This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Its about building leadership and organizational effectiveness…Lean Leadership is - creating the Lean environment. It takes the organization to something better…different…new…Lean CULTURE.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Slideshow looking at Toyota's famous production system, sometimes called the supermarket for cars.
A resource created by Mr McGowan for Higher Business Management students and the Operations topic.
Bottleneck Analysis Theory Of Constraints (TOC)Self-employed
The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goals. Goldratt adopted the concept with his book Critical Chain, published 1997. The concept was extended to TOC with respectively titled publication in 1999.
An earlier propagator of the concept was Wolfgang Mewes in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks. The publications of Wolfgang Mewes are marketed through the FAZ Verlag, publishing house of the German newspaper Frankfurter Allgemeine Zeitung. However, the paradigm Theory of constraints was first used by Goldrat.
Slides from September 17, 2020 Webinar entitled "ABC's of Problem Solving: A3 Approach, Basic Tools, and Change Management." The slides cover the following concepts: 1. Why Problem Solving is Critical to Culture Change and Lean Transformation 2. What is A3 Problem Solving? 3. How to Properly Define Problems 4. Selected Basic Tools for Root Cause Analysis 5. Next Steps
This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Slideshow looking at Toyota's famous production system, sometimes called the supermarket for cars.
A resource created by Mr McGowan for Higher Business Management students and the Operations topic.
Bottleneck Analysis Theory Of Constraints (TOC)Self-employed
The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to help organizations continually achieve their goals. Goldratt adopted the concept with his book Critical Chain, published 1997. The concept was extended to TOC with respectively titled publication in 1999.
An earlier propagator of the concept was Wolfgang Mewes in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks. The publications of Wolfgang Mewes are marketed through the FAZ Verlag, publishing house of the German newspaper Frankfurter Allgemeine Zeitung. However, the paradigm Theory of constraints was first used by Goldrat.
Slides from September 17, 2020 Webinar entitled "ABC's of Problem Solving: A3 Approach, Basic Tools, and Change Management." The slides cover the following concepts: 1. Why Problem Solving is Critical to Culture Change and Lean Transformation 2. What is A3 Problem Solving? 3. How to Properly Define Problems 4. Selected Basic Tools for Root Cause Analysis 5. Next Steps
This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Every company's business is unique. At LBSPartners we have developed a framework methodology which recognises four cornerstones to successful Lean transformation - Coaching, Standardisation, Education and Leadership.
Human Network is a leading edge leadership and talent development consulting firm. Our core areas of expertise include Leadership
development, Executive Coaching and Custom interventions designed to build critical competencies for success and accelerate performance.
To know more about how we can partner with you to build the right
capability building architecture to drive performance,
log on to www.human-network.in
Ideas to impact approach to strategy managementDaniel Hayden
I2 is an approach to strategy management that works to align the organization’s mission to metrics to management practices to organizational accountability. By integrating these four elements organizations can enhance performance and drive better results.
• Mission – why does the organization exist
• Metrics – how do you measure and track success
• Management practices - how metrics are integrated into the management conversation
• Organizational accountability – how it links to performance management
If this approach seems like it could help improve your organization, please review the attached presentation or give me a call.
Best,
Daniel
dhayden@bluegreenventures.co
Through this presentation, we bring you insights into how high impact learning can:
» Increase efficiency, productivity and profit for an organization
» Increased employee satisfaction
» A developed sense of ownership and accountability
» An enhanced ability for workers to adapt to change
Learn more about:
» How people are leaning today
» What people are learning
» Transformative learning
» Evolving Role of L&D and Content
» Framework to create a High Impact Learning
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
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Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2. www.leanuk.org
Purpose
Help leaders develop organisational & individual
capabilities to sustain and expand lean
transformation.
“Introduction to Lean Leadership”
Articulate and engage leaders in understanding
the fundamentals of lean thinking and lean
transformation process, and their role in taking an
organisation to the next level
Engage leaders in thinking about their business
problem situation and their role in addressing it
2 Lean Enterprise Academy
3. www.leanuk.org
Reflect on
org.’s efforts
to
implement
lean -
actions &
results;
Did results
match
expect’ions?
