leansigma ® fundamentals module 8 –lean leadership and getting started

LeanSigma® Fundamentals

Module 8 –Lean Leadership and Getting Started

Agenda

• Lean Leadership – The Social Architecture• The Toyota Way• Rules in Use• Getting Started

© 2010 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.

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Lean’s success will depend on tools and people.

Tools are important, but the unspoken rules that are built into an organization are more fundamental.

What is actually being practiced, is what’s “IN USE”?

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Toyota suggests the best way to develop the social architecture.

• The right approach will yield the right results• Develop people as leaders• Solving root problems drives organizational

learning


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Trust the Lean tools to drive results.•Create continuous process flow to bring problems to the surface•Use “pull” systems to avoid overproduction•Level out the workload•Build a culture of stopping to fix problems to get quality right the first time•Standardize tasks are the foundation for continuous improvement and employee engagement•Use visual controls so no problems are hidden•Use only reliable, thoroughly tested technology that serves your people and processes


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Reference: Liker, The Toyota Way, 2004

Develop leaders who can inspire others.

• Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others

• Develop exceptional people and teams who follow your company’s philosophy.

• Respect your extended network of partners and suppliers by challenging them and helping them improve


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Solving root problems drives organizational learning.

• Go and see for yourself to thoroughly understand the situation (genchi genbutsu)• Make decisions slowly by consensus, thoroughly considering all options; implementing decisions rapidly. (nemawashi)• Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)


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Successful Lean companies act differently.

• Everyone is a “Supplier” to some “Customer”.

• Everyone is a “Customer” to some “Supplier”.

• Everyone is focused on serving the ultimate customer.

• Everyone agrees on how things are done.

• Everyone is a respected contributor.

• Everyone keeps finding improvements.

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Suppliers and customers can be both internal and external.

Supplier Customer

Supplier Customer

Supplier Customer

Information

Product or Service

Ultimate Customer

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Lean companies follow some basic rules.

Rule 1 – Work should be standardized for each individual.

Rule 2 – Understand the connections between all

“Suppliers” and “Customers”

Rule 4 – Improvements should be led by a Lean leader and performed with front-line employees.

Rule 3 – Flow Paths should be

simple followed as designed.

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Take no action and nothing will happen (not seeing is not knowing)

First, try it with the knowledge available

Improve upon the results

Base analysis on the facts (data)

The germ of the next action (kaizen) will sprout from it

This leads to quick and

elegant solutions

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“Quick and simple is better than slow and elegant”


One of the best ways you can help Lean at IMS is to manage resistance to change.

Management attention

Increasing Increasing resistanceresistance

IncreasingIncreasing cooperationcooperation

Neutral

Early adoptersAnchor Anchor

draggersdraggers

"Uncommitted Mass"

Critical mass

Management attention

IncreasingIncreasing resistanceresistance

Increasing Increasing cooperationcooperationNeutral

Strong pull from early

adopters

Traditional Situation Forcing Change


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Overcoming Resistance requires a definite plan:

• Communicate the initiative & rationale• Set Goals and define roles• Measure key performance• Identify and close performance gaps• Create Incentives and Celebrate• Differentiate: Define / Execute consequences

The plan must be supported by Company-wide Values, Behaviors and Leadership!

Some resistance is managed at the program level.


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Stakeholder Analysis

Begin to Build a Common Vision

StakeholdersActivelyOppose Oppose Neutral Support

ActivelySupport Next Step

A x o

B x o

C x o

D x

E x o

F

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How will you become a Lean evangelist when you go back to your organizations?


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Just do it.

“The secret of getting ahead is getting started.

The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one.”

- Mark Twain

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Thank You


Guidon Performance Solutions, LLC2550 N. Thunderbird Circle, Suite 317

Mesa, AZ 85215866-986-4414

www.guidonps.com

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leansigma ® fundamentals module 8 –lean leadership and getting started

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