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The Coach Is In: An Open Forum

Recorded webinar:


Karen’s Books:

These are the slides for a webinar where participants submitted questions in advance, they were unmuted, and we had a dialogue.

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The Coach Is In: An Open Forum

  1. The Coach Is In: An Open Forum Lean Webinar Series May 24, 2011 Company LOGO
  2. 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 2
  3. Coaching Relationship Mentoring Relationship Wisdom Wisdom ? ? ? ? ? ? Coach Coachee Focus: Asking questions Mentor Mentee Focus: Providing information
  4. Question #1 Best approach for Lean education for executives, managers and staff.    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 4
  5. 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% 5
  6. 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). 6
  7. 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. 7
  8. What is the Role of the Manager? To develop his/her people into proficient problem-solvers. Manager = Coach © 2011 Karen Martin & Associates 8
  9. Question #2 How do I deal with individuals who are not willing to be Lean?     “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 9
  10. 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 10
  11. 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 11
  12. 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 12
  13. 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 13
  14. Suggestions to Anonymous Confidence is built through success.         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 14
  15. 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 15
  16. Chapter 3 Change the Way You Change Minds © 2011 Karen Martin & Associates 16
  17. 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 – © 2011 Karen Martin & Associates 17
  18. Question #8 How long should a facilitator be involved in projects to monitor sustainability? © 2011 Karen Martin & Associates 18
  19. 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 19
  20. 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 20
  21. For Further Idea Exchange 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Connect & learn Free monthly newsletter: © 2011 Karen Martin & Associates 21