Leading Improvement: The Skills You Need

TKMG, Inc.
TKMG, Inc.President, The Karen Martin Group, Inc. at TKMG, Inc.
Leading Improvement: The Skills You Need 
Webinar 
October 2, 2014
Welcome! 
•Finland 
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@karenmartinopex 
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 We help clients in all industries deploy Lean management & achieve business performance improvement. 
 Teacher at University of California, San Diego 
 Author & Speaker: 
Karen Martin, President 
The Karen Martin Group, Inc. 
@karenmartinopex 
3 
www.ksmartin.com/subscribe 
2013 Shingo Prize winner!
Webinar Focus 
1.Help deepen your understanding about: 
–What Lean actually is 
–The full spectrum of mindsets and skills you need to function at top levels 
2.Help you assess your current level of proficiency and recognize your blind spots. 
3.Provide the means for you to develop a personal development plan.
© 2014 The Karen Martin Group, Inc. 
5 
Improvement Professionals’ Varied Roles 
Role 
Primary 
Focus 
Objective 
Practitioner 
Doing 
Results 
Facilitator 
Leading others in doing 
Primary - results; 
Secondary - people development 
Coach 
Teaching others how 
to do 
Primary - people development; 
Secondary - results
© 2014 The Karen Martin Group, Inc. 
6 
Improvement Facilitators Wear Many Hats
© 2014 The Karen Martin Group, Inc. 
7 
Know Thyself
© 2014 The Karen Martin Group, Inc. 
8 
Beware of The Dunning-Kruger Effect 
The Outstanding Organization, p. 14 
The Problem: Cognitive Bias 
•Most people lack the meta-cognitive capacity to properly evaluate their own performance. 
•“Blind spot” 
Dual burden 
•Erroneous choices 
•Inability to recognize the problem
© 2014 The Karen Martin Group, Inc. 
9 
Begin with 
the end in mind 
Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People
© 2014 The Karen Martin Group, Inc. 
10 
What problem are we trying to solve?
© 2014 The Karen Martin Group, Inc. 
11 
Problem = Gap between where you are and where you want or need to be 
Level of proficiency with improvement knowledge & skills 
You: 
Future State 
You: Current State 
Organizational Performance 
PROBLEM 
Target Condition 
Current Condition
Hypothesized Root Causes for the “Proficiency Gap”
1. 
naiveté
© 2014 The Karen Martin Group, Inc. 
14 
What is Lean? 
•Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.
© 2014 The Karen Martin Group, Inc. 
15 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. 
•Fact 
–Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.
© 2014 The Karen Martin Group, Inc. 
16 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is qualitative; Six Sigma is quantitative (data driven). 
•Fact 
–Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)
© 2014 The Karen Martin Group, Inc. 
17 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean doesn’t rely on statistical tools. 
•Fact 
–Lean relies on using whatever you need to use to properly solve the problem at hand.
© 2014 The Karen Martin Group, Inc. 
18 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean doesn’t rely on precise measurement. 
•Fact 
–Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)
© 2014 The Karen Martin Group, Inc. 
19 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is a method for improving processes. 
•Fact 
–Lean is an overarching business management approach that includes process improvement.
© 2014 The Karen Martin Group, Inc. 
20 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is a tool. 
•Fact 
–Lean is an overarching business management approach.
© 2014 The Karen Martin Group, Inc. 
21 
Common Misunderstandings About Lean 
•Misunderstanding 
–Lean is events based (a series of mapping and rapid improvement activities). 
•Fact 
–Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
© 2014 The Karen Martin Group, Inc. 
22 
Summary: Common Misunderstandings About Lean 
Category 
Misunderstanding 
Fact 
Lean vs. Six Sigma 
Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. 
Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution. 
Lean is qualitative; Six Sigma is quantitative (data driven). 
Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.) 
Measurement 
Lean doesn’t rely on statistical tools. 
Lean relies on using whatever you need to use to properly solve the problem at hand. 