What
worked and
what didn’t
work? What
did the
organisation
learn?
Understand
the nature of
lean as a
methodology
of problem
solving that
helps
organisations
learn &
develop
capabilities
for growth &
improvement
Identify
gaps
between
the current
state of the
org’n & the
desired
state
Reflect on
individual
efforts to
implement
lean
Understand
the key
roles,
mindsets,
behaviors &
assumptions
of lean
leaders that
support
dev’t. of a
sustainable
culture of
problem
solving
Identify
gaps
between the
current
roles,
mindsets,
behaviors &
assumptions
& those of a
lean leader
3 Lean Enterprise Academy
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
Programme Flow
OUTCOMES
Review your gap statements,
both organisational &
personal, & identify one
critical gap in each category.
Describe:
What you know about the
gap & how you know it.
What you need to learn
about it & how you can learn
it.
Go back to your organisation
& understand the gaps.
Identify at least one new
behavior that you will start
practicing using PDCA.
4. www.leanuk.org
Introductions & Expectations
Who you are
Your role
Where you are in your lean journey (how long have you
been at it?)
Just
getting
started
Some
practice
Practicing
for
some
time
This workshop will have
been a success & made
good use of my time if…
4 Lean Enterprise Academy
5. www.leanuk.org
Ground Rules to make today
a Success
Learning requires openness
Sharing requires confidentiality
What’s said in this room remains in
this room
5 Lean Enterprise Academy
6. www.leanuk.org
Reflection:
Organisational Improvement Journey
Facilitated discussion guided by questions:
What is your organisation’s purpose?
What do your customers want that you are not
currently able to provide?
What does your organisation need to survive and
prosper?
What is your current strategy?
How are the goals of the organisation deployed?
Lean Enterprise Academy8
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
7. www.leanuk.org
Organisational Reflection
What is your organisation’s purpose?
What do your customers want that you are not currently able to provide?
What does your organisation need to survive and prosper?
What is your current strategy?
How are the goals of the organisation deployed?
9 Lean Enterprise Academy
8. www.leanuk.org
Lean Organisation:
Defining the Target for
Organisational Development
Facilitated discussion guided by questions:
Discussion about various strategies companies use
to grow
Introduction to the Purpose-Process-People model
of the lean organisation
Lean Enterprise Academy10
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
9. www.leanuk.org
Time
Performance
Training – lean experts?
Tools – menu kit?
System – point kaizen?
Let’s Talk about Your Experience
Applying Lean or Other Improvement
Methodologies…
11 Lean Enterprise Academy
10. www.leanuk.org
Time
Performance
How do we Take a Company to a New
Level of Performance?
Question:
What needs to change in order
to move the entire organization
to perform above the limit line?
12 Lean Enterprise Academy
11. www.leanuk.org
What Strategies Do Companies Use to
Continue Growing and Improving?
Reorganizing
What problem(s) are we addressing
with these solutions?
13 Lean Enterprise Academy
12. www.leanuk.org
Are the efforts Focused on
the Right Problem(s)?
