Lean Leadership Principles - swinchamber.com
Transcript of Lean Leadership Principles - swinchamber.com
Lean Leadership Principles
© 2017 The Murli Group, LLC. All rights reserved
Presentation Outline
2
The Non‐Transformative State of Lean Lean Leadership- Roles and Responsibilities- Ecosystem- Behaviors
An Approach and a Challenge
© 2017 The Murli Group, LLC. All rights reserved
NON-TRANSFORMATIVE
3
© 2017 The Murli Group, LLC. All rights reserved 4
Unnamed Gembac1994
© 2017 The Murli Group, LLC. All rights reserved 5
A simplified, silhouette version of Rudolph Zallinger's March of Progress. Source unknown.
Fire. Explosions.
BAD!?
© 2017 The Murli Group, LLC. All rights reserved 6
Mount Sinai, MA
1998
© 2017 The Murli Group, LLC. All rights reserved
Drive Sustainable Results:
Easier, Better, Faster, Cheaper
Develop Capabilities: Continuous Improvement
by/at All Levels
…Definitely still NOT Transformative!
7
© 2017 The Murli Group, LLC. All rights reserved 8
A simplified, silhouette version of Rudolph Zallinger's March of Progress. Source unknown.
I’m never going to get a loin cloth!
© 2017 The Murli Group, LLC. All rights reserved 9
= Everybody, every day, every where engaged and meaningfully moving the organization closer to True North
© 2017 The Murli Group, LLC. All rights reserved
LEAN LEADER’S ROLE
10
© 2017 The Murli Group, LLC. All rights reserved
Leader’s Responsibility
11
Develop self Develop others Support daily kaizen Create vision and align goals
Gemba
© 2017 The Murli Group, LLC. All rights reserved
Required Organizational
Capability
Example Kaizen Type
Ecosystem
VoluntaryOrganized
Kaizen Events
Quality Circles
Sugges‐tions
(R)evolutionary Drivers (of Transformation)
Project Lean
12
© 2017 The Murli Group, LLC. All rights reserved 13
Senior Leaders Associates
Source: United Feature Syndicate, Inc.
Leaders
The Reality
© 2017 The Murli Group, LLC. All rights reserved
Process
Res
ults
Bad
Good
Good
#1 Leader Mindset
?Expected
Expected (MBM)
14
© 2017 The Murli Group, LLC. All rights reserved
ECOSYSTEM
15
© 2017 The Murli Group, LLC. All rights reserved
A Holistic Model
Lean Management
System
True North
Standard Work
Visual Management
People System
Leader Standard Work & Behaviors
AccountabilitySystems
16
© 2017 The Murli Group, LLC. All rights reserved
There is No Kaizen without Wasabi Wah
Image from http://www.vegkitchen.com
Image from http://www.parenting.com
WSBH
WAH
Know Don’t Know
Principle: Clear Standards
17
© 2017 The Murli Group, LLC. All rights reserved
Two Related Cycles
18
Act Stand‐ardize
DoCheck
Act Plan
DoCheck
How’s the Health of YourCurrent Operations?
What’s the NextFocus for Improvement?
Adherence Sufficiency
© 2017 The Murli Group, LLC. All rights reserved
In Fact, There’s Nothing* without Wasabi Wah
*Principle: Problems Are Treasures19
© 2017 The Murli Group, LLC. All rights reserved
It Applies to Organizational Purpose
True North
Target Condition
Current Condition
(Wasabi)
(Wah)
(Wasabi, but not what could really do now)
20
© 2017 The Murli Group, LLC. All rights reserved
And Mindsets
Wasabi
Wah
21
© 2017 The Murli Group, LLC. All rights reserved
Process BFIFO
Max: 5Process
A
And Operations
Date:
Required Quantity:
Takt Time:
Staffing Level:
Plan Actual Plan Actual Sign-off6:00 6:10
6:10 7:10 60 52 60 52 LML
7:10 8:10 60 60 120 112 LML
8:10 9:10 60 60 180 172 LML
9:10 9:20
9:20 10:20 60 47 240 219 LML
10:20 11:20 60 60 300 279 LML
11:20 11:50 JPT
11:50 12:50 60 60 360 339 LML
12:50 13:00
13:00 14:00 60 60 420 399 LML
14:00 14:25 25 25 445 424 LML
14:25 14:30 JPT
21 21 445 445 JPT
Moved to after O.T.
