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Lean Manga. The Lean Brain

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Lean Manga describing The Lean Brain.

For more information visit www.hoshinkanriforest.com or read the book The Hoshin Kanri Forest: Lean Strategic Organizational Design

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Lean Manga. The Lean Brain

  1. 1. CONTACT ME! Dr.-Ing. Javier Villalba-Diez www.hoshinkanriforest.com h4lean@gmail.com
  2. 2. THE ROTHER KATA MODEL DESCRIBES SOLELY ORGANIZATIONAL LOCAL BEHAVIORAL PATTERNS. FOR THIS REASON IS INCOMPLETE. THE KATA MODEL DESCRIBES A MECHANISTIC BEHAVIOR PATTERN. FUNCTIONAL ORGANIZATION DYNAMICS ARE BY DEFINITION INTEGRATIVE. THIS MEANS THAT THE COORDINATION OF MANY PROCESSES NEED TO BE COORDINATED IN COMPLEX PATTERNS. THIS CHAPTER DESCRIBES OUR HOLISTIC UNDERSTANDING OF FUNCTIONAL-STRUCTURAL ORGANIZATIONAL RELATIONSHIPS THAT CAN BE ACHIEVED THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE. I CALL THIS THE LEAN BRAIN THE LEAN BRAIN HAS THE PURPOSE TO DEVELOP YOUR UNDERSTANDING UPON BEHAVIORAL AND CONNECTIVITY ORGANIZATIONAL PATTERNS THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE.
  3. 3. MY THESIS IS THAT THE CHANGE TOWARDS A VALUE STREAM ORIENTED LEAN ORGANIZATION CAN BE ACHIEVED THROUGH A COMPLEX NETWORK STRUCTURE. NETWORKS CAN BE CLASSIFIED BY THREE CHARACTERISTICS: HETEROGENEITY, MODULARITY AND RANDOMNESS. COMPLEX NETWORKS MATRIX NETWORKS CHAOTIC NETWORKS MODULAR-CHAOTIC NETWORKS VALUE STREAM ORIENTED FRACTAL NETWORKS WE WOULD LIKE TO ATTAIN A VALUE STREAM ORIENTED FRACTALITY … BUT WHAT IS THE BEST WAY TO MOVE RE-DESIGN YOUR ORGANIZATION TOWARDS A VALUE STREAM ORIENTED FRACTAL NETWORK?
  4. 4. COACH, HANCHOU, EXPERT OR LEADER. REGARDLESS OF THE NAME USED, LEAN CONSULTANTS AND ORGANIZATIONS RE- DEFINE THE ROLE OF PROCESS OWNERS, BUT THEY LEAVE THE STRUCTURAL QUESTION UNTOUCHED. THE ORGANIZATIONAL STRUCTURE ITSELF OUGHT TO BE QUESTIONED! PROCESS THE CLASSIC SERIAL HIERARCHY IS NOT THE OPTIMAL CONNECTIVITY PATTERN FOR A VALUE STREAM ORIENTED ORGANIZATION. HIERARCHICAL MODULARITY IS A STABILIZATION“POINT” THAT ALLOWS FOR CHANGE TOWARDS VALUE STREAM ORIENTED ORGANIZATIONS. THIS NEEDS TO BE DISCUSSED URGENTLY IN THE LEAN COMMUNITY.
  5. 5. ORGANISMS IN NATURE EVOLVE TOWARDS STRUCTURES THAT ENABLE AN OPTIMIZATION OF RESOURCE ALLOCATION. IN BIOLOGY, WE CAN FIND SEVERAL FRACTAL NETWORK STRUCTURES THAT ENABLE INFORMATION AND MATERIAL FLOW. ORGANIZATIONAL ELEMENTS ARE MANY TIMES NOT IN PHYSICAL CONTACT, BUT THROUGH THE RESOURCES THEY EXCHANGE. OUR VALUE STREAM ORIENTED FRACTALITY HAS THE PURPOSE OF ENABLING EACH PROCESS OWNER TO GAIN RESPONSE-ABILITY OF HER PROCESS BY PERFORMING (CPD)nA EACH DAY THE WHOLE DAY. IN ORDER TO DEVELOP A VALUE STREAM ORIENTED FRACTALITY, THE KAIZEN NETWORK SHOULD ATTAIN CERTAIN STRUCTURAL AND FUNCTIONAL CHARACTERISTICS.
