SlideShare a Scribd company logo
1 of 58
Download to read offline
Lean Psychology:
Leveraging Human Nature to Achievee e ag g u a atu e to c e e
Optimal Improvement
Company
LOGO
Learning Objectives
Participants will learn:
 How psychology affects the entire improvement
process, from strategy to execution.
 What you can do to ensure both short- and long-
term success.
H t t th b i d l h How to meet the basic needs people have
through the improvement process.
Specific tactics that leverage human nature to Specific tactics that leverage human nature to
achieve optimal business performance.
© 2011 Karen Martin & Associates 2
Your Instructor
 Early career as a scientist; migrated to
quality & operations design in the mid 80’squality & operations design in the mid-80 s.
 Launched Karen Martin & Associates in
1993.
 Introduced to Lean in 2000.
 Specialize in applying Lean in non-
f i imanufacturing environments.
 Co-author of The Kaizen Event Planner;
co-developer of Metrics-Based Processco developer of Metrics Based Process
Mapping: An Excel-Based Solution.
 Instructor in University of California, San
Karen Martin
Principal, Karen
Martin & Associates
© 2011 Karen Martin & Associates
Diego’s Lean Enterprise program.
3
Why Lean Psychology?
Long term interest in human behavior.
Avid practitioner of hansei (reflection) –
began to notice trends and patterns.
Success in changing my own paradigms
and approach.pp
Growing concern that Lean isn’t being
properly appliedproperly applied.
© 2011 Karen Martin & Associates
The Win-Win
A well-executed improvement approach not
only serves the customer and generates
significant return for the organization, it also
meets the psychological needs of
individuals, creating a highly motivated
workforce.
© 2011 Karen Martin & Associates 5
Two Pillars of The Toyota Way
Respect for
H it
Elimination of waste
th h tiHumanity through continuous
improvement
Plan
DoAct
Check
© 2011 Karen Martin & Associates
Sakichi Toyoda (1867-1930)
The Change Agent’s Many
“Non-Technical” Hats
© 2011 Karen Martin & Associates 7
The Change Agent’s Most Important Hat:
Psychologist
Psychologist
Ab h M lAbraham Maslow
What motivates people?
What do they fear?
© 2011 Karen Martin & Associates
Maslow’s Hierarchy of Needs
Typical Work Needs
 To belong
 To be needed
 To understand
 To see progress
 To learn
 To create
 To be adequately
compensated To create
 To contribute
 T b h d
co pe sated
 To work in a pleasant
environment To be heard
 To be recognized
environment
 To be safe
Ph i ll
 To be competent
 Physically
 Emotionally (treated well)
10
To Succeed
When needs aren’t met…
Apathy
Turnover / absenteeism
Obstacle creation (overt and/or covert)Obstacle creation (overt and/or covert)
Lawsuits
S b tSabotage
© 2011 Karen Martin & Associates 11
Components for Effective Change
EffectiveEffective
ChangeChange
VisionVision SkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan
ConfusionConfusionSkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan
AnxietyAnxiety
GradualGradual
VisionVision IncentivesIncentives ResourcesResources Action PlanAction Plan
GradualGradual
ChangeChange
FrustrationFrustration
VisionVision SkillsSkills ResourcesResources Action PlanAction Plan
VisionVision SkillsSkills IncentivesIncentives Action PlanAction Plan FrustrationFrustration
False StartsFalse StartsVisionVision SkillsSkills IncentivesIncentives ResourcesResources
s os o SkillsSkills IncentivesIncentives ct o act o a
© 2003, Enterprise Mgmt Ltd.
Resistance toResistance to
Changeg
© 2011 Karen Martin & Associates
Why people resist change
Poor understanding
Cynicism & skepticism (low trust / faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 14
Reducing Resistance – Improve
Understanding
Clear strategy – established by leadership
 Hoshin kanri
 Value stream maps
Customer Demand:
15patients perDay
(Takt Time1920seconds)
8 hours per day
Referring
Physician
% C&A = 65 %
Hospital
Schedule
Appointment
Cycle Time = 11 mins.
Lead Time = 12 mins.
% C&A = 98 %
6
Pre-register
Patient
Cycle Time = 30 mins.
Lead Time = 990 mins.
% C&A = 100 %
5 Lead Time = 12 mins.Lead Time = 990 mins.Lead Time = 24 days
1
23
4
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
E Pay Excel ADSSymposium Internet
Waiting Room
Management
System
Fax Order
Solutions
PACSMeditech Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Check-in
Patient
(Admitting)
Cycle Time = 2 mins.
% C&A = 90 %
5
Send
Reports
(Imaging)
Cycle Time = 3 mins.
% C&A = 90 %
6
5 mins.
0.0833 hrs.
2 mins.
0.0833 hrs.
1 mins.
0.75 hrs.
10 mins.
0.5 hrs.
15 mins.
0.0833 hrs.
3 mins.
4.13 hrs.
15 mins.
6.08 hrs.
5 mins.
16 hrs.
1 mins.
1.83 hrs.
1 mins.
2 hrs.
3 mins.
LT = 32.5 hrs.
CT = 56 mins.
CT/LT Ratio = 2.87%
Prep
Patient
(Tech)
Cycle Time = 10 mins.
% C&A = 100 %
2
Check-in
Patient
(Imaging)
Cycle Time = 1 mins.
% C&A = 98 %
3
Complete
Exam
(Tech)
Cycle Time = 15 mins.
% C&A = 90 %
2
Transmit
Images
(Tech)
Cycle Time = 3 mins.
% C&A = 100 %
2
Read/Dictate
Exam
(Radiologist)
Cycle Time = 15 mins.
% C&A = 95 %
2
Transcribe
Report
(MDI)
Cycle Time = 5 mins.
% C&A = 75 %
6
Review
Draft/Sign
(Radiologist)
Cycle Time = 1 mins.
% C&A = 95 %
2
Print
Reports
(Imaging)
Cycle Time = 1 mins.
% C&A = 99 %
2
30 mins. 5 mins. 248 mins. 365 mins. 960 mins. 110 mins. 120 mins.45 mins.5 mins.5 6 7 8 9 10 11 12 13 14
Rolled First Pass
i ld 29%
© 2011 Karen Martin & Associates 15
yield = 29%
Reducing Resistance – Improve
Understanding
Clear communication
 Why is improvement needed?
 Establish a sense of urgency
 Data sells!
 What’s our strategy?
 What do you expect from us?
 How will you support us?
You may need to coach your leadership team.
© 2011 Karen Martin & Associates 16
Pick your Crisis
Shrinking margins Regulatory pressure /
li iCustomer dissatisfaction
Shrinking market share
compliance issues
Rising litigation
Rising costs
Rising competition
Social, economic,
environmental, or
political pressures
Desire to absorb growth
without adding typical
political pressures
Downward
performance trendscommensurate staffing
Impending acquisition
performance trends
(in speed and/or
quality)
© 2011 Karen Martin & Associates
Staff burnout
q y)
