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Lean Leadership by Dr Prem Jagyasi | carving path for lean culture, ultimate productivity and customer value.

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Every organization has its own set of standards and guidelines that are shared and this culture is followed by all members of the organization. It is based on the work environment and these standards and processes are developed by the organization and established by the management team. However, if the work environment or the overall needs of the organization change, the culture also needs to change. In such cases, the organizations as well as the members need to adapt to the changing trends and adopt innovation in business. Lean culture is this culture that moves towards continuous improvement and embraces change and innovation.

In order to get the right approach and to maximize efforts, managers need to get trained in developing lean culture. With the help of training they can enhance their abilities and adopt lean culture for their organization and take on a completely different mantle. This course can bring about a transformation in their thought and deeds so that they can act as catalyst to facilitate growth of their organization.

Understanding Lean culture
Basics of lean culture and its benefits
Strategies of developing lean culture
Overcoming possible hurdles
Application of Lean culture
Importance of lean culture
Application of lean in today’s competitive world.
Using lean principles to do more with less effort.
Using lean principles to improve overall productivity and profit
Understanding Lean Culture Development Practices
To communicate the purpose and not only the tasks.
To support, inspire, motivate and stimulate the staff.
To find the root cause of errors.
To investigate problems.
To be a role model
To realize that it is important to tackle the process first and not the people.
Practical Solutions of your professionals problems by adopting lean culture
To promote organizational performance by adopting lean culture.
To be much in control by using lean principles and having a better personality.
To develop communication skills.
The course design and the way it is conducted will help the participants to effectively adopt lean culture in their personal and professional life. This will enable them to reach greater heights and can make a distinct position from the rest.

Published in: Leadership & Management
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Lean Leadership by Dr Prem Jagyasi | carving path for lean culture, ultimate productivity and customer value.

  1. 1. Dr Prem Jagyasi | DrPrem.com Dr Prem Jagyasi Award winning leader and global speaker MD & CEO – Dr Prem & Associates carving path for lean culture, ultimate productivity and customer value.Lean Leadership
  2. 2. Dr Prem Jagyasi | DrPrem.com Topic Roadmap Understand Lean Lean Leadership Lean Principles Lean Management tools in Healthcare Facts and Case studies Developing Lean Culture in Organization A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  3. 3. Dr Prem Jagyasi | DrPrem.com What is Lean? • Lean leaders have clear focus to understand the waste in Organization. • Lean leaders enhance value for the end customers • Lean means respect for people and improvement in process A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  4. 4. Dr Prem Jagyasi | DrPrem.com What is Lean? • The basic principle of implementing lean is to ultimately increase performance and output of organization that meet customers demand. • Lean focuses on flow, continuous improvements and respect for people. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  5. 5. Dr Prem Jagyasi | DrPrem.com Adding Value Disney 3PM Parade A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  6. 6. Dr Prem Jagyasi | DrPrem.com Lean Leadership If you want 1 years of prosperity grow grain If you want 10 years of prosperity grow tree If you want 100 years of prosperity grow people A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  7. 7. Dr Prem Jagyasi | DrPrem.com Leadership Participation Leadership participation in evaluating business problem situation and their role and responsibilities to overcome problems. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  8. 8. Dr Prem Jagyasi | DrPrem.com Lean Leadership • Organizations needs transformations, revenues are shrinking and cost is increasing. Leaders need to initiate such transformations. • Leaders need to go out of traditional thinking and bring innovation and value to organization. • Efficacy, Efficiency and Effectiveness. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  9. 9. Dr Prem Jagyasi | DrPrem.com A Lean Leader • Willing to learn not only instructLearn • Curious to listen & understand Understand • Believes in evidence based practice.Evidence • Continuous and sustainable lean thinkingSustainable • Keeps communication open and bilateralCommunication • Committed to consistency, disciplined and outcome. Commitment • Cause-effect relationships advocateRelationship • A true leadership personalityPersonality
  10. 10. Dr Prem Jagyasi | DrPrem.com Traditionalleadership Sole Leadership. Leaders set Objectives and Goals Focuses on end results Rigid enforcement of rules and regulations Directive about problems LeanLeadership Collective Leadership. Team provides input in Objectives and Goals. Focuses on process and outcomes Realistic expectations after careful evaluation Encourage “Root Cause” analysis Traditional Leadership vs Lean Leadership
  11. 11. Dr Prem Jagyasi | DrPrem.com Lean Concepts and Tools 7 Wastes 5S PDCA Standard Work Visual Management Kaizen (Kaizen Event) Problem solving A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  12. 12. Dr Prem Jagyasi | DrPrem.com Tool 1. 7 Wastes 12 • Defects • Overproduction • Waiting • Non-utilized staff talent • Transportation • Inventory • Motion
  13. 13. Dr Prem Jagyasi | DrPrem.com Case Study • In Royal Bolton Hospital, using Bolton Improving Care, Systems (Lean), resulted direct savings of £3.1m. Death rate for patients fell by a third. The time taken to process important categories of blood fell from 2 days to 2 hours. Average turnaround time in pathology from over 24 h to 2-3 h. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  14. 14. Dr Prem Jagyasi | DrPrem.com 2. Waiting When Patients, people parts, systems, or facilities wait for a prior step in the process to be completed. Waiting for Doctor Patient Waiting Time Process Waiting Time A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Goal is to reduce the wait, and add value to process of waiting.
