John Shook Lean Enterprise Institute · John Shook Lean Enterprise Institute October 1, 2012 Learning Lean Collaboratively . First, What is Lean Thinking & Practice? Systemically
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John Shook
Lean Enterprise Institute
October 1, 2012
Learning Lean Collaboratively
First, What is Lean
Thinking & Practice?
Systemically develop people and
continuously improve processes
to provide value and prosperity
while consuming the fewest
possible resources
Second, Why Learn Lean Collaboratively?
• Lean = learning
• Successful change requires dispersing learning through an organization quickly and effectively
• Learning collaboratively is a way to scale learning – in an organization and beyond
• So, let’s borrow the learning curve of Lean thinkers who are succeeding through collaborative learning groups
Third, What is Collaborative Learning?
Two or more individuals –
learning partners – intent on
learning something together
Collaboration is more than
sharing physical space
Learning Collaboratively is more than learning while occupying shared space
Learning collaboratively means more than
learning while occupying shared space
Learning collaboratively means more than
learning while occupying shared space
Fourth, What is Collaborative Lean Learning
Learning partners actively endeavor to learn
together through shared experience...
t
P-D-S-A
LEARNING CYCLES
Collaborative Lean Learning
Knowledge is not only shared but
created within a group where members
actively endeavor to learn lean together
through shared experience.
t
Collaborative Lean Learning
Individuals working together…
– capitalizing on one another’s knowledge
and skill,
• both technically and socially,
•recognizing that learning is not just an
individual but also a social act,
• to solve a problem, complete a task, or
create a product, or answer a question.
• All learner partners actively participate
• Mutual Respect:
Openness in sharing experience, knowledge,
challenges, struggles;
• Teachers are learners; learners are
teachers
• Problems to be addressed are important
and challenging to all partners:
“What problem are we trying to solve?”
Elements of successful
Collaborative Lean Learning
Back to Lean Thinking and Practice: Every Organization Must Address…
• Purpose – Provide value to customers
(cost-effectively to thrive).
• Process – Through value streams that
are designed, operated, and improved.
• People – By engaging and respecting
employees and other stakeholders.
Aligning purpose, process, and
people is the central task of management.
13
Lean Transformation
14
Social and Technical
Lean Transformations:
People and Process
Social
Lean Transformations:
People and Process
Technical
People & Process – aligned by
management to achieve purpose
17
Where Do You Start – Either? Both at once?
Change Culture
First Change System
First
Lean Transformation
•Know your demand
•Know your true capability (capacity)
•Create flexibility to get them to match
Capability
MURA (Instability)
Management
TIME
MUDA (Excess)
Demand MURI (Overburden)
19
The Challenge of Any Organization
20
Total System Efficiency
and Effectiveness
21
Lean Thinking & Practice:
Problems, Challenges, Opportunities
MUDA (Excess)
Demand MURI (Overburden)
In the face of a reality
that’s like this:
Challenge to make
steady progress:
It’s easier to act
your way to a
new way of
thinking than to
think your way
to a new way of
acting.
Lean Transformation
Lean Leaders
Develop people THROUGH getting the work done…
23
People & Process: People learning
process – process developing people
Typical thinking observes that people develop processes. True
Also true is that processes develop people.
People enter situations (a company) and learn the processes.
Before they develop processes, they learn processes. That
learning process develops them.
People are a product of the processes that they work.
Those processes, in turn, have people dimensions
that entail individual and collaborative learning.
Lean Capability Development
“It’s easier to act your way to a new
way of thinking than to think your
way to a new way of acting.”
Therefore:
Build processes that develop
people as they do their work.
Manage and lead accordingly.
Lean Enterprise
– the ultimate “social-technical system”
• The process of doing the work
is integrated with the process of
improving the work
• And…
26
Lean Enterprise
– the ultimate “social-technical system”
• The process of doing the work
is integrated with the process of
improving the work, and
• The operating processes ARE
people development processes!
27
Actual
Value Creating Worker -
Signal the Problem
Manager - Immediate Response
Together – GTS, ID root causes,
decide on countermeasures
Apply tools as needed
Standard
Andon
STANDARD CURRENT
CONDITION
Lean managers establish systems to engage
everyone to work together in identifying,
signaling, and responding to problems.
