LCI Congress 2018 WB1 Start with Respect for People and Improvement Will Follow
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Understand how the history of Lean is founded in Respect for People. Learn how three organizations developed a Lean journey strategy centered on Respect for People. Identify common Respect-related mistakes firms make in their Lean transformation efforts. Be aware of a few Lean tools for enhancing Respect in any organization.
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LCI Congress 2018 WB1 Start with Respect for People and Improvement Will Follow
- 1. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Start with Respect for People, and Improvement will Follow WEDNESDAY, OCTOBER 17, 2018, 10:40 AM ET Eric Peabody, Taylor Design Lisa Turturro, Haley & Aldrich Viktoria Swerbensky, Dome Construction © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E 20T H ANNIVERSARY
- 2. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Welcome! 2Eric Eric Peabody Viktoria Swerbensky Lisa Turturro
- 3. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Learning Objectives 3 • Understand how the history of Lean is founded in Respect for People • Learn how three organizations developed a Lean journey strategy centered on Respect for People • Identify common Respect-related mistakes firms make in their Lean transformation efforts • Be aware of a few Lean tools for enhancing Respect in any organization Eric
- 4. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Shout Out: What Does Respect Mean to You? 4Lisa
- 5. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Respect for People 5 “At Toyota, respect for humanity is a matter of allying human energy with meaningful, effective operations by abolishing wasteful operations. If a worker feels that his job is important and his work significant, his morale will be high; if he sees that his time is wasted on insignificant jobs, his morale will suffer as well as his work.” -Prof. Yasuhiro Monden, “Toyota Production System” 1983. Lisa
- 6. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean has its roots in Respect 6 Photo credit: http://www.telegraph.co.uk/finance/newsbysector/transport/7189583/Toyota-a-history-in-pictures.html Sakiichi Toyoda The Loom Lisa
- 7. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Support • Engage & empower • Coach • Develop problem-solvers • Be tough on process Ask a lot to create results • Provide challenging work • Demand discipline • Hold accountable Respect for people - What does it mean? 7 Acknowledge • Creativity • Expertise • Desire to learn Lisa
- 8. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean Journey Case Study #1: Haley & Aldrich © LEAN CONSTRUCTION INSTITUTE
- 9. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Haley & Aldrich 9Lisa A focus on Lean and continuos improvement since 2006 Engineering & consulting for the built environment 650+ employees / 130 Lean Practitioners Founded in 1957 700+ Employees 29 Offices Focused on Respect for People Improved Quality, Cost & Delivery for Our Clients
- 10. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Why Lean? 10Lisa Focus Strictly on Business Metrics Increased Pressure on Staff Reduction in Value to Clients Decline in Business Performance The Doom Loop • Commoditization • Price Pressure from Clients • Market Consolidation
- 11. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E What & How? 11Lisa Lean Journey Pathway Individuals, Projects, Enterprise
- 12. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Results & Learning 12Lisa • Staff goals aligned with organizational strategy • Staff connections to client value = improved client experience • Enterprise-wide improvements in technical standard work, project management, workload allocation • Improved balance between business & technical practice • Lean can be viewed as something special that only certain people do • Diffusion is slower the farther you get from the central Lean thinkers • Build-up to Lean events and then loss of momentum when we leave the room • Need room for learn-by-doing in addition to classroom training
- 13. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean Journey Case Study #2: Taylor Design © LEAN CONSTRUCTION INSTITUTE
- 14. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Taylor Design 14Tori Started our Lean Journey in 2013 Strategy-Based Design: Healthcare, Science & Tech, Education 650+ employees / 130 Lean Practitioners Founded in 1979 90 Employees 3 Offices Focused on Respect for People 2018 Zweig White Best Firm to Work For in Continental US
- 15. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Self-Organizing Training Homework 15 • (15 minutes at home) Read a chapter from The Toyota Product Development System by Morgan and Liker • (15 minutes at home) Sketch/diagram how chapter relates to our work, post to teams
- 16. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Self-Organizing Training Workshops 16 • (-4 minutes) Start lean training with a song! • (2 minutes) Recap last session • (2 minutes) Recap deltas from last time • (2 minutes) Recap lean challenges • (5 minutes) Lean coffee kanban • (25 minutes) Lean Coffee discussion • (25 minutes) Play lean simulation game related to chapter • (4 minutes) Conversation about applying concepts to our work. • (2 minutes) Issue a challenge
- 17. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Facilitation 17 • Facilitator Responsibilities 1. Email reminders 2. Pick a lean simulation game and get the supplies 3. Facilitate the discussion 4. Facilitate the game
- 18. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Facilitation 18 • Virtual Training Big Room 1. Conversation Feed 2. Kanban 3. Reading 4. Lean Glossary
- 19. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean Journey Case Study #3: Dome Construction © LEAN CONSTRUCTION INSTITUTE
- 20. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Dome Construction 20Tori Started our Lean Journey in 2014 General Contractor: Life Sciences, Healthcare, Industrial, Education 650+ employees / 130 Lean Practitioners Founded in 1969 300 Employees 5 Offices Focused on Respect for People Improved Employee Work/Life Balance & Work Environment
- 21. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Why Lean? 21 Photo credit: http://www.telegraph.co.uk/finance/newsbysector/transport/7189583/Toyota-a-history-in-pictures.html Tori 1 CEO has growing concern 3 2 Second Lean 5 Our Journey Begins 2 Lean Introduced in Peer Group 4 Management Buy-in
