www.leanuk.org Grasping the Situation Using the Lean Transformation Framework Darren Walsh LEAN UK Summit Masterclass 2016 1
www.leanuk.org
Grasping the Situation Using the
Lean Transformation Framework
Darren Walsh LEAN UK Summit Masterclass
2016
1
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Welcome Introductions & Overview of the Day
2
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Grasp the Situation
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Housekeeping
Safety: Alarms, Exits & PPE
Comfort: Breaks, Restrooms, Connectivity
Style: Learning, Cameras
4
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Agenda - Grasping the Situation
Introductions/Objectives/Agenda Introduction to Lean Transformation / Framework Overview of the facilities approach to business improvement and Lean Explore the 5 dimensions of the Lean Transformation Framework Practical Grasping the Situation Exercise using Lean Transformation
Framework. Discussion to review LTF potential gaps Reflections & Expectations Review
5
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Learning Objectives
Develop a greater understanding of: The facilitys Lean transformation approach. The common approaches to Lean transformation & business improvement. The 3 Common Pitfalls to Lean Transformation Lean Transformation Framework and its five dimensions How to use the LTF in a practical way to Grasp the Situation and identify
potential organisational/ team gaps that should addressed to move to the next level of business performance.
Explore potential strategies to address those gaps. The critical role that leadership can play by Grasping the Situation and
addressing gaps within their organisation or team.
6
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Introductions & Expectations
Who you are Your role What is your current Lean challenge & expectation (gaps/
challenges etc)? What should be most efficient, Man, Machine or Material?
This workshop will have been a success & made good use of my time if
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Managing Expectations
This workshop will address the objectives. But it wont make you an expert Only practice will
8
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Noteable Achievements
4. What management system and leadership behaviours are required to support the new way of working?
5. What basic thinking, mindset or assumptions underlie this lean transformation
3. How do we develop the people?
2. How do we improve the actual work?
1. What is our purpose, what value are we trying to create, or what problem are we trying to solve?
How LEA can help
In our Action Research with organisations we develop hypotheses about Lean Thinking and what works bestOur approach helps the organizations we work with build a competitive advantage
We help develop the capability of people so the results can be sustained
We do this through a number of mechanisms:
The UK Lean Summit is run each November. It gives practitioners the
opportunity to network & learn the latest developments - view 99 previous talks on
YouTube
Our Social Media channels bring you the most upto date news in the Lean
world and allow you to share with your colleagues instantly
Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.
Our workbooks are designed to help organisations and individuals implement
Lean
We offer bespoke in-house workshops to assist you with specific
business issues
The UK Source for Lean Thinking & Practice
Our unique perspective is that we continuously seek to learn what the most effective mechanisms are for transferring this Lean knowledge and developing Lean capability so together we can
create more value, right first time, on time, in less time.
Lean Enterprise Academy Status Review
Current Condition
Working With UsBackground:
Using the Lean Transformation Framework through coaching and mentoring we help organisations and individuals understand and implement Lean thinking. We do this by working with you to define and address gaps in performance that need to be closed, developing both your capability to improve the flow of value to your customers and the
problem solving ability of your people so that you can sustain the gains and continuously improve.
In response to the success and impact that Lean institutes led by Jim Womack (USA), Daniel T Jones (UK) and Jose Ferro (Brazil) had, a community of Lean thinkers and a
network of organizations offically formed the Lean Global Network in 2007 Daniel T Jones inducted into the
AME Hall of Fame
Automotive partner sees 100% improvement in profitability in
12 months
Dansk Industri's Productivity Award presented to an
International Retailer whom we provided mentorship
LEA partner wins Lean Prize Norway, awarded for collaborative
leadership and employee-driven innovation
In 2003 Daniel T. Jones establishes the non-profit Lean Enterprise Academy to fulfil
the following mission:
Our aim is to develop and disseminate knowledge of Lean
thinking and Lean practice.