Reducing Resistance – Why is
Improvement Needed?
Data sells!Data sells!
© 2011 Karen Martin & Associates 18
V l St M i Ch t
Reducing Resistance – Improve Understanding
Clearly Communicate via Charters
Value Stream Mapping Charter
Event Scope Leadership / Coordination Schedule
Value Stream Recruiting, Hiring, & Onboarding Process Executive Sponsor Sherrye Hutcherson Event Date(s)Oct 27, 28 & 29, 2009
Specific ConditionsExternal hires
Value Stream
Champion
N/A
Start/End
Times
Oct 27, 28 8:00 am - 4:30 pm
Oct 29 7:30 am - 2:00 pm
Customer Demand 100 per year
Facilitator Karen Martin Location9 West SeminarFacilitator Karen Martin Location9 West Seminar
Trigger Vacancy
First Step Hiring manager completes VPA
Team Lead N/A
Meals
Provided?
Lunch, morning & afternoon
snacksLast Step Employee completes NEI
Boundaries &
Limitations
N/A
Coordinator Andrew Peacock
Interim
Briefing(s)
Oct 27 & 28 3:30-4:30 pm
Oct 29 1-2 pm
Improvement
Timeframe
Future state will be fully implemented by 2/15/2009
Briefing
Attendees
Tim Burke, Sherrye H and other
Division ManagersTimeframe AttendeesDivision Managers
Event Drivers Mapping Team
1 Cumbersome process as perceived by the customer. Function Name Contact Information
2 Need to free capacity and operate more effectively. 1Staffing Paula Pittman
3 2FCS HR Patty Yager
4 3Talent Management Tad Leeper
5 4HRIS Chris Ritz
Measureable Objectives 5HR Compliance Carl Olsen
1 Reduce LT from req to offer acceptance from 45-55 days to 30 days. 6Comp & Benefits Nyla Cork
2 7Recruiting Sheila Love
3 8Diversity / Affirmative Action Joyce Cooper
4 9Hiring Manager, Call Ctr Deb Emerson
5 10Hiring Manager, Production Ops
Planned Deliverables On-Call Support
1 Current State VSM Function Name Contact Information
2 Future State VSM 1IT Gary Van Osdel
3 Implementation Plan 2Fort Calhoun - Security Herb Childs
4 3
5 4
Potential Obstacles Approvals
1 Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date: 19
Reducing Resistance – Improve
Understanding
Waste is at the root of most workplace frustration
d i t l d i t d t t l fli tand interpersonal and interdepartmental conflict.
Use this reality to sell the need for improvement.
“Think about the last time you left work feeling
© 2011 Karen Martin & Associates
y g
frustrated? What was the real reason?”
20
Psychology 101
People resist change unless you address
“WIIFM.”
If change isn’t viewed as a personal
improvement for the worker it’s unlikely to
© 2011 Karen Martin & Associates
be embraced and sustained.
21
Reducing Resistance – Improve
Understanding
The entire workforce must eventually be exposed to
L i i l d t l d d t d h thiLean principles and tools, and understand why this
approach is different.
M d iMy advice:
 Provide as much upfront training and exposure as
possiblepossible.
 Include a simulation – let them experience a
transformation.
 Provide leadership overviews that include discussions
about their roles and responsibilities, and key success
factors Help them gain alignment
© 2011 Karen Martin & Associates
factors. Help them gain alignment.
22
“Going to the gemba” heightens
awareness and creates understandingg
Why people resist change
Poor understanding
Cynicism & skepticism (low trust / faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 24
Cynicism & Skepticism Goes with
the Terroritory
“How many improvement approaches
have been attempted here over the past
10-20 years?”
“Is the work environment fundamentally
more pleasant than it was 10-20 yearsp y
ago?”
 Lower stress
 More teamwork and comraderie
 Greater fulfillment
© 2011 Karen Martin & Associates
 Greater fulfillment
25
Tactics for Dealing with Cynicism
& Skepticism
Don’t expect people to check it at the door.
Draw it out – invite them to admit it.
Ask them to “get in the car one more time and
come along for a ride.”
Acknowledge that the “proof’s in the pudding.”
Make sure all changes are improvements and
not merely changes.
f ’ ’ If it doesn’t improve the worker’s ability to be
successful, it’s merely change.
© 2011 Karen Martin & Associates 26
Why people resist change
Poor understanding
Cynicism & skepticism (low trust / faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 27
Reducing Resistance – Invite / Require
Involvement from All Stakeholders
The workers know best!
All i t t b hi hl f ti lAll improvement must be highly cross-functional.
Cross-functional problem-solving builds a sense of
b l i id th t it t b tibelonging, provides the opportunity to be creative,
and generates a feeling of accomplishment.
© 2011 Karen Martin & Associates 28
Maslow’s Hierarchy of Needs
Aided by cross-functional
improvement activities
Improvement Roles
Who? Accountability ToolWho? Accountability Tool
Senior What has to Value Stream
rategic
Leadership happen Mapping
Middle
Management
Str
Frontline
Workers
How it will
happen
Just-do-its
Kaizen Events
P j t
Management
actical
Projects
Ta
© 2011 Karen Martin & Associates
Improvement Roles and
Responsibilities
Leadership – set strategy (what needs to
happen)
Frontline workers – determine tactics (how(
it will happen)
Improvement professionals – CoachImprovement professionals Coach,
Teacher, Facilitator.
Not Toyota like: “Getting your employeesNot Toyota-like: Getting your employees
to buy into the change that you want to
implement to improve the operation ”
© 2011 Karen Martin & Associates
implement to improve the operation.
31
Why people resist change
Poor understanding
Cynicism & skepticism (low trust/faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 32
Change Fatigue
© 2011 Karen Martin & Associates 33
It’s a marathon, not a sprint
Help leadership develop realistic expectations
regarding results and the resources needed to getregarding results and the resources needed to get
there.
 “How long has this been a problem? It may not get How long has this been a problem? It may not get
solved overnight.”
Allow “absorption time”; schedule regular hanseip g
sessions.
Pacing is key - avoid “organizational implosion” by
attempting too much too fast.
Check in with the customer (workforce) frequently
© 2011 Karen Martin & Associates
and adjust accordingly.
34
Why people resist change
