The Dutch
and Duke Show
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
1
DUTCH TO COVER
“IMPLEMENTATION MECHANICS”
DUKE TO COVER
“THE PEOPLE SIDE OF CHANGE”
COPYRIGHT 2013 HOLLAND MANAGEMENT CONS...
IMPLEMENTING
LEAN
FOR MANAGERS AND
CHANGE PROFESSIONALS
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
3
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
LEAN POTENTIAL MEANS
NOTHING WITHOUT
IMPLEMENTATION
Lean has great potential....
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
LEAN POTENTIAL MEANS NOTHING
WITHOUT IMPLEMENTATION
Questions from the Previo...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Undeniable Truth
Organizations Must Do Two Things at Once!
Run-the-Busine...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The General Problem!
A 30% Change-the-Business success rate
across many indus...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Problem …
with Lean Implementations
A 30% success rate for Lean across ma...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Executive
Management
Senior
Management
Supervisors
Workers
Middle
Management
...
Supervisors
Workers
Executive
Management
Senior
Management
Supervisors
Workers
Construction of
Capabilities
Preparation &
...
Supervisors
Workers
Executive
Management
Senior
Management
Supervisors
Workers
Middle
Management
Directions
Balance
RTB & ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Executives must do two things at once
• Run the Business for Profit Today … a...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Executive Change Model
Annual
Goals
Vision
RTB AGENDA
CTB AGENDA
13
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Executive Change Model
Use opportunities
to power Lean
initiatives!
14
Supervisors
Workers
Executive
Management
Senior
Management
Supervisors
Workers
Middle
Management
COPYRIGHT 2013 HOLLAND MA...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
What is a Capability?
Roles
An organizational capacity to perform in a way
ne...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Required Steps for Implementing Lean
1. Communicate the vision of the organiz...
Supervisors
Workers
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Role of Senior Management
Roles
Model for Implementin...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Role of Senior Management
Required Steps for Building a Capability
1. We ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Theater Metaphor
An organization is like a continuous
one-act play… and a pla...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Five Steps of Lean Implementation
@ Lean Enterprise Institute
Step 1: Spe...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Lean manufacturing implementation:
A 20-step road map
Here are 20 steps that ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Six Easy Steps To Implement Lean
In Your Workplace
There is a lot of informat...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
10 Steps To Improve Performance
With Lean
The Secret: Implementing Lean Requi...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Role Of Senior Management
How To Change The Play
1. Select and communicat...
Supervisors
Workers
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Role of Senior Management
Roles
Model for Changing th...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Question?
What is the difference between the two??
Chefs know the answer!
27
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Cooking!
What is the difference between
• Lo Mein sauce
• Chinese New Year’s ...
Ingredients
• 2 quarts water
• 1 tablespoon chicken
bouillon granules
• 1 (16 ounce) package thin
spaghetti
• 1 tablespoon...
Ingredients
• 4-1/2 cups sweet rice
flour (Available in Asian
specialty markets)
• 1-1/2 cups water
• 2-1/2 cups dark brow...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Question?
FORMULA!
Roles
What is a Lean Implementation …
Mixture or Formula?
...
Supervisors
Workers
Executive
Management
Senior
Management
Supervisors
Workers
Middle
Management
COPYRIGHT 2013 HOLLAND MA...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Middle Management is a Separate and Critical
“Change Population!”
Roles
33
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Middle Management’s Unique Roles
1. Run the Business for Profit Today … while...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
The Role of Middle Management
1. Mid managers who bring change to a halt …
ar...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Middle Management
Implementation Model
AuthorizeAffirmAnalyzeAssessAssess
Lea...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Be thankful for Middle Managers!
1. Listen to your Middle Managers! Respect a...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Caution!
If you treat Middle Managers
as obstacles to change…
Roles
… THEY
WI...
Supervisors
Workers
Executive
Management
Senior
Management
Supervisors
Workers
Middle
Management
COPYRIGHT 2013 HOLLAND MA...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Supervisors Prepare Workers
Supervisors LEAD workers to be Ready Willing &
Ab...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Roles
Worker Level
Change happens when employees are
READY, WILLING AND ABLE ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Roles
Supervisor Level
Supervisors LEAD workers
Supervisors EXPLAIN, SUSTAIN ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Questions from the Previous Audience
1. How do you engage the C-suite to get ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Simple Ideas
I hope you leave this session with
FIVE KEY IDEAS:
1. Run the Bu...
THANK YOU!