Lean Enterprise Academy14
Customer Delivery Value Stream
Your Company Your CustomerYour
Delivery
Product or
Service
Measurements
Quality
Customer satisfaction
Delivery On time
Lead time, frequency
Cost
Safety
Morale
Customer
13. www.leanuk.org15 Lean Enterprise Academy
Purpose
People Process
• Horizontal flow of value at
the pull of the customer
• Workplace Management
through standardization &
Visualization
• Relentless elimination of
waste, overburden and
unevenness
• Lean Tools applied as
appropriate
Employees:
• Engaged and involved
in CI
• Continuously solve
problems
• Teamwork
Managers:
• System thinkers
• Problem solvers
• Learners
• Teachers/Coaches
Vision/Values
True North
Line of Sight
Strategy Formulation and
Deployment
Lean Management
System
PDCA
A3 Thinking
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
14. www.leanuk.org
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
16 Lean Enterprise Academy
People Process
• Horizontal flow of value at
the pull of the customer
• Workplace Management
through standardization &
Visualization
• Relentless elimination of
waste, overburden and
unevenness
• Lean Tools applied as
appropriate
Employees:
• Engaged and involved
in CI
• Continuously solve
problems
• Teamwork
Managers:
• System thinkers
• Problem solvers
• Learners
• Teachers/Coaches
The Lean Organization -
Purpose
PDCA
A3
Thinkin
g
Vision/Values
True North
Line of Sight
Strategy Formulation and
Deployment
Purpose
15. www.leanuk.org
Lean Vision & Values
5 Lean Thinking Principles
Mutual respect and long-term
prosperity (employees, company,
customer, community)
“Customer first” focus
Continuous Improvement (Kaizen)
Never knowingly pass a defect to the
next process
Problems are treasures
Genchi Gembutsu (“go see for yourself”)
Lean Enterprise Academy17
16. www.leanuk.org
True North
What it is
A short phrase that
expresses the vision
(hoshin)
It must have emotional
impact
It must be accompanied
by numerical targets
It must come out of our experience (visited
customers,
shopfloor, analysed data, SWOT, – grasp the
situation)
It is a contract, not a wish list or marketing
It expresses business needs that MUST be met;
DRAWS people to action
Lean Enterprise Academy18
Purpose
Current
Performance
17. www.leanuk.org
Having a Line of Sight to the
Company Goals
What is the ultimate
goal of your work?
Understand what makes
your job “value
creating” to the
company—does it relate
to the company’s goals
and key performance
indicators
(Quality, Safety,
Productivity and Cost)?
Lean Enterprise Academy19
Responsibilities Purpose Guiding Goals Company’s Goal
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
Society
Economy
Company
Group
Self
18. www.leanuk.org
Strategy Formulation &
Deployment
Lean Enterprise Academy20
Need
e.g. Focus
Alignment
Quick Response
1. Agreement on the “True North”
The company’s strategic &
philosophical goal
6. A3 Thinking – The
storytelling
approach to planning
5. Deployment leader
concept
4. Catchball – for focus
2. PDCA – the scientific
method
3. Management process –
comprising micro, annual
& macro PDCA cycles
19. www.leanuk.org21 Lean Enterprise Academy
Vision/Values
True North
Line of Sight
Strategy Formulation and
Deployment
Purpose
People
Employees:
• Engaged and involved
in CI
• Continuously solve
problems
• Teamwork
Managers:
• System thinkers
• Problem solvers
• Learners
• Teachers/Coaches
Lean Organization -
Process
PDCA
A3
Thinking
Process
• Horizontal flow of value at the pull
of the customer
• Workplace Management through
Standardization & Visualization
• Relentless elimination of waste,
overburden and unevenness
• Lean Tools applied as appropriate
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
21. www.leanuk.org
Workplace Management through
Standardization & Visualization
When a Standard is
created the foundation
of a Process is present
Awareness of Standard
(Expectation, Plan,
Objective, Goal) by
EVERYONE
Awareness of Actual
Situation not meeting
the Standard (Problem)
Elevation of Problem to
increase visibility
(no problems hidden)
and provide Support
Combined effort to
correct and improve
23 Lean Enterprise Academy
23. www.leanuk.org
Lean Tools
Tools of standardization (help
create standard in order to make
problems visible) 5S, level
scheduling, kanban system
Tool of analysis (used to
understand the root causes of
problems) VSM, spaghetti
diagram, fishbone diagram
Tools of countermeasure
(eliminate root causes) A3, PDCA
Tools of sustainability (help
maintain standards) Visual mgmt,