Poor understanding
Cynicism & skepticism (low trust/faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 35
Consensus-Building Tactics
Alignment around strategy.
Improvement is well-defined and well-
communicated.
Cross-functional teams.
Upfront and periodic input from teamUpfront and periodic input from team
member’s peer groups.
R i d t ti t id th tReview and testing outside the team.
Interim briefings between teams and
© 2011 Karen Martin & Associates
leadership.
36
Interim Briefings
Periodic updates
 Discoveries
 Direction team is taking – process check
Minimize the surprises; get buy-in as the
team moves along; reduces rework by theg; y
team
Venue for challenging policiesVenue for challenging policies
© 2011 Karen Martin & Associates
Why people resist change
Poor understanding
Cynicism & skepticism (low trust/faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear
© 2011 Karen Martin & Associates 38
Types of Fear & Countermeasures
Fear Countermeasure
Job loss • “No one will lose a paycheck due to
improvement ”improvement.
• “Your job may change but your
paycheck is assured.”
• Job loss only due: to 1) poor
f 2) k t d tperformance, 2) market downturns.
Incompetence • Training, training, training
• Confidence leads to competence
Loss of control (leadership) • Adequate workforce skill development.
• Help them see how freed time will
enable them to be more effective
leadersleaders.
Improvement won’t be adequately
resourced (workforce)
• Leadership commitment
Chaos sustainability permanence • Pilots; experiments
39
Chaos, sustainability, permanence,
failure
• Pilots; experiments
• Monitoring
• Continuous improvement
A Spirit of
ExperimentationExperimentation
Reduces Resistance
t Ch d tto Change due to
“Fear of Permanence”
Plan
PDCA reduces risk of
failure
Do
Check
Act
© 2011 Karen Martin & Associates
Cultural Transformation Process
Results
Actions The Results Pyramid
Partners in Leadership
Beliefs
p
Experiences
© 2011 Karen Martin & Associates
Experiences
Creating New Experiences
Scientific method (PDCA)
Leadership setting clear strategy via hoshin
kanri and value stream maps.
Leadership staying out of the weeds – frontline
workforce designs and implements tactical
solutionssolutions.
Cross-functional collaboration.
D di t d ti f ki i tDedicated time for making improvements.
Rapid, consensus-driven improvement.
R l t ti iti ff ti t i i
© 2011 Karen Martin & Associates
Relevant, time-sensitive, effective training.
42
If you expect resistance,
ill t i tyou will get resistance
© 2011 Karen Martin & Associates 43
Miscellaneous Thoughts
and Observationsand Observations
© 2011 Karen Martin & Associates 44
Psychology 101
We seek pleasure and avoid pain.
© 2011 Karen Martin & Associates
Observation #1
If it’s too hard to do, we will
delay or avoid doing it
 Builds up work-in-process
 Prolongs lead times
Aim for work simplification –p
make it easy to be
successful, difficult to fail.,
© 2011 Karen Martin & Associates 46
Observation #2
The more you create ay
“safe haven” for
people to tell thep p
truth and share their
feelings, the fasterg
the improvement, the
greater the results,g
and the deeper the
organizational healing.
© 2011 Karen Martin & Associates
g g
Observation #3
When processes
are monitored, we
perform differentlyperform differently
Post metrics!
 Especially leading
indicators
© 2011 Karen Martin & Associates 48
Observation #4
Most inspection (reviews, approvals, audits,
t ) i d d i l k f t t fetc.) is grounded in lack of trust or fear.
 Low faith in process reliability
 Low confidence in people performing the work
 Fear of losing control
 High “need to know”
 Risk aversion
 Fear re: outcome
© 2011 Karen Martin & Associates 49
Observation #5
People want to perform well
Most people will do
h t it t k twhatever it takes to
get their jobs done,
hi hwhich may cause
them to:
 Ignore policies and
procedures
I l i Ignore regulations
 Cut corners
© 2011 Karen Martin & Associates 50
The right process will produce the right results.
Observation #6
Poorly designed processes are typically
behind interpersonal and interdepartmental
tension – not personalities.
Poorly designed processes are behind poor
© 2011 Karen Martin & Associates
process performance.
Observation #7 – Words Matter
Words greatly impact “group think” and
i di id l h lindividual psychology.
 Help staff transform their thinking and speech
f “N b ” t “Y if ”from “No, because…” to “Yes, if…”
 Sensitize people about the word “can’t”:
/ “ ” Disempowers / creates “victim thinking”
 Closes off possibilities
 Stifles innovation and creativity Stifles innovation and creativity
 They (and possibly you) will need to break
habits
© 2011 Karen Martin & Associates
habits.
In Summary
If used properly, Lean principles and tools
are 100% grounded in leveraging human
nature to achieve:
 high functioning organizations
 that perform optimally, and
 that everyone wants to work for
 and do business with.
© 2011 Karen Martin & Associates 53
What can you do to become a
better psychologist?
Reflect
Be fully present
 Listen deeply – use every sense
 Observe
ExperimentExperiment
Be an active learner
Read Read
 Take classes
I l d h l i k di i
© 2011 Karen Martin & Associates
 Include psychology in work discussions
54
Learning Objectives
Participants will learn:
 How psychology affects the entire improvement
process, from strategy to execution.
 What you can do to ensure both short- and long-
term success.
H t t th b i d l h How to meet the basic needs people have
through the improvement process.
Specific tactics that leverage human nature to Specific tactics that leverage human nature to
achieve optimal business performance.
© 2011 Karen Martin & Associates 55
Lean Resources
The Toyota Way, Jeffrey Liker
Lean Thinking, Jim Womack
Lean Hospitals, Mark Grabanp ,
The Kaizen Event Planner, Karen Martin &
Mike OsterlingMike Osterling
© 2011 Karen Martin & Associates 56
Recommended Resource
© 2011 Karen Martin & Associates 57
For Further Questions
7770 Regents Road #635
San Diego, CA 92122
858 677 6799858.677.6799
ksm@ksmartin.com
Free monthl ne sletterFree monthly newsletter:
www.ksmartin.com/subscribe
Learn / Connect :
58