Lean doesn’t rely on precise measurement. 
Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.) 
Purpose 
Lean is a method for improving processes. 
Lean is an overarching business management approach that includes process improvement. 
Lean is a tool. 
Lean is an overarching business management approach. 
What Lean “Looks” Like 
Lean is events based (a series of mapping and rapid improvement activities). 
Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
© 2014 The Karen Martin Group, Inc. 
23 
Why the Umbrella? And what do I mean by “overarching management approach”?
© 2014 The Karen Martin Group, Inc. 
24 
The Toyota Triangle 
Philosophy 
People 
Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment
© 2014 The Karen Martin Group, Inc. 
25 
Karen’s Lean Management Triangle 
Principles 
People
© 2014 The Karen Martin Group, Inc. 
26 
Principles Practices Tools 
Lean Management
© 2014 The Karen Martin Group, Inc. 
27 
Principles 
•Customer-defined value & eight wastes 
•Value streams / value stream alignment 
•Flow & pull 
•Continuous improvement (kaizen); seek perfection 
•Visualize and solve problems 
•Humility 
•Respect for people 
•Total employee involvement
© 2014 The Karen Martin Group, Inc. 
28 
Practices 
•Robust problem solving up, down and across the entire organization 
–Via detailed PDSA – plan, do, study, adjust 
•Strategy deployment (hoshin kanri) 
•Go and see (Gemba) management 
•Consensus building (nemawashi) 
•Reflection (hansei) 
•Iterative continuous improvement 
•Visual management
© 2014 The Karen Martin Group, Inc. 
Tools 
•Analysis 
–Data analysis 
–Visually displaying data 
–Value stream mapping 
–Process mapping 
–Spaghetti diagrams 
–Root cause analysis 
•Five why’s 
•Problem trees 
•Cause-and-effect diagrams 
•Pareto charts 
–Video 
–Documentation review 
–Interviews 
–Surveys 
•Countermeasures 
–5S 
–Batch size reduction 
–Changeover & setup reduction 
–Cross-training / multi-functional workers 
–Cellular layout / co-location 
–Error proofing & quality at the source 
–Load leveling / demand smoothing 
–Pull systems (one piece flow, Kanban systems, FIFO lanes) 
–Work balancing via takt time 
–Work standardization 
–Visual management 
•Executing Improvement 
–Projects 
–Just do it’s 
–Kaizen Events 
•Process Management 
–Key performance indicators 
–Process documentation 
–Visual job aids 
–Process flow charts 
–Process ownership 
–Process monitoring
© 2014 The Karen Martin Group, Inc. 
30 
“The Big Guns”: Analysis tools you should be aware of, know when you need them, and have a resource you can turn to: 
•ANOVA 
•Control Charts 
•Design of Experiments (DoE) 
•Failure Mode Effects Analysis (FMEA) 
•Hypothesis testing via F-tests and T-tests 
•Scatter plots & regression analysis 
•Standard deviation calculations
2. 
impatience
Developing Mastery Takes Time: 10,000 Hours 
From The Outstanding Organization, p, 115.
Countermeasures
© 2014 The Karen Martin Group, Inc. 
34 
You MUST Read 
www.ksmartin.com/reading-list
© 2014 The Karen Martin Group, Inc. 
35 
The Lean Classics: A Brilliant Beginning 
1996 
Little mention of PDCA, leadership or culture 
2004 
Doesn’t address how Lean applies outside of manufacturing 
1999 No mention of tying value stream improvement to overall business strategy
© 2014 The Karen Martin Group, Inc. 
36 
You MUST Be Coached
Deliberate practice, incorporating 
regular corrective coaching, 
is the norm in music and sports.
© 2014 The Karen Martin Group, Inc. 
38 
We Need Improvement Apprenticeships!
Other 
Learning 
Options
© 2014 The Karen Martin Group, Inc. 
