Design of Work Experience

© Copyright 2015 Lean Enterprise Institute. All rights reserved.© Copyright 2015 Lean Enterprise Institute. All rights reserved.
Lean WX:
Design of Work
Experience
GBMP 2017: Lean By Doing
John Shook

Lean By Doing
 Learn By Doing

© Copyright 2015 Lean Enterprise Institute. All rights reserved.
“Learn By Doing” – Does NOT mean…
 Just “doing”
 Does include “purposeful” or “deliberate” doing
(i.e. establishing habits, etc.,)
 But, it’s not only that, either
 It means creating a structure for learning to occur
AS we do our DOing)
 But, it also means establishing an overall
environment that enables everyone to learn as
they do
3

4
Lean By Doing  Lean WX

Understanding Lean Work
 What Toyota has said
 What observers have
said
 What we know now
 What we need to do
next
5

• and SHOWED
said
 “Before we build cars, we build
people”
 “Good Products = Good
Thinking”
 TPS = Thinking Production
System
• T Minoura
 We develop people mainly on
the job
• OJD
• TWI
 SW/SS as a learning structure
6

“If some problem occurs in one-piece-
flow manufacturing then the whole
production line stops.
In this sense it is a very bad system of
manufacturing, but …”
T. Minoura, Toyota
Thinking Production System
7

“If some problem occurs in one-piece-flow manufacturing then the whole
production line stops. In this sense it is a very bad system of manufacturing.
But …
when production stops everyone is forced to solve
the problem immediately. So team members have
to think, and through thinking team members grow
and become better team members and people.”
T. Minoura, Toyota
Thinking Production System
8

This American
Life:“NUMMI”
9
And what Toyota has SHOWED

• and SHOWED
said
 Masaaki Imai and Shingi
• Standardized Work & Kaizen
 Womack, Jones, Krafcik
• Takaoka vs Uddevalla
 Steve Spear
• DNA – Worker as Scientist
 J Liker, Meier, Hoseus
• Toyota Way
 M Rother
• Kata
 Adjacent
• Schein, Ericsson, MacNamara,
psychology/neuroscience
10

 Every worker a scientist
 The Four Rules-in-Use
11

• and SHOWED
said
12

• and SHOWED
said
 Everyone is better off if
everyone is learning as they
work
 It is possible for everyone to
learn through their work (learn
as they DO)
 But, only if we take steps to
intentionally make it happen
 Problem-solving is key
 A problem-solving culture is
possible
• But only if…
13

• and SHOWED
said
14

• and SHOWED
said
15

Learning = 10,000 Hours??

Deliberate Practice and Performance:
A Meta-analysis
Brooke N. Macnamara David Z. Hambrick Frederick L. Oswald
Introduction1
Method
Additional Analyses
Conclusion5
Performance variance explained by deliberate practice
Performance variance unexplained by deliberate practice
Deliberate Practice View
(Ericsson, Krampe, & Tesch-Römer, 1993)
Ericsson et al. claim that deliberate practice is necessary to
become an expert--and add: “Our theoretical framework can
also provide a sufficient account of the major facts about the
nature and scarcity of exceptional performance. Our account
does not depend on scarcity of innate ability (talent)…” (p. 392,
emphasis added).
Inspiration for Gladwell’s “10,000-hour rule”
Criteria for Inclusion in Meta-Analysis
1. Accumulated deliberate practice measure
2. Performance measure
3. Effect size
4. Report in English
5. Human participants
2
Study Characteristic Count
Documents searched 4,692
Independent samples included 78
Effect sizes included 104
Total sample size 5,606
Performance variance unexplained by deliberate practice
Adjustment for
Measurement Error Variance
Explained
Overall 30%
Deliberate Practice Method Explained
Retrospective interview 22%
Retrospective questionnaire 20%
Logged hours 01%
4
Publication Bias Explained
Published 22%
Unpublished 10%
• Is not a sufficient explanation of performance variance
• Importance varies by domain
• Importance varies by predictability of the task environment
• Small effects: systematically suppressed from publication
Take-home message…
Deliberate practice explains a substantial amount of
performance variance, but leaves a much larger
amount unexplained.
Deliberate practice…
Results3
By Domain
Professions Education Music Sports Games
Task Environment
Highly
Predictable
Less
Predictable
27%
73%
24%
76%
18%
82%97%
3%
19%
81%
< 1%
> 99%
10%
90%
16%
84%
23%
77%
By Predictability