  6. 6. TO TRANSFORM THE ORGANIZATIONAL CONNECTIVITY INTO A VALUE STREAM ORIENTED FRACTAL STRUCTURE, BRINGS THE ADVANTAGES OF“SMALL WORLD” ARCHITECTURES WITH IT. EMPIRICAL DATA SHOW THAT“SMALL WORLD” ARCHITECTURES DELIVER THE HIGHEST DEGREE OF ORGANIZATIONAL LEARNING RATES. THE KAIZEN CHANGE MANAGEMENT ASSOCIATED TO THIS PROCESS OUGHT TO BE MANAGED PROPERLY.
  7. 7. IN A WORLD WHERE A WIDE EMPOWERMENT IS SOUGHT AFTER, THE LIGHTHOUSE APPROACH TOWARDS CHANGE MANAGEMENT IS NOT ONLY OBSOLETE BUT ALSO NOT SUITABLE FOR MANAGING THE COMPLEXITY AND DYNAMIC RELATED TO THIS EVOLUTIONAL PROCESS.
  8. 8. THE PATTERN OF A SYSTEM THAT IS NOT IN EQUILIBRIUM MAY SHOW CIRCULAR CAUSALITY. DIFFERENT SYSTEM ELEMENTS COOPERATE AND LIMIT THE BEHAVIOR OF THE SYSTEM SIMULTANEOUSLY. THIS THOUGHT BREAKS THE YEAR- LONG PARADIGM OF LINEAR CAUSALITY THAT LIES BEHIND TOO MANY MANAGEMENT MODELS.
  9. 9. IT DOES NOT MATTER HOW HARD A LEADER TRIES TO CONTROL A SYSTEM… … SHE WILL NEVER SUCCEED. THE ONLY THING SHE CAN DO IS BRING IT CLOSER TO ITS PRINCIPLES. TO CREATE A (CPD)nA TREE IS A POSSIBLE ORGANIC WAY TO GET CLOSER TO THE TRUE NATURE OF PROCESSES. THERE IS ONLY ONE SIMPLE RULE… 1 (CPD)nA 1 PROCESS KPI 1 PROCESS OWNER
  10. 10. IN THE HUMAN BRAIN MORALITY LIES WITHIN THE ORBITOFRONTAL CORTEX. AN AREA RIGHT ABOVE YOUR EYES. THE ORBITOFRONTAL CORTEX CAN ONLY FUNCTION IF ENOUGH SEROTONIN AND DOPAMINE IS DELIVERED FROM THE HYPOTHALAMUS. LEADERS THAT ARE IN POWER POSITIONS NEED THOSE VALUABLE RESOURCES FOR DECISION MAKING. UNDER CERTAIN STRESS FACTORS, THESE RESOURCES ARE NEEDED AND MORAL JUDGEMENT IS NOT A TOP BEHAVIORAL PRIORITY. LEADERSHIP IS ACHIEVING GOALS WHILE INCREASING TRUST. THE SELF INDUCED NEED OF POWER, MAKE CERTAIN LEADERS UNABLE TO FULFILL SUCH PREMISE AND THEREFORE UNABLE TO LEAD. THE NEED OF POWER IS THE NR. 1 REASON WHY LEAN ACTIVITIES FAIL! AS A PHILANTRHOPIST, I AM INTERESTED IN THE STRUCTURE OF POWER IN ORGANIZATIONS. POWER BRINGS OUT THE BEST AND WORST OF PEOPLE!
  11. 11. IN MY NEXT COMIC I WILL PRESENT A 6-STEP MODEL THAT WILL ALLOW YOU TO BEHAVE AS A KAIZEN SAMURAI. KIBISHII SPIRITUAL STRENGTH NEMAWASHI PREPARE THE GROUND SOGO IZON UNIVERSAL INTERDEPENDENCY MUSHIN EMPTY MIND KATA BEHAVIORAL PATTERN REPETITION LEAN METHODS THE LAST HYPE LOOKS SOMETIMES MORE ATTRACTIVE AS OLDER CONCEPTS. BUT SOMETIMES, WHEN WE BITE… … THEY ARE EMPTY! SEE YOU SOON!

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