- 22. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E What & How? 22 Photo credit: http://www.telegraph.co.uk/finance/newsbysector/transport/7189583/Toyota-a-history-in-pictures.html Tori LEARN TO SEE WASTE & BE EMPOWERED TO REMOVE IT CONTINUOUS IMPROVEMEN T (PDCA) RESPECT FOR ALL PEOPLE DOME’S LEAN VISION DELIVER GREATER VALUE TO OUR CUSTOMERS WITH LESS EFFORT Δ REDUCE STRESS & INCREASE HAPPINESS UNDERSTAND YOUR CUSTOMER & LET THEM DEFINE VALUE VISUAL MANAGEMENT OPTIMIZE THE WHOLE, NOT THE PARTS
- 23. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Results & Learning 23 Photo credit: http://www.telegraph.co.uk/finance/newsbysector/transport/7189583/Toyota-a-history-in-pictures.html Tori • Understand & connect the needs of the frontline workers • Engage employees to develop solutions • Minimize start-up energy • Utilize early adopters to gain momentum • Use “scaffolding” to help people gain competence • Engage all levels of the company, including middle management • Assumptions that what is “easy” for one person will be easy for everyone • Not modeling enough • Assuming a 3rd unknown party will connect with employees
- 24. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean Tools © LEAN CONSTRUCTION INSTITUTE
- 25. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Lean tools help to foster Respect! 25Tori Gemba Walks Standard Work Customer Value Assessments Strategy Deployment RACI Last Planner & Many More…
- 26. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E How can you apply this tomorrow? 26 • Focus on culture and lean thinking, not on lean tools. • Use visual controls to keep lean thinking on everyone’s mind. • Planning & Doing is easy, create culture around Check and Adjust • Regularly share successes and failures. • More successes in the beginning to motivate Early Adopters • Training in the middle for the Early Majority • Learn from failures to keep the Early Majority engaged while the late majority catches up
- 27. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Questions? © LEAN CONSTRUCTION INSTITUTE Eric
- 28. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Contact Us 28 Viktoria Swerbensky Dome Construction viktoria@domebuilds.com Eric Peabody Taylor Design epeabody@wearetaylor.com Lisa Turturro Haley & Aldrich lturturro@haleyaldrich.com Eric
- 29. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E Resources 29 • Lean Simulation Games • http://www.leansimulations.org/p/huge-list-of-free-lean-games.html • http://jaamsim.com/downloads.html (see bottom of page) • https://www.youtube.com/results?search_query=lean+simulation+games • Lean Videos • http://www.leansimulations.org/p/equally-massive-list-of-free-lean.html • https://www.i-nexus.com/stratex-hub/collection-of-lean-simulations-in-manufacturing-sector/ • Lean Coffee • http://leancoffee.org/ • http://www.leancoffeetable.com/
- 30. © LEAN CONSTRUCTION INSTITUTE R E F L E C T I N G O N O U R P A S T, E N V I S I O N I N G O U R F U T U R E In the spirit of continuous improvement, we would like to remind you to complete this session’s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized. © LEAN CONSTRUCTION INSTITUTE
Editor's Notes
- Welcome, thanks for joining us.
- Most of us know Lean, and the emphasis on removing waste to deliver higher value. What’s been largely missing from the advancement of Lean from Japan to the US is the idea of respect for people as a foundation for that work. That will be our focus for today. Note that this is going to be rapid-fire and is intended to just introduce some thoughts and concepts – if they want to go deeper, they can reach out to any one of us!
- Let’s dig right in. Respect has a
- Two twin pillars: Respect for people and continuous improvement
- Script: In large part, Toyota Motor Company is viewed as the founders of Lean as a production system. What fewer people know is that Lean thinking originated with a desire to be respectful of people in the Toyoda Automatic Loom works, which was founded in the 1920s. Sakicchi Toyoda, the founder of Toyoda Loom Works, was frustrated. He thought that the looms were disrespectful to workers because they required people to stand and watch – if a thread broke they had to stop the machine manually and re-thread it to prevent defective cloth product. He wanted to give his workers higher-value jobs and pay them more money. So, with his engineer and his people, they devised a way to stop the loom automatically. This was a great advance which was patented, licensed to Europe, and provided the funding for the Toyota Motor Manufacturing organization that we know today. A Lean management system is based in part on tools and quality improvement methods made famous by Toyota in the manufacturing world, such as just-in-time, kaizen, one-piece flow, etc. These techniques helped spawn the “lean manufacturing” revolution. But tools and techniques are not secret weapon for transforming a business. Toyota’s continued success at implementing these tools stems from a deeper business philosophy based on it’s understanding of people and human motivation. Its success is ultimately based on its ability to cultivate leadership, teams, and culture, to devise strategy, to build supplier relationships, and to maintain a learning organization. Most attempts to implement lean have been fairly superficial. The reason is that most companies have focused too heavily on tools such as 5S and just-in-time, without understanding lean as an entire system that must permeate an organization’s culture.
- Respect for people means different things to different people when we use that word in every day life. It has a very definitive meaning when we’re thinking about Lean. Engage and empower the people closest to the work to see the current condition and find solutions to problems and standardize what’s working. Focus on developing leaders & problem solvers. This all sounds sort of soft, right? But it’s not just kumbaya – Respect for people also means: Challenge people. Set high expectations. You will tell people what you think of them when you ask of them something that’s very demanding; you are showing respect. Hold people accountable. By doing that, you’re respecting their ability to get things done and telling them that you’re giving them work that is respected. The work is worth holding them accountable. Demand discipline. You are expected to make problems visible. When you have standardized work, you are expected to use it. When you’re tackling a problem, you are expected to involve others and deeply understand the causes before jumping to solution. Respecting people doesn't necessarily mean you must like them – but you must provide them value and demand the same!