How cynefin model improves lean implementation


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Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms.
Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides.
Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost?
The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out.
This presentation will show you an example of a Lean Implementation

Published in: Business

How cynefin model improves lean implementation

  1. 1. How Cynefin model improves lean implementation
  2. 2. LKFR12. Paris Sept 18-18
  3. 3. LKFR12. Paris Sept 18-18
  4. 4. WHAT’S LEANTRANSFORMATION? LKFR12. Paris Sept 18-18
  5. 5. Can be this… Lean Transformation Strategy Increasing organisation value Leadership Sustainment Kaizen Training Planning7 wastes 5S Standard work Source: LKFR12. Paris Sept 18-18
  6. 6. Or this… 1. Specify value from the standpoint of the end customer by product family. 2. Identify all stages of the value chain for each product family, eliminating 1. Identify Value whenever possible those measures that do not create value. 5. Seek 2. Map the 3. That make the steps of value creationPerfection Value Stream occurs in close order so that the product flows gently to the client. 4. As flow is introduced, let customers pull value from the next upstream activity. 4. Establish 3. Create Flow 5. As a value is specified, value streams Pull are identified, unnecessary steps are eliminated, and flow and "pull" are introduced, repeat the process and continue until a state of perfection is reached in which perfect value is created with no waste. LKFR12. Paris Sept 18-18
  7. 7. Or this… Find an Agent of Change, •a leader who will take personal responsibility for the lean transformation. •a sensei or a consultant who can teach techniques and how enforce Lean Obtain knowledge of lean implementation within a system, not as isolated programs. •entering a crisis or creating a to begin processing. If your company is not currently in crisis, to draw Find a lever attention to a competitor lean or find a customer or supplier lean will make requests for significantly better performance. Forget grand strategy • for the moment. •beginning with the current state of how material and information flow now, then drawing a leaner Map the value streams future state of how they should flow and creating an implementation plan with timetable. Begin as soon as possible • with an important and visible activity. Demand immediate results. •.As soon as you’ve got momentum, •to link improvements in the value streams and move beyond the shop floor to office processes. expand your scope LKFR12. Paris Sept 18-18
  8. 8. Or this…LKFR12. Paris Sept 18-18
  9. 9. Or this? Decide Deliver BuiltEliminate Amplify Engage See the late fast as integrity waste learning the team whole possible possible in Self- Perceived Feedback Think about Pull Systems determination integrity options See waste Measures Conceptual Iterations Motivation integrity Last responsible Queue theory moment Synchronisation Leadership Refactoring Value Stream Contracts Mapping Self-Based Take decision Cost of delays Expertise Testing Development LKFR12. Paris Sept 18-18
  10. 10. TOOLS? LKFR12. Paris Sept 18-18
  11. 11. Most used quality management tools5 Whys Pareto chartAccelerated life testing Pareto analysisAnalysis of variance Pick chartANOVA Gauge R&R Process capabilityAxiomatic design Quality Function Deployment (QFD)Business Process Mapping Quantitative marketing research throughCause & effects diagram (also known as use of Enterprise Feedback Managementfishbone or Ishikawa diagram) (EFM) systemsCheck sheet Regression analysisChi-square test of independence and fits Root cause analysisControl chart Run chartsCorrelation Scatter diagramCost-benefit analysis SIPOC analysis (Suppliers, Inputs,CTQ tree Process, Outputs, Customers)Design of experiments StratificationFailure mode and effects analysis (FMEA) Taguchi methodsGeneral linear model Taguchi Loss FunctionHistograms TRIZ LKFR12. Paris Sept 18-18
  12. 12. Is this realy enough? LKFR12. Paris Sept 18-18
  13. 13. Are we missing something? LKFR12. Paris Sept 18-18
  14. 14. Lean Challenges LKFR12. Paris Sept 18-18
  15. 15. THE CYNEFIN MODEL LKFR12. Paris Sept 18-18
  16. 16. Wise executives tailor their approach to fit the complexity of the circumstances they face.LKFR12. Paris Sept 18-18
  17. 17. LKFR12. Paris Sept 18-18
  18. 18. http://cognitive-edge.comLKFR12. Paris Sept 18-18
  19. 19. Complex ComplicatedProbe SenseSense AnalyseRespond Respond Emergent Good Practices Chaotic SimpleAct SenseSense CategoriseRespond Respond Novel Best Practice LKFR12. Paris Sept 18-18
  20. 20. Cynefin process Complicated Simple Complex Chaos LKFR12. Paris Sept 18-18
  21. 21. What is simple?Characteristics• repeating patterns and consistent events• Clear root cause• Obvious relationships between all, clear existing answer• Known knowledge• Factual management LKFR12. Paris Sept 18-18
  22. 22. What is chaotic?Characteristics• great turbulence• no clear cause and effect, so no good answer research• Unknown• many decisions to make, no time to think• Great tensions• Pattern based leadership LKFR12. Paris Sept 18-18
  23. 23. What is complex?Characteristics• flow and unpredictability• No exact answers but instructive emerging models• No knowing the unknown• A lot of ideas in competition• a need for creative and innovative approach• Model based leadership LKFR12. Paris Sept 18-18
  24. 24. What is complicated? Characteristics • expert diagnosis required • relationship of cause and effect detectable but not immediately obvious to everyone, just more than one answer possible • Factual management LKFR12. Paris Sept 18-18
  25. 25. The bloody question: In your perspective, isCynefin nothing morethat a process supportingKaizen? LKFR12. Paris Sept 18-18
  27. 27. 5S 5S is the outcome Cynefin model helps you To design the change process What is 5S?LKFR12. Paris Sept 18-18
  28. 28. WasteWho is Tim Wood? (THE 7 WASTES) T – transport waste I – inventory waste M – motion waste W- waiting waste What is Tim Wood? O – over producing waste O – over processing waste D – defect waste LKFR12. Paris Sept 18-18
  29. 29. PDCA What is PDCA?LKFR12. Paris Sept 18-18
  30. 30. Cynefinsupports Hoshin Kanri! LKFR12. Paris Sept 18-18
  31. 31. Conventional Models Top down strategy • SIMPLEDo the same thing better • SIMPLE + COMPLICATEDMandate and Implement • COMPLICATED Do, do, do, do …. • SIMPLE More is more • SIMPLE Complex strategy = evolved thinking • COMPLEX LKFR12. Paris Sept 18-18
  32. 32. Tools Visual Management 5S True North ValueCatchball Stream Mapping A3 Thinking PDCA LKFR12. Paris Sept 18-18
  33. 33. True NorthRelated to companycultureAssets, know-how,strengthsCustomers you serve (orwant to serve)Market, trends,developmentsWhat words describeyou? Your business? LKFR12. Paris Sept 18-18
  34. 34. Value Stream Mapping LKFR12. Paris Sept 18-18
  35. 35. Plan Do Act Check LKFR12. Paris Sept 18-18
  36. 36. A3 Thinking LKFR12. Paris Sept 18-18
  37. 37. CatchballLKFR12. Paris Sept 18-18
  38. 38. Cynefin processAdded after the pres! Simple Complicated Chaos Like the « wheel of Complex life », transition is moving from one step to another. Your job as a coach is to make it « roll » LKFR12. Paris Sept 18-18
  39. 39. ConclusionHoshin Kanri KaizenCynefin LKFR12. Paris Sept 18-18
  40. 40. Questions LKFR12. Paris Sept 18-18
  41. 41. Thanks !Pierre E. Neis, – Tel +352 / 661 SCRUMS LKFR12. Paris Sept 18-18
  42. 42. LKFR12. Paris Sept 18-18