This document provides an overview of lean principles for leadership and personal practice. It discusses observing work flows, eliminating waste, establishing agreement on processes, using problem solving tools like the 5 Whys, creating a learning culture with Plan-Do-Check-Act cycles, and leadership techniques like building tension rather than stress and eliminating fear and comfort. For personal lean, it recommends always working for the customer, problem solving at a relationship level, managing commitments, using tools like 5 Whys, and directly observing processes.

1. Guide to Lean Principles Leadership Personal

2. Principles of Lean Directly observe work as activities, connections, & flows A B C D E F Flow Activity Connection

3. 2. Systematic Waste Elimination 8 Types of waste- 1.Overproduction (more or sooner) 2. Transportation ( movement of anything) 3. Inventory 4. Motion (any movement of people) 5. Waiting (any downtime) 6. Overprocessing (doing more than the customer requires) 7. Defects (any error) 8. Talent Principles of Lean

4. 3. Establish high agreement of what & how - The people closest to an activity or process should be in agreement about what & how an activity or process should be accomplished 4. Systematic problem solving Five Whys DMAIC (Define, Measure, Analyze, Improve, Control) Get to the root cause of a problem, not the root blame Principles of Lean

5. 5. Create a learning organization Plan – Do – Check – Act - Experimentation means that the plan must include a hypothesis - Reflection (requires time) Principles of Lean Plan Do Check Act

6. Leadership Lean Leaders Must be Teachers - Transfer ideas, skill & understanding to others 2. Build Tension, Not Stress - People feel stress when conditions are nearly impossible - People feel tension when they sense a gap between the current state & the ideal state - The leader must pull people together & provide the means to cross the chasm

7. 3. Eliminate Fear & Comfort - Force people out of the comfort zone by setting clear goals & providing mechanisms - Provide physical, emotional & professional safety - Model the proper behavior Leadership Lean Comfort Zone Fear Zone Current Knowledge Learning Zone

8. 4. Lead through visible participation, not proclamation - Pull the organization through the process - Active engagement of Lean Coordinator and other training sources 5. Build lean into personal practice - Leaders need to look at their own practices - Design a structured flow for work - Standardization - Use the scientific method (hypothesis) - Broadcast incorporation of lean Leadership Lean

9. Personal Lean Always work for the customer Push means there is no demand for the resource Pull means that there is a demand Problem solving at a relationship level Manage commitments Use systemic problem solving & the 5 Whys to determine the true root cause, not root blame Personal learning through Plan/ Do/ Check/ Act Capture expectations – this leads to developing a hypothesis Master what you can control – by eliminating variation you can create more predictable outcomes See more with your own eyes – directly observe work as activities, connections & flows