More Related Content

What's hot

Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightTKMG, Inc.
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
The Lean Transformation
The Lean Transformation The Lean Transformation
The Lean Transformation Dave Salzwedel
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
 
Lean Facilitator Skills: Applying Psychology in the Moment
Lean Facilitator Skills: Applying Psychology in the MomentLean Facilitator Skills: Applying Psychology in the Moment
Lean Facilitator Skills: Applying Psychology in the MomentTKMG, Inc.
 
Systems Thinking with the Ball Point Game - A&B 2019
Systems Thinking with the Ball Point Game - A&B 2019Systems Thinking with the Ball Point Game - A&B 2019
Systems Thinking with the Ball Point Game - A&B 2019Jeff Kosciejew
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 
Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A JourneyAnand Subramaniam
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingTKMG, Inc.
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Respect for People: The Lean Way
Respect for People: The Lean WayRespect for People: The Lean Way
Respect for People: The Lean WayTKMG, Inc.
 

What's hot (20)

Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It Right
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not people
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
The Lean Transformation
The Lean Transformation The Lean Transformation
The Lean Transformation
 
Kaizen principle
Kaizen principleKaizen principle
Kaizen principle
 
Standard Work: The Standard Pig Game
Standard Work: The Standard Pig GameStandard Work: The Standard Pig Game
Standard Work: The Standard Pig Game
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
 
Lean Facilitator Skills: Applying Psychology in the Moment
Lean Facilitator Skills: Applying Psychology in the MomentLean Facilitator Skills: Applying Psychology in the Moment
Lean Facilitator Skills: Applying Psychology in the Moment
 
Systems Thinking with the Ball Point Game - A&B 2019
Systems Thinking with the Ball Point Game - A&B 2019Systems Thinking with the Ball Point Game - A&B 2019
Systems Thinking with the Ball Point Game - A&B 2019
 
Hourly Lean Introduction
Hourly Lean IntroductionHourly Lean Introduction
Hourly Lean Introduction
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI Culture
 
Gemba kaizen
Gemba kaizenGemba kaizen
Gemba kaizen
 
Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A Journey
 
LSS - 5 Year Strategy
LSS -  5 Year StrategyLSS -  5 Year Strategy
LSS - 5 Year Strategy
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
 
13. value stream mapping
13. value stream mapping13. value stream mapping
13. value stream mapping
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mapping
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Respect for People: The Lean Way
Respect for People: The Lean WayRespect for People: The Lean Way
Respect for People: The Lean Way
 

Viewers also liked

Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments TKMG, Inc.
 
Advanced Lean Strategies for Office & Service Environments
Advanced Lean Strategies for Office & Service Environments Advanced Lean Strategies for Office & Service Environments
Advanced Lean Strategies for Office & Service Environments TKMG, Inc.
 
Lean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsLean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsTKMG, Inc.
 
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...TKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping TKMG, Inc.
 
Implementing Kanban Pull Systems in Office & Service Environments
Implementing Kanban Pull Systems in Office & Service EnvironmentsImplementing Kanban Pull Systems in Office & Service Environments
Implementing Kanban Pull Systems in Office & Service EnvironmentsTKMG, Inc.
 
5S & Visual Management in Office & Service Environments
5S & Visual Management in Office & Service Environments 5S & Visual Management in Office & Service Environments
5S & Visual Management in Office & Service Environments TKMG, Inc.
 
UCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause AnalysisUCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause AnalysisTKMG, Inc.
 

Viewers also liked (8)

Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments Error-Proofing in Office & Service Environments
Error-Proofing in Office & Service Environments
 
Advanced Lean Strategies for Office & Service Environments
Advanced Lean Strategies for Office & Service Environments Advanced Lean Strategies for Office & Service Environments
Advanced Lean Strategies for Office & Service Environments
 
Lean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work EnviromentsLean Transformation in Office, Service, and Knowledge Work Enviroments
Lean Transformation in Office, Service, and Knowledge Work Enviroments
 
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping
 
Implementing Kanban Pull Systems in Office & Service Environments
Implementing Kanban Pull Systems in Office & Service EnvironmentsImplementing Kanban Pull Systems in Office & Service Environments
Implementing Kanban Pull Systems in Office & Service Environments
 
5S & Visual Management in Office & Service Environments
5S & Visual Management in Office & Service Environments 5S & Visual Management in Office & Service Environments
5S & Visual Management in Office & Service Environments
 
UCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause AnalysisUCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause Analysis
 

Similar to Lean Psychology: Leveraging Human Nature to Achieve Optimal Improvement

Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004jim
 
Internal Communications - Part 1
Internal Communications - Part 1Internal Communications - Part 1
Internal Communications - Part 1Estragon
 
eLearning Best Practices
eLearning Best PracticeseLearning Best Practices
eLearning Best PracticesKennethDion
 
Facility Management The Basics
Facility Management   The BasicsFacility Management   The Basics
Facility Management The BasicsSanjay Chaudhuri
 
Understanding service needs
Understanding service needsUnderstanding service needs
Understanding service needscherithsimmons
 
What it takes to Change
What it takes to ChangeWhat it takes to Change
What it takes to Changepahatem
 
Navigating through transitions
Navigating through transitionsNavigating through transitions
Navigating through transitionsAlbana Vrioni
 
Creating the Performance Culture
Creating the Performance CultureCreating the Performance Culture
Creating the Performance CultureScott Staunton
 
Ipawriting For The Web2
Ipawriting For The Web2Ipawriting For The Web2
Ipawriting For The Web2klenihan
 
SABPP - ARM 2013
SABPP - ARM 2013SABPP - ARM 2013
SABPP - ARM 2013SABPP
 
MBA MCO101 Unit 10 Lecture 11 200806 Xx
MBA MCO101 Unit 10 Lecture 11 200806 XxMBA MCO101 Unit 10 Lecture 11 200806 Xx
MBA MCO101 Unit 10 Lecture 11 200806 XxDerek Nicoll
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationDulye
 
Shifting Gears Information Session Slides August 2010
Shifting Gears Information Session Slides August 2010Shifting Gears Information Session Slides August 2010
Shifting Gears Information Session Slides August 2010AnnArborSPARK
 
Performance Management
Performance ManagementPerformance Management
Performance ManagementLFrasca
 
Two Sides of the Same Coin: Recruiting and Retention
Two Sides of the Same Coin: Recruiting and RetentionTwo Sides of the Same Coin: Recruiting and Retention
Two Sides of the Same Coin: Recruiting and RetentionAggregage
 
Workforce Management.pdf
Workforce Management.pdfWorkforce Management.pdf
Workforce Management.pdframanpushkar11
 
Surviving Downturn Through Quality
Surviving Downturn Through QualitySurviving Downturn Through Quality
Surviving Downturn Through QualityHaroon Abbu
 