PDCA,
The role of tools is to support the
implementation of concepts and
effectively reveal and solve
problems
25 Lean Enterprise Academy
24. www.leanuk.org26 Lean Enterprise Academy
Vision/Values
True North
Line of Sight
Strategy
Formulation and
Deployment
Purpose
Lean Organization -
People
PDCA
A3
Thinking
Process
• Horizontal flow of value at the pull
of the customer
• Workplace Management through
Standardization & Visualization
• Relentless elimination of waste,
overburden and unevenness
• Lean Tools applied as appropriate
People
• Engaged and
involved in CI
• Continuously solve
problems
• Teamwork
26
25. www.leanuk.org
The “People” Value Stream
Lean Enterprise Academy27
Attract
Spec
Assessment
Selection
On Boarding
Aptitude
Develop
Roles
Training
Coaching
O/D
Capable
Engage
Standard work
Problem solving
Process improvement
Identify w/team
Perform
Inspire
Embrace values
Community,family
Environment
Identify w/company
Commitment
Commitmentfor Mutual
Prosperity
Equitable Policies and
Practices
Grow from Within
Reward Teamwork
Hoshin Kanri
(True North)
Team
Problem Solving
Desirable
Clean and Safe
Workplace
Visual
Communication
Servant
Leadership
Respect for People and Continuous Process Improvement
Inputs
Philosophy
Values
Principles
XPS
Outputs
Culture of continuous
improvementof
customer value based
on XPS
Purpose
Long Term Mutual
Prosperity
Human ResourceSystems Management
Daily Process Management
Reinforce
Practice
P
DC
A
26. www.leanuk.org28 Lean Enterprise Academy
Purpose
People Process
• Horizontal flow of value at
the pull of the customer
• Workplace Management
through standardization &
Visualization
• Relentless elimination of
waste, overburden and
unevenness
• Lean Tools applied as
appropriate
Employees:
• Engaged and involved
in CI
• Continuously solve
problems
• Teamwork
Managers:
• System thinkers
• Problem solvers
• Learners
• Teachers/Coaches
Vision/Values
True North
Line of Sight
Strategy Formulation and
Deployment
Lean Organisation –
PDCA
PDCA
A3 Thinking
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
27. www.leanuk.org
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
Value Stream
Strategic
Value Added/
Gemba
John Shook
Problem Solving by Level
Lean Enterprise Academy29
29. www.leanuk.org
The A3 Tool as a Process for…
Problem Solving
Proposing Improvements
Standardizing
Planning
Reporting
Reflection
Project Management
Change Management
Alignment and Agreement
Organizational Development
Mentoring, coaching
Developing people
All based on
31 Lean Enterprise Academy
30. www.leanuk.org
Reflect on
org.’s efforts
to
implement
lean -
actions &
results;
Did results
match
expect’ions?
What
worked and
what didn’t
work? What
did the
organisation
learn?
Understand
the nature of
lean as a
methodology
of problem
solving that
helps
organisations
learn &
develop
capabilities
for growth &
improvement
Identify
gaps
between
the current
state of the
org’n & the
desired
state
Reflect on
individual
efforts to
implement
lean
Understand
the key
roles,
mindsets,
behaviors &
assumptions
of lean
leaders that
support
dev’t. of a
sustainable
culture of
problem
solving
Identify
gaps
between the
current
roles,
mindsets,
behaviors &
assumptions
& those of a
lean leader
32 Lean Enterprise Academy
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
Programme Flow
OUTCOMES
Review your gap statements,
both organisational &
personal, & identify one
critical gap in each category.
Describe:
What you know about the
gap & how you know it.
What you need to learn
about it & how you can learn
it.
Go back to your organisation
& understand the gaps.
Identify at least one new
behavior that you will start
practicing using PDCA.
31. www.leanuk.org
Defining the Gap
Organisational Lean Journey
Exercise:
Define the organisation’s business gap(s)
Identify gaps between the current state of the
organisation & the desired state
Lean Enterprise Academy33
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
32. www.leanuk.org
Reflection II:
Leader’s Role in the
Organisational Transformation
Facilitated discussion guided by questions:
What have YOU done as a leader that has made
a big impact on your business in the last X years?
What worked and what didn’t work?
Has the way you lead changed?
What have you learned?
Lean Enterprise Academy34
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
33. www.leanuk.org
Individual Reflection
What have you done as a leader that has made a big impact on your business in the last year or two?