In January 2014, John Shook Chairman of the Lean Enterprise Institute in the US, articulatedthe Lean Transformation Framework in a YouTube video https://youtu.be/kEcdliWZH30
The transformation framework entails transforming five fundamental dimensions, addressing the following high-level questions:
Writ
ten
cont
ribut
ions
to th
e Lea
n m
ovem
ent
Our core mission remain the same as when we first started:
The Lean Enterprise Academy is now in it's 12th year and we are well established as
Daniel T Jones inducted into the Shingo Academy to recognise
lifetime commitment and achievements in the area of Lean
Our publications Breaking Through to Flow and Creating Lean Dealers recieve the Shingo Research and Professional Publication Award
LEA Door to Door Club member wins HSJ Best Acute Healthcare
Organisation of the Year
2009
1990
2005
2006
1996
2005
2006
2007
1998
Our website www.leanuk.org delivers regular Lean articles -
sign up to receive content direct to your inbox
Our public workshops help companies quickly get to grips with Lean practice -
topics include A3, VSM, Policy Deployment and the Lean Transformation
Framework
Visit:www.leanuk.org
Email: [email protected]
Call:+44 (0)1600 890590
Purchase a workbook
Attend our summit
Learn about public workshops
Ask about our bespoke in-house workshops
Undertake a Lean Transformation
Request Daniel T Jones or David Brunt to take a Gemba Walk
Have one of our faculty give an inspirational speech to your organisation
OUR GOAL WHEN WE LEAVE
YOU HAVE THE CAPABILITY TO DO
2002
Sheet1
Lean Enterprise Academy Status Review
Background:Working With Us
Written contributions to the Lean movementNoteable AchievementsIn January 2014, John Shook Chairman of the Lean Enterprise Institute in the US, articulated
Dansk Industri's Productivity Award presented to an International Retailer whom we provided mentorshipthe Lean Transformation Framework in a YouTube video https://youtu.be/kEcdliWZH30
The transformation framework entails transforming five fundamental dimensions, addressing the following high-level questions:
LEA partner wins Lean Prize Norway, awarded for collaborative leadership and employee-driven innovation
In 2003 Daniel T. Jones establishes the non-profit Lean Enterprise Academy to fulfil the following mission:
1. What is our purpose, what value are we trying to create, or what problem are we trying to solve?
Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.Daniel T Jones inducted into the Shingo Academy to recognise lifetime commitment and achievements in the area of Lean
2. How do we improve the actual work?
Our publications Breaking Through to Flow and Creating Lean Dealers recieve the Shingo Research and Professional Publication Award
3. How do we develop the people?
LEA Door to Door Club member wins HSJ Best Acute Healthcare Organisation of the Year4. What management system and leadership behaviours are required to support the new way of working?
In response to the success and impact that Lean institutes led by Jim Womack (USA), Daniel T Jones (UK) and Jose Ferro (Brazil) had, a community of Lean thinkers and a network of organizations offically formed the Lean Global Network in 2007
Automotive partner sees 100% improvement in profitability in 12 months
5. What basic thinking, mindset or assumptions underlie this lean transformation
Daniel T Jones inducted into the AME Hall of Fame
Using the Lean Transformation Framework through coaching and mentoring we help organisations and individuals understand and implement Lean thinking. We do this by working with you to define and address gaps in performance that need to be closed, developing both your capability to improve the flow of value to your customers and the problem solving ability of your people so that you can sustain the gains and continuously improve.
Current Condition
Our core mission remain the same as when we first started:
Our aim is to develop and disseminate knowledge of Lean thinking and Lean practice.
The Lean Enterprise Academy is now in it's 12th year and we are well established as
The UK Source for Lean Thinking & Practice
Our unique perspective is that we continuously seek to learn what the most effective mechanisms are for transferring this Lean knowledge and developing Lean capability so together we can create more value, right first time, on time, in less time.
