved State
O Transition State
F
Current State
C Improved State
H
A Transition State
N
G Current State
E
TIME
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30. Same Direction
Clarity Consistency Commitment
Clarity Consistency Commitment
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31. Caution
Stay away from ineffective and
“backward focused” questions.
Use “effective questions” that are
“forward focused.”
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32. Keys to Implementation
1. Keep Leaders Involved
2. Align Lean Six Sigma implementation to
Business Strategy and Priorities
3. Keep Message Simple and Clear
4. Position as Improved Competitiveness and
World Class
5. Focus on Short-Term Results
6. Focus on Long-Term Growth and Development
7. Make Learning an Ongoing Activity
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33. Steps to Action
Action
Commitment
Understanding
Information
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34. For Discussion
Compliance Commitment
Training Learning
Short Term Long Term
External Internal
Safety Risk-taking
Predictability Ambiguity
Control Order
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35. 8th Waste
Workers Who Are Engaged
26%-55%-19%
 26% engaged (loyal and productive)
 55% not engaged (just putting in time)
 19% actively disengaged (unhappy and
spreading their discontent)
Source: “The leadership kit: Leadership is confusing as hell”
Fast Company Magazine
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36. Behaviors that Get Results
“Coaching” involves letting people know
what to do, how to do it, when to do it and
then measuring behavior.
“Supporting” involves listening to
people, providing support and
encouragement for their efforts, and then
facilitating their involvement in problem-
solving and decision making.
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37. 37

38. Anticipating and Preparing for
Change Despite Current Success
 In this fast moving world, product life cycles are shorter than in the
past. Consider some of the business processes, product, or
strategies - graph where each of these might presently be on the first
curve (shown below).
 Reflect on the significance of where you have placed your mark on
the first sigmoid curve immediately above, be it in reference to your
career, your group’s product or service, and so on. What steps do
you need to consider taking so that you can prepare for the second
curve, without prematurely leaving your current success (on the first
curve) behind?
 How can you use the concept of the sigmoid curve to help ensure
your success as a leader? What changing demands are being made
of leaders in your organization, and how can you adapt your thinking
and approach to meet these leadership demands?
 Source: The Sigmoid Curve:
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39. Growth Decline
Life Cycle
Start Business CHANGE Out of Business
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40. Quantum improvements come not from
simply working harder or smarter at the
same old things, but from figuring out
how to eliminate the need to do the
same old things.
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41. Freedom to Choose
Events
Freedom to
Choose
Outcome
Events + Response = Outcome and Learning
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42. For Discussion
I don't have to attend every argument I'm
invited to.
Don’t believe everything you think.
Source unknown
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43. Short Break
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44. Tracking System
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45. Tracking System
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Coaching/
Training
Booster
Month
Communication
Campaign
Coaching
Promotion
Evaluation
Follow-up
Continuous
Improvement
Training
Master Plan
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46. Facilitation
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47. ORID
 Objective Level Questions
 Invites inclusive participation
 Gets out the facts and objective data
 Reflective Questions
 Acknowledges emotions and initial associations
 Invites participants to use their imagination
 Interpretive Questions
 Builds shared awareness within the group
 Identifies available options and possibilities
 Decisional Questions
 Draws out deeper meaning
 Makes conversation relevant to the future
 Exposes group choice
 Closing: To confirm the group’s resolve
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48. Parking
Lot
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49. Model
Balanced Score Card
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50. VISION
Through teamwork, be the
best in our business.
VALUES
• Teamwork • Honesty • Integrity
• Respect • Opportunity • Urgency
Culture
Create an environment that
To satisfy our customers, inspires people to work
at which processes must To achieve our vision, how
together, engages our
we excel? must our organization learn
employees in continuous and improve?
learning, and allows
everyone to excel.
Internal Processes Financial
Develop and execute Improve profit significantly
innovative processes which year over year.
allow us to exceed customer
expectations.
To achieve our vision, how Customer
When we succeed, how
must we look to our
customers?
Deliver best value will we look to our
stakeholders?
static control components
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51. VISION
Through teamwork, be the
best in our business.
VALUES
• Teamwork • Honesty • Integrity
• Respect • Opportunity • Urgency
CULTURE INTERNAL PROCESSES CUSTOMER FINANCIAL
Create an environment that Deliver best value . Improve profit significantly year
inspires people to work together, Develop and execute innovative over year.
engages our employees in processes which allow us to exceed • We must provide the best products and • We must maximize total overall
continuous learning, and allows customer expectations. services as determined by our performance of each of our
everyone to excel. customers: businesses:
•We must manage our manufacturing - Reliability - Profitable Revenue Growth
• We must pursue outstanding leadership
strategy to deliver Lean products on - Product Performance - Material Costs
at all levels of the organization.
time, at competitive costs. - Product Features - Operating Efficiency
• We must maximize the power of
•We must continually improve - Product and Part Delivery - Warranty Costs
diversity.
business links with suppliers and - Period Yield
• We must promote the safety of our
customers. - Asset Management
people.
• We must ensure accurate and timely
communication about the business.
• We must ensure that our people have
the appropriate skill, knowledge, and
competencies.
• We must meet or exceed the
environmental requirements for our
facilities.
• We must institutionalize Principles of
Lean to drive continuous improvement
throughout the value chain.
Results
Results Results
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52. Initial Steps
Might look like this. (1 of 2)
 Generate executive leadership interest in
transformation
 Conduct Transformation Overview executive
briefing
 Decide to move forward with Transformation
implementation
 Conduct Transformation training to Centers of
Influence
 Select the first cluster of business for
Transformation
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53. Initial Steps
Might look like this (2)
 Identify training requirements
 Conduct training
 Make second assessment of implementation
 Make decision to expand the initiative
 Revise Transformation deployment Schedule
 Integrate lessons learned into strategy
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54. “Rapid” Recognition
Use existing awards and recognition
program.
Develop additional incentives such as
certificates of appreciation.
Publicize success stories, initiatives, and
results.
Recognize individuals and teams.
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