managing to lead change · the essence of lppd continuous ecos series the pd trap the pd trap...
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Managing to Lead ChangeThe Value Creating Architect (VCA)
Also titled:“Chief Engineer” (CE)
“Entrepreneur System Designer” (ESD)
HP Printing Services Program Management Affinity Group (PMAG)
Boaz Tamir March 14th 2019
www.leanil.com
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Takeshi UchiyamadaChief Engineer of the 1th generation Prius
“Our mission in the development of the first-Generation Prius was two-fold:
• Build a car for the 21th century• Transform the way Toyota makes
cars”.
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Why? the Purpose of the VCA System
To manage the conversion of the
20th century Complicatedlocal machine-type organization,
into the 21st Complex (Chaotic) exceedingly
Interconnected global system.
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Risk Managementtechnology & business risk profile
Customers profiles
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Tasks accumulate information, eliminate risk, use resources
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Learning by front loading the risk: the essence of LPPD
Continuous
ECOs series
The PD
Trap
The PD Trap
Design Freedom & Learning Curve
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Traditional Management Mindset Vertical problem-solving Thinking
Senior Managment
DeptManager Dept
Line employees
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LPPD Management mindsetHorizontal System Thinking
Senior Managment
MarketingR&D
Engineering
OperationMnufacturing
Value StreamIntegration Challenges• …• …• …
Value-Stream
Planning, Coaching & Mentoring
Sales & services
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What? The nature of the VCA system
• An intra-organizational Start-Up network
• VCA is a PD value stream producer that connects across and up and down the organization
• VCA is a team of experts specializing in marketing, engineering, design, business, finance, supply chain and more
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Flexible-Specialization Network
Building skilled-engineers & specialization and sustaining knowledge
Solving customer and organizational issues by multi-skilled integrated teams
Source: Kotter, AccelerateContinuous exchange, VCA connects
• Stimulates innovative and creative system-thinking• Creates trust between the specialists • Optimal results as arises from multi disciplinary
approach of issues
• Consists of groups of specialists (core knowledge)• Capturing gained knowledge by making standards for
specialization• Your specialized unit: marketing, engineers,
purchasing, services
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Flexible-Specialization
FIXEDSpecialized
FLEXIBLEAgile
System
Balance created by two opposing forces
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The TOYOTA Way
Masato Katsumata,Chief Engineer for the
Toyota Camry
Talk design:
https://www.youtube.com/watch
?v=p-q8Cr71dN4
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TNGAToyota New Global
Architecture
The TNGA protocol (standard) is the field of action on which the system of the VCA operates and grows.
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VCA - LNGALean New Global Architecture
VCA
Organizational structures
Standards and basic thinking
Managerial hierarchy
Organizational culture (Mindset: basic assumptions,
values, language and behavior)
• Leading as you have no power.
• Owning the PD program’s
purpose & risk management.
• Harnessing the PD community
(corporate & suppliers) resources.
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The VCA System’s Objectives
• Focus the organization towards
the same purpose(Customers’
value proposition)
• Alignment between initiatives
• Response & Adoption, to
establish where we deviate from
our expectations and learn from it.
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HOW?
Team of TeamsCommunication, Integration Coordination
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Organizational Scheme and Problem Escalation Process
SMT: Senior Management Team
Provides the help needed by the PMTs when needed
PMT: Project Management Teams The VCA integration and coordination institutional framework
PMT
PMT
PMT
SMT
PMT
PMT
Executiveboard
Supporting the Value-Stream
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Basic (System) Thinking of Network Type organization work
Shared Consciousness
Empowered Decision Making
s
Trust: share the purpose and trust the work-teams to work need to in order to work towards it
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Product DevelopmentUpstream Exploration
Product Development
MarketLaunch
Down-Stream
After Sales Services
TPS
ConceptFreeze
Manuf.NPI
ProductionDevelopment & Validation
Study & ExplorationFront Loading the risks
Ecosystem
I/L VRMR
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Program as a multistage Rocket System
The high risk profile:
launch vehicle
The high risk profile entrepreneurship stage
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Pro
gramW
ork-Te
ams
Short term
Plan (3m)
Sprint Plan (2w)
Annual
Sprint 1 Sprint 2 Sprint 3 Sprint 4
VintageChart
2019 2020 2021 2022 2023 Po
rtfolioMarketing &
Management
c1c2
Discip
line
…..WT stack
WT nWT 1 WT 2 WT 3
PM(VCA)
A3 TreeProgram Plan
Work-Teams
Annual Plan Short Term (3m)
Cascad
ing C
atch
bal
l
WT Adjusted& work allocation
R&DStaff
PM(VCA)
c3c4
c5c6
Discipline managers
High Level Prog. Def.
Prog A
Prog B
Prog C
Planning Process
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Thank you.
www.leanil.com/en/
Boaz Tamir