What role did lean play in your effort as a leader?
What worked?
What didn’t work?
What did you learn and what have you changed as a leader? What can you do that you couldn’t do before?
What capabilities do you have now?
35 Lean Enterprise Academy
34. www.leanuk.org
Lean Leadership:
Defining the Leader’s Role in the
Organisational Transformation
Facilitated discussion guided by questions:
Understand the key roles, mindsets, behaviours &
assumptions of lean leaders that support the
development of a sustainable culture of problem
solving
Lean Enterprise Academy36
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
36. www.leanuk.org
Lean Leadership Landscape
38
Lean
Leadership
5 Principles
Align people &
process to purpose
Purpose
People Process
PDCA
A3
Thinking
Ohno:
Waste (O/P)
Flow & Pull
Genchi Genbutsu
Data/Facts
Minoura:
“T”PS =
“Thinking”
Production
System
Cho:
Go see
Ask why?
Show respect
Uchikawa: No
problem is problem
Weber
Drucker
Burns
Senge
Peters
Covey
Collins
Schein
etc.
Influence of
other
management
thinkers
9. Grow leaders
10. Develop people
12. Go & see
13. Decisions slowly
14. Learning org.
etc.
Eiji: It is
muda to
wave your flag
and have no one
follow.
Lean Enterprise Academy
37. www.leanuk.org
The Role of Leadership in
Implementing Lean
Design and support processes
that provide value to
customers - value streams
Develop people to take personal
responsibility for solving problems
Set alignment around the
vision
39 Lean Enterprise Academy
38. www.leanuk.org
In other Words:
Lean Leaders do Two Things
Get each person to
take initiative to solve
problems and improve
his or her job
Ensure that each
persons’ job is aligned
to provide value for
the customer and
prosperity for the
company
Ref: John Shook – Lean Leadership
Get the work done and Develop Your People
- at the SAME TIME!
40 Lean Enterprise Academy
39. www.leanuk.org
Three Keys to Lean Leadership
Ask “Why?”
Use the technique daily
Show Respect
Respect your people
“Go See”
Management must spend time
on the front lines
41 Lean Enterprise Academy
41. www.leanuk.org
How do you Build a
Culture of PDCA?
Robust Problem Solving is What
Makes the Organization Successful
Problems are a good thing
Make abnormal from normal
visible right now
Helps workers do their jobs well
Helps workers know when to ask
for help
Helps managers know what
questions to ask
Live and teach PDCA –
frequent and complete
cycles of reflective learning
Involve everyone in
problem solving
43 Lean Enterprise Academy
42. www.leanuk.org
A Difficult Struggle at the Mid-management
and First Line Supervisory Level
FRONT LINES
SENIOR
MANAGEMENT
MIDDLE
MANAGEMENT
MUST PROVIDE VISION
AND INCENTIVE
MUST “DO”
MUST LEAD THE
ACTUAL
OPERATIONAL
CHANGE
Likes the
involvement
Likes the results
Wants to be
successful
Role ImpactProblem:
MURA & MURI
Muri: overburden
Mura: variation
Muda: waste
Problem:
MURA & MURI
Problem:
MUDA
Ref: John Shook
Basic problem to solve at different
levels of the enterprise
Lean Enterprise Academy44
PDCA Tool:
Policy
Management
PDCA Tool:
VSM or A3
PDCA Tool:
Standardised
Work
43. www.leanuk.org
Problem Solving Focus by Level
45
Problem:
MURA & MURI
Problem:
MURA & MURI
Problem:
MUDA
PDCA Tool:
Policy Management
PDCA Tool:
VSM or A3
PDCA Tool:
Standardised Work
Lean Enterprise Academy
46. www.leanuk.org
Result-
oriented
Fragmented
Thinking
Command &
Control
Defensive
Knower’s
• Focused on the final
result, not on the
problem solving
process
• Fragmented actions
• Lack of organization
wide strategy
• Silos
Assumptions of Leaders that
Drive Continuous Improvement
Lean Enterprise Academy48
Means-
oriented
Systems
thinking
Disturb &
Respond
Internalize
Learner
Focused on the means
to achieve great results
Processes and
people are aligned to
achieve
organizational goals
Run small experiments
on the system
• Take personal
responsibility
• No blame
environment
Let’s Identify the problem
and solve it together
Transformational Leadership Program
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
47. www.leanuk.org
• Metrics and status reports are
the primary management tool
• Deferring to the person of
highest rank
Result-
oriented
Fragmented
Thinking
Command &
Control
Defensive
Knower
• Focused on the final
result, not on the problem
solving process
• Fragmented actions
• Lack of organization-
wide strategy
• Silos
• Failure is not allowed
• Employees feel the
need to justify their
actions
• Someone else caused
the problem
• Rationalization of data
• Blanket solutions
• Use of CI specialists to solve
organizational problems
• Not building capability of
others
• Missing opportunities for
learning
Unquestioned Assumptions of
Leaders that Drive Complexity
Lean Enterprise Academy49
Transformational Leadership Program
® Copyright 2009 Lean Enterprise Institute, Inc. All rights
reserved.
