The Coach Is In:
An Open Forum
Lean Webinar Series
May 24, 2011
Company
LOGO

Please Note
This was a different type of webinar where
participants submitted questions in
advance, I unmuted them, and we had a
dialogue.
Because some of the conversations
contained sensitive material, the webinar
recording will not be made public.
© 2011 Karen Martin & Associates
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Coaching Relationship
Mentoring Relationship
Wisdom
Wisdom
? ? ?
?
?
?
Coach
Coachee
Focus: Asking questions
Mentor
Mentee
Focus: Providing information

Question #1
Best approach for Lean education for
executives, managers and staff.
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
Should everyone in the organization have
some knowledge? (4,000 employees; staff
turnover)
Education is costly.
Better to train a few deeply and let them
spread Lean?
© 2011 Karen Martin & Associates
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Workforce Development Considerations
“I hear and I forget.
I see and I remember.
I do and I understand.”
% Information Retained
Column1
Read
Hear
See
See & Hear
Discuss
Experience
Problem-Solve
– Confucius
10%
20%
30%
50%
70%
80%
95%
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New Understanding about how
Toyota Operates
Leaders and
managers coach
and mentor.
The frontlines solve
problems daily.
Management’s job is to develop the workforce
(and help remove roadblocks to their success).
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What Learning Objective Are You
Trying to Achieve?
At the conclusion of this program/activity,
participants will be able to: …
 General awareness – familiarity with basic principles,
terminology, are “sold” on the approach; very little actual skill
development.
 Deeper knowledge – greater ability to see opportunity and
think through problems; still very little skill development.
 Beginning skill proficiency – can apply basic tools and use
psychology in leading change; problem-solving skills are
evident.
 Deeper skill proficiency – can execute broadly; can teaches
others with some gaps; deep proficiency in problem-solving.
 Master status – can teach others with ease; highly
competent on all fronts.
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What is the Role of the Manager?
To develop his/her people into proficient problem-solvers.
Manager = Coach
© 2011 Karen Martin & Associates
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Question #2
How do I deal with individuals who are not
willing to be Lean?
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“They talk the talk, but don’t walk the walk.”
“Individuals who refuse to participate.” (Last
planner process)
“Ignoring data in A3s because it isn’t what
they want to do.”
“Reverting to their silos and withdrawing from
conversations.”
© 2011 Karen Martin & Associates
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Question #3
Can you discuss the best explanation of
root cause vs. reason?

The supervisors will go through the 5 Why’s
with the associates but as soon as they get
that first or second reason, they stop.
© 2011 Karen Martin & Associates
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Question #4
How do I improve Kaizen Events from two
perspectives?


Cultural – Making time for them; using them as a onetime fix
Mechanics – Follow-through
How can I work more effectively with managers
whose staffs are eager for improvement but the
manager is the stop-gate?
How do I teach managers/directors how to build
a Lean culture?
© 2011 Karen Martin & Associates
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Question #5
“We are less than 2 years on our Lean
journey and have many clay pigeons flying
in the air (training, education, culture
change, projects, gemba walks, etc.).
Which ones to you shoot at? Is the best
approach an inch wide and mile deep or a
mile deep and an inch wide?”
© 2011 Karen Martin & Associates
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Question #6
I’d like to know how I can get better at responding
to the resistance that I encounter.







“I have no power.”
“I’m not empowered to deny them.”
“I don’t think quickly on my feet because I’m self-conscious
of being the center of attention.”
“I get easily rattled when I am in the spotlight.”
“I am frustrated by the extra and often unnecessary
workload that I become burdened with.”
“Senior leaders that are present are mute to supporting me.”
“Please don’t tell me to practice – I need a script of what to
say.”
© 2011 Karen Martin & Associates
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Suggestions to Anonymous
Confidence is built through success.

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Reflection is vital for analyzing “failure.”
Toastmaster is a great org for improving how we
communicate & building confidence.
Seek professional help.
Know your stuff - study; practice before get “in the moment.”
In the moment techniques – use silence to gather your
thoughts, breathe.
Force clarity.
Ask for honest feedback – and don’t defend yourself. Just
listen.
Admit you need help to leaders and peers.
© 2011 Karen Martin & Associates
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When You Encounter
Resistance…
Why? Perform “in the moment” root cause
analysis.
Techniques:




Are they involved?
What’s in it for them?
Why not?
Would you be open to trying it for 30 days?
© 2011 Karen Martin & Associates
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Chapter 3
Change the Way
You Change Minds
© 2011 Karen Martin & Associates
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Question #7
What are options for various lean
certification? Anything equivalent to yellow
belt, green belt, black belt?

Only true current certification:
 Administered by SME.
 Designed by SME, AME, and The Shingo Prize.
 ASQ is now part of the alliance.
 Bronze, silver and gold levels.
 Visit my Facebook page for the link –
www.facebook.com/karenmartinassoc.
© 2011 Karen Martin & Associates
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Question #8
How long should a facilitator be involved in
projects to monitor sustainability?
© 2011 Karen Martin & Associates
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Question #9
We’re into year four of our Lean journey
and there are pockets of full adoption,
partial adoption, zero, and some skeptics.
What are the key elements required to
create/sustain a Lean thinking culture?
© 2011 Karen Martin & Associates
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Question #10
How do you get buy-in from people (I.T.)
who feel that Lean adds unnecessary
complexity/paperwork onto things that
should be obvious?


Suggestion for kaizen met with cold reception.
Resistance to current state analysis and
SMART metrics. (specific, measurable,
achievable, relevant, time-phased).
© 2011 Karen Martin & Associates
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For Further Idea Exchange
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Connect & learn
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© 2011 Karen Martin & Associates
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