how cynefin model improves lean implementation

How Cynefin model improves lean implementation

LKFR12. Paris Sept 18-18


WHAT’S LEAN TRANSFORMATION?


Can be this…

Strategy

Leadership

Sustainment

Kaizen

Training

Planning

7 wastes 5S Standard work

Lean Transformation

Incr

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Source: https://oregon.jivesoftware.com/community/agencies/das/w2w

https://oregon.jivesoftware.com/community/agencies/das/w2w

https://oregon.jivesoftware.com/community/agencies/das/w2w


Or this…

1. Identify Value

2. Map the Value Stream

3. Create Flow4. Establish Pull

5. Seek Perfection

1. Specify value from the standpoint of the end customer by product family.

2. Identify all stages of the value chain for each product family, eliminating whenever possible those measures that do not create value.

3. That make the steps of value creation occurs in close order so that the product flows gently to the client.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As a value is specified, value streams are identified, unnecessary steps are eliminated, and flow and "pull" are introduced, repeat the process and continue until a state of perfection is reached in which perfect value is created with no waste.


Or this…

•a leader who will take personal responsibility for the lean transformation.

Find an Agent of Change,

•a sensei or a consultant who can teach techniques and how enforce Lean implementation within a system, not as isolated programs.

Obtain knowledge of lean

•entering a crisis or creating a to begin processing. If your company is not currently in crisis, to draw attention to a competitor lean or find a customer or supplier lean will make requests for significantly better performance.

Find a lever

• for the moment.

Forget grand strategy

•beginning with the current state of how material and information flow now, then drawing a leaner future state of how they should flow and creating an implementation plan with timetable.

Map the value streams

• with an important and visible activity.

Begin as soon as possible

•.Demand immediate results.

•to link improvements in the value streams and move beyond the shop floor to office processes.

As soon as you’ve got momentum, expand your scope


Or this…


Or this?

Eliminate waste

See waste

Value Stream Mapping

Amplify learning

Feedback

Iterations

Synchronisation

Self-Based Development

Decide late

possible

Think about options

Last responsible moment

Take decision

Deliver fast as

possible

Pull Systems

Queue theory

Cost of delays

Engage the team

Self-determination

Motivation

Leadership

Expertise

Built integrity

in

Perceived integrity

Conceptual integrity

Refactoring

Testing

See the whole

Measures

Contracts


TOOLS?


5 Whys

Accelerated life testing

Analysis of variance

ANOVA Gauge R&R

Axiomatic design

Business Process Mapping

Cause & effects diagram (also known as fishbone or Ishikawa diagram)

Check sheet

Chi-square test of independence and fits

Control chart

Correlation

Cost-benefit analysis

CTQ tree

Design of experiments

Failure mode and effects analysis (FMEA)

General linear model

Histograms

Pareto chart

Pareto analysis

Pick chart

Process capability

Quality Function Deployment (QFD)

Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems

Regression analysis

Root cause analysis

Run charts

Scatter diagram

SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)

Stratification

Taguchi methods

Taguchi Loss Function

TRIZ

Most used quality management tools


Is this realy enough?


Are we missing something?


Lean Challenges


THE CYNEFIN MODEL


Wise executives tailor their approach to fit the complexity of the circumstances they face.


http://cognitive-edge.com

http://cognitive-edge.com/


Complex

Simple

Complicated

Chaotic

ProbeSenseRespond

SenseAnalyseRespond

ActSenseRespond

SenseCategoriseRespond

Emergent Good Practices

Novel Best Practice


Cynefin process

Simple

ChaosComplex

Complicated


What is simple?

Characteristics• repeating patterns and consistent

events• Clear root cause• Obvious relationships between all,

clear existing answer• Known knowledge• Factual management


What is chaotic?

Characteristics• great turbulence• no clear cause and effect, so no good

answer research• Unknown• many decisions to make, no time to

think• Great tensions• Pattern based leadership


What is complex?

Characteristics• flow and unpredictability• No exact answers but instructive

emerging models• No knowing the unknown• A lot of ideas in competition• a need for creative and innovative

approach• Model based leadership


What is complicated?

Characteristics• expert diagnosis required• relationship of cause and effect

detectable but not immediately obvious to everyone, just more than one answer possible

• Factual management


The bloody question:

In your perspective, is Cynefin nothing more that a process supporting Kaizen?


IMPROVING LEAN IMPLEMENTATION


5 S

5S is the outcomeCynefin model helps you To design the change process

What is 5S?


Waste

Who is Tim Wood? (THE 7 WASTES)

T – transport wasteI – inventory wasteM – motion wasteW- waiting wasteO – over producing wasteO – over processing wasteD – defect waste

What is Tim Wood?


PDCA

What is PDCA?


Cynefin supports Hoshin Kanri!


Conventional Models

•SIMPLE

Top down strategy

•SIMPLE + COMPLICATED

Do the same thing better

•COMPLICATED

Mandate and Implement

•SIMPLE

Do, do, do, do ….

•SIMPLE

More is more

•COMPLEX

Complex strategy = evolved thinking


Tools

Visual Management

True North


PDCAA3 Thinking

Catchball

5 S


True North

Related to company cultureAssets, know-how, strengthsCustomers you serve (or want to serve)Market, trends, developmentsWhat words describe you? Your business?


Plan Do Act Check


A3 Thinking


Catchball


Cynefin process

Simple

Chaos

Complex

Complicated

Like the « wheel of life », transition is moving from one step to another.Your job as a coach is to make it « roll »

Added after the pres!


Conclusion

Hoshin Kanri

Cynefin

Kaizen


Questions


Thanks !

Pierre E. Neis, [email protected] – Tel +352 / 661 SCRUMS

mailto:[email protected]