40 
Certificate vs. Certification 
Certificate Program (attendance-based) 
Certificate Program (assessment/demonstration-based) 
Certification 
Awarded by educational programs or recognized parties 
Awarded by educational programs or recognized parties 
Awarded by a standard-setting organization 
Typically results in a physical certificate 
Typically results in a physical certificate 
Results in credentials; typically results in a designation to use after one’s name 
High variation in course content & requirements 
High variation in course content & requirements 
Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills) 
Is the end result; demonstrates attendance at a program 
Is the end result; demonstrates knowledge of course content at a point in time 
Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent 
Information obtained from: 
•My thesis for my master’s degree in education (adult learning) 
•University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html
© 2014 The Karen Martin Group, Inc. 
41 
The Only Lean Certification
© 2014 The Karen Martin Group, Inc. 
42 
Buyer Beware: Very Little Lean
© 2014 The Karen Martin Group, Inc. 
43 
Buyer Beware: Very Little Lean
© 2014 The Karen Martin Group, Inc. 
44 
Buyer Beware
© 2014 The Karen Martin Group, Inc. 
45 
Questions Before Investing in a Program 
•What new knowledge and skills do I need to acquire? 
•Will this program lead to the acquisition of the knowledge and skills? 
•Is this the best way to acquire the knowledge and skills? 
•What will I be able to do as a result of engaging in the program that I cannot do now? 
•Is the program content validated by industry-recognized experts? 
•How will my new knowledge and skills be assessed in order to earn the certificate?
© 2014 The Karen Martin Group, Inc. 
46 
Attend Workshops and Conferences
© 2014 The Karen Martin Group, Inc. 
47 
View and Attend Webinars & Online Learning
© 2014 The Karen Martin Group, Inc. 
48 
Read Blogs
© 2014 The Karen Martin Group, Inc. 
49 
Get on Social Media
We are working on a 
comprehensive skills inventory 
Subscribe to be notified when ready: www.ksmartin.com/subscribe
© 2014 The Karen Martin Group, Inc. 
51 
Thank you! 
www.ksmartin.com/subscribe
1 of 51

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Leading Improvement: The Skills You Need

  • 1. Leading Improvement: The Skills You Need Webinar October 2, 2014
  • 2. Welcome! •Finland •France •Germany •Great Britain •Guatemala •India •Israel •Italy •Japan •Lithuania •Macau •Malaysia •Mexico •Mozambique •Netherlands •New Zealand •Norway •Poland •Portugal •Qatar @karenmartinopex •Austria •Australia •Belgium •Bolivia •Canada •China •Costa Rica •Czech Republic •Denmark •Romania •Russia •Saudi Arabia •South Africa •Singapore •Spain •Sweden •Switzerland •Trinidad & Tobago •United States •Uruguay
  • 3.  We help clients in all industries deploy Lean management & achieve business performance improvement.  Teacher at University of California, San Diego  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 3 www.ksmartin.com/subscribe 2013 Shingo Prize winner!
  • 4. Webinar Focus 1.Help deepen your understanding about: –What Lean actually is –The full spectrum of mindsets and skills you need to function at top levels 2.Help you assess your current level of proficiency and recognize your blind spots. 3.Provide the means for you to develop a personal development plan.
  • 5. © 2014 The Karen Martin Group, Inc. 5 Improvement Professionals’ Varied Roles Role Primary Focus Objective Practitioner Doing Results Facilitator Leading others in doing Primary - results; Secondary - people development Coach Teaching others how to do Primary - people development; Secondary - results
  • 6. © 2014 The Karen Martin Group, Inc. 6 Improvement Facilitators Wear Many Hats
  • 7. © 2014 The Karen Martin Group, Inc. 7 Know Thyself
  • 8. © 2014 The Karen Martin Group, Inc. 8 Beware of The Dunning-Kruger Effect The Outstanding Organization, p. 14 The Problem: Cognitive Bias •Most people lack the meta-cognitive capacity to properly evaluate their own performance. •“Blind spot” Dual burden •Erroneous choices •Inability to recognize the problem
  • 9. © 2014 The Karen Martin Group, Inc. 9 Begin with the end in mind Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People
  • 10. © 2014 The Karen Martin Group, Inc. 10 What problem are we trying to solve?