We do this through a number of mechanisms:
How LEA can help
The UK Lean Summit is run each November. It gives practitioners the opportunity to network & learn the latest developments - view 99 previous talks on YouTubeOur Social Media channels bring you the most upto date news in the Lean world and allow you to share with your colleagues instantly
Our workbooks are designed to help organisations and individuals implement LeanWe offer bespoke in-house workshops to assist you with specific business issues
In our Action Research with organisations we develop hypotheses about Lean Thinking and what works best
Our approach helps the organizations we work with build a competitive advantage
We help develop the capability of people so the results can be sustained
2009
1990
2005
2006
1996
2005
2006
2007
1998
Our website www.leanuk.org delivers regular Lean articles - sign up to receive content direct to your inbox
Our public workshops help companies quickly get to grips with Lean practice - topics include A3, VSM, Policy Deployment and the Lean Transformation Framework
OUR GOAL WHEN WE LEAVE
YOU HAVE THE CAPABILITY TO DO LEAN YOURSELF
2002
Sheet2
Sheet3
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Overview of GE Rugby Products
& Lean Journey
10
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Lean Transformation Framework
Introduction
11
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So what is Lean?
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The T-Process
ROUND ONE
Traditional Thinking!
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Value-Add vs. Non-Value-Add Value-Adding Activities Transform materials and information into
products and services the customer wants
Non-Value-Adding Activities Consume resources, but don't directly
contribute to product or service
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Key Point: - Focus on Making the Value Flow
There exists a need and opportunity to improve Quality Cost Delivery
Fundamental premise of TPS/Lean is still the same
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Its all about Flow!
Lean: Achieve more with less.
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Attack Tim Wood!
Transport
Inventory
Motion
Waiting
Over Production
Over Processing
Defects
3Ms of Waste: - Muda - Muri (Overburden) - Mura (Unevenness)
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The T- Process
ROUND TWO
Lean Thinking!
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What have we learnt?
What? 1
VALUE is specified by the customer
2
Identify VALUE
STREAM
3 Get value to FLOW
4 PULL
the work, not push!
5 PERFECT the flow of value
Who? Where?
How? When?
Then?
WIN-WIN FOR EVERYONE CUSTOMERS
EMPLOYEES
SUPPLIERS,
SHAREHOLDERS
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Rules of Toyotas DNA
All work processes shall be highly specified & documented, to include content, sequence, timing and outcome.
Connections with clear Yes/ No signals directly link every customer and Supplier process.
Every Product/ Service travels a single, simple and direct flow path.
Workers at the lowest feasible level, guided by a teacher will improve their own work processes using scientific methods.
Integrated failure tests automatically signal deviations for every activity, connection and flow path.
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So what is Lean?
A Better Way of Thinking A System End to End And a Set of Improvement Tools
Lean is all about improving Value and removing waste that impedes Flow.
But theres still a little more to it!
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What else did you see ?
22
Work is More Than Motion !
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Lean Questions What is the Purpose ?
How is the work done ?
What skills do employees have/ need ?
What is the current management routines & Leadership Behaviour ?
What basic thinking and mind-set exists ?
23
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Lean Transformation
24
Lean Institutes focus is on overcoming the common pitfalls and creating sustainable Lean Transformation
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Common Approaches to Lean
Tool Based Approach Cherry Picking Lean Improvement Tools, e.g:
5s SMED Poka-yoke Standard Work VSM Then PDCA etc
Improvement Event Approach Use of project teams to drive Lean Improvement activities, usually facilitated by Lean Champions or SSBB, e.g:
Kaizen (Daily or incremental) Kaizen (Event) Value Stream Mapping
Lean Management Systems Development of business wide systems to support Lean behaviour, e.g:
Lean Structures Subject Matter Experts (e.g. Champions & SSBB) Roles & Responsibilities (e.g. change to roles) Reporting Lean Roadmaps Lean Assessment tools Benchmarking Awards (e.g. Shingo Prize, AME etc)
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Common Pitfalls
Common Pitfalls to Lean Transformation:
1. Improvement Capability Knowing how to improve the work
2. Management Systems & Leadership Behaviour Removing the roadblocks and supporting the workers
Treating Lean as an event
3. Sustaining and growing new change leaders Unable to develop new Lean capability
Relies on subject matter experts to improve the work
Requires a mind-set change
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Purpose
People
Process Horizontal flow of value at
the pull of the customer Workplace Management
through standardization & Visualization
Relentless elimination of waste, overburden and unevenness
Lean Tools applied as appropriate
Employees: Engaged and involved
in CI Continuously solve
problems Teamwork
Managers: System thinkers Problem solvers Learners Teachers/Coaches
Vision/Values True North
Line of Sight Strategy Formulation and
Deployment
Lean Management System
PDCA A3 Thinking
Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
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Lean means aligning:
Process People Purpose to create value
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People & Process aligned by leaders to achieve purpose
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Lean Transformation Framework
30
WHAT is our
PURPOSE?