Employee engagement workshop
Employee engagement workshopEmployee engagement workshop
Employee engagement workshopSharlyn Lauby
 
ACCE ICMI Presentation
ACCE ICMI PresentationACCE ICMI Presentation
ACCE ICMI Presentationaslough
 
The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
 

Similar to Lean Psychology: Leveraging Human Nature to Achieve Optimal Improvement (20)

Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004
 
Internal Communications - Part 1
Internal Communications - Part 1Internal Communications - Part 1
Internal Communications - Part 1
 
eLearning Best Practices
eLearning Best PracticeseLearning Best Practices
eLearning Best Practices
 
Facility Management The Basics
Facility Management   The BasicsFacility Management   The Basics
Facility Management The Basics
 
Understanding service needs
Understanding service needsUnderstanding service needs
Understanding service needs
 
What it takes to Change
What it takes to ChangeWhat it takes to Change
What it takes to Change
 
Navigating through transitions
Navigating through transitionsNavigating through transitions
Navigating through transitions
 
Creating the Performance Culture
Creating the Performance CultureCreating the Performance Culture
Creating the Performance Culture
 
Ipawriting For The Web2
Ipawriting For The Web2Ipawriting For The Web2
Ipawriting For The Web2
 
SABPP - ARM 2013
SABPP - ARM 2013SABPP - ARM 2013
SABPP - ARM 2013
 
MBA MCO101 Unit 10 Lecture 11 200806 Xx
MBA MCO101 Unit 10 Lecture 11 200806 XxMBA MCO101 Unit 10 Lecture 11 200806 Xx
MBA MCO101 Unit 10 Lecture 11 200806 Xx
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference Presentation
 
Shifting Gears Information Session Slides August 2010
Shifting Gears Information Session Slides August 2010Shifting Gears Information Session Slides August 2010
Shifting Gears Information Session Slides August 2010
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
Two Sides of the Same Coin: Recruiting and Retention
Two Sides of the Same Coin: Recruiting and RetentionTwo Sides of the Same Coin: Recruiting and Retention
Two Sides of the Same Coin: Recruiting and Retention
 
Workforce Management.pdf
Workforce Management.pdfWorkforce Management.pdf
Workforce Management.pdf
 
Surviving Downturn Through Quality
Surviving Downturn Through QualitySurviving Downturn Through Quality
Surviving Downturn Through Quality
 
Employee engagement workshop
Employee engagement workshopEmployee engagement workshop
Employee engagement workshop
 
ACCE ICMI Presentation
ACCE ICMI PresentationACCE ICMI Presentation
ACCE ICMI Presentation
 
The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011The Better Approach to Succession Planning - MITBA CEO Conference 2011
The Better Approach to Succession Planning - MITBA CEO Conference 2011
 

More from TKMG, Inc.

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training TipsTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesTKMG, Inc.
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSATKMG, Inc.
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream MappingTKMG, Inc.
 

More from TKMG, Inc. (20)

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training Tips
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob Stoller
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom Lines
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to Success
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSA
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 

Recently uploaded

How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...
How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...
How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...YourLegal Accounting
 
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTS
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTSPALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTS
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTSkajalroy875762
 
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© رnafizanafzal
 
Cracking the 'Career Pathing' Slideshare
Cracking the 'Career Pathing' SlideshareCracking the 'Career Pathing' Slideshare
Cracking the 'Career Pathing' SlideshareWorkforce Group
 
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptx
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptxThompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptx
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptxtmthompson1
 
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDE
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDEJHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDE
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDEkajalroy875762
 
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfProgress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfHolger Mueller
 
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptxGoal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptxNetapsFoundationAdmi
 
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...ssuserf63bd7
 
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAIGetting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAITim Wilson
 
How does a bike-share company navigate speedy success? - Cyclistic
How does a bike-share company navigate speedy success? - CyclisticHow does a bike-share company navigate speedy success? - Cyclistic
How does a bike-share company navigate speedy success? - CyclisticChristofer Vizcaino
 
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxQSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxDitasDelaCruz
 
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deckPitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deckHajeJanKamps
 
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptxBoundify
 
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEJIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEkajalroy875762
 
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfThe Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfbelieveminhh
 
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDEGURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDEkajalroy875762
 

Recently uploaded (20)

Obat Aborsi Malang 0851\7696\3835 Jual Obat Cytotec Di Malang
Obat Aborsi Malang 0851\7696\3835 Jual Obat Cytotec Di MalangObat Aborsi Malang 0851\7696\3835 Jual Obat Cytotec Di Malang
Obat Aborsi Malang 0851\7696\3835 Jual Obat Cytotec Di Malang
 
Home Furnishings Ecommerce Platform Short Pitch 2024
Home Furnishings Ecommerce Platform Short Pitch 2024Home Furnishings Ecommerce Platform Short Pitch 2024
Home Furnishings Ecommerce Platform Short Pitch 2024
 
How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...
How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...
How Bookkeeping helps you in Cost Saving, Tax Saving and Smooth Business Runn...
 
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTS
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTSPALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTS
PALWAL CALL GIRL ❤ 8272964427❤ CALL GIRLS IN PALWAL ESCORTS
 
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![©  ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
 
Cracking the 'Career Pathing' Slideshare
Cracking the 'Career Pathing' SlideshareCracking the 'Career Pathing' Slideshare
Cracking the 'Career Pathing' Slideshare
 
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptx
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptxThompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptx
Thompson_Taylor_MBBS_PB1_2024-03 (1)- Project & Portfolio 2.pptx
 
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDE
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDEJHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDE
JHANSI CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JHANSI ESCORTS SERVICE PROVIDE
 
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfProgress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
 
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptxGoal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
 
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
 
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAIGetting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
Getting Real with AI - Columbus DAW - May 2024 - Nick Woo from AlignAI
 
How does a bike-share company navigate speedy success? - Cyclistic
How does a bike-share company navigate speedy success? - CyclisticHow does a bike-share company navigate speedy success? - Cyclistic
How does a bike-share company navigate speedy success? - Cyclistic
 
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptxQSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
QSM Chap 10 Service Culture in Tourism and Hospitality Industry.pptx
 
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deckPitch Deck Teardown: Goodcarbon's $5.5m Seed deck
Pitch Deck Teardown: Goodcarbon's $5.5m Seed deck
 
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx2024 May - Clearbit Integration with Hubspot  - Greenville HUG.pptx
2024 May - Clearbit Integration with Hubspot - Greenville HUG.pptx
 