DUTCH HOLLAND
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
45
PEOPLE SIDE
OF CHANGE
Duke Rohe, BSIE
Quality Improvement Education Consultant
M.D. Anderson Cancer Center
COPYRIGHT 2013 ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
What’s More Important?
The leader with a vision?
or
The employee with the cap...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Systems Thinking
Everything is connected to everything else
Leggo Up
48
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Clarity
• People are more apt to change if:
• they can see what it is
• and w...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Why do people resist change?
Don’t know
• how it will impact them
• why or wh...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
One can not pass on more than
what he has
• Bitter together
• What to expect
...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
10 Ways to Simplify handout
• What’s dumb about this process?
• Think smooth,...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Organizational Waste handout
• ineffective meetings
• being under resourced, ...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Personal Waste
• not learning from failure
• worry about the future or relivi...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Process Design Questions
• Are choices intuitive to all?
• Is feedback confus...
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
Quick ‘Change’ over
• Video diaper change in 10 seconds flat
56
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
It’s better to change . . .
Than be changed
57
COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING
THANK YOU!
DUTCH & DUKE
58
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  1. 1. The Dutch and Duke Show COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 1
  2. 2. DUTCH TO COVER “IMPLEMENTATION MECHANICS” DUKE TO COVER “THE PEOPLE SIDE OF CHANGE” COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 2
  3. 3. IMPLEMENTING LEAN FOR MANAGERS AND CHANGE PROFESSIONALS COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 3
  4. 4. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING LEAN POTENTIAL MEANS NOTHING WITHOUT IMPLEMENTATION Lean has great potential. But, that potential means nothing unless Lean solutions are implemented and so that the organization can achieve sustained Business Value. A Lean solution is implemented when Leaned processes are in day-to-day use across the target organization … for at least one reporting period (quarter or year) 4
  5. 5. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING LEAN POTENTIAL MEANS NOTHING WITHOUT IMPLEMENTATION Questions from the Previous Audience 1. How do you engage the C-suite to get involved in and actively support/sustain your Lean implementation? 2. How do you incentivize and reward those who are genuinely engaged vs. the fence- sitters or anchor-draggers? 3. How do you initiate and sustaining a culture change towards Continuous Improvement and Innovation (CII). 5
  6. 6. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Undeniable Truth Organizations Must Do Two Things at Once! Run-the-Business for a profit today … and Change-the-Business for profit tomorrow! 6
  7. 7. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The General Problem! A 30% Change-the-Business success rate across many industries! Obviously, we do not know the physics or engineering of change! 7
  8. 8. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Problem … with Lean Implementations A 30% success rate for Lean across many industries! 8
  9. 9. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Executive Management Senior Management Supervisors Workers Middle Management An organization has four levels … and all are required for successful change … and for implementation of Lean! The Four Organizational Levels 9
  10. 10. Supervisors Workers Executive Management Senior Management Supervisors Workers Construction of Capabilities Preparation & Performance Middle Management RTB ; Validation & Authorization Levels Directions Balance RTB & CTB COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Required Levels of Change Management RolesRoles 10
  11. 11. Supervisors Workers Executive Management Senior Management Supervisors Workers Middle Management Directions Balance RTB & CTB COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Required Levels of Change Management Roles Construction of Capabilities Preparation & Performance RTB ; Validation & Authorization 11
  12. 12. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Executives must do two things at once • Run the Business for Profit Today … and, at the same time … • Change the Business for Profit Tomorrow 12
  13. 13. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Executive Change Model Annual Goals Vision RTB AGENDA CTB AGENDA 13
  14. 14. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Executive Change Model Use opportunities to power Lean initiatives! 14