Achieving Purpose, Solving Problems and Developing Capability -- Collaboratively
Achieving Purpose, Solving Problems and Developing Capability -- Collaboratively
“Stop the Line”
•Design a repeatable routine – provide training
–Make success understandable and do-able
•Make it easy to see problems
–Anything that interrupts the routine
•Make it clear what to do for problems
–Contain and notify (“neither accept nor pass on…”)
•Make it clear what will happen after notification
–Help will come within the cycle of work
•Ensure problem-solving and learning –Through structured routines for problem-solving and
rapid cycles of learning
john shook
31
john shook
32
“Do not interrupt while I am running this play.” •This enables me to perform with
less chance of error,
•We can identify normal from
abnormal and solve problems,
•We can learn – together –
intentionally.
CURRENT
CONDITION
P
D C
A
P
D C
A
P
D C
A
GtS
Tools
NEXT
TARGETED
CONDITION
TARGETED
CONDITION
Tools
Tools
GtS
GtS
Capability Development Through Collaborative Problem Solving
No Problem is
a Problem!
Collaborative Learning
…members actively endeavor to learn
together through shared experience.
t
DO – LEARN – IMPROVE
TRY – FAIL – LEARN
P-D-S-A
LAMDA A3 KATA
LEARNING CYCLES: SPIN THEM FAST
SPIN THEM WILLFULLY
OODA
What pitfalls to avoid when you do.
After all, every yin has its yang.
When (and why) not to pursue
Collaborative Learning or…
• Groupthink
– Everyone follows an attractive thread
– Design by committee
• For example “limiting statements” (S Bahri)
– “Democracy” to the point of lack of
leadership
Collaborative Learner Beware…
• Groupthink
– Everyone follows an attractive thread
– Design by committee
– “Democracy” to the point of lack of leadership
• Brainstorming as a group becomes too
easy; no individual steps up to:
– take ownership
– go through the intense pain of truly thinking
something through deeply
Collaborative Learner Beware…
• Groupthink
– Everyone follows an attractive thread
– Design by committee
– “Democracy” to the point of lack of leadership
• Brainstorming as a group becomes too easy; no individual steps up to:
– take ownership
– go through the intense pain of truly thinking something through deeply
• “Collaboration Fatigue” – Dr. Gigi Hirsch of
MIT
– Beware the trade-off between inclusiveness
versus effectiveness and efficiency
Collaborative Learner Beware…
Collaborative Learning and
Successful Lean Transformation • We are all teachers. We are all teaching all the
time.
• We can teach more effectively, or less
effectively. Whether our teaching is more or less
effective depends on two things: intention and
skill.
• Skill can be acquired, if we simply have the
intention.
• Thus, effective “teaching”, effective “learning”,
effective “leadership” is, more than anything
else, a matter of choice.
How to transform to a lean operating
and management system?
Three things:
1.Intent: manifested in a willful decision
2.Process: a means by which the
decision can be actualized
3.Practice, practice, practice…
– Right practice
– Perhaps with a coach!
john shook
41
Practice, practice, practice… But, right practice,
john shook
42
Practice, practice, practice… But, right practice, perhaps with a coach
Coaching?
Coaching?
One-on-One Collaborative Learning
Manager Team
Member
Manager interacts with Team
Member with Respect:
1)Respects their intellect by
providing challenging
assignments
2) Engages with Team Members
to understand their struggles
2) Supports Team Members
to over come those struggles
3)Ongoing, sustained process
to develop capability
Team Member takes
responsibility for own
Development:
1) Team Member defines own
career objectives
1) Team Member proactively
engages organization and
management with new ideas
2) Team Member takes own
initiative
3) Ongoing, sustained process
to develop capability
Collaborative learning is effective when both mentor and
mentee share nearly equal responsibility
Collaborative Lean Learning Example:
Toyota Supplier Learning Associations
Collaborative Lean Learning Example:
Toyota’s TSSC
TSSC, the Toyota Production System Support Center,
mission: Help North American companies to learn the Toyota
Production System.
•Over 20 years, TSSC has collaborated with more than 150
organizations to learn TPS.
•Organizations demonstrate dramatic improvements in
Productivity, Quality, and Lead Time.
•Through collaboration and learning with organizations in
many sectors, Toyota benefits by bringing this learning back
into its own organization.
Collaborative Lean Learning
PDCA Standardized Work for Collaboration (from BAMA Example)
Participant Participant Participant
Try
Learn
Collaborative activity
at one location
Each participant
takes home
Host
Who is the coach?
Who is the architect?
What is the process
(the Standard Work)?
Focus: xx
Target: xx
Intent is to support deep thinking Self-Learning
Individual, intentional PDCA Learning Cycles
Supported by skillful coaching
t
How do I improve this
situation?