  15. 15. Dr Prem Jagyasi | DrPrem.com Case Study - Mayo Clinic Mayo Clinic, Rochester FL., • Comprises more than 2,400 physicians and scientists and 30,200 • Mayo treats more than 500,000 people each year. “I’m not trying to change the moment of care, the touch moment between you and your patient. What I’m trying to change is the 95% of the time when the patient is not in your office and you’re not seeing them or providing care to them. And that’s the 95% where we have opportunity for improvement.” A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  16. 16. Dr Prem Jagyasi | DrPrem.com Case Study • In Scotland Cancer Treatment using Lean, resulted customer waiting times for first appointment from an average 23 to 12 days and improvement of customer flow time for patients of 48%. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  17. 17. Dr Prem Jagyasi | DrPrem.com 3. Transportation 17 Unnecessarily moving patients, specimens or materials throughout a system is wasteful. This type of waste is evident when the hospital has a poor layout Storage of Emergency Products Moving papers and files through slow system Medical Departments not well connected
  18. 18. Dr Prem Jagyasi | DrPrem.com 4. Over Production A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Producing more than what customer actually need Unnecessary Diagnosis Procedure Providing over quantity supply – Example Hand Sanitizer Creating meals that patient doesn't eat Over ICU or Over ventilation stay
  19. 19. Dr Prem Jagyasi | DrPrem.com Case Study • In Flinders Medical Centre, using Lean thinking, resulted 20% more work, fewer safety incidents, same budget, same infrastructure, staff, and technology (Guthrie, 2006; Radnor, Walley, Stephens, & Bucci, 2006); (Fillingham, 2008; Young & McClean, 2008). A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  20. 20. Dr Prem Jagyasi | DrPrem.com 5. Inventory A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Producing more than what customer actually need Excess supply and medicines Expiry of supply and medicine causes storage, flow and elimination expenses Overstocked consumables, Too much bedside equipment, Too many printed forms
  21. 21. Dr Prem Jagyasi | DrPrem.com 6. Over Processing A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Over-processing – Doing more work than is needed by the customer. Performing a surgery when a non-invasive intervention will suffice Not assisting patient to identify which department he/she should visit Asking patients to come to clinic unnecessarily Asking patients/staff to fill out too much paperwork
  22. 22. Dr Prem Jagyasi | DrPrem.com Case Study • In the Pittsburgh General Hospital, using Lean techniques, resulted in change to the procedure for intravenous line insertion giving a 90% drop in the number of infections after just 90 days. Saving almost $500,000 a year in intensive-care-unit costs. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  23. 23. Dr Prem Jagyasi | DrPrem.com 7. Motion A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Unnecessary movement within a work center. Nurses desk to the rooms Walking to the copier Bending down to access equipment or supplies Reaching to answer your phone Lifting heavy boxes or carrying your laptop
  24. 24. Dr Prem Jagyasi | DrPrem.com Case Study • In Nebraska Medical Centre, using Lean principles to redesign the work area in the sterile processing centre and in the clinical laboratories, resulted in reduced staff walking by 167 miles a year. Reduce lab space by 825 sq ft and specimen processing turnaround time by 20%. Reduced manpower by 11 full time equivalents, who were redirected to other critical work. Average length of stay decreased from 6.29 days to 5.72 days. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  25. 25. Dr Prem Jagyasi | DrPrem.com 5S in Lean Sort Set Shine Standardize Sustain A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  26. 26. Dr Prem Jagyasi | DrPrem.com Tool 2. 5S (Sort, Set, Shine, Stardadize & sustain) 26 First Steps Second Step Third Step Sustain - Train and maintain discipline of the personnel engaged Standardize - Set up the First 3S as norms in every section of the workplace Shine - Maintain high standard of cleanness Set - Organize everything needed in proper order for easy operation Sort - Identify and remove unwanted/unused items from the workplace;
  27. 27. Dr Prem Jagyasi | DrPrem.com Tool 3. PDCA Plan Do Check Act A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  28. 28. Dr Prem Jagyasi | DrPrem.com Case Study • A rapid improvement team at Lehigh Valley Health Network, Allentown, Pennsylvania, implemented a plan, do, check, act cycle to determine problems in the central sterile processing department, test solutions, and document improved processes. A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: http://ijbssnet.com/journals
  29. 29. Dr Prem Jagyasi | DrPrem.com Visual Management 29 The key to Visual Management: Being able to identify things “at a glance” – project status, file confidentiality, where things go, categorization, etc.
