lean culture debra setman. 2 group exercise part 1: what is organizational culture? 2 rituals and...
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LEAN CULTUREDebra Setman
2
Group Exercise Part 1: What Is Organizational Culture?
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Rituals and Routines
Rituals and Routines
SymbolsSymbols
Organizational Structures
Organizational Structures
Control Systems
Control Systems
Stories and Myths
Stories and Myths
The ParadigmThe Paradigm
CultureCulture
Corporate culture is the personality of an organization. It guides how employees think, act, and feel. Johnson (1988) identified a number of elements that can be used to describe or influence organizational culture.
Power Structures
Power Structures
SOURCE: http://www.managementhelp.org/org_thry/culture/culture.htm; Johnson, G. (1988). Rethinking incrementalism. Strategic Management Journal, 9, 75-91.
What is your culture? Fill in items under each heading.
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Lean Thinking
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Lean has a variety of tools used to enable the culture. They are designed to reduce waste and increase customer value. Below are some tools used in lean thinking.
Mistake- Proofing
Mistake- Proofing
KanbanKanban
Visual Workplaceand 5S
Visual Workplaceand 5S
Standard Work
Standard Work
KaizenKaizenKPIsKPIs
Value-Stream MappingValue-Stream Mapping
ME2ME2
Rapid Changeover
Rapid Changeover
Our Approach
to Lean
Thinking
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Lean Culture
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Elements of culture from Johnson (1988) can be linked to a lean culture:
• Goal alignment (Hoshin Kanri)
• Red is not necessarily bad
• No-blame environment
• Never give up attitude
• Trial and error• Challenge and failure• KPIs• Compliance with
safety and government
regulations
• Goal alignment (Hoshin Kanri)
• Red is not necessarily bad
• No-blame environment
• Never give up attitude
• Trial and error• Challenge and failure• KPIs• Compliance with
safety and government
regulations
Rituals & RoutinesRituals & Routines
SymbolsSymbols
Organizational StructuresOrganizational Structures
Control SystemsControl Systems
Stories & MythsStories & Myths
The ParadigmThe Paradigm
LeanCultur
e
LeanCultur
e
Power Structures
Power Structures
SOURCE: http://www.managementhelp.org/org_thry/culture/culture.htm; Johnson, G. (1988). Rethinking incrementalism. Strategic Management Journal, 9, 75-91.
• Deming• Taylor• Ford• Toyoda• Ohno
• Deming• Taylor• Ford• Toyoda• Ohno
• Long-term focus• Triangle• Servant-leader mentality• Consistent and clear titles
• Long-term focus• Triangle• Servant-leader mentality• Consistent and clear titles
• Team ideas rule
• Action oriented
• Team ideas rule
• Action oriented
• PDCA• Hansei• Gemba walks• Team huddles• Problem-solving• Waste (muda)
elimination• Effective meetings• Constant improvement (every improvement is
worthwhile, no matter how small)• Both recognition and
constructive, helpful criticism
• PDCA• Hansei• Gemba walks• Team huddles• Problem-solving• Waste (muda)
elimination• Effective meetings• Constant improvement (every improvement is
worthwhile, no matter how small)• Both recognition and
constructive, helpful criticism
• JIT• Std work• VSM• Visual workplace• Kanban• Layout—FIFO racks• Colors
• JIT• Std work• VSM• Visual workplace• Kanban• Layout—FIFO racks• Colors
• Customer first after safety
• Vision and values embraced by all
• Hansei
• Customer first after safety
• Vision and values embraced by all
• Hansei
• 5 whys• Teamwork• Kaizen
(Relentless focus on waste)
• Jidoka
• Change oriented• Employee accountability and empowerment
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Group Exercise Part 2: What Is Organizational Culture?
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Rituals and Routines
Rituals and Routines
SymbolsSymbols
Organizational Structures
Organizational Structures
Control Systems
Control Systems
Stories and Myths
Stories and Myths The ParadigmThe Paradigm
CultureCulture
Power StructuresPower StructuresSOURCE: http://www.managementhelp.org/org_thry/culture/culture.htm; Johnson, G. (1988). Rethinking incrementalism. Strategic Management Journal, 9, 75-91.
Exercise: Go back to the output from Part 1 and compare it to a lean culture. Identify areas under each category that you could/should work on improving to move toward a leaner culture. Use a different color marker on the same flipchart paper from the first exercise.
CultureCulture
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References
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Bridges, W. (2003). Managing transitions. New York: Perseus Publishing. Convis, G. Role of management in a lean manufacturing environment. Automotive Manufacturing &
Production, July 21. Ford, H. (1988). Today and tomorrow. New York: Productivity Press. Johnson, G. (1988). Rethinking incrementalism. Strategic Management Journal, 9, 75-91. Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press. Liker, J.K. (2003). The Toyota way. New York: McGraw-Hill. Mann, D. (2005). Creating a lean culture. New York: Productivity Press. Schein, E.H. (1988). Organizational culture. Cambridge, MA: Sloan School of Management, Massachusetts
Institute of Technology. Womack, J.P., & Jones, D.T. (2003). Lean thinking. New York: Free Press. Womack, J.P., Jones, D.T., & Roos, D. (1990). The machine that changed the world. New York: Scribner http://www.brainyquote.com/quotes/authors/h/henry_ford.html http://www.chapters.indigo.ca, About the Book http://www.coe.montana.edu/ie/faculty/sobek/ime458/BR/Sp02/partainBR.htm http://www.despair.com http://www.emsstrategies.com/dm070104article2.html http://www.entarga.com/stratplan/culture.htm, enTarga (Ross A. Wirth, Ph. D.) http://www.eyewitnesstohistory.com/ford.htm http://www.fordforums.com/showthread.php?t=36364 http://www.lean.org/THE MACHINE THAT CHANGED THE WORLD http://www.managementhelp.org/org_thry/culture/culture.htm http://www.strategosinc.com/training_cult1-h1.htm CHANGE MANAGEMENT RESOURCE: ask JJPE for internal resource suggestions. Also, take the CM on-
line module offered through the JJPE website.