A D
P
C
Try
Reflect
Struggle to do
-Why?!
What is my
target condition?
Group Learning, Individual learning…
• Early childhood education is largely collaborative
as teachers take young students through group
discovery learning activities.
• By high school, the learning has
become individual-based.
Everything I Know About Lean
I learned in First Grade
– by Robert Martichenko
IBM Collaborates with State to Bring PDCA to Vermont 1-8 Schools
What will you do?
Find someone to learn with:
…NOW
Assignment
What will you do?
Assignment – One Minute
One thing you will do this week about
the one thing you wish to change
“One idea, one person, every day”
Dr. Sami Bahri
Follow the Learner: Dr. Sami Bahri
“Learn at least one “green” thing every day” - Yellow is theory - Red is to avoid - Green is to do
What will you do?
Assignment – One Minute
One thing you will do this week about
the one thing you wish to change
One more minute: share that with
the learning partner sitting beside
you and discuss how your partner
can help you with that problem
The following slides contain
supplemental Information
about the Lean Enterprise
Institute and its mission, basic
approach, and major activities.
Lean Enterprise Institute
• Founded in 1997 by Dr. James Womack,
principle scientist of the MIT research that
resulted in “The Machine That Changed the
World”
• Non-profit education and research institute
• Based in Cambridge MA, with 17 global
affiliates
• Over 230,000 members from all industries
• Mission: Advance Lean Thinking and Practice in
all things, everywhere
Lean Enterprise Institute
Industry
Networking
Education: public and in-
house workshops
Digital books,
courses, social
networking
www.lean.org
community with
over 200,000
members
Publications
Coaching
Since its founding in 1997, LEI has …
•Changed the language of management
•Registered over 230,000 Lean Thinking Practitioners and Leaders to its online Lean Community.
•Sent over 100 e-letters to over 150,000 subscribers
•Trained almost 20,000 people at public workshops
•Moderated eight online Forums with nearly 17,000 subscribers.
•Delivered onsite training to over 2,000 people at over 100 companies.
•Partnered with companies committed to implementing and spreading the methodology for creating a
lean enterprise through experiments and shared learning.
•Collaborated with over 50 independent faculty members.
•Developed over 40 workshops for executives, managers, and technical professionals at every
experience level in manufacturing, service, healthcare, and administrative value streams.
•Produced 20 webinars on a wide range of lean management topics.
•Produced 20 publications and sold over 600,000 books, workbooks, and training aids.
•Hosted eight major Summit conferences with more than 7,000 attendees.
•Created a web site with thousands of pages of resources
•Founded the Lean Educators Academic Network.
•Founded the Healthcare Value Leaders Network, including the first Healthcare Transformation
Summit.
•Formed the Lean Global Network, a network of 17 not-for-profit institutes on six continents. And
supported over 40 world-wide events since LGN was officially formed in 2007.
Lean Production, Lean Thinking, Lean Practice, Lean Learning
Co-Learning
Hands-on Collaboration
Lean Community
Management Systems
Operating Systems
Publish
books, web,
apps
Develop
Education
programs
Share
learning with
community
Lean Enterprise Institute
Individuals,
Organizations
Individuals,
Organizations
LEI
Lean Thinking Everywhere
LEI establishes a limited number of collaborative learning partnerships
with organizations committed to lean transformation.
Lean Transformation Model
PROCESS
IMPROVEMENT
Continuous,
real, practical
changes to
improve the way
the work is done
CAPABILITY
DEVELOPMENT
Sustainable
improvement
capability
in all people
at all levels
SITUATIONAL APPROACH - Value-Driven Purpose -
“WHAT PROBLEM ARE WE TRYING TO SOLVE?”
Lean Thinking and Practice
Clear Roles and
Responsibilities
LEADERSHIP
MANAGEMENT
LEI High-Level Transformation Model
• Basic Approach in all cases: PDCA – The art and craft of science
• Specific Approach in each case: Situational, determined by asking
– “What problem are we trying to solve?” What business need?
– “Where can we run initial trials?” - even when going big
• TWO Pillars: Process Improvement and Capability Development
– Process Improvement Change
• Start with the work – find problems, gaps, obstacles
– Individual level, system level
– Capability Development
• Problem-solving, improvement capability
• At all levels
• Ownership clarity: Clear Roles and Responsibilities
– Internal: executive sponsor, improvement leader, team members
– External: project coach, mentor, architect
Transformation Model Questions
1. What problem are we trying to solve? What is the
purpose of this transformation?