What situational problem do we need to address?
How to improve the work?
How to develop
the people?
What is our BASIC THINKING??
What leadership
behavior and management
system do we need?
What leadership
behavior and management
system do we need?
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Lean Transformation Framework
31
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Lean Transformation Framework
32
Management System
Leadership
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
Operational Improvement
Capability Development
Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,
PDCA, Science, Gemba, Problem-Solving
What basic assumptions or mindsets
under lie this change?
How will we improve the value
creating work?
What leadership behaviour
and management systems are required for
this?
How do we develop people who can change
the work correctly?
Leads to target
condition
www.leanuk.org 33
10 minutes to write up
20 minutes to discuss
30 minutes
T Process, What did you see ?
Exercise Objective
Instructions Time to Complete
Deliverable
Break up into teams
Using the flip charts answer the first two columns of the Lean Transformation Framework document
www.leanuk.org Lean Transformation Reflection
Transformation Questions - Value Stream Level
What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?
What are your next steps?
1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?
2. Process What is the Work, How is the value-creating and all work being defined and continually improved?
3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?
4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?
5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?
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Explore the 5 Dimensions
37
Lean Transformation Framework
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Case Study - Turnaround
38
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What is LEAN
GM Framingham
Toyota NUMMI
Assembly Hours per Car
31 16 19
Assembly Defects per car
135 45 45
Inventory 2 weeks 2 hours 2 days
Lean Production was named 25 years ago MIT Study Machine That Changed the World Toyota Production and Management System
Ref: John Shook Lean Transformation Framework
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Certified Worst!
The Worst Factory in the World
40 Ref: John Shook Lean Transformation Framework
Link: This American Life
www.leanuk.org 41
The Worst People
Ref: John Shook Lean Transformation Framework
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From the Worst to the Best
42
Certified!
GM Framingha
m
Toyota NUMMI
Assembly Hours per Car
31 16 19
Assembly Defects per car
135 45 45
Inventory 2 weeks 2 hours 2 days
Ref: John Shook Lean Transformation Framework
www.leanuk.org
2006
Ref: John Shook Lean Transformation Framework
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Transformation
Definition: A marked change in form, nature, character or appearance A process of profound change that orients the organisation
in a new direction and takes it to an entirely different level of effectiveness
44
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Lean Transformation
Enterprise transformation is the process of an organization shifting its business model to a desired future state.
A lean transformation requires learning a new way of thinking and acting
Characterized not by implementing a series of steps or solutions but addressing key questions of purpose, process and people.
45 Ref: John Shook Lean Transformation Framework
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Lean Transformation Framework
46
Management System
Leadership
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
Operational Improvement
Capability Development
Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,
PDCA, Science, Gemba, Problem-Solving
What basic assumptions or mindsets
under lie this change?
How will we improve the value
creating work?
What leadership behaviour
and management systems are required for
this?
How do we develop people who can change
the work correctly?