  15. 15. Supervisors Workers Executive Management Senior Management Supervisors Workers Middle Management COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Senior Management Roles Construction of Capabilities Preparation & Performance RTB ; Validation & Authorization Directions Balance RTB & CTB 15
  16. 16. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING What is a Capability? Roles An organizational capacity to perform in a way needed to enable (i.e., carry out) the Vision 16
  17. 17. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Required Steps for Implementing Lean 1. Communicate the vision of the organization using the Lean solution on a day-to-day basis 2. Identify and modify current work processes to fit the vision 3. Identify and acquire or modify plant / equipment / tools / systems that will enable the work processes 4. Put job descriptions, goals, and incentives in place; train employees to competence using the Lean Solution 5. Project manage and schedule the above actions 17
  18. 18. Supervisors Workers COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Senior Management Roles Model for Implementing Lean Improved Process Performance A Lean Solution Communicate Vision Alter Plant & Equipment Alter Performance Management System Alter Processes Use Disciplined Project Management 18
  19. 19. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Senior Management Required Steps for Building a Capability 1. We just covered the FIVE steps for building a capability … 2. Can you name them? 3. Hard to remember, right? 4. There is an easy way to remember … 5. Cheat! 19
  20. 20. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Theater Metaphor An organization is like a continuous one-act play… and a play needs: 1. A Script 2. Roles to match script 3. Costumes and set to fit script 4. Actors under contract for roles … and rehearsed 5. Transition plan for moving to the next play 20
  21. 21. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Five Steps of Lean Implementation @ Lean Enterprise Institute Step 1: Specify Value Define value from the perspective of the final customer. Express value in terms of a specific product, which meets the customer's needs at a specific price and at a specific time. Step 2: Map Identify the value stream, the set of all specific actions required to bring a specific product through the three critical management tasks of any business: the problem- solving task, the information management task, and the physical transformation task. Create a map of the Current State and the Future State of the value stream. Identify and categorize waste in the Current State, and eliminate it! Step 3: Flow Make the remaining steps in the value stream flow. Eliminate functional barriers and develop a product-focussed organization that dramatically improves lead- time. Step 4: Pull Let the customer pull products as needed, eliminating the need for a sales forecast. Step 5: Perfection There is no end to the process of reducing effort, time, space, cost, and mistakes. Return to the first step and begin the next lean transformation, offering a product which is ever more nearly what the customer wants. 21
  22. 22. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Lean manufacturing implementation: A 20-step road map Here are 20 steps that comprise a lean manufacturing road map: 1. Form team (mix of lean manufacturing and relevant business experience 2. Develop communication and feedback channel for everyone 3. Meet with everyone and explain the initiative 4. Begin to train all employees (lean overview, eight wastes, standard operations, kaizen, RCPS, PDCA) 5. Facility analysis – Determine the gap between current state and a state of “lean” 6. 5-S - It is the foundation of lean. Workplace organization is critical for any lean initiative 7. TPM – Begin Total Productive Maintenance early (used throughout lean) 8. Value Stream Mapping – Determine the waste across the entire system 9. 7 (or 8) waste identification – Use with value stream mapping to identify system waste 10. Process mapping – A more detailed map of each process 11. Takt time – Determine need to produce on all processes, equipment 12. Overall equipment effectiveness and six losses – Determine the losses on all processes and equipment 13. Line balance – Use, if necessary, with takt time and OEE 14. SMED – Push setup times down to reduce cycle time, batch quantity and lower costs 15. Pull/one-piece flow/Continuous Flow Analysis – Utilize kanban and supermarkets 16. Analyze quality at the source application – Poor quality stopped at the source 17. Implement error-proofing ideas 18. Cellular manufacturing/layout and flow improvement – Analyze facility and each process 19. Develop standardized operations – Concurrently with SMED, line balance, flow, layouts 20. Kaizen – Continue improving operations, giving priority to bottlenecks within the system Carl Wright, RELIABLEPLANT 22