48. www.leanuk.org
Defining the Gap
Lean Leadership Journey
Exercise:
Identify gaps between your current roles,
mindsets, behaviours & assumptions & those of a
lean leader
Lean Enterprise Academy50
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
49. www.leanuk.org
Reflect on
org.’s efforts
to
implement
lean -
actions &
results;
Did results
match
expect’ions?
What
worked and
what didn’t
work? What
did the
organisation
learn?
Understand
the nature of
lean as a
methodology
of problem
solving that
helps
organisations
learn &
develop
capabilities
for growth &
improvement
Identify
gaps
between
the current
state of the
org’n & the
desired
state
Reflect on
individual
efforts to
implement
lean
Understand
the key
roles,
mindsets,
behaviors &
assumptions
of lean
leaders that
support
dev’t. of a
sustainable
culture of
problem
solving
Identify
gaps
between the
current
roles,
mindsets,
behaviors &
assumptions
& those of a
lean leader
52 Lean Enterprise Academy
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
Programme Flow
OUTCOMES
Review your gap statements,
both organisational &
personal, & identify one
critical gap in each category.
Describe:
What you know about the
gap & how you know it.
What you need to learn
about it & how you can learn
it.
Go back to your organisation
& understand the gaps.
Identify at least one new
behavior that you will start
practicing using PDCA.
50. www.leanuk.org
Closing Organisational and
Personal Gaps
Assess the gaps between where things are now and where
they should be for the following:
Your major customer delivery stream
Your organization’s approach to problem solving
Your approach to developing/supporting problem solving capability
(Refer to the questions on “Define the gaps for leadership”)
For each category (customer delivery stream, problem
solving method, leadership approach to developing problem
solving capability), complete a Problem Situation Form.
Lean Enterprise Academy53
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
52. www.leanuk.org
Closing Organisational and
Personal Gaps
“Homework”:
Select one problem from those that you identified as gaps on
the organisational side and go to the gemba to better
understand it. Use the form below to capture your learning
How did your leadership behaviour affect the problem?
Lean Enterprise Academy55
Reflectio
n
Learn/ Target
condition
Gap Reflection
Learn
Target
Condition
Gap
How to close
leadership & org.
gaps?
ORGANISATIONAL
LEAN JOURNEY
INDIVIDUAL ROLES
OF LEADERS
What do I know about
the problem?
How do I know it?
What do I need to know? How can I learn it?
55. www.leanuk.org
Organisational Lean Gap
Identify gaps between the current
state of your organisation and the
desired state
Use your initial reflections and
discussions as a guide
Record your “gaps” on the following
sheets
Lean Enterprise Academy58
56. www.leanuk.org
Rating – Key Values
How would you score the predominant values in your unit?