  • 11. © 2014 The Karen Martin Group, Inc. 11 Problem = Gap between where you are and where you want or need to be Level of proficiency with improvement knowledge & skills You: Future State You: Current State Organizational Performance PROBLEM Target Condition Current Condition
  • 12. Hypothesized Root Causes for the “Proficiency Gap”
  • 14. © 2014 The Karen Martin Group, Inc. 14 What is Lean? •Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.
  • 15. © 2014 The Karen Martin Group, Inc. 15 Common Misunderstandings About Lean •Misunderstanding –Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. •Fact –Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.
  • 16. © 2014 The Karen Martin Group, Inc. 16 Common Misunderstandings About Lean •Misunderstanding –Lean is qualitative; Six Sigma is quantitative (data driven). •Fact –Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)
  • 17. © 2014 The Karen Martin Group, Inc. 17 Common Misunderstandings About Lean •Misunderstanding –Lean doesn’t rely on statistical tools. •Fact –Lean relies on using whatever you need to use to properly solve the problem at hand.
  • 18. © 2014 The Karen Martin Group, Inc. 18 Common Misunderstandings About Lean •Misunderstanding –Lean doesn’t rely on precise measurement. •Fact –Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)
  • 19. © 2014 The Karen Martin Group, Inc. 19 Common Misunderstandings About Lean •Misunderstanding –Lean is a method for improving processes. •Fact –Lean is an overarching business management approach that includes process improvement.
  • 20. © 2014 The Karen Martin Group, Inc. 20 Common Misunderstandings About Lean •Misunderstanding –Lean is a tool. •Fact –Lean is an overarching business management approach.
  • 21. © 2014 The Karen Martin Group, Inc. 21 Common Misunderstandings About Lean •Misunderstanding –Lean is events based (a series of mapping and rapid improvement activities). •Fact –Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
  • 22. © 2014 The Karen Martin Group, Inc. 22 Summary: Common Misunderstandings About Lean Category Misunderstanding Fact Lean vs. Six Sigma Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction. Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution. Lean is qualitative; Six Sigma is quantitative (data driven). Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.) Measurement Lean doesn’t rely on statistical tools. Lean relies on using whatever you need to use to properly solve the problem at hand. Lean doesn’t rely on precise measurement. Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.) Purpose Lean is a method for improving processes. Lean is an overarching business management approach that includes process improvement. Lean is a tool. Lean is an overarching business management approach. What Lean “Looks” Like Lean is events based (a series of mapping and rapid improvement activities). Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.
  • 23. © 2014 The Karen Martin Group, Inc. 23 Why the Umbrella? And what do I mean by “overarching management approach”?
