Jason Diehl & Troy Ochoa, Black & Veatch Lean Journey- An Insider's Vie… · • Create...
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The Lean Journey – An Insider’s ViewJason Diehl & Troy Ochoa, Black & VeatchOctober 5, 2016
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WHO WE ARE AND WHAT WE DO
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Black & Veatch is a global leader in engineering, procurement and construction (EPC) services.
• Headquarters : Overland Park, Kansas
• Founded : Kansas City, Missouri (1915)
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HOW IT ALL BEGAN
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…AS LONG AS I’M THE ONE WHO CAME UP
WITH THE IDEA.
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INTRODUCTION TO LEAN
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COMPETITION AND LEARNING
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• Some-ONE always has to win and Some-ONE always has to lose.
• Even on a team, individualism is perpetuated in the forms of “Weakest Link” and “Team Leader.”
• Most competitors consider themselves leaders, and most leaders associated learning with weakness.
• All answers and solutions must come from a single source: the Leader.
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IN YOUR FACE MOMENT #1
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…IN WHICH JASON SHOWS TROY HE KNOWS
HOW TO MANAGE EFFECTIVELY AND
DOESN’T NEED TO LEARN ANY NEW TRICKS.
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MY A-TEAM AT WORK
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UH, OH MOMENT #1
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…DURING WHICH TIME TROY CONTEMPLATES
HOW TO BREAK THROUGH JASON’S EGO AND TEACH
LEAN PRINCIPLES.
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OBSERVING THROUGH THE LEAN LENS
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AH-HA MOMENT #1
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…IN WHICH JASON REALIZES THERE MIGHT BE SOMETHING TO THIS LEAN CRAP AFTER ALL.
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BECOMING LEAN
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UH, OH MOMENT #2
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…IN WHICH TROY HAS TO TELL JASON HE’S REALLY
NOT AN EXPERT. THAT YOU DON’T DO LEAN, YOU
BECOME LEAN, AND WORSE YET: YOU’RE
NEVER REALLY FINISHED WITH BECOMING LEAN.
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COMPLIANCE MODE
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• LEAN AS A PHILOSOPHY IS REPLACED BY LEAN AS A REQUIREMENT
• LEAN TOOLS ARE VIEWED AS AUDITING FORMS
• SPIRIT OF CONTINUOUS IMPROVEMENT IS LOST
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RESISTANCE AND SUSTAINABILITY
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LEAN CHAMPION / LEADER TRAINING
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LEAN CHAMPION LEAN LEADER
• Promote LEAN mindset throughout organization
• Apply LEAN principles in daily business practices
• Serve as a visible role model and resource for LEAN
• Facilitate LEAN process improvements• Provide on-going feedback on adoption
and ideas to accelerate change• Cascade LEAN Orientation in areas of
influence• Sustain LEAN momentum within your
work environment
• Create environment of continuous improvement and collaboration
• Translate vision and goals to focused objectives
• Create coaching routine that advocates questioning, one-on-one coaching, leading
• Create demand for the LEAN Champion• Recognize team members for LEAN
behaviors• Go to workplace to ensure professionals
are being heard• Lead your LEAN culture
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FINAL THOUGHTS
THANK YOU