Lean Enterprise Academy59
Conventional C2 C1 L1 L2 Lean
1 Adversarial (company,
employees, customers)
Mutual respect (company
employees, customers)
2 “Profit first” focus “Customer first” focus
3 Reactive fire-fighting, limited
root cause analysis, problems
re-occur
Every employee actively
pursuing continuous
improvement daily
4 Reliance on inspection catch
defects before they reach
customer
Never knowingly pass a
defect to the next process
5 Problems are hidden. Blaming
starts if they are uncovered.
Problems are treasures.
Praise the messenger.
6 Reliance on intuition to decide
solutions.
Go see, ask why, show
respect to develop
problem solvers.
57. www.leanuk.org
Rating – True North
How would you score true north in your unit?
Lean Enterprise Academy60
Conventional C2 C1 L1 L2 Lean
1 Many scattered targets Few focussed targets
2 Not measured, or measures
drive counter-lean behaviour.
Measures focus on
improving the process
3 It is a wish list It is a contract to be
fulfilled, expressing
business needs that must
be met
4 Not understood or valued by
people
Motivates people to
ACTION
5 Biased to company goals to
detriment of customer or
employee goals
Creates wins for all
stakeholders.
58. www.leanuk.org
Rating – Line of Sight
How would you score line of sight in your unit?
Lean Enterprise Academy61
Conventional C2 C1 L1 L2 Lean
1 People have no idea how their
activities relate to company
goals
People understand
precisely how their
activities help achieve
company goals
2 Progress against goals is not
transparent
Progress is tracked
visually in the workplace
59. www.leanuk.org
Rating – Strategy Formulation
How would you score strategy formulation in your unit?
Lean Enterprise Academy62
Conventional C2 C1 L1 L2 Lean
1 Assumes strategy will work as
planned
Focussed on quick
response to problems
2 “True North” dictated from the
top
Develop & alignment of
strategy through many
levels using “catchball”
3 Based on Plan Do, Do, Do Embodies PDCA and is
constantly evolving.
4 Based on annual financial
budget cycles
Based on achieving True
North objectives through
learning
60. www.leanuk.org
Rating – Lean Processes
How would you score lean processes in your unit?
Lean Enterprise Academy63
Conventional C2 C1 L1 L2 Lean
1 People operate in disconnected
departments, with sub-optimisation
common
Horizontal flow of value across
org. to customer understood &
managed
2 Waste, overburden & variation leads
to frequent workarounds.
The flow of work is continually
improved by eliminating
waste, overburden and
variation
3 Produce as much as possible and
stockpile
Pace of work synchronised
with customer requirements
4 Long lead times accepted as “the
result of the system”
Focus on constant reduction in
lead time
5 We may have some standards for
how the work is done, but not sure if
they are followed
Standard Work is owned,
followed and continually
improved by the work teams.
6 Deviations from standard reported
weekly or monthly
Out-of standard state visible in
real time, work teams respond
rapidly to problems.
7 We carry on with broken processes
until there is time to fix them
We stop the process to fix the
problem in real time
8 Improvements are prioritised “top
down” and implemented by
specialists
People are engaged in
improvement at many levels
using structured methods
61. www.leanuk.org
Discussion – People
How would you score treatment of people in your unit?
Lean Enterprise Academy64
Conventional C2 C1 L1 L2 Lean
1 Failure not allowed.
Need to justify actions.
Someone else caused the
problem.
Take personal
responsibility.
“No blame/no excuse”
environment
2 Only specialists solve problems,
because it’s a complex process
Everybody is trained in,
uses, and learns from the
PDCA approach
3 Specialists develop better ways
of working
Everybody takes the
initiative in improving the
way they work
4 Leaders manage by the
numbers
Leaders focus on the
process to achieve great
results
5 Leaders are “directors” Leaders are mentors
63. www.leanuk.org
Individual Role Gap
Identify gaps between your current
roles, mindsets, behaviors and
assumptions and those of a lean
leader
Use your initial reflections and
discussions as a guide
Record your “gaps” on the following
sheets
Lean Enterprise Academy66
64. www.leanuk.org
Rating – Your Assumptions
How would you honestly score your own assumptions?