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDEJIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
JIND CALL GIRL ❤ 8272964427❤ CALL GIRLS IN JIND ESCORTS SERVICE PROVIDE
 
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdfThe Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
 
HomeRoots Pitch Deck | Investor Insights | April 2024
HomeRoots Pitch Deck | Investor Insights | April 2024HomeRoots Pitch Deck | Investor Insights | April 2024
HomeRoots Pitch Deck | Investor Insights | April 2024
 
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDEGURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON  ESCORTS SERVICE PROVIDE
GURGAON CALL GIRL ❤ 8272964427❤ CALL GIRLS IN GURGAON ESCORTS SERVICE PROVIDE
 

Lean Psychology: Leveraging Human Nature to Achieve Optimal Improvement

  • 1. Lean Psychology: Leveraging Human Nature to Achievee e ag g u a atu e to c e e Optimal Improvement Company LOGO
  • 2. Learning Objectives Participants will learn:  How psychology affects the entire improvement process, from strategy to execution.  What you can do to ensure both short- and long- term success. H t t th b i d l h How to meet the basic needs people have through the improvement process. Specific tactics that leverage human nature to Specific tactics that leverage human nature to achieve optimal business performance. © 2011 Karen Martin & Associates 2
  • 3. Your Instructor  Early career as a scientist; migrated to quality & operations design in the mid 80’squality & operations design in the mid-80 s.  Launched Karen Martin & Associates in 1993.  Introduced to Lean in 2000.  Specialize in applying Lean in non- f i imanufacturing environments.  Co-author of The Kaizen Event Planner; co-developer of Metrics-Based Processco developer of Metrics Based Process Mapping: An Excel-Based Solution.  Instructor in University of California, San Karen Martin Principal, Karen Martin & Associates © 2011 Karen Martin & Associates Diego’s Lean Enterprise program. 3
  • 4. Why Lean Psychology? Long term interest in human behavior. Avid practitioner of hansei (reflection) – began to notice trends and patterns. Success in changing my own paradigms and approach.pp Growing concern that Lean isn’t being properly appliedproperly applied. © 2011 Karen Martin & Associates
  • 5. The Win-Win A well-executed improvement approach not only serves the customer and generates significant return for the organization, it also meets the psychological needs of individuals, creating a highly motivated workforce. © 2011 Karen Martin & Associates 5
  • 6. Two Pillars of The Toyota Way Respect for H it Elimination of waste th h tiHumanity through continuous improvement Plan DoAct Check © 2011 Karen Martin & Associates Sakichi Toyoda (1867-1930)
  • 7. The Change Agent’s Many “Non-Technical” Hats © 2011 Karen Martin & Associates 7
  • 8. The Change Agent’s Most Important Hat: Psychologist Psychologist Ab h M lAbraham Maslow What motivates people? What do they fear? © 2011 Karen Martin & Associates
  • 10. Typical Work Needs  To belong  To be needed  To understand  To see progress  To learn  To create  To be adequately compensated To create  To contribute  T b h d co pe sated  To work in a pleasant environment To be heard  To be recognized environment  To be safe Ph i ll  To be competent  Physically  Emotionally (treated well) 10 To Succeed
  • 11. When needs aren’t met… Apathy Turnover / absenteeism Obstacle creation (overt and/or covert)Obstacle creation (overt and/or covert) Lawsuits S b tSabotage © 2011 Karen Martin & Associates 11
  • 12. Components for Effective Change EffectiveEffective ChangeChange VisionVision SkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan ConfusionConfusionSkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan AnxietyAnxiety GradualGradual VisionVision IncentivesIncentives ResourcesResources Action PlanAction Plan GradualGradual ChangeChange FrustrationFrustration VisionVision SkillsSkills ResourcesResources Action PlanAction Plan VisionVision SkillsSkills IncentivesIncentives Action PlanAction Plan FrustrationFrustration False StartsFalse StartsVisionVision SkillsSkills IncentivesIncentives ResourcesResources s os o SkillsSkills IncentivesIncentives ct o act o a © 2003, Enterprise Mgmt Ltd.
  • 13. Resistance toResistance to Changeg © 2011 Karen Martin & Associates
  • 14. Why people resist change Poor understanding Cynicism & skepticism (low trust / faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 14
  • 15. Reducing Resistance – Improve Understanding Clear strategy – established by leadership  Hoshin kanri  Value stream maps Customer Demand: 15patients perDay (Takt Time1920seconds) 8 hours per day Referring Physician % C&A = 65 % Hospital Schedule Appointment Cycle Time = 11 mins. Lead Time = 12 mins. % C&A = 98 % 6 Pre-register Patient Cycle Time = 30 mins. Lead Time = 990 mins. % C&A = 100 % 5 Lead Time = 12 mins.Lead Time = 990 mins.Lead Time = 24 days 1 23 4 CT=Cycle Time LT=Lead Time %C&A=% Complete & Accurate E Pay Excel ADSSymposium Internet Waiting Room Management System Fax Order Solutions PACSMeditech Auto Fax 50% Us Mail 25% MD Mailbox 25% Rework Loop via Fax 25% of the time Check-in Patient (Admitting) Cycle Time = 2 mins. % C&A = 90 % 5 Send Reports (Imaging) Cycle Time = 3 mins. % C&A = 90 % 6 5 mins. 0.0833 hrs. 2 mins. 0.0833 hrs. 1 mins. 0.75 hrs. 10 mins. 0.5 hrs. 15 mins. 0.0833 hrs. 3 mins. 4.13 hrs. 15 mins. 6.08 hrs. 5 mins. 16 hrs. 1 mins. 1.83 hrs. 1 mins. 2 hrs. 3 mins. LT = 32.5 hrs. CT = 56 mins. CT/LT Ratio = 2.87% Prep Patient (Tech) Cycle Time = 10 mins. % C&A = 100 % 2 Check-in Patient (Imaging) Cycle Time = 1 mins. % C&A = 98 % 3 Complete Exam (Tech) Cycle Time = 15 mins. % C&A = 90 % 2 Transmit Images (Tech) Cycle Time = 3 mins. % C&A = 100 % 2 Read/Dictate Exam (Radiologist) Cycle Time = 15 mins. % C&A = 95 % 2 Transcribe Report (MDI) Cycle Time = 5 mins. % C&A = 75 % 6 Review Draft/Sign (Radiologist) Cycle Time = 1 mins. % C&A = 95 % 2 Print Reports (Imaging) Cycle Time = 1 mins. % C&A = 99 % 2 30 mins. 5 mins. 248 mins. 365 mins. 960 mins. 110 mins. 120 mins.45 mins.5 mins.5 6 7 8 9 10 11 12 13 14 Rolled First Pass i ld 29% © 2011 Karen Martin & Associates 15 yield = 29%
  • 16. Reducing Resistance – Improve Understanding Clear communication  Why is improvement needed?  Establish a sense of urgency  Data sells!  What’s our strategy?  What do you expect from us?  How will you support us? You may need to coach your leadership team. © 2011 Karen Martin & Associates 16