Brooke MacNamara
Conclusion5
• Is not a sufficient explanation of performance
variance
• Importance varies by domain
• Importance varies by predictability of the task
environment
• Small effects: systematically suppressed from
publication
Take-home message…
Deliberate practice explains a substantial amount of
performance variance, but leaves a much larger
amount unexplained.
Deliberate practice…
Results3
By Domain
Professions Education Music Sports Games
Task Environment Highly
Predictable
Less
Predictable
27%
73%
24%
76%
18%
82%97%
3%
19%
81%
< 1%
>99%
10%
90%
16%
84%
23%
77%
By Predictability
Performance variance NOT explained by deliberate practice

• and SHOWED
said
 What we know
 What we need now
 Not one thing. Five (or six)
things
 But, one thing at a time at
the value-creating front lines
 So, simple, but not simplistic
 Holistic, yet focused
 Regarding the value-creating
WORK of an organization,
we need to design the entire
work experience that each
individual … experiences
20

Lean Transformation Experience so far…
• Lean will work anywhere, but
• Many companies have tried…
• Not every company is successful,
• In fact, most probably aren’t.
• WHY??
21

Why doesn’t everyone act with lean thinking?
1. They don’t want to?
2. They don’t know what it is?
3. They don’t know what to do?
4. They can’t change their habits?
5. They don’t recognize the fundamental
nature of the change…??
6. …
22

Lean Transformation Framework
23
WHAT
is our
PURPOSE?
What situational problem
do we need to address?
How to design,
do and improve
the work?
How to
develop
capability?
What is our BASIC THINKING??
What
leadership
behavior and
management
system do
we need?

What’s Your Challenge?
1. Purpose – alignment around ‘the problem
to solve’
2. Designing, doing, improving the work
3. Developing capability, developing people
4. a. Management system
b. Leader behavior
5. Basic thinking
24

How was the Framework developed?
1. Reflections on failure modes and success factors over years of
working with and observing many organizations
2. Teachings of a substantial collection of “master lean sensei”
3. Reverse engineered the thinking
that went into the development
of the TPS house…
- Specific situational
challenges drove the
evolution of the TPS House!
25

Lean Transformation FMEA
FMEA
FMEA Transformation
Dimensions
Potential Failure Mode Potential Failure Effects Potential Causes
Current Process
Controls
Actions Recommended After Action Review
Dimensions 1-5 What failures in this
Dimension may cause
failure of the
Enterprise
Transformation?
What is the potential
impact on Quality,
Delivery, Cost, and
Culture (safety,
morale, CI)?
List every potentional
cause for each failure
mode.
What are the existing
social or technical
systems or processes
that prevent the
failure mode or its
cause?
List Countermeasures
to reduce the
Probability of
Occurrence of the
failure mode or cause.
What actions were
taken, what
experiments run?
Did they have
intended result? Why
or why not? What was
learned?
1. Purpose - What is the
purpose or what problem
are you trying to solve?
2. Process Improvement -
How is the value-creating
and all work being defined
and improved?
3. Capability Development -
How are you building
capabillity to do and
improve the work and
solve problems?
4. Leadership and
Management System - How
are leadership behaviors
and management systems
being established to
support desired ways of
working?
5. Basic Thinking,
Mindsets, Underlying
Assumptions - What are
you doing to understand
current basic thinking
&culture and what steps
being taken to move in
desired directions?
TRANSFORMATIONofORGANIZATIONXX

What is the Framework?
Purpose of the Lean Transformation Framework:
 Not a scorecard
27
A lens for self reflection to grasp the
gap between the current and future
state for your transformation (personal
or organizational) efforts.