Lean Enterprise Academy67
Conventional C2 C1 L1 L2 Lean
1 Improvements to work are best
developed by experts in
continuous improvement
techniques.
The people who do the
work know it best and are
the most capable of
making improvements to
it
2 Most employees need to be told
exactly what to do and how to
do it
All employees should be
respected for their ability
to think and take
responsibility
3 I make plans within my level
of competence and expect
them to work. If there is a
problem I get into trouble-
shooting mode.
I assume that plans never
work as intended, and
that we need the
capability to react
immediately &
systematically when they
don’t
4 Problems are often caused by
other people/departments
Problems occur because
the processes we use are
imperfect
65. www.leanuk.org
Rating – Your Mindset
How would you honestly describe your personal mindset?
Lean Enterprise Academy68
Conventional C2 C1 L1 L2 Lean
1 Do this!
Leader = dictator.
What do you think?
Leader= mentor.
2 Only “grunts” go
to the shop floor.
Go and see for yourself.
3 We have certain standards.
We are not sure where they are
or if they are followed.
We have simple visual
standards for everything
of importance.
4 Do not halt production.
Keep up the numbers.
Stop production so that it
does not come to a
standstill. Don’t send out
rubbish.
5 Do not be caught with a
problem on your hands.
Make problems visible
6 Experts solve problems using
complex methods.
Everyone solves problems
using simple methods
66. www.leanuk.org
Rating – Your Roles
How do you view your role in your job?
Lean Enterprise Academy69
Conventional C2 C1 L1 L2 Lean
1 I concentrate on doing my allotted
tasks to meet my personal KPIs and
checking that my subordinates are
doing the same
I take responsibility for finding
solutions to problems affecting
the organisation’s ability to
satisfy the customer
2 I concentrate on doing my allotted
tasks to meet my personal KPIs and
allocating tasks to my subordinates
My main role is to develop my
subordinates so they can solve
problems that prevent us
meeting customer
requirements
3 I focus on planning and
implementing changes that I have
developed
I teach my subordinates the
PDCA approach by example
4 I check the MIS daily to see whether
we met our targets yesterday
I visit daily the place where
the work is done to check
whether any employees or
supervisors are having
difficulty performing their
standard work
5 One of my main roles is trouble-
shooting. People call on me to be
decisive in crises.
I develop standard work for
my own activities to ensure I
can fit in the essential tasks
and as an example to others
6 I solve problems that my people
bring to me.
I develop the problem solving
skills of my people
67. www.leanuk.org
Rating – Your Behaviour
How would you honestly describe your behaviour in your job?
Lean Enterprise Academy70
Conventional C2 C1 L1 L2 Lean
1 Do what I have decided Follow me – we’ll work on this
together
2 When I can spare the time I get
out of my office to show the
flag. I delegate authority to my
people to fix any problems
I spend most of my time where
the work is done, to understand
the detail, identify all types of
waste, & mentor my people in
systematic problem solving
approaches
3 I focus on planning and
implementing changes that I
have developed
I teach my subordinates the PDCA
approach by example
4 I check the MIS daily to see
whether we met our targets
yesterday
I visit daily the place where the
work is done to check whether
any employees or supervisors are
having difficulty performing their
standard work
5 If there are problems I ask
people to tell me about them so
I can tell them the solution.
I coach people by asking
questions which prompt them to
ensure that they really do “grasp
the situation”
6 I hold daily or weekly meetings
in my office or conference room
with all my reports, to check
problems and plan action.
I attend daily “stand-up” meetings
at visual display boards on the
shop floor to see any problems in
following the processes.
68. www.leanuk.org
Rating – Your Behaviour (continued)
How would you honestly describe your behaviour in your job?
Lean Enterprise Academy71
Conventional C2 C1 L1 L2 Lean
7 In dealing with problems I
decide solutions based on
my previous experience, or
on the advice of experts.
In dealing with problems,
I follow a standard
process to gain consensus
from stakeholders about
what the problem is, the
root causes, the proposed
countermeasures, and
how to check the
effectiveness
8 I answer questions I ask questions