  • 17. Pick your Crisis Shrinking margins Regulatory pressure / li iCustomer dissatisfaction Shrinking market share compliance issues Rising litigation Rising costs Rising competition Social, economic, environmental, or political pressures Desire to absorb growth without adding typical political pressures Downward performance trendscommensurate staffing Impending acquisition performance trends (in speed and/or quality) © 2011 Karen Martin & Associates Staff burnout q y)
  • 18. Reducing Resistance – Why is Improvement Needed? Data sells!Data sells! © 2011 Karen Martin & Associates 18
  • 19. V l St M i Ch t Reducing Resistance – Improve Understanding Clearly Communicate via Charters Value Stream Mapping Charter Event Scope Leadership / Coordination Schedule Value Stream Recruiting, Hiring, & Onboarding Process Executive Sponsor Sherrye Hutcherson Event Date(s)Oct 27, 28 & 29, 2009 Specific ConditionsExternal hires Value Stream Champion N/A Start/End Times Oct 27, 28 8:00 am - 4:30 pm Oct 29 7:30 am - 2:00 pm Customer Demand 100 per year Facilitator Karen Martin Location9 West SeminarFacilitator Karen Martin Location9 West Seminar Trigger Vacancy First Step Hiring manager completes VPA Team Lead N/A Meals Provided? Lunch, morning & afternoon snacksLast Step Employee completes NEI Boundaries & Limitations N/A Coordinator Andrew Peacock Interim Briefing(s) Oct 27 & 28 3:30-4:30 pm Oct 29 1-2 pm Improvement Timeframe Future state will be fully implemented by 2/15/2009 Briefing Attendees Tim Burke, Sherrye H and other Division ManagersTimeframe AttendeesDivision Managers Event Drivers Mapping Team 1 Cumbersome process as perceived by the customer. Function Name Contact Information 2 Need to free capacity and operate more effectively. 1Staffing Paula Pittman 3 2FCS HR Patty Yager 4 3Talent Management Tad Leeper 5 4HRIS Chris Ritz Measureable Objectives 5HR Compliance Carl Olsen 1 Reduce LT from req to offer acceptance from 45-55 days to 30 days. 6Comp & Benefits Nyla Cork 2 7Recruiting Sheila Love 3 8Diversity / Affirmative Action Joyce Cooper 4 9Hiring Manager, Call Ctr Deb Emerson 5 10Hiring Manager, Production Ops Planned Deliverables On-Call Support 1 Current State VSM Function Name Contact Information 2 Future State VSM 1IT Gary Van Osdel 3 Implementation Plan 2Fort Calhoun - Security Herb Childs 4 3 5 4 Potential Obstacles Approvals 1 Executive Sponsor Value Stream Champion Facilitator 2 3 Signature: Signature: Signature: 4 Date: Date: Date: 19
  • 20. Reducing Resistance – Improve Understanding Waste is at the root of most workplace frustration d i t l d i t d t t l fli tand interpersonal and interdepartmental conflict. Use this reality to sell the need for improvement. “Think about the last time you left work feeling © 2011 Karen Martin & Associates y g frustrated? What was the real reason?” 20
  • 21. Psychology 101 People resist change unless you address “WIIFM.” If change isn’t viewed as a personal improvement for the worker it’s unlikely to © 2011 Karen Martin & Associates be embraced and sustained. 21
  • 22. Reducing Resistance – Improve Understanding The entire workforce must eventually be exposed to L i i l d t l d d t d h thiLean principles and tools, and understand why this approach is different. M d iMy advice:  Provide as much upfront training and exposure as possiblepossible.  Include a simulation – let them experience a transformation.  Provide leadership overviews that include discussions about their roles and responsibilities, and key success factors Help them gain alignment © 2011 Karen Martin & Associates factors. Help them gain alignment. 22
  • 23. “Going to the gemba” heightens awareness and creates understandingg
  • 24. Why people resist change Poor understanding Cynicism & skepticism (low trust / faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 24
  • 25. Cynicism & Skepticism Goes with the Terroritory “How many improvement approaches have been attempted here over the past 10-20 years?” “Is the work environment fundamentally more pleasant than it was 10-20 yearsp y ago?”  Lower stress  More teamwork and comraderie  Greater fulfillment © 2011 Karen Martin & Associates  Greater fulfillment 25
  • 26. Tactics for Dealing with Cynicism & Skepticism Don’t expect people to check it at the door. Draw it out – invite them to admit it. Ask them to “get in the car one more time and come along for a ride.” Acknowledge that the “proof’s in the pudding.” Make sure all changes are improvements and not merely changes. f ’ ’ If it doesn’t improve the worker’s ability to be successful, it’s merely change. © 2011 Karen Martin & Associates 26
  • 27. Why people resist change Poor understanding Cynicism & skepticism (low trust / faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 27
  • 28. Reducing Resistance – Invite / Require Involvement from All Stakeholders The workers know best! All i t t b hi hl f ti lAll improvement must be highly cross-functional. Cross-functional problem-solving builds a sense of b l i id th t it t b tibelonging, provides the opportunity to be creative, and generates a feeling of accomplishment. © 2011 Karen Martin & Associates 28
  • 29. Maslow’s Hierarchy of Needs Aided by cross-functional improvement activities
  • 30. Improvement Roles Who? Accountability ToolWho? Accountability Tool Senior What has to Value Stream rategic Leadership happen Mapping Middle Management Str Frontline Workers How it will happen Just-do-its Kaizen Events P j t Management actical Projects Ta © 2011 Karen Martin & Associates
  • 31. Improvement Roles and Responsibilities Leadership – set strategy (what needs to happen) Frontline workers – determine tactics (how( it will happen) Improvement professionals – CoachImprovement professionals Coach, Teacher, Facilitator. Not Toyota like: “Getting your employeesNot Toyota-like: Getting your employees to buy into the change that you want to implement to improve the operation ” © 2011 Karen Martin & Associates implement to improve the operation. 31
  • 32. Why people resist change Poor understanding Cynicism & skepticism (low trust/faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 32
  • 33. Change Fatigue © 2011 Karen Martin & Associates 33
  • 34. It’s a marathon, not a sprint Help leadership develop realistic expectations regarding results and the resources needed to getregarding results and the resources needed to get there.  “How long has this been a problem? It may not get How long has this been a problem? It may not get solved overnight.” Allow “absorption time”; schedule regular hanseip g sessions. Pacing is key - avoid “organizational implosion” by attempting too much too fast. Check in with the customer (workforce) frequently © 2011 Karen Martin & Associates and adjust accordingly. 34