Line was not left wet from prior shift (no SWIP)
Shift:
Line/Cell:
Team Lead: Loucka
Day
Hourly Cumulative
445 units
Plan versus Actual
Lunch
Oxysensor Assembly 10-Nov
7 operators
60"
Team Huddle
Break
Time
O.T. (as req'd )
Problem(s)/Cause(s)
Housing thread defects
Clean-up
Break
WasabiMax: 5
Process A 1 2 3 4 5 6
Process B
Wah
22
© 2017 The Murli Group, LLC. All rights reserved
And Understanding Performance
Wasabi
Wah
23
© 2017 The Murli Group, LLC. All rights reserved
And Governance
24
Lean Steering Committee- Value stream improvement plans
- Kaizen event pre‐planning, execution, follow‐through
Strategy Deployment Checkpoints Etc.
© 2017 The Murli Group, LLC. All rights reserved
…AND EVEN COMPETENCIES AND BEHAVIORS
25
Which Helps Us with the “So What?” When We See Gaps Between Wasabi
and Wah.
© 2017 The Murli Group, LLC. All rights reserved
Lean Competencies
Managerial Planning & Organizing Coaching/Team
Leadership Problem Solving Continuous
Improvement Process Management Operational Decision
Making
Everyone (Core) Quality First Orientation Customer Service
Orientation Teamwork/Cooperation Initiative Maintaining Work
Standards Integrity, Trust and
Respect Effective Communication
Leadership Visionary Leadership Long Range Planning Strategic Decision
Making Influencing Business Perspective Building Business
Partnership
coachcoach
coachcoach
coachcoach
26
© 2017 The Murli Group, LLC. All rights reserved
Developing Problem Solving Capability
LLB Basic Intermediate Advanced
Initiating Action
Demonstrates recognition of abnormal conditions as problems
Accurately identifies abnormal conditions and takes action to assign resources for investigation
Creates an environment of problem solving through encouragement of identification of problems
Coaching Actively listens to others to gain mutual understanding of a problem/situation
Reinforces use ofproblem solving rigor to effectively resolve problems
Mentors other’s efforts in problem solving through use of open questioning methodology
Influencing
Involves managers as appropriate to help solveproblems
Demonstrates willingness to cross organization boundaries to resolve problems
Models willingness to actively lead problem solving efforts horizontally and vertically throughout the Company
27
© 2017 The Murli Group, LLC. All rights reserved
Continuous Improvement Orientation
LLB Basic Intermediate Advanced
Reinforcing Stability
Demonstrates knowledge of and willingness to follow LSW
Drives adherence to standard work at all levels of the organization
Uses process performance outcomes to identify abnormalities in process adherence and opportunities to improve SW sufficiency
Initiating Kaizen
Identifies and leads improvements to processes
Identifies and deploys resources to support continuous improvement initiatives
Utilizes a broad knowledge of the entire organization to identify areas for kaizen
Organization Alignment
Assures that all direct reports are informed and kept up to date on progress toward accomplishing KPI goals
Defines a sequence of programs, projects and process improvements that will be needed to improve process performance
Gains support from peers, direct reports, and stakeholders to support a course of action required to implement kaizen
28
© 2017 The Murli Group, LLC. All rights reserved
Leader Evolution
Leader as CoachLeader as CoachLeader as FixerLeader as Fixer
Principle
29
© 2017 The Murli Group, LLC. All rights reserved
Coaching Coaches to Coach
30
Leader
“Coach”
Leader’s Leader
Leader
“Coach”
Leader’s Leader
1st
2nd
© 2017 The Murli Group, LLC. All rights reserved
AN APPROACH AND A CHALLENGE
31
© 2017 The Murli Group, LLC. All rights reserved
Ecosystem Cake
Lean Management
System
True North
Standard Work
Visual Management
People System
Leader Standard Work & Behaviors
AccountabilitySystems
Purpose and Alignment
Value Stream Analysis
Stability & Flow/Pull
Standard Work
Visual Mgmt and Leader Standard Work
Competencies
Lean Leadership Behaviors
32
© 2017 The Murli Group, LLC. All rights reserved
Transformation Framework
33
© 2017 The Murli Group, LLC. All rights reserved 34
A simplified, silhouette version of Rudolph Zallinger's March of Progress. Source unknown.
WHERE ARE YOU?
© 2017 The Murli Group, LLC. All rights reserved 35
Why, Where, and How Will You Move Forward?
(Photo by Jim Rogash/Getty Images)
Are You Humble and Resilient Enough?
© 2017 The Murli Group, LLC. All rights reserved
Bottom Line: Attitude Is Critical
“If you think you can or you think you can’t, chances are you’re right.”
‐ Henry Ford36
© 2017 The Murli Group, LLC. All rights reserved
Contact Information
Mark HamelPartner & COO
14 Pearl St, Mystic, CT 06355
37