  23. 23. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Six Easy Steps To Implement Lean In Your Workplace There is a lot of information about Lean/Continuous Improvement (just Google it!), but there are four main goals/objectives of Lean/Continuous Improvement. These include improving quality, eliminating waste, reducing lead time/cycle time, and reducing total costs. If you want to get the ball rolling on Lean/Continuous Improvement, here are a few steps you can take: 1. Select a cross-functional, dynamic group of employees and make sure to get all stake- holders involved; 2. Define and analyze the problem (understand customer expectations); 3. Gather the facts. Review information to get a better understanding of what the current state actually is. One of the biggest mistakes is presuming you know what is going on, or going off perception. 4. Start problem solving! Use brainstorming sessions to develop solutions. 5. Define action items and measurements/metrics to show progress and deliver results. 6. Follow up, follow up, and follow up some more! http://www.factsfiguressolutions.com/post/6-easy-steps-to-implement-lean-into-your- workplace/ 23
  24. 24. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 10 Steps To Improve Performance With Lean The Secret: Implementing Lean Requires an Organizational Change DOING BUSINESS WITHOUT LEAN ORGANIZATIONAL CHANGE DEVELOP THE LEAN SOLUTION 1. COMMUNICATE VISION 2. ALTER PROCESSES / PROCEDURES 3. ALTER FACILITIES / TECHNOLOGY 4. ALTER PERFORMANCE SYSTEMS 5. PROJECT MANAGE TO TARGET PERFORMANCE 1. STUDY AND ANALYZE PERFORMANCE 2. IDENTIFY TARGET PROCESS 3. USE LEAN TO RE-DESIGN PROCESS 4. TEST / PILOT THE LEAN SOLUTION 5. APPROVE LEAN SOLUTION ORGANIZATIONAL CHANGE THE STRAIGHT AND NARROW ROAD TO … BUSINESS VALUE! 24
  25. 25. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role Of Senior Management How To Change The Play 1. Select and communicate the script for the new play • Communicate the vision of the desired Capability as well as the Case for Change 2. Identify roles to match script • Identify and modify work processes to fit vision 3. Construct/modify costumes and set to fit script • Identify and implement plant / equipment / tools / systems 4. Contract and rehearse actors to perfection! • Put job descriptions, goals and incentives in place; train to competence 5. Manage the transition to the new plan • Project manage and schedule the above actions 25
  26. 26. Supervisors Workers COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Senior Management Roles Model for Changing the Play New Play using The Lean Solution Old Play Without the Lean Solution Script Set & Costumes Contracts & Rehearsals Roles Transition Management Easy, easy to remember! Easy, easy to train organization members! 26
  27. 27. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Question? What is the difference between the two?? Chefs know the answer! 27
  28. 28. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Cooking! What is the difference between • Lo Mein sauce • Chinese New Year’s Cake? The answer is: • Lo Mein sauce is a MIXTURE! • New Years cake is a FORMULA! Remove a key ingredient • Lo Mein sauce is still Lo Mein sauce! • Cake is no longer a cake! 28
  29. 29. Ingredients • 2 quarts water • 1 tablespoon chicken bouillon granules • 1 (16 ounce) package thin spaghetti • 1 tablespoon reduced- sodium soy sauce • 1 tablespoon reduced sodium teriyaki sauce • 1 1/2 teaspoons Chinese five-spice powder • 1/8 teaspoon white pepper • 1/4 cup canola oil • 1/2 cup thinly sliced onion • 1 cup fresh snow peas • 1/2 cup chopped green onions COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING New Year’s Cake is a Formula 29
  30. 30. Ingredients • 4-1/2 cups sweet rice flour (Available in Asian specialty markets) • 1-1/2 cups water • 2-1/2 cups dark brown sugar, packed • 2 beaten eggs • 1/2 cup vegetable oil • 3 dried red dates (Available in Asian specialty markets) COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING New Year’s Cake is a Formula 30
  31. 31. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Question? FORMULA! Roles What is a Lean Implementation … Mixture or Formula? 31
  32. 32. Supervisors Workers Executive Management Senior Management Supervisors Workers Middle Management COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Middle Management Roles Construction of Capabilities Preparation & Performance RTB; Validation & Authorization Directions Balance RTB & CTB 32
  33. 33. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Middle Management is a Separate and Critical “Change Population!” Roles 33
  34. 34. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Middle Management’s Unique Roles 1. Run the Business for Profit Today … while Senior Management changes the business for Profit Tomorrow 2. Validate … and then Authorize the organizational Change MIDDLE MANAGEMENT SENIOR MANAGEMENT 34
  35. 35. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Middle Management 1. Mid managers who bring change to a halt … are not obstacles! 2. They are just doing their job … of preventing ANY INTERRUPTION to RUN THE BUSINESS! 35
  36. 36. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Middle Management Implementation Model AuthorizeAffirmAnalyzeAssessAssess Lean plan Instructions to Supervisors 36
