1. Seminar AD‐Net May 11th 2013
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Lean & Human
or
Us and Them (P. Floyd)
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Luc Van Landeghem
President IIBLC®
IIBLC® npa
Why and what?
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2. Seminar AD‐Net May 11th 2013
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Keys to success
• Lean is implemented by people!
– Need for common language
– Need for structure (cfr. 6 Sigma approach)
– Need for knowledge and skills
– Need for recognition beyond backyard
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Lean certification
• Need for certification
– As Lean continues to gain more prominence, we fully
expect our future annual studies to show increases in
L tifi ti i t i j b tiLean certification requirements in job postings
(Avery Point Group).
– For Lean professionals seeking proof of knowledge
and skills
– For companies seeking to recognise employees
• Problem:
– Need for INDEPENDENT certification
l
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• Non commercial organisation
• Developed by independent professionals
– Need for European initiative
– Need for standard
– Need for programme beyond tools and techniques

3. Seminar AD‐Net May 11th 2013
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IIBLC®
• General
– Founded 2008
• Independent
– Not for profit organisation (private funds)
– Content Committee
• Academics and professionals
St d d
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• Standard
– Book Of Knowledge (BOK)
• Beyond tools and techniques
International
2013
20
13
20
13
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4. Seminar AD‐Net May 11th 2013
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Lean certification programme
• Build-up (progressive)
Level Target group Ed level Test(s)Level Target group Ed. level Test(s)
CGBL®
Certified
Green Belt in
Lean
Operator/
Supervisor
Takes part in
improvement
teams
High school-
Bachelor
Theoretical
Multiple
choice
CBBL®
Certified
Bl k B lt i
Middle mgt.
Leads
i t
Bachelor-
M t
Theoretical
Mult. choice
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Black Belt in
Lean
improvement
teams
Master
u t. c o ce
Practical
CChL®
Certified
Champion in
Lean
Higher mgt.
“Lean
manager”
Master-
Master+
Theoretical
Mult. choice
Practical
Evolution exams
Run-in
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Run-in

5. Seminar AD‐Net May 11th 2013
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Exams (Mar. 2013)
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Us and Them (P. Floyd)

6. Seminar AD‐Net May 11th 2013
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Quote 1
• Driving this project, I have had the opportunity to
measure the impact and the importance of the 4Cs:
– Commitment, which was really a prerequisite for a successful
projectproject
– Major role of Communication, in order to reinsure people and
dissipate any ambiguity
– Involving people in the new process design /co-production has
been the key to make new process quickly and deployed and
sustainable
– Keeping consistency, was also very useful. The Executive Board
support and the regular and clear messages sent were keeping
team focused and engaged.
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g g
• As a conclusion, I would just say, this project for me was
exciting, engaging and source of substantial experiences.
It has had visible and measurable effects for company
business. But, overall, I discovered that lean is about
change management, lean is about people.
Quote 2
• Listening is key in order not to lose any
ti f i tsuggestion for improvement
• I tried to let everyone express his ideas, and
respect between team members enabled to
discuss any kind of suggestions and to
accept or reject it without conflict between
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accept o eject t t out co ct bet ee
team members

7. Seminar AD‐Net May 11th 2013
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Quote 3
• I clearly understood that in order to lead
successful projects people andsuccessful projects, people and
communication management are far more
critical than technical details. I mean: if I don’t
remember the formula for how many kanban I
need, it’s quite simple to find it; but if I’m not
able to deal with people issues or properly
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manage communication paths … the result
can be a disaster, and there aren’t ready-to-
use recipes to quickly recover!
Agenda
• People
– Management
– Employees
• Process
– Structure
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– Tools/techniques
– Sustainability

8. Seminar AD‐Net May 11th 2013
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Remember this?
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People/Management
• Need for knowledge of mission-vision
– Rotations? HandoverRotations? Handover
– Lean is NOT “the next quarter”
– Lean is NOT “a menu”
– Need for an improvement PLAN
• Change of paradigm
– Employees are part of the solution
C fid
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– Confidence
– Mgr. as coach
• GEMBA walks
• What can I do for YOU?

9. Seminar AD‐Net May 11th 2013
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People/Management
• Continuous support
– Put your money where your mouth is
– Board meetings
– Failure IS an option (©Mythbusters)
BUT:
Is management READY for the change?
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• Is management READY for the change?
– Necessary competences?
– Formal education?
People/Employees
• Part of the process
T i i• Training
– Already acquired? (elsewhere?)
– If/when necessary
• Long-term program
– Saturation?
– Intimidation?
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t dat o ?
• Practice, practice, practice!
– Visible results
– Celebrate success

10. Seminar AD‐Net May 11th 2013
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Tips
• Sometimes you better wait!!
– < frustration< frustration
– < “Chronicle of a Death Foretold” (G. Márquez)
– < resistance next project
• Think big/start small
– Principle of the oil slick
• Formula of the final result:
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Rs = Qs x A
Results = Quality Solution x Acceptance
Process/Structure
• Who does what?
S– Sponsor
– Champion
– Black Belt
– Green Belt
• Advantages:
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– Clear for everybody
– Part of the company structure
• BUT: responsibility = authority

11. Seminar AD‐Net May 11th 2013
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Process/Tools & techniques
• When needed
• Local interpretation
– It’s not about names!
– Adaptation to local situation
• Are not the start of the transformation!
F t l d t h i
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• Focus on tools and techniques
– Why?
– Formal education?
Process/Sustainability
• Standard work
– SOP’s, checklist, ..., ,
• New employees
– This is how we do things
– Role of HR department
• Choice of “KPI” by management
• Be proud!!
– Celebrate every succes
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Celebrate every succes
– Show and tell
• Clients
• Suppliers
• Others (visits)

12. Seminar AD‐Net May 11th 2013
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The most important
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www.iiblc.org
info@iiblc.org
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