Ad net luc-van_landeghem_human_factor_lean

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?

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
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
• Non commercial organisation
• Developed by independent professionals
– Need for European initiative
– Need for standard
– Need for programme beyond tools and techniques

IIBLC®
• General
– Founded 2008
• Independent
– Not for profit organisation (private funds)
– Content Committee
• Academics and professionals
St d d
• Standard
– Book Of Knowledge (BOK)
• Beyond tools and techniques
International
2013
20
13
20
13

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
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
Run-in

Exams (Mar. 2013)
Us and Them (P. Floyd)

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.
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
accept o eject t t out co ct bet ee
team members

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
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
– Tools/techniques
– Sustainability

Remember this?
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
– Confidence
– Mgr. as coach
• GEMBA walks
• What can I do for YOU?

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?
• 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?
t dat o ?
• Practice, practice, practice!
– Visible results
– Celebrate success

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:
Rs = Qs x A
Results = Quality Solution x Acceptance
Process/Structure
• Who does what?
S– Sponsor
– Champion
– Black Belt
– Green Belt
• Advantages:
– Clear for everybody
– Part of the company structure
• BUT: responsibility = authority

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
• 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
Celebrate every succes
– Show and tell
• Clients
• Suppliers
• Others (visits)

The most important
www.iiblc.org
info@iiblc.org

Ad net luc-van_landeghem_human_factor_lean

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Ad net luc-van_landeghem_human_factor_lean

Similar to Ad net luc-van_landeghem_human_factor_lean (20)

More from Advance Operations Management School srl

More from Advance Operations Management School srl (20)

Recently uploaded

Recently uploaded (20)

Ad net luc-van_landeghem_human_factor_lean