Lean Vantage Points
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Lean Vantage Points

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An exercise to check alignment of groups and individuals in Lean implementations.

An exercise to check alignment of groups and individuals in Lean implementations.

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  • 1. Lean Vantage PointsCompare Lean from 5 different Perspectives against your perceptions using the R.E.A.D. model
  • 2. Created by Tom Curtis 2011Blog: www.onimproving.blogspot.comPresentations: on www.slideshare.net/onimproving Email: ideamerchants@gmail.comTwitter: @onimproving
  • 3. Vantage PointA perspective of an individual or group. What it looks like from where they stand.
  • 4. Introduction We tend to believe that others see the world the way we do. Sometimes this is harmless and even humorous. Other times it can be harmful and serious. Lean implementations often fall into the latter category. Different individuals or groups within an organizationbelieve that others understand and expect thesame participation and results in Lean efforts. What follows is a simple assessment of this
  • 5. Introduction continued premise using the R.E.A.D Model. Do differentvantage points see things the way I think they do? Do different vantage points in the organization really see things the same way? If they do not, what are the ramifications for how we runimplementations? The answers to these questionsare the difference between success and frustration for all involved. Let’s take a look. --Tom Curtis
  • 6. The CharactersDirectorPlant ManagerPlant Management StaffSupervisorOperator
  • 7. The ModelRole or R.E.A.D.Expectation How does theAssociation group or person readDependency the situation?
  • 8. Part One: Your Perspective
  • 9. How do you think they think?Walk through each of the roles: Think about the role’s perspective Fill out each dimension for the role Repeat for all roles
  • 10. Senior Management ViewRole: Approve, Kick-off, Receive progress reports,visit periodically. ExampleExpectation: Lean provides Factory Productivityand Savings.Association: Removed from daily and weeklyaction. Observer.Dependency: Fully reliant on levels below to planand execute the implementation.
  • 11. Senior Management ViewRole:Expectation:Association:Dependency:
  • 12. Plant Manager ViewRole:Expectation:Association:Dependency:
  • 13. Plant Staff ViewRole:Expectation:Association:Dependency:
  • 14. Supervisor ViewRole:Expectation:Association:Dependency:
  • 15. Operator ViewRole:Expectation:Association:Dependency:
  • 16. Part Two: Their Perspective
  • 17. How do they think? Ask someone in that role to : Think about their perspective Fill out each dimension for their roleYou will want to collect as many perspectives as reasonable to build a more complete view.
  • 18. Senior Management ViewRole:Expectation:Association:Dependency:
  • 19. Plant Manager ViewRole:Expectation:Association:Dependency:
  • 20. Plant Staff ViewRole:Expectation:Association:Dependency:
  • 21. Supervisor ViewRole:Expectation:Association:Dependency:
  • 22. Operator ViewRole:Expectation:Association:Dependency:
  • 23. Part Three: Comparison
  • 24. Compare Data collected in Steps 1&2 How well did your perception line up at each level? Where are the largest gaps? What surprised you? What can you do to improve alignment? Share what you have learned and build plans to correct.