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© 2015 The Murli Group, LLC. All Rights Reserved. Aligning the People Systems with Lean © 2015 The Murli Group, LLC. All Rights Reserved. Real-World Experience 2

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© 2015 The Murli Group, LLC. All Rights Reserved.

Aligning the People Systems with Lean

© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.

Real-World Experience

2

© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.

Thought Leadership

Greg Lane

Mark Hamel

Published Books

Shingo Award Winner

Joe Murli

Lean Enterprise Institute

Faculty

3

© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.

Organization

Mark Hamel

COO

Operations &

Product Development

Joe Murli

CEO

Business &

Product

Development

Kathi Hanley

Practice Manager,

People Systems

Evan Berns

Practice Manager,

New Product Introduction

Joseph Ricciardelli

Practice Manager,

TPM

Larry Loucka

Practice Manager,

Logistics and Materials

4

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

The Lean Management System

Lean Management

System

True North

Standardized Work

Visual Management

People System

Leader Standard Work &

Behaviors

Accountability Process

5

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

The Leader/Subordinate Relationship

6

The People are the most

important element of the

Lean System

It is the job of every Leader to develop his/her direct reports.

The first priority in building the relationship is to develop Mutual Trust.

Mutual

Trust

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

HR’s Role in a Lean Company

7

The role of Human Resources

is to develop and maintain the

systems that grow and sustain

the Manager/Employee relationship

AND

Reinforce the Mutual Trust between

the Company and the Employee

Mutual

Trust

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 8

Mutual

Trust

Discussion:

How is Mutual Trust established at your

Organization?

What role does HR play in supporting the

Leader/Subordinate relationship?

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Characteristics of a Lean Culture

Built on mutual respect and trust

Demonstrated leadership commitment

Driven by employee involvement

Focused on organization development

Measured performance visible to all

Standardized methods are the base for improvement

Problems are solved at the lowest level possible

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Roles in a Lean Culture

Senior Leadership

Middle Management

10

Employees

Front

Line

Leadership

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 11

Senior Leadership

Defines True North Sets Long-term Strategy Drives Alignment Develops Middle Management

Roles in a Lean Culture

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 12

Front Line Leadership Engage Employees in Problem Solving

Model Lean Behaviors Confirm Capabilities to Meet Objectives Coach for Development Align Operational Improvements to Enable Accomplishing Long-term Strategy

Roles in a Lean Culture

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 13

Middle Management

Align Operational Strategies and Systems to Long-term Strategies Develop Front Line Management Assure & Sustain Operational Stability Through Improvement Cycles

Roles in a Lean Culture

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 14

Employees Perform Functional Standard Work Identify Improvements to Process Solve Process Problems

Roles in a Lean Culture

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved 15

Senior Leadership

Middle Management

Employees

Front

Line

Leadership

Human Resources

Confirm Employee/Employer

Partnership

Facilitate Coaching

Drive Continuous Improvement in

People Facing Systems

Perform as “Keeper of the Values”

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Lean People Ecosystem

Senior Leadership

Middle Management

16

Employees

Front

Line

Leadership

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

People Facing Systems in Context

17

Continuous Improvement

Culture

Attract

Engage

Inspire

Reinforce

Employee Selection Job Descriptions Community Relations Onboarding

Employee Training CI Program Assignments Development Program

Talent Development Coaching Climate Strategy Deployment

HR Policy Alignment Peer Review Compensation Organization Structure Performance Appraisal

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Attracting

Check list for successful attraction:

Reputation in the community as an employer

Job specifications that include Lean behaviors

Selection methodologies that test for Lean behaviors

Onboarding process that immerses the new employee in the culture, principles, etc.

18

Continuous Improvement

Culture

Attract

Engage

Inspire

Reinforce

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Engaging

19

Check list for Successful Engagement Systems exist to align roles & responsibilities to assure

successful execution of strategies Organization structure must support the ongoing work of

subordinate development Management understands and is capable of consistently

executing Lean Leadership Behaviors Training programs focus on continual improvement of the

problem solving capabilities of the entire organization Systems exist to assure participation of employees in

continuous improvement Expectations of management to develop subordinates are

clear and management is capable of managing development of their people

Internal communications systems exist that naturally align all levels to implement business strategies

Continuous Improvement

Culture

Attract

Engage

Inspire

Reinforce

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Inspiring

20

Checklist for Inspiring Employees Systems are in place to align company strategies

with talent management Employees see the company as a place they can contribute their

talent Company articulates its desire for work/life balance for all

employees Management utilizes servant leadership as a central component for

successful employee development Systems exist to assure that fairness is practiced in all personnel

and policy decisions Leaderships defines methodologies for utilizing the entire

organization to accomplish long term strategies

Continuous Improvement

Culture

Attract

Engage

Inspire

Reinforce

© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved

Reinforcing

21

Check list for Reinforcing the Lean Management System Systems and policies reinforce the employee/employer relationship as a long-term agreement Systems exist that allow employees to “pull the andon” when practices do not appear to align with an effective Lean culture Management relentlessly examines the process and engages the work force in attacking waste wherever it is found. Compensation systems support execution of a complete Lean Management System Human Resources is seen as a partner in establishing the Lean culture

Continuous Improvement

Culture

Attract

Engage

Inspire

Reinforce

© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.

Bottom Line: Attitude Is Critical

22

“If you think you can or you think you can’t, chances are you’re right.”

- Henry Ford

© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.

Contact Information

Kathi Hanley

People Systems

Senior Coach

Tel 860.916.3030

[email protected]

14 Pearl St, Mystic, CT 06355

23