  • 35. Why people resist change Poor understanding Cynicism & skepticism (low trust/faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 35
  • 36. Consensus-Building Tactics Alignment around strategy. Improvement is well-defined and well- communicated. Cross-functional teams. Upfront and periodic input from teamUpfront and periodic input from team member’s peer groups. R i d t ti t id th tReview and testing outside the team. Interim briefings between teams and © 2011 Karen Martin & Associates leadership. 36
  • 37. Interim Briefings Periodic updates  Discoveries  Direction team is taking – process check Minimize the surprises; get buy-in as the team moves along; reduces rework by theg; y team Venue for challenging policiesVenue for challenging policies © 2011 Karen Martin & Associates
  • 38. Why people resist change Poor understanding Cynicism & skepticism (low trust/faith) Low involvement Change fatigue Lack of consensusLack of consensus Fear © 2011 Karen Martin & Associates 38
  • 39. Types of Fear & Countermeasures Fear Countermeasure Job loss • “No one will lose a paycheck due to improvement ”improvement. • “Your job may change but your paycheck is assured.” • Job loss only due: to 1) poor f 2) k t d tperformance, 2) market downturns. Incompetence • Training, training, training • Confidence leads to competence Loss of control (leadership) • Adequate workforce skill development. • Help them see how freed time will enable them to be more effective leadersleaders. Improvement won’t be adequately resourced (workforce) • Leadership commitment Chaos sustainability permanence • Pilots; experiments 39 Chaos, sustainability, permanence, failure • Pilots; experiments • Monitoring • Continuous improvement
  • 40. A Spirit of ExperimentationExperimentation Reduces Resistance t Ch d tto Change due to “Fear of Permanence” Plan PDCA reduces risk of failure Do Check Act © 2011 Karen Martin & Associates
  • 41. Cultural Transformation Process Results Actions The Results Pyramid Partners in Leadership Beliefs p Experiences © 2011 Karen Martin & Associates Experiences
  • 42. Creating New Experiences Scientific method (PDCA) Leadership setting clear strategy via hoshin kanri and value stream maps. Leadership staying out of the weeds – frontline workforce designs and implements tactical solutionssolutions. Cross-functional collaboration. D di t d ti f ki i tDedicated time for making improvements. Rapid, consensus-driven improvement. R l t ti iti ff ti t i i © 2011 Karen Martin & Associates Relevant, time-sensitive, effective training. 42
  • 43. If you expect resistance, ill t i tyou will get resistance © 2011 Karen Martin & Associates 43
  • 44. Miscellaneous Thoughts and Observationsand Observations © 2011 Karen Martin & Associates 44
  • 45. Psychology 101 We seek pleasure and avoid pain. © 2011 Karen Martin & Associates
  • 46. Observation #1 If it’s too hard to do, we will delay or avoid doing it  Builds up work-in-process  Prolongs lead times Aim for work simplification –p make it easy to be successful, difficult to fail., © 2011 Karen Martin & Associates 46
  • 47. Observation #2 The more you create ay “safe haven” for people to tell thep p truth and share their feelings, the fasterg the improvement, the greater the results,g and the deeper the organizational healing. © 2011 Karen Martin & Associates g g
  • 48. Observation #3 When processes are monitored, we perform differentlyperform differently Post metrics!  Especially leading indicators © 2011 Karen Martin & Associates 48
  • 49. Observation #4 Most inspection (reviews, approvals, audits, t ) i d d i l k f t t fetc.) is grounded in lack of trust or fear.  Low faith in process reliability  Low confidence in people performing the work  Fear of losing control  High “need to know”  Risk aversion  Fear re: outcome © 2011 Karen Martin & Associates 49
  • 50. Observation #5 People want to perform well Most people will do h t it t k twhatever it takes to get their jobs done, hi hwhich may cause them to:  Ignore policies and procedures I l i Ignore regulations  Cut corners © 2011 Karen Martin & Associates 50 The right process will produce the right results.
  • 51. Observation #6 Poorly designed processes are typically behind interpersonal and interdepartmental tension – not personalities. Poorly designed processes are behind poor © 2011 Karen Martin & Associates process performance.
  • 52. Observation #7 – Words Matter Words greatly impact “group think” and i di id l h lindividual psychology.  Help staff transform their thinking and speech f “N b ” t “Y if ”from “No, because…” to “Yes, if…”  Sensitize people about the word “can’t”: / “ ” Disempowers / creates “victim thinking”  Closes off possibilities  Stifles innovation and creativity Stifles innovation and creativity  They (and possibly you) will need to break habits © 2011 Karen Martin & Associates habits.
  • 53. In Summary If used properly, Lean principles and tools are 100% grounded in leveraging human nature to achieve:  high functioning organizations  that perform optimally, and  that everyone wants to work for  and do business with. © 2011 Karen Martin & Associates 53
  • 54. What can you do to become a better psychologist? Reflect Be fully present  Listen deeply – use every sense  Observe ExperimentExperiment Be an active learner Read Read  Take classes I l d h l i k di i © 2011 Karen Martin & Associates  Include psychology in work discussions 54
  • 55. Learning Objectives Participants will learn:  How psychology affects the entire improvement process, from strategy to execution.  What you can do to ensure both short- and long- term success. H t t th b i d l h How to meet the basic needs people have through the improvement process. Specific tactics that leverage human nature to Specific tactics that leverage human nature to achieve optimal business performance. © 2011 Karen Martin & Associates 55
  • 56. Lean Resources The Toyota Way, Jeffrey Liker Lean Thinking, Jim Womack Lean Hospitals, Mark Grabanp , The Kaizen Event Planner, Karen Martin & Mike OsterlingMike Osterling © 2011 Karen Martin & Associates 56
  • 57. Recommended Resource © 2011 Karen Martin & Associates 57
  • 58. For Further Questions 7770 Regents Road #635 San Diego, CA 92122 858 677 6799858.677.6799 ksm@ksmartin.com Free monthl ne sletterFree monthly newsletter: www.ksmartin.com/subscribe Learn / Connect : 58