  • 24. © 2014 The Karen Martin Group, Inc. 24 The Toyota Triangle Philosophy People Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment
  • 25. © 2014 The Karen Martin Group, Inc. 25 Karen’s Lean Management Triangle Principles People
  • 26. © 2014 The Karen Martin Group, Inc. 26 Principles Practices Tools Lean Management
  • 27. © 2014 The Karen Martin Group, Inc. 27 Principles •Customer-defined value & eight wastes •Value streams / value stream alignment •Flow & pull •Continuous improvement (kaizen); seek perfection •Visualize and solve problems •Humility •Respect for people •Total employee involvement
  • 28. © 2014 The Karen Martin Group, Inc. 28 Practices •Robust problem solving up, down and across the entire organization –Via detailed PDSA – plan, do, study, adjust •Strategy deployment (hoshin kanri) •Go and see (Gemba) management •Consensus building (nemawashi) •Reflection (hansei) •Iterative continuous improvement •Visual management
  • 29. © 2014 The Karen Martin Group, Inc. Tools •Analysis –Data analysis –Visually displaying data –Value stream mapping –Process mapping –Spaghetti diagrams –Root cause analysis •Five why’s •Problem trees •Cause-and-effect diagrams •Pareto charts –Video –Documentation review –Interviews –Surveys •Countermeasures –5S –Batch size reduction –Changeover & setup reduction –Cross-training / multi-functional workers –Cellular layout / co-location –Error proofing & quality at the source –Load leveling / demand smoothing –Pull systems (one piece flow, Kanban systems, FIFO lanes) –Work balancing via takt time –Work standardization –Visual management •Executing Improvement –Projects –Just do it’s –Kaizen Events •Process Management –Key performance indicators –Process documentation –Visual job aids –Process flow charts –Process ownership –Process monitoring
  • 30. © 2014 The Karen Martin Group, Inc. 30 “The Big Guns”: Analysis tools you should be aware of, know when you need them, and have a resource you can turn to: •ANOVA •Control Charts •Design of Experiments (DoE) •Failure Mode Effects Analysis (FMEA) •Hypothesis testing via F-tests and T-tests •Scatter plots & regression analysis •Standard deviation calculations
  • 32. Developing Mastery Takes Time: 10,000 Hours From The Outstanding Organization, p, 115.
  • 34. © 2014 The Karen Martin Group, Inc. 34 You MUST Read www.ksmartin.com/reading-list
  • 35. © 2014 The Karen Martin Group, Inc. 35 The Lean Classics: A Brilliant Beginning 1996 Little mention of PDCA, leadership or culture 2004 Doesn’t address how Lean applies outside of manufacturing 1999 No mention of tying value stream improvement to overall business strategy
  • 36. © 2014 The Karen Martin Group, Inc. 36 You MUST Be Coached
  • 37. Deliberate practice, incorporating regular corrective coaching, is the norm in music and sports.
  • 38. © 2014 The Karen Martin Group, Inc. 38 We Need Improvement Apprenticeships!
  • 40. © 2014 The Karen Martin Group, Inc. 40 Certificate vs. Certification Certificate Program (attendance-based) Certificate Program (assessment/demonstration-based) Certification Awarded by educational programs or recognized parties Awarded by educational programs or recognized parties Awarded by a standard-setting organization Typically results in a physical certificate Typically results in a physical certificate Results in credentials; typically results in a designation to use after one’s name High variation in course content & requirements High variation in course content & requirements Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills) Is the end result; demonstrates attendance at a program Is the end result; demonstrates knowledge of course content at a point in time Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent Information obtained from: •My thesis for my master’s degree in education (adult learning) •University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html
  • 41. © 2014 The Karen Martin Group, Inc. 41 The Only Lean Certification
  • 42. © 2014 The Karen Martin Group, Inc. 42 Buyer Beware: Very Little Lean
  • 43. © 2014 The Karen Martin Group, Inc. 43 Buyer Beware: Very Little Lean
  • 44. © 2014 The Karen Martin Group, Inc. 44 Buyer Beware
  • 45. © 2014 The Karen Martin Group, Inc. 45 Questions Before Investing in a Program •What new knowledge and skills do I need to acquire? •Will this program lead to the acquisition of the knowledge and skills? •Is this the best way to acquire the knowledge and skills? •What will I be able to do as a result of engaging in the program that I cannot do now? •Is the program content validated by industry-recognized experts? •How will my new knowledge and skills be assessed in order to earn the certificate?
  • 46. © 2014 The Karen Martin Group, Inc. 46 Attend Workshops and Conferences
  • 47. © 2014 The Karen Martin Group, Inc. 47 View and Attend Webinars & Online Learning
  • 48. © 2014 The Karen Martin Group, Inc. 48 Read Blogs
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  • 50. We are working on a comprehensive skills inventory Subscribe to be notified when ready: www.ksmartin.com/subscribe
  • 51. © 2014 The Karen Martin Group, Inc. 51 Thank you! www.ksmartin.com/subscribe