  37. 37. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Be thankful for Middle Managers! 1. Listen to your Middle Managers! Respect and honor middle managers! 2. Capture their every issue … and resolve each one! 3. Support them as they help the supervisors prepare for change 4. Thank mid managers for running the business & for their change help! Roles 37
  38. 38. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Caution! If you treat Middle Managers as obstacles to change… Roles … THEY WILL BECOME OBSTACLES to CHANGE! 38
  39. 39. Supervisors Workers Executive Management Senior Management Supervisors Workers Middle Management COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING The Role of Supervisors Roles Capability Preparation Performance Assurance Directions Balance 39
  40. 40. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Supervisors Prepare Workers Supervisors LEAD workers to be Ready Willing & Able … TO USE THE LEAN SOLUTION! Roles 40
  41. 41. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Roles Worker Level Change happens when employees are READY, WILLING AND ABLE … to do their work with the lean solution Actions – Response Worker Ready Willing Able 41
  42. 42. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Roles Supervisor Level Supervisors LEAD workers Supervisors EXPLAIN, SUSTAIN & TRAIN Actions – Response Supervisor Actions Explain Lean Solution Sustain (Reward) the Lean Solution Train the Lean Solution* Worker Response Ready Willing Able NOTE: THIS DOES NOT SAY “LEAN TRAINING!” 42
  43. 43. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Questions from the Previous Audience 1. How do you engage the C-suite to get involved in and actively support/sustain your Lean implementation? • The Bad News … you can’t! • The Good News … you CAN get involved in THEIR priorities and apply Lean 2. How do you incentivize and reward those who are genuinely engaged vs. the fence-sitters or anchor-draggers? • The Bad News … You cannot • The Good News … But top management CAN … by rewarding engagement … and withholding rewards from anchor-draggers 3. How do you initiate and sustaining a culture change towards Continuous Improvement and Innovation (CII). • Define it, explain in, support it, measure it, compensate it • But please do not call it culture! 43
  44. 44. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Simple Ideas I hope you leave this session with FIVE KEY IDEAS: 1. Run the Business / Change the Business 2. Appreciate all four organizational Levels … and how to reach them with/about Lean 3. Give the customer exactly what she wants … then “Lean in!” 4. Develop a Lean Solution … then change the organization to put it to work 5. Put a Lean Solution to work by Changing the Play ... using the formula: • Script • Roles • Set • Contract 44
  45. 45. THANK YOU! DUTCH HOLLAND COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 45
  46. 46. PEOPLE SIDE OF CHANGE Duke Rohe, BSIE Quality Improvement Education Consultant M.D. Anderson Cancer Center COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 46
  47. 47. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING What’s More Important? The leader with a vision? or The employee with the capacity to carry it out? 47
  48. 48. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Systems Thinking Everything is connected to everything else Leggo Up 48
  49. 49. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Clarity • People are more apt to change if: • they can see what it is • and where they its going. • Need 3 fearless volunteers please 49
  50. 50. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Why do people resist change? Don’t know • how it will impact them • why or what it is • how long or hard it is • how to be successful 50
  51. 51. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING One can not pass on more than what he has • Bitter together • What to expect • How long • Promise of a benefit 51
  52. 52. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING 10 Ways to Simplify handout • What’s dumb about this process? • Think smooth, flow, complete • Be a fool for a minute • It’s Us vs. the Problem! 52
  53. 53. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Organizational Waste handout • ineffective meetings • being under resourced, under managed • incentivizing ‘A’ and expecting ‘B’ 53
  54. 54. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Personal Waste • not learning from failure • worry about the future or reliving the past 54
  55. 55. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Process Design Questions • Are choices intuitive to all? • Is feedback confusing? • Is the procedure orientee-proof? 55
  56. 56. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING Quick ‘Change’ over • Video diaper change in 10 seconds flat 56
  57. 57. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING It’s better to change . . . Than be changed 57
  58. 58. COPYRIGHT 2013 HOLLAND MANAGEMENT CONSULTING THANK YOU! DUTCH & DUKE 58

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