  30. 30. Dr Prem Jagyasi | DrPrem.com Communication Boards 30 Visual management tools that can be understood in 30 seconds or less Source: MagnaTag
  31. 31. Dr Prem Jagyasi | DrPrem.com Communication Board A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: MagnaTag
  32. 32. Dr Prem Jagyasi | DrPrem.com KaiZen A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Change for Good – A lean approach to continues development.
  33. 33. Dr Prem Jagyasi | DrPrem.com Hospital Kaizen Example A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Source: Mark Graban- Talk at Masaai Imai Event
  34. 34. Dr Prem Jagyasi | DrPrem.com Swim Lane Mapping A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied. Need better tools Need better Record management Need Faster Billing Process
  35. 35. Dr Prem Jagyasi | DrPrem.com Group Mapping Exercise • You may want to remind participants of the following benefits of a process map: • Process maps clarify the task, sequence and time for each step; • Process maps help identify improvement opportunities (errors, inconsistencies, wastes) • Process maps document staff knowledge 35
  36. 36. Dr Prem Jagyasi | DrPrem.com Problem Solving • “If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” - Albert Einstein 36
  37. 37. Dr Prem Jagyasi | DrPrem.com Problem Solving 37 Symptoms Root Cause
  38. 38. Dr Prem Jagyasi | DrPrem.com 5 Whys • 5 Whys is a SIMPLE but POWERFUL technique for uncovering the root cause of a problem when you lack data regarding why the problem is occurring. • If we don’t solve problems at the level of the root cause, we risk the same problem resurfacing in the future. 38
  39. 39. Dr Prem Jagyasi | DrPrem.com 5 Whys Example Problem: The Jefferson Memorial was disintegrating rapidly Why was it disintegrating? Because the cleaning methods were abrasive Why? Why? Why? . Root Cause! Five Why Analysis helps drive to source of the problem. The actual technique can take more or fewer iterations. 39
  40. 40. Dr Prem Jagyasi | DrPrem.com Developing Lean Culture A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  41. 41. Dr Prem Jagyasi | DrPrem.com Sub Topic Landscape What is Corporate Culture Key Ingredients of Corporate Culture? How to develop Lean Culture Best Practices
  42. 42. Dr Prem Jagyasi | DrPrem.com Working Together – Corporate Culture • Monkey and Banana Culture.
  43. 43. Dr Prem Jagyasi | DrPrem.com What is Culture? • Culture means the patterns or the characteristics that is seen and followed in one particular area, say it country or region or association or group.
  44. 44. Dr Prem Jagyasi | DrPrem.com What is Corporate Culture Working Together
  45. 45. Dr Prem Jagyasi | DrPrem.com How do I define Corporate Culture Way of Working Way of Thinking Corporate Culture Way of acting/rea cting
  46. 46. Dr Prem Jagyasi | DrPrem.com How do I define Corporate Culture Way of Working Way of Thinking Corporate Culture Way of Acting or Reacting Professionalism Knowledge Experience Attitude Work Environment
  47. 47. Dr Prem Jagyasi | DrPrem.com How to Develop LEAN Culture
  48. 48. Dr Prem Jagyasi | DrPrem.com Difficult but Not Impossible
  49. 49. Dr Prem Jagyasi | DrPrem.com 1. Communicate the purpose not only the task
  50. 50. Dr Prem Jagyasi | DrPrem.com 1. Communicate the Purpose not only task Communicate • Purpose Benefits • Challenges Arrange • Meetings • Workshops • Gatherings Involve • Stars • Key Employees
  51. 51. Dr Prem Jagyasi | DrPrem.com 2. Be there for staff
  52. 52. Dr Prem Jagyasi | DrPrem.com 2. Be there for staff • Management must support members / staff Support • Leaders must inspire and motivate Inspire • Regular Training is the key for improvement and involvement Training
  53. 53. Dr Prem Jagyasi | DrPrem.com 3. Finds the root cause of mistakes rather than directly hitting staff / members.
