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Lean Leadership for Executives: Initial findings from LGN Research

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Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November

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Lean Leadership for Executives: Initial findings from LGN Research

  1. 1. www.leanuk.org Lean leadership for executives: Initial findings from LGN research UK Lean Summit: Learning – Educating – Sharing 1 David Brunt 28th November 2012
  2. 2. www.leanuk.org Lean Global Network (LGN)  The Lean Enterprise Academy is the UK affiliate of the Lean Global Network, a non-profit corporation (headquarters in Boston, Cambridge, USA.)  2010 – started this research in the area of lean leadership  Articulate and engage leaders in understanding the fundamentals of lean thinking and lean transformation process, and their role in taking an organisation to the next level  Engage leaders in thinking about their business problem situation and their role in addressing it 2
  3. 3. www.leanuk.org Lean Research? Academic Research  Theory Driven  Simplify Reality and Measure Causality  Researcher is Independent of the Actions  Research by Data Analysis and Interviewing  To Discover and Prove Laws that Apply Everywhere  Publish in Academic Journals for Peer Review Lean Action Research  Practice Driven  Address underlying Business Problems in their Context  Researcher is both the Mentor and Reflector  Research by iterative Problem Solving using PDCA  Developing stronger Hypotheses for future Actions  Mentored Reflections shared with Communities of Practice 3 Building a body of evidence Building a body of experience
  4. 4. www.leanuk.org Leadership? 4 or  We assume we know what we should do  We assume we know what leaders should do  We assume we know what we as leaders should do
  5. 5. www.leanuk.org Lean Leadership Landscape 5 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking
  6. 6. www.leanuk.org6 Purpose People Process • Horizontal flow of value at the pull of the customer • Workplace Management through standardization & Visualization • Relentless elimination of waste, overburden and unevenness • Lean Tools applied as appropriate Employees: • Engaged and involved in CI • Continuously solve problems • Teamwork Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches Vision/Values True North Line of Sight Strategy Formulation and Deployment Lean Management System PDCA ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  7. 7. www.leanuk.org Lean Leadership Landscape 7 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking
  8. 8. www.leanuk.org Shook on Leadership Lean Leaders do Two Things  Get each person to take initiative to solve problems and improve his or her job  Ensure that each persons’ job is aligned to provide value for the customer and prosperity for the company Get the work done and Develop Your People - at the SAME TIME! 8
  9. 9. www.leanuk.org Lean Leadership Landscape 9 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking Weber Drucker Burns Senge Peters Covey Collins Schein Etc. Influence of other management thinkers
  10. 10. www.leanuk.org Edgar Schein 10 Culture Values/ Attitudes What we do Basic Assumptions Values/ Attitudes Artifacts “Easier to act yourself into a new way of thinking than to think yourself into a new way of acting”
  11. 11. www.leanuk.org Lean Leadership Landscape 11 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking Ohno: Waste (O/P) Flow & Pull Genchi Genbutsu Data/Facts Minoura: “T”PS = “Thinking” Production System Cho: Go see Ask why? Show respect Uchikawa: No problem is problem Weber Drucker Burns Senge Peters Covey Collins Schein etc. Influence of other management thinkers Eiji: It is muda to wave your flag and have no one follow.
  12. 12. www.leanuk.org Lean Leadership Landscape 12 Lean Leadership 5 Principles Align people & process to purpose Purpose People Process PDCA A3 Thinking Ohno: Waste (O/P) Flow & Pull Genchi Genbutsu Data/Facts Minoura: “T”PS = “Thinking” Production System Cho: Go see Ask why? Show respect Uchikawa: No problem is problem Weber Drucker Burns Senge Peters Covey Collins Schein etc. Influence of other management thinkers 9. Grow leaders 10. Develop people 12. Go & see 13. Decisions slowly 14. Learning org. etc. Eiji: It is muda to wave your flag and have no one follow.
  13. 13. www.leanuk.org13 Purpose People Develop yourself & your people to take personal responsibility for solving problems Process • Design & support processes that provide value to customers – value streams Set alignment around the vision The Role of Leadership in Implementing Lean PDCA ® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
  14. 14. www.leanuk.org Three Keys to Lean Leadership Ask “Why?” Use the technique daily Show Respect Respect your people “Go See” Management must spend time on the front lines 14
  15. 15. www.leanuk.org15
  16. 16. www.leanuk.org Something to think about?  Assess the gaps between where things are now and where they should be for the following:  Customer purpose - What do your customers want that you are not currently able to supply?  Organisational purpose – What does your organisation need to survive and even to prosper?  Your major customer delivery stream  Your organization’s approach to problem solving  Your approach to developing/supporting problem solving capability 16 Ideal Situation Current Situation Gap = Problem
  17. 17. www.leanuk.org Lean leadership for executives: Initial findings from LGN research UK Lean Summit: Learning – Educating – Sharing 17 David Brunt 28th November 2012

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