– At both macro and micro levels
2. What specific process improvements are being
implemented? How is the actual work being
improved?
3. What capability enhancements are required and
being achieved?
4. What role is leadership taking? Is ownership clear?
5. What basic philosophy or thinking underlies this
transformation?
External Support for Lean Transformations
• “The value of external support of any Lean Transformation is
determined by happens after the support ends” – Dan Jones
So: Define what should ideally happen when support
ceases.
Then: Determine what needs to happen for that to
happen?
• LEI engagement with any organization is defined by the answer
to those questions.
Define (together with the organization) the ideal and target
conditions
Then provide support:
As little as possible
As much as necessary
FOCUS
Sr.
Mgmt.
Front
Lines
Middle
Mgmt.
System Kaizen Eliminate
Muri and Mura
Point Kaizen Eliminate Muda
67
Different Responsibilities at Different Levels
VALUE-CREATING FRONT LINES
SENIOR
MANAGEMENT
MIDDLE
MANAGEMENT
MUST PROVIDE VISION
AND MOTIVATION
MUST “DO”
MUST LEAD THE ACTUAL
OPERATIONAL CHANGE
Likes the
involvement
Likes the results
Often left battered
and confused…
Role Impact
68
Lean Transformation: Impact and Roles
of Different Organizational Levels
The right focus and process at the right level
VALUE-CREATING FRONT LINES
SENIOR
MANAGEMENT
MIDDLE
MANAGEMENT
MUST PROVIDE VISION
AND INCENTIVE
MUST “DO”
MUST LEAD THE ACTUAL
OPERATIONAL CHANGE
Likes the
involvement
Likes the results
Needs the right tools
and skills to be
successful
Role Impact
Problem:
MUDA
Problem:
MURA & MURI
Problem:
MURI & MURA
69
Muri: overburden
Mura: variation
Muda: waste
The right focus and process at the right level
VALUE-CREATING FRONT LINES
SENIOR
MANAGEMENT
MIDDLE
MANAGEMENT
MUST PROVIDE VISION
AND INCENTIVE
MUST “DO”
MUST LEAD THE ACTUAL
OPERATIONAL CHANGE
Likes the
involvement
Likes the results
Needs the right tools
and skills to be
successful
Role Impact
Problem:
MUDA
PDCA process:
Hoshin Kanri
PDCA process
VSM and A3
PDCA process:
Standardized Work
Problem:
MURA & MURI
Problem:
MURI & MURA
70
Muri: overburden
Mura: variation
Muda: waste
Purpose (Why)
People
(How)
Process
(What)
•Horizontal flow of value at
the pull of the customer
•Workplace Management
through Standardization &
Visualization
•Relentless elimination of
waste, overburden and
unevenness
•Lean Tools and Practices
• Make People Before
Making Products
• Engaged and Involved
• Challenging & Coaching
• Teamwork
Mission/Values
Vision/True North
Line of Sight
Strategy Development and Deployment
Lean Enterprise
Capability to ID & Solve
Problems
PDCA Thinking
Plan-Do-Check-Act Improvement Cycle
Plan-Do-Check-Act Learning Cycle
Study
Adapt
Fast
Cycles
P
D C
A
P
D C
A
P
D C
A
P
D C
A
LEI has sponsored the founding of three
organizations to promote lean thinking
through a collaborative process
•Lean Global Network to advance the application
of lean thinking in every endeavor, everywhere
•Lean Education Academic Network - LEAN - to
advance lean thinking in education
•Healthcare Value Network to advance lean
thinking in healthcare
The Lean Global Network
LGN is a network of non-profit, mission-driven institutes
taking responsibility for bringing lean thinking and
practices to their countries and the world
We believe lean thinking and practice can:
– Improve the performance of organisations and raise living
standards
– Meet growing aspirations while minimising resource use and
environmental impact
– Provide more fulfilling work and continuing development for
everyone
– Enable consumers to create more value in their increasingly
busy lives
Lean Global Network
Lean Global Network
LGN – A Global Network of Lean Enterprise Institutes
Global Collaboration
John Shook
• Currently leader of the Lean Enterprise Institute
• Eleven years with Toyota in Japan and the USA
• Production and management system transfer
• Engineering and PD system transfer
• Toyota Production System dissemination
• U of Michigan – seven years Director of “Japan
Technology Management Program”; created
and taught Industrial Engineering “lean” course
• Consultant for 15 years
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