Lean Human Factor, Presentation of President of IIBLC - Lean, L. Van Landeghem, Seminar 11th may of AD-net
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• Lean is implemented by people!– Need for common language– Need for structure (cfr. 6 Sigma approach)– Need for knowledge and skills– Need for recognition beyond backyard
– As Lean continues to gain more prominence, we fully expect our future annual studies to show increases in L tifi ti i t i j b tiLean certification requirements in job postings
(Avery Point Group).
– For Lean professionals seeking proof of knowledge and skills
– For companies seeking to recognise employees• Problem:
Quote 1• Driving this project, I have had the opportunity to
measure the impact and the importance of the 4Cs:– Commitment, which was really a prerequisite for a successful
projectproject– Major role of Communication, in order to reinsure people and
dissipate any ambiguity– Involving people in the new process design /co-production has
been the key to make new process quickly and deployed and sustainable
– Keeping consistency, was also very useful. The Executive Board support and the regular and clear messages sent were keeping team focused and engaged.
g g• As a conclusion, I would just say, this project for me was
exciting, engaging and source of substantial experiences. It has had visible and measurable effects for companybusiness. But, overall, I discovered that lean is about change management, lean is about people.
Quote 2
• Listening is key in order not to lose any ti f i tsuggestion for improvement
• I tried to let everyone express his ideas, and respect between team members enabled to discuss any kind of suggestions and to accept or reject it without conflict between
• I clearly understood that in order to lead successful projects people andsuccessful projects, people and communication management are far more critical than technical details. I mean: if I don’t remember the formula for how many kanban I need, it’s quite simple to find it; but if I’m not able to deal with people issues or properly
• Need for knowledge of mission-vision– Rotations? HandoverRotations? Handover– Lean is NOT “the next quarter”– Lean is NOT “a menu”– Need for an improvement PLAN
• Change of paradigm– Employees are part of the solution