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Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 1
Lean & Human
or
Us and Them (P. Floyd)
© International Independent Board for Lean Certification® 2008- All rights reserved
Luc Van Landeghem
President IIBLC®
IIBLC® npa
Why and what?
© International Independent Board for Lean Certification® 2008- All rights reserved
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 2
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
© International Independent Board for Lean Certification® 2008- All rights reserved
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
© International Independent Board for Lean Certification® 2008- All rights reserved
• Non commercial organisation
• Developed by independent professionals
– Need for European initiative
– Need for standard
– Need for programme beyond tools and techniques
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 3
IIBLC®
• General
– Founded 2008
• Independent
– Not for profit organisation (private funds)
– Content Committee
• Academics and professionals
St d d
© International Independent Board for Lean Certification® 2008- All rights reserved
• Standard
– Book Of Knowledge (BOK)
• Beyond tools and techniques
International
2013
20
13
20
13
© International Independent Board for Lean Certification® 2008- All rights reserved
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 4
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
© International Independent Board for Lean Certification® 2008- All rights reserved
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
© International Independent Board for Lean Certification® 2008- All rights reserved
Run-in
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 5
Exams (Mar. 2013)
© International Independent Board for Lean Certification® 2008- All rights reserved
© International Independent Board for Lean Certification® 2008- All rights reserved
Us and Them (P. Floyd)
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 6
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.
© International Independent Board for Lean Certification® 2008- All rights reserved
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
© International Independent Board for Lean Certification® 2008- All rights reserved
accept o eject t t out co ct bet ee
team members
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 7
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
© International Independent Board for Lean Certification® 2008- All rights reserved
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
© International Independent Board for Lean Certification® 2008- All rights reserved
– Tools/techniques
– Sustainability
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 8
Remember this?
© International Independent Board for Lean Certification® 2008- All rights reserved
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
© International Independent Board for Lean Certification® 2008- All rights reserved
– Confidence
– Mgr. as coach
• GEMBA walks
• What can I do for YOU?
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 9
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?
© International Independent Board for Lean Certification® 2008- All rights reserved
• 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?
© International Independent Board for Lean Certification® 2008- All rights reserved
t dat o ?
• Practice, practice, practice!
– Visible results
– Celebrate success
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 10
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:
© International Independent Board for Lean Certification® 2008- All rights reserved
Rs = Qs x A
Results = Quality Solution x Acceptance
Process/Structure
• Who does what?
S– Sponsor
– Champion
– Black Belt
– Green Belt
• Advantages:
© International Independent Board for Lean Certification® 2008- All rights reserved
– Clear for everybody
– Part of the company structure
• BUT: responsibility = authority
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 11
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
© International Independent Board for Lean Certification® 2008- All rights reserved
• 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
© International Independent Board for Lean Certification® 2008- All rights reserved
Celebrate every succes
– Show and tell
• Clients
• Suppliers
• Others (visits)
Seminar AD‐Net May 11th 2013
© IIBLC® vzw 2013‐ All rights reserved 12
The most important
© International Independent Board for Lean Certification® 2008- All rights reserved
www.iiblc.org
info@iiblc.org
© International Independent Board for Lean Certification® 2008- All rights reserved

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  • 1. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 1 Lean & Human or Us and Them (P. Floyd) © International Independent Board for Lean Certification® 2008- All rights reserved Luc Van Landeghem President IIBLC® IIBLC® npa Why and what? © International Independent Board for Lean Certification® 2008- All rights reserved
  • 2. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 2 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 © International Independent Board for Lean Certification® 2008- All rights reserved 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 © International Independent Board for Lean Certification® 2008- All rights reserved • 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 © IIBLC® vzw 2013‐ All rights reserved 3 IIBLC® • General – Founded 2008 • Independent – Not for profit organisation (private funds) – Content Committee • Academics and professionals St d d © International Independent Board for Lean Certification® 2008- All rights reserved • Standard – Book Of Knowledge (BOK) • Beyond tools and techniques International 2013 20 13 20 13 © International Independent Board for Lean Certification® 2008- All rights reserved
  • 4. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 4 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 © International Independent Board for Lean Certification® 2008- All rights reserved 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 © International Independent Board for Lean Certification® 2008- All rights reserved Run-in
  • 5. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 5 Exams (Mar. 2013) © International Independent Board for Lean Certification® 2008- All rights reserved © International Independent Board for Lean Certification® 2008- All rights reserved Us and Them (P. Floyd)
  • 6. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 6 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. © International Independent Board for Lean Certification® 2008- All rights reserved 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 © International Independent Board for Lean Certification® 2008- All rights reserved accept o eject t t out co ct bet ee team members
  • 7. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 7 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 © International Independent Board for Lean Certification® 2008- All rights reserved 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 © International Independent Board for Lean Certification® 2008- All rights reserved – Tools/techniques – Sustainability
  • 8. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 8 Remember this? © International Independent Board for Lean Certification® 2008- All rights reserved 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 © International Independent Board for Lean Certification® 2008- All rights reserved – Confidence – Mgr. as coach • GEMBA walks • What can I do for YOU?
  • 9. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 9 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? © International Independent Board for Lean Certification® 2008- All rights reserved • 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? © International Independent Board for Lean Certification® 2008- All rights reserved t dat o ? • Practice, practice, practice! – Visible results – Celebrate success
  • 10. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 10 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: © International Independent Board for Lean Certification® 2008- All rights reserved Rs = Qs x A Results = Quality Solution x Acceptance Process/Structure • Who does what? S– Sponsor – Champion – Black Belt – Green Belt • Advantages: © International Independent Board for Lean Certification® 2008- All rights reserved – Clear for everybody – Part of the company structure • BUT: responsibility = authority
  • 11. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 11 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 © International Independent Board for Lean Certification® 2008- All rights reserved • 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 © International Independent Board for Lean Certification® 2008- All rights reserved Celebrate every succes – Show and tell • Clients • Suppliers • Others (visits)
  • 12. Seminar AD‐Net May 11th 2013 © IIBLC® vzw 2013‐ All rights reserved 12 The most important © International Independent Board for Lean Certification® 2008- All rights reserved www.iiblc.org info@iiblc.org © International Independent Board for Lean Certification® 2008- All rights reserved