Managing facilities is managing people: Using Lean for organizational change
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Organizational change isn’t a destination, it’s a journey. And sometimes the hardest part is taking the first step. Learn how Haley & Aldrich helped a facilities department transform their organization using Lean. In this SlideShare, we cover the difference between technical and adaptive challenges, how to use the 4 P’s of Lean, and how to create the capacity for people to engage and adapt.
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Managing facilities is managing people: Using Lean for organizational change
- 1. The single biggest failure of leadership is to treat adaptive challenges like technical problems” Heifetz says… ‘‘
- 2. By the numbers • 3 million GSF • 2 district utility plants • Campus population of 6000 • Over 200 facilities staff Campus Facilities Management Department is a service organization charged with the responsibility to plan, design, construct, renovate, operate and maintain the buildings and grounds. WHO ?
- 3. Facilities needs to deliver better service to customers, be more responsive to customers and ultimately discover more innovative solutions. WHAT Looks like lots of technical problems
- 4. The challenges Communications Top down management style, lack of continuity
- 5. Complexity Lack of accountability of staff to provide customer facing services – too many management layers The challenges
- 6. Analytics No measurements being taken – no knowledge of what to measure The challenges
- 8. Ronald A. Heifetz Leadership Without Easy Answers TECHNICAL PROBLEMS ADAPTIVE CHALLENGES Easy to identify & agree on problem Difficult to identify & agree on problem, easy to deny Can be solved by expert or authority People with the problem need to do the work of solving it Requires change in just one or few places Requires change in many places, across organizational boundaries Solutions can be implemented quickly—even by edict Solutions require experiments and new discoveries; this can take a long time and cannot be done by edict Big adaptive challenges
- 9. Adaptive work requires whole systems thinking for organizational change People Engagement Work Process Improvement Performance and Rewards Systems Organizational structure Workforce alignment Together these Critical Links will enable you to identify the people, process, and structure needed to deliver the performance you are seeking
- 10. So how do we use Lean to engage with people, identify problems, and develop solutions?
- 11. The 4 “P’s” of Lean for adaptive challenges Most people associate Lean with – but the real power of Lean is realized when
- 12. RIGHT PROCESS RIGHT RESULTS DEVELOP PEOPLE SHARED PURPOSE VISIBLE PERFORMANCE Connect daily work to your overarching mission Engage the people who know the work best Examine what’s truly needed to deliver your purpose, and seek to eliminate what is not Measuring performance is critical as a way to check and adjust as you learn more
- 13. Lean creates and harnesses the capacity in people to adapt. The focus on process enables staff to sink their teeth in and make a difference in their day to day – making broader organizational change less overwhelming.
- 14. Small changes lead to big changes and measurable outcomes In the room - See a new way of working - Break down barriers to communication - Learn tools to continue problem solving together Initial actions - People start to ACT differently Business results
- 15. What we are working on now • ROM Cost Estimating • File storage / Information Access • Process Work Flow/Project Intake • Closeout Process / Documentation
- 16. Where we’ll go next • Material Planning • Detailed Cost Estimating • Resource Management, Scheduling • Design Review • Design Standards • Capital Renewal Process
- 17. Significant shift in mindset to advance the organization towards vision Shift in mindset regarding accountability for customer facing services Work with and for customers Break down silos instead of building them Clear accountability with distributed responsibility Letting go of “old ways” and “old mindsets” Thechange
- 18. Intervening in a complex system– it’s hard, it takes time! There are usually multiple places to intervene in a complex system – the best places tend to be the places that will be the most difficult to accept change. Be on the lookout for adaptive challenges disguised as technical challenges! For more, look for Donella Meadows’ Leverage Points – Places to Intervene in a System
- 19. Organizational change is a journey, not a destination
- 20. Stay up to date on the latest news and insights relevant to education and healthcare facilities!
Editor's Notes
- Cara, this needs to be more visual and exciting
- Cara, this needs to be more visual and exciting
- Duplicate this background/title, explain challenges? Can we add a visual?
- Duplicate this background/title, explain challenges? Can we add a visual?
- Duplicate this background/title, explain challenges? Can we add a visual?
- Duplicate this background/title, explain challenges? Can we add a visual?
- Melissa So this is where my team and I entered the picture late last fall. As we got to know the people, systems and processes at APL - we quickly saw that that APL was an organization facing some technical challenges, and a lot of Adaptive Challenges. Technical Challenge – Equipment failure. Do analysis and we can determine the root cause of the failure (This asset is at the end of its useful life, we lack the right maintenance staff to maintain it, it was installed wrong….. This list goes on). Get maintenance staff or maybe an outside consultant, come up with a solution, make the change, and presto – problem solved. Technical does not mean Easy An Adaptive Challenge - requires a shift or a change in the belief systems of the people involved. Adaptive challenges have “symptoms” problems, but the reality is when don’t really know what the real problem is. Adaptive Challenges almost always require us to work across organizational silos and usual require a lot of small pilot changes and experiments. Norm Young gave a beautiful example yesterday of a “simple” adaptive challenge during his story telling yesterday – asking facilities to pick up the litter at U. Hartford (seemed technical, but turned out we need to change the way people (students, res life, and facilities) looked at this problem and then work together to create a solution that involved behavior change. Can anybody out there think of an adaptive challenge they are working on right now? We’ll talk about some more later. Shifting a Preventive Maintenance culture is also often an adaptive challenge that can mask itself as only a technical problem.
- Dotted line = history (where you have been) and growth (where you are heading). Why this works Engages the Whole System - Top Down, Bottom Up, Inside and Outside Engineering Analysis vs data analysis In-House knowledge “right sizes” recommendations Whole Systems View - people, process and structure Builds in Implementation Considerations
- Cara, this needs to be more visual and exciting
- Melissa, Can we delete this slide?
- Each of these vignettes and many others like them – are examples of small changes, which lead to big changes and measurable outcomes. 3 Kinds and Phases of Results: Phase 1: In the room (don’t underestimate these - they set the stage) See a new way of working Break down barriers to communication Have some tools to continue problem solving together See slide with pictures and collaboration Phase 2: Initial Actions – Adam from Chicago (Union Worker, head of the Chiller Plant - worked on the Turnover Process with us (ANOTHER great example of an adaptive challenge). People just start ACTING differently. Phase 3: The Business results we Expect (lowered operating costs, energy improvements, increased customer satisfaction, etc) Takeaway #4 – it works, but its not easy!
- Can we delete? Too specific?
- Can we delete? Too specific?