What is Lean Transformation?
Enterprise transformation is the process of
an organization shifting its “business” model
to a desired future state.
A lean transformation requires learning a
new way of thinking and acting…
28

Lean Transformation
Enterprise transformation is the process of an organization
shifting its “business” model to a desired future state.
A lean transformation requires learning a new way of
thinking and acting…
characterized not by implementing a
series of steps or solutions but
addressing key questions of purpose,
process and people.
29

What’s Your Challenge?
Which of these is the biggest challenge for your
transformation?
1. Purpose – alignment around ‘the problem to solve’
2. Designing, doing, improving the work
3. Developing capability, developing people
4. a. Management system
b. Leader behavior
5. Basic thinking
30

LEI’s Lean Transformation Summit - 2016
31

Lean Transformation Framework
32
WHAT
is our
PURPOSE?
How to design,
do and improve
the work?
How to
develop
capability?
What
leadership
behavior and
management
system do
we need?

What
leadership
behavior and
management
system do
we need?
WHAT
is our
PURPOSE?
How to design,
do and improve
the work?
How to
develop
capabilities?
What
leadership
behavior and
management
system do
we need?

Motion
Waste
Work
Value-Creating Work
Non-Value-Creating Work
(Sometimes called Incidental Work)
The Work Pie
Motion = Work

Doing Work and Developing Capability
Get the work done and develop people’s capability…
at the same time!!
Problem-solving
Problem-solving
Problem-solving

Solving Problems or
Developing Problem Solvers…
Matt Long of Herman
Miller:
“We aren’t just solving
problems…
We are developing
problem solvers.”

Where Do You Start – Either? Both at once?
Change Culture
First
Change System
First
Transformatiom

It’s easier to
act your way to
a new way of
thinking than to
think your way
to a new way of
acting.
Lean Transformation
40

Create the
Complete
Environment
for Problem
Solving and
Continuous
Learning
• Engage Everyone in Problem Finding and Continuous
Experimentation
• Give Everyone Permission to Fail and Ability to Succeed
That’s Why We Need To…

The Lean Development Challenge
 Enable each person to take
responsibility to solve
problems and improve his or
her work
 Align each persons’ work to
provide value for the customer
and prosperity for the
organization
Get the work done and Develop Capability
- at the SAME TIME!
 Begin with ourselves!!

Fundamentals of Lean Work
MOTION
≠
WORK
*
*Value-Add Work – motion that transforms
a product
Non-Value Add Work– given current
constraints (e.g. equipment) motions that
operators MUST perform to enable
transformation but do not create value from
the standpoint of the customer
Waste – motions that create no value and
can be eliminated given current constraints
Non-Value Add
Work

What Does Good Work Look Like?
FEET  WALK
BACK BEND
HANDS TRANSFORM
ARMS REACH
HEAD PLAN/SEARCH
Work
Content
Human Impact:
easy, comfortable
Process Impact: job
takes little time

Respect For People
Design insanely great work
 Enable each person to:
• work safely
• know his/her customer
• be involved, engaged
• be successful
 Worker-out or the Front Lines-back principle
• Build your entire system from the work
• Remove wasteful steps from each person’s work,
• Until nothing is left but value-creating steps.
Never waste any human’s time and effort!

Improve the Work, Develop the People
People
Development
Design of the Work
Suggestion Programs
Employees as Citizens
Standardized Work/Kaizen
Responsibility pushed down
QC Circles
Employee Development
Rewards and Recognition
Examples
Training
JIT/JIDOKA
Respect for People
Improvement
and Engagement
Jishuken

Design of Work Experience

Design of Work Experience
Knowledge work, too!
 Individual, intentional PDCA Learning Cycles
How do I improve this
Situation??
A D
P
C
Try
Reflect
Struggle (!) to do
-Question why?!
What’s a good
target condition?

How to Create Organizations that
Lean By Doing or that
Learn to Learn Through Doing?
The richest learning is to be found
IN the work
Lean WX = Design of Work Experience

Managing to Build Problem-Solvers
51

Design of Work Experience

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