culture change

Culture Change

Sustaining a Lean Enterprise

Transformation?

Presented byIndustrial Solutions, Inc

Industrial Solutions, Inc

Quick Diagnostic

•Answer the questions on the sheet in front of you.

•Calculate your score

•10 minutes


Why is Change So Hard ?

•We focused on the externals of lean tools

•We missed the underlying dynamic of how an organization thinks and processes information


Bad Assumptions

•People function on a rational level

•Change is good and automatic

•Company culture is easy to changer

Culture

5-S QCO Cells Pull


Transformation Keys•Real change occurs at the process

level when people start to think differently

•Self interest must be linked to clearly defined key performance indicators (KPI)

•Performance must be measured in continuous, rapid feedback loops

•We have to create a “culture of learning”


SS CC

First Line Managers/Supervisors

Mission Statement

Strategic Objectives

Strategy Deployment

The Processes

Present

FutureC E O


What Changes Need to Occur?

•Management focus

•View of labor, reward and compensation

•Organizational structure/chain of command

•Methods of evaluating decisions/results

•Data collection and analysis


In Other Words

The “Culture” is going to be affected if you try to

implement lean manufacturing


What Is “Culture”?

The set of shared attitudes, values, goals, and practices that

characterizes an institution or organization


What is the Evidence of Your Culture at Work

•People’s view of their work

•What is important to management

•How the place looks


How Do You Change a Culture?•Strategy and Alignment

•Vision

•Communicate and motivate

•Empower employees

•Implement

•Transition to a Learning Organization


Strategy and Alignment

Culture change requires a strategy and top level commitment or your efforts will fail

Culture change is hard and takes time. Only a long term strategy will keep you on track.


Commitment and Alignment

The Management Team has to be pulling together

• Are you going to really own the new model

• Are you committed to each other’s success

The people will listen to what you say….

but they will only believe your actions


The Lean Enterprise Vision

Creating “Flow” along “Value Streams” in response to customer demand

Eliminating “Waste” in the value stream

Encompassing a comprehensive approach to the entire organization - Changing the Culture

Primary Goals


A Value Stream Flows Counter To the Current Culture

Flow in a value stream is fundamentally different than the processes in traditional organizations that are organized along functional boundaries.

Most of the effort in traditional companies is expended in managing the interface between the boundaries.


Now…Create a Vision

Without a vision…..

the people will perish


A Lean Enterprise Looks Different

Defining The Vision

Workplace Order and Cleanliness

JIT Production, minimum waste

Superior Quality

Continuous Improvement

Culture

Empowered Teams aligned with strategy

Visual Management


How Do You Change a Culture?

•Strategy and Alignment

•Vision



Communicate and Motivate

People must believe there is a need for change

• Training

• Communication

• Awareness

• Metrics


Communication Tools

•Employee meetings

•Written media

•Continuous displays

•Embedded messages


Effective Communications




•Vision




Empower•The best companies give all

employees 40-60 hours of training every year

•Management needs to develop a comprehensive training plan based on the lean strategy

•Let people be fully involved in change




•Vision



•Implement


Implementation

•There is not one right way

•You have to adapt to your own needs

•The goal is waste elimination, not figuring out a perfect way to get there!!


Implementation

•Key on a strategic value stream

•Train and empower the key players

•Conduct Kaizen Events to jump start activity

•Find a simple way to measure

•Sustain activity continuously


Strategic Value Stream

•Quickest way to affect the bottom line

•Focuses your resources while maximizing benefits

•Answers many questions about difficult issues


The Maturity Path•Standardized Work, Visual

Control

•Cellular Flow

•Synchronous Production

•Pull Systems, Supply Chain

•Administrative Systems

•Value Stream Costing


Deploy the Strategy

•Develop a Plan for Enterprise Conversion

•Establish a baseline with a good Assessment Tool

•Implement (Deploy the Strategy)

•Review Status Periodically


Management TimeTo really change the culture will

require full time involvement!

• Participating in training

• Participating on kaizen teams

• Removing barriers

• Walking the talk




•Vision



•Implement

•Transition to a Learning Organization


A Learning Organization

•Identified as the key trait for a successful company

•What does that mean?


A Learning Organization

•Systematic problem solving

•Systematic waste elimination

•Direct observation of processes

•High agreement on goals and objectives

The distinctive traits


Systematic Problem Solving

•Plan-Do-Check-Act

•A3, 8D, 5-Y, 12 Step, etc., etc.

•Just do it!


Systematic Waste Elimination

•7 deadly wastes

•Why can’t we see it?


Direct Observation

•Activities, connection and flows

•Point to point relationships

•Deep understanding of what is really happening in the organization


High Agreement

•What we do and how we do it

•Management team must be aligned and pulling for each other

•People will detect any misalignment and will revert to existing norms


Concluding StatementsNothing of any significance will ever happen

without the commitment and drive of top management.

The landscape is strewn with the wreckage of companies that failed to understand the necessity of culture change.

Lean Manufacturing is as much a state of mind as it is a process for excellence in manufacturing

Learn MoreIndustrial Solutions, Inc

www.isiworld.net

918-637-0114

http://www.isiworld.net/

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