Leads to target
condition
www.leanuk.org
Lean Vision & Values
5 Lean Thinking Principles Mutual respect and long-term prosperity (employees,
company, customer, community) Customer first focus Continuous Improvement (Kaizen) Never knowingly pass a defect to the next process Problems are treasures Genchi Gembutsu (go see for yourself)
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True North
What it is A short phrase that expresses the vision (hoshin) It must have emotional impact It must be accompanied by numerical targets
It must come out of our experience (visited customers,
shopfloor, analysed data, SWOT, grasp the situation) It is a contract, not a wish list or marketing It expresses business needs that MUST be met; DRAWS people to action
Purpose
Current Performance
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Having a Line of Sight to the Company Goals
What is the ultimate goal of your work? Understand what makes your job
value creating to the companydoes it relate to the companys goals and key performance indicators (Quality, Safety, Productivity and Cost)?
Responsibilities Purpose Guiding Goals Companys
Goal
Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
Society
Economy
Company Group
Self
Team Goal
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Problems are Fractal
50
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
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Problem Solving Starts with Grasping the Situation
A problem is the gap between the way things are now & the way theyre supposed to be, or you want them to be, in the future
A manager has a problem when the work assigned fails to produce the expected results (Ref: TWI Training Materials)
51
Ideal Situation
Current Situation
Gap = Problem
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Focus on the Work
52
Operational Improvement
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
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Order of Approach & Learning Organisation
#1 #2 #3 #4
Flow
Customer Pull FIFO
FIFO
The Workers
VS Support Staff
Exec
Problem Solving
Highlight Variation
Establish a Standard
(Std Work)
Improvement Actions Problem
Solving Highlight Variation
Establish a
Standard (Std
Work)
Improvement Actions
Problem Solving
Highlight Variation
Establish a Standard
(Std Work)
Improvement
Actions
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Order of Approach - Each w ith it s own standard..
Leadership Team
Line Mgt./ Support Staff
Front Line Staff & Value Adders
* / standard
A P C D
A P C D
%
Per
cen
tag
e
of
Tim
e
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Problem Solving Escalation Ladder
55
Num
ber o
f Pro
blem
s in
%
Day-to-day Problems
80%
A3/ PDCA 19%
1%
Reoccurring performance problems effecting team or department, eg: 20% below target with multiple failure modes
Advanced tools/Teams
Serious incident requiring full time team and immediate action, eg: safety, customer or complex business problem (eg: 3 defects/Mn)
Day to day problems mistakes / incidents RCI (8D)
PDCA
Strategic or reoccurring performance problem impacting the business or multiple functions (requires cross functional team) A3
PDCA
Solution known / Follow the standard 3C
Just-do-it
Level of Complexity (low to high)
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Lean Thinking
Principle of Just Enough Practice of Questioning and Investigating
56
www.leanuk.org
Improve the Work
57
The people who manage the work
learn to improve it Not the Lean Team
Improvement part of the management system
www.leanuk.org
Developing the People
58
Operational Improvement
Capability Development
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
www.leanuk.org
How to Teach?
Target Condition To build capability so people can do & improve (themselves)
59
Levels of ability 1. Knowledge 1. Understanding 2. Capable 3. Do well 4. Can do and improve
Suitable to teaching in a classroom in Off-JT manner
Better taught with actual problems and situations through OJT with mentoring from capable superiors. Skill can not be developed in a classroom alone.
