The document discusses adopting Lean principles to improve leadership skills. It outlines the five principles of Lean: identify customers and specify value, identify and map the value stream, create flow by eliminating waste, respond to customer pull, and pursue perfection. Adopting Lean will help continuously improve work and ensure everything adds value. Delegates will learn about the principles, identify wasteful activities, and understand how Lean enhances leadership. Examples show how Lean reduced time, failure demand, and increased capacity and satisfaction at Cardiff University. Personal reflection encourages starting small and thinking big to implement sustained change.

1. 403 – Career Development
Why become a Lean Leader?
How adopting the Lean philosophy
will make you a better Leader
4th April 2012
AUA Conference, Manchester
John Evans
The Lean University, Cardiff University

2. The Plan
• Why adopting Lean should be essential for all HE personnel
• Doing so will continuously improve the way that you work,
ensuring everything you do adds value
Delegates will -
• Have an appreciation for the 5 principles of Lean & how they
apply in a HE Environment
• Be able to identify wasteful activity within your organisation &
categorise it
• Understand how adopting the Lean philosophy with enhance
leadership skills

4. Five Principles of Lean
Pursue Identify Customers
Perfection & Specify Value
Maximise
Respond
The Identify & Map
to
Customer
Value the
Value Stream
Pull
Create Flow by Eliminating Waste

5. So What‟s it all About
Muda - Waste
Mura - Unevenness
Muri - Overburden

6. Is This a Typical Day?
“I‟ve produced all this information and no-one uses it!”
“I can‟t get on with my job because I am waiting for someone else!”
“My diary is full of meetings where we don‟t do anything!”
“That piece of work has disappeared into a black hole!”
“My in-tray is full of overdue work!”
“I‟ve been hunting for that information for ages!”
“I‟ve sent that back twice and it‟s still not right!”
“I haven‟t got time to do my job properly!”

7. The 7 Service Wastes

8. Can you Identify
A little Game with Post-its & Paper

9. Examples of Categorised HE Errors
Unclear Comms. Duplication Inventory Movement
• Poor & ineffective • Reinventing the • People / skills • Internal post
communications wheel • Resources • Reports left of
• Access to info. • Over-processing • Undistributed desks
• Don't talk to the • Different schools knowledge • Campus structure
customers doing the same • Students
• E-Mails thing
Delay Opportunity Lost
Errors
• Inability to make • Fixed term contracts
decisions • Pockets of expertise - not • Poor information
• Waiting for approvals shared management
• Meetings • People - no career structure • Circumventing
• Hierarchy • Wasted resources systems or not fit
• Funding for purpose
• Academic/Senior Man. ego

10. Value vs. Failure Demand
Value Demand
The demand customers make for things they want and are of
value to them
Failure Demand
The demand caused by a failure to do something or not do
something right for the customer
Causes “fire fighting” Creates „noise‟ in the system
Gives false idea about what customer demand is
Damages customer value Overloads staff
Creates a negative organisational culture

11. Challenges Faced in HE
Perceptions Investment
Influencers/Support
Timing
Mixed Implementation
Their Ideas
Implementation Measures Payback
Switzerland
Tools that Resonate
Visual

12. Does Lean Work within HE?
Current Cardiff University Successes:
• Time reduction 30 – 96%
• Failure Demand reduced by 37 – 100%
• Increased capacity by 43%
• Customer satisfaction increased by 43%
• Involvement
93% of schools
75% of divisions

13. Perusing Perfection: A Typical Day?
“I know and understand what my customers want from me”
“I understand who can help me & how long they need to do their job”
“All my meetings are productive & are used to make decisions”
“I know exactly where all work is at
any given time no matter who has it”
“All my work meets the agreed delivery time”
“I can find any information I need in 30 seconds”
“All work is right first time”
“I feel I have more control over what and how I do my work”
“Everything I do is value added and valued”

14. Lean Leader: Personal Reflection
• Real improvements can be done with little effort and cost
• Don‟t be afraid of getting things wrong – the answers are there
• Engage all who are involved in the process (if they want to)
• Some people will not change, don‟t let them dictate
• Encourage teams to think and act, not individuals forcing
change
• Trust and support colleagues - they will come up with solutions
• Upper management involvement is essential to implement
sustained change
• Once started it won‟t stop
• Start small, think big, communicate

15. DUNS: Last Exercise
Name:
John Evans/evansjd8@cf.ac.uk
What I Did:
Listened to a Lean presentation at the
AUA
What I Understood:
Understood how to identify wastes and
categorise it
Next Steps:
Apply Lean to cleaning up the office
space and files

16. How was that for You?
How Was That for You?

17. Contact Details
Address: Lean University Team, Cardiff University
McKenzie House, 30-36 Newport Road
Cardiff. CF24 0DE
E-mail: lean@cardiff.ac.uk
Tel: 02920 870 445
Presenter‟s E-mail: evansjd8@cardiff.ac.uk
Useful Websites
www.cardiff.ac.uk/lean
www.leanenterprise.org.uk
www.leanuk.org

18. Further Reading
• The New Lean Toolbox Towards Fast, Flexible Flow -
John Bicheno
• Lean Thinking: Banish Waste and Create Wealth in your
Corporation – James P. Womack & Daniel T. Jones
• Staying Lean - Thriving, Not Just Surviving - Peter
Hines, Pauline Found, Gary Griffiths, Richard Harrison
• Lean Lexicon - Chet Marchwinski & John Shook
• Learning to See - Mike Rother & John Shook
• Freedom from Command and Control – John Seddon