  54. 54. Dr Prem Jagyasi | DrPrem.com 3. Finds the root cause of mistakes rather than directly hitting staff / members. Lean management believes in finding the actual cause of problem or mistake. It gives a direction to check out the errors which have evolved because of faulty procedure rather than blaming the members for it. When problems are investigated, tackle the process first not the people.
  55. 55. Dr Prem Jagyasi | DrPrem.com 4. Setting examples to improve Be the change you want to see in the world My life is my message
  56. 56. Dr Prem Jagyasi | DrPrem.com 4. Setting examples to improve Lean management also admires accepting mistakes, especially by the leaders or the management. If the management expects certain things from its subordinates then they themselves should try it under live circumstances to experience the problems faced of the followers. Simple things like honesty, sincerity and morality are very important in an organization.
  57. 57. Dr Prem Jagyasi | DrPrem.com 5. Encourages members to treat others with respect
  58. 58. Dr Prem Jagyasi | DrPrem.com 5. Encourages members to treat others with respect Lean has a principle which encourages people to treat others as they would love to be treated by others This creates a sense of behaviour with customers/ patients and most importantly with colleagues. In such environment, even mistakes will be treated as opportunities to improve. Respect
  59. 59. Dr Prem Jagyasi | DrPrem.com Best Practices Develop Lean Culture
  60. 60. Dr Prem Jagyasi | DrPrem.com Wake-Up - Crawl – Walk - Run
  61. 61. Dr Prem Jagyasi | DrPrem.com Don’t Blame. If you are throwing mud, you are making your hands dirty on first place.
  62. 62. Dr Prem Jagyasi | DrPrem.com Focus Do only Important work. Do what is needed. Don’t do all.
  63. 63. Dr Prem Jagyasi | DrPrem.com Use tools based on problem Use selective tools Don’t use all tools Use separate tools for separate problem
  64. 64. Dr Prem Jagyasi | DrPrem.com Innovate
  65. 65. Dr Prem Jagyasi | DrPrem.com How Google Innovate?
  66. 66. Dr Prem Jagyasi | DrPrem.com Google Innovation Ideas come from Everywhere from everyone. Share everything about innovative projects. Give a chance to add to or comment on the process. If you are brilliant we are hiring, If your company thrives on innovation, you cant afford to pass talent.
  67. 67. Dr Prem Jagyasi | DrPrem.com Google Innovation Give employees a license to pursue their dream Prototypes (beta) vs Perfection. Don’t fool. Use Data.
  68. 68. Dr Prem Jagyasi | DrPrem.com Google Innovation Set boundaries. Deadline. Worry about User and Usage. Money will follow. Don’t kill projects. Learn from 3m post note.
  69. 69. Dr Prem Jagyasi | DrPrem.com Religion of Reuse Toyota’s 80-80-80 Rule 80% reuse will cut lead time by 80% at 80% productivity which results: Shorter Lead Time Higher Productivity
  70. 70. Dr Prem Jagyasi | DrPrem.com Honor & Celebrate Achievements Honor Progress Celebrate milestones
  71. 71. Dr Prem Jagyasi | DrPrem.com Sub Topic Landscape What is Corporate Culture Key Ingredients of Corporate Culture? How to develop Lean Culture Best Practices
  72. 72. Dr Prem Jagyasi | DrPrem.com Topic Roadmap Understand Lean Lean Leadership Lean Principles Lean Management tools in Healthcare Facts and Case studies Developing Lean Culture in Organization A Presentation by Dr Prem | Do not Copy | Do Not Amend | Do not Use | All Right Reserved | Terms Applied.
  73. 73. Dr Prem Jagyasi | DrPrem.com Dr Prem Jagyasi Award winning leader and global speaker MD & CEO – Dr Prem & Associates carving path for lean culture, ultimate productivity and customer value.Lean Leadership

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