Training Matrix: Training identified Basic awareness of process
Can carry out task supervised
Can carry out task unsupervised
Able to train others in task
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Teaching & Learning
60
Levels of ability 1. Knowledge
2. Understanding 3. Capable 4. Do well 5. Can do and
improve
Skills best learned through experience, from actual problems and situations
Concepts suitable to some degree of classroom teaching
Off-JT OJT
OJD Source: John Shook
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The People Value Stream
AttractSpec
AssessmentSelection
On Boarding
Aptitude
DevelopRoles
TrainingCoaching
O/D
Capable
EngageStandard work
Problem solvingProcess improvement
Identify w/ team
Perform
InspireEmbrace values
Community, familyEnvironment
Identify w/ company
Commitment
Commitment for Mutual Prosperity
Equitable Policies and Practices
Grow from WithinReward Teamwork
Hoshin Kanri(True North)
TeamProblem Solving
DesirableClean and Safe
WorkplaceVisual
CommunicationServant
Leadership
Respect for People and Continuous Process Improvement
InputsPhilosophy
ValuesPrinciples
XPS
OutputsCulture of continuous
improvement of customer value based
on XPS
PurposeLong Term Mutual
Prosperity
Human Resource Systems Management
Daily Process Management
Reinforce
Practice
PDC
A
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Leadership & Management System
62
Management System
Leadership
Operational Improvement
Capability Development
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
www.leanuk.org
Lean Leaders do Two Things
Get each person to take initiative to solve problems and improve his or her job
Ensure that each persons job is aligned to provide value for the customer and prosperity for the company
63 Ref: John Shook Lean Leadership
Get the work done and Develop Your People - at the SAME TIME!
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Design of Work Experience
64
Whats can you see happening here ?
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Different Tools, Similar Purposes
65
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Management Routines (Daily Management & PDCA)
66
Purpose: Helps Communicate, Maintain & Improve Performance
Whats our performance (Winning/ Losing) Do we have any problems (Gap) Where is the problem/ gap
Whats our performance (Winning/ Losing) Do we have any problems (Gap) Whats the breakdown of the problem/ gap What are the direct causes & countermeasures Are they effective
Whats our performance (Winning/ Losing) Do we have any problems (Gap) What containment actions & counter-
measures can we apply
www.leanuk.org
Lean Transformation Framework
67
Management System
Leadership
Lean Thinking and Practice Respect, Challenge, Kaizen, Alignment,
PDCA, Science, Gemba, Problem-Solving
Operational Improvement
Capability Development
Situational Approach Value-driven Purpose:
What problem are we trying to solve?
www.leanuk.org
If some problem occurs in one-piece-flow manufacturing then the whole production line stops.
In this sense it is a very bad system of manufacturing, but
T. Minoura, Toyota
Thinking Production System
68
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If some problem occurs in one-piece-flow manufacturing then the whole production line stops. In this sense it is a very bad system of
manufacturing.
But
When production stops everyone is forced to solve the problem immediately. So team members have to think, and through
thinking team members grow and become better team members and people.
T. Minoura, Toyota
Thinking Production System
69
www.leanuk.org
Learn by Doing
70
The more you learn, the more there is to know!
www.leanuk.org
So what is Lean?
A Better Way of Thinking A System End to End
And a Set of Improvement Tools
Lean is all about improving value and removing waste that impedes its flow.
Lean is an approach to achieving purpose, by developing
capability to solve problems at every level.
www.leanuk.org
Grasping the Situation
72
Exercise
www.leanuk.org 73
Draft Current State VSM
LTF Matrix
Share your understanding of the VS Gaps
150 minutes
Grasping the Situation Value Stream Exercise
Exercise Objective
Instructions Time to Complete
Deliverable
Break up into small groups
Walk the Value Stream with you assigned GE guide
Develop a Current State Value Stream Map or Rich Picture, identifying problems
Complete Lean Transformation Framework Matrix and identify potential gaps with the 5 Dimensions
On a flip chart write up gaps to be discussed
www.leanuk.org
Value Stream Map
74
www.leanuk.org Lean Transformation Reflection
Transformation Questions - Value Stream Level
What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?
What are your next steps?
1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?
2. Process What is the Work, How is the value-creating and all work being defined and continually improved?
3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?
4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?
5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?
www.leanuk.org
Grasping the Situation
76
Debrief
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Grasping the Situation
78
Summary & Lessons Learnt
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The Role of Leadership in Implementing Lean
Design and support processes that provide value to customers - value streams
Develop people to take personal responsibility for solving problems throughout the business
Set alignment around the vision
www.leanuk.org
In other Words: Lean Leaders do Two Things
Get each person to take initiative to solve problems and improve his or her job
Ensure that each persons job is aligned to provide value for the customer and prosperity for the company
Ref: John Shook Lean Leadership
Get the work done and Develop Your People - at the SAME TIME!
Lean Enterprise Academy
www.leanuk.org
Three Keys to Lean Leadership
Ask questions and Grasp the Situation To understand potential obstacles hindering the team being successful
Show Respect and challenge Respect your people
Go See Management must spend time on the front lines
www.leanuk.org
Current State
P
D C
A
P
D C
A
P
D C
A
GtS
Tools
NEXT FUTURE STATE
Future-State Vision
Tools
Tools
GtS
GtS
Lean Leadership
Design & support processes that provide value to customers - value streams
Develop people to take personal responsibility for solving problems
Set alignment around the vision
www.leanuk.org
Improving the work is the work Make problems visible Help all employees solve their problems and be successful Identify potential gaps in creating lasting Lean Transformation Develop improvement capability Leaders confirm that standards are being maintained & respected
Go See > Grasp the Situation > Maintain Standards > Kaizen
Respect People > Challenge
Final Thoughts
83
Darren Walsh 2016
www.leanuk.org
Thank You
Any Questions
84
www.leanuk.org Lean Transformation Reflection
Transformation Questions Value Stream
What is your current situation? What is an ideal lean condition? What is your specific target condition to achieve in the next year?
What are your next steps?
1. Purpose - What is the purpose, what value is being provided and what problem are they trying to solve?
2. Process What is the Work, How is the value-creating and all work being defined and continually improved?
3. Capability- What Capabilities are required, how are necessary capabilities defined and being developed?
4. Management System & leader behaviors How are the management system/ routines and leader behaviors being established to support desired ways of working?
5. Basic Thinking, Underlying Assumptions - What basic assumptions or mindset exists? How do they need to change?
Grasping the Situation Using the Lean Transformation FrameworkWelcome Slide Number 3HousekeepingAgenda - Grasping the Situation Learning ObjectivesIntroductions & ExpectationsManaging ExpectationsSlide Number 9Overview of GE Rugby Products & Lean JourneyLean Transformation FrameworkSo what is Lean?The T-ProcessValue-Add vs. Non-Value-AddFundamental premise of TPS/Lean is still the sameIts all about Flow!Attack Tim Wood!The T- ProcessWhat have we learnt?Rules of Toyotas DNASo what is Lean?What else did you see ?Lean Questions Lean Transformation Common Approaches to LeanCommon PitfallsSlide Number 27 Lean means aligning: People & Process aligned by leaders to achieve purposeLean Transformation Framework Lean Transformation FrameworkLean Transformation FrameworkSlide Number 33Slide Number 34Explore the 5 DimensionsCase Study - TurnaroundSlide Number 39 The Worst Factory in the WorldSlide Number 41Slide Number 42Slide Number 43TransformationLean TransformationLean Transformation FrameworkLean Vision & ValuesTrue NorthHaving a Line of Sight to the Company GoalsProblems are FractalProblem Solving Starts withGrasping the SituationFocus on the WorkOrder of Approach & Learning OrganisationOrder of Approach - Each with its own standard..Problem Solving Escalation LadderLean ThinkingImprove the WorkDeveloping the PeopleHow to Teach?Teaching & LearningThe People Value StreamLeadership & Management SystemLean Leaders do Two ThingsSlide Number 64Different Tools, Similar PurposesManagement Routines (Daily Management & PDCA)Lean Transformation FrameworkThinking Production SystemThinking Production SystemLearn by DoingSo what is Lean?Grasping the Situation Slide Number 73Value Stream MapSlide Number 75Grasping the Situation Grasping the Situation The Role of Leadership in Implementing LeanIn other Words:Lean Leaders do Two ThingsThree Keys to Lean LeadershipLean LeadershipFinal ThoughtsThank YouSlide Number 86