Servant Lean LLC Center for Distinctive Competencies.

Servant Lean LLC

Center for Distinctive Competencies

Vision

Institute a consistent approach of executing value creation founded in staff competencies, enlightened leadership, and human spirit.


Purpose

Believe in and develop the value of each staff memberUnleash enlightened leadership in each staff memberDevelop staff competencies in:

Value creationCritical thinkingSystem thinkingLeading transformation

Align the cause of the staff to the purpose of the organization



Strategic IntentA structured business management approach to execution of improvement

which creates a culture of critical thinking and excellence. Excellence which becomes a distinctive competency sustained within the capabilities

of the staff community; thereby a competitive advantage


Guiding Principles

LEADING BY EXAMPLE

TEACH AND ENGAGES WORKGROUPS

RESPECT FOR PEOPLE PROCESSFOCUSED

SUPPORT AND RECOGNITION

EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT

COMMITMENT TO STANDARDS

PLAN – DO – CHECK - ACT

DRIVE CHANGE & CONTINUOUS IMPROVEMENT


Guiding Principles

LEADING BY EXAMPLE


RESPECT FOR PEOPLE PROCESS FOCUSED




PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT


- Encourage people to challenge and be creative in their efforts to improve the process.

- Keep in touch with your people through systematic habitual shop-floor visits, regular communication, follow up and confirmation of the process.

- Communicate the vision and guide the people through your own actions and understanding

- Develop an environment to ensure “operators” are seen as the focus for support activities.

- Involvement in social activities with team members.

- Coach and guide your people by involvement in their process and problems

- Become involved in teaching during workshops and training.


LEADING BY EXAMPLE







- Treat others as you would expect them to treat you.

- Create an environment of mutual trust and respect.

- Practice welcoming problems as opportunities not a vehicle to allocate blame

- Understand issues from another’s point of view.

- Recognize and demonstrate the value of people to the Company.

RESPECT FOR PEOPLE

- Recognize and support the need for people to learn and develop.

- Aim for win win conclusion in situations.


LEADING BY EXAMPLE


PROCESS FOCUSED





PROCESS FOCUSED

- Attack processes, not people.

- Do not blame, ensure a deep understanding of the problem.

- If a mistake or problem has happened the process has allowed it.

- Lead effective route cause analysis and countermeasure.

- Coach your people to look for opportunities to improve the process

- Apply a questioning approach – why, why, why!.

- Learn and understand why mistakes happen.

- “Go & See” – grasp the facts.


LEADING BY EXAMPLE








- Direct all support, yourself and others, towards the point where value is added.

- Training is a key part of supporting people to do their job.

- Be available for your people.

- Find new ways of rewarding excellent work.

- Encourage the use of a clear escalation process (HELP ME!) to inspire confidence to learn and achieve.

- Look for weakness and support individual and team development.- Recognise and reward employees for their contributions to your

success and the success of the team


LEADING BY EXAMPLE







- Communicate and listen to the point of understanding.

- Review and monitor progress constantly, make information visual and easy to interpret by anyone.

- Guide and lead your people to understand their worth and their ideas to meet objectives.

- Understand the complete process of Policy Deployment.


- Implement & communicate clear definite standards

- Establish regular reviews and confirmation of action plans.


LEADING BY EXAMPLE








- Develop clear, user friendly, visual controls at all levels to help monitor and improve standards.

- Always react to off standard situations with immediate investigation and countermeasure.

- Comment on and guide others when a standard is overlooked or neglected.

- Understand what the standard and normal condition is.

- Maintain personal discipline, direct and coach others to keep within standards, and procedures.

- If no standard exists – develop one.


LEADING BY EXAMPLE







PLAN – DO – CHECK - ACT- Promote planning and preparation for activity and tasks.

- Promote visualization of information and processes.

- Use standardized Work to embed the improved processes.

- Always relate and confirm activities to the achievement of a clearly defined vision and strategy.

- Guide others to understanding and working towards a clearly defined vision.

- Establish structured confirmation and follow up routines to review progress and adherence.


13

LEADING BY EXAMPLE







INFLUNENCE CHANGE & CONTINUOUS IMPROVEMENT- Understand and know what changes are required.

- Be part of the change, demonstrate positive change actions yourself (do something different from before).

- Review own work for its value and outcomes towards the vision.

- Take advice, training and guidance to help you lead the change.

- Inspire respect by admitting mistakes on the path of change.

- Stimulate others and inspire actions towards the future state.

- Work one step at a time, check, confirm and then move on.

- Identify own inhibitors, be honest and communicate to help evolve methods to overcome lack of knowledge and confidence.

- Change is the only constant – challenge have courage and be creative in your efforts - Continually challenge the current way


LEADING BY EXAMPLE







LEAD BY EXAMPLE

- Listen to people – seek first to understand before making yourself understood.

- Walk the Talk!

- Demonstrate customer 1st relationships and principles

- Be prepared to practically demonstrate what you expect others to do

- Practice “Go & See”

- Ensure your actions and words reflect your values and the journey of the organization

- Spend time on the process of change

- Look for ways to inspire your people towards the vision.

- Promote the use of PDCA to control and confirm activities.


The “Center” is an applications-oriented competency development process that is designed specifically for healthcare professionals. This series is designed for change agents and influencers responsible for implementing the healthcare excellence transformation strategy.

The series is intellectually rigorous while tailored to the audience to be appropriate for all team members within their value streams. Its purpose is to create greater individual value through critical thinking, leadership of change, strategy deployment, organizational effectiveness, and lean leadership through a mix of conceptual knowledge and practical skills.

• Executives, department heads, Administrative and support staff, …anyone who is an influencer and change agent.

• Participants should be primarily interested in utilizing operations improvement for increasing quality, efficiency, satisfaction, throughput, and ultimately the mission


• Create awareness of excellence enablers • Develop change leadership competencies• Develop critical thinking competencies• Develop organizational effectiveness competencies• Develop strategy deployment and execution competencies• Develop lean leadership competencies • Develop facilitation and coaching expertise• Consistency in competency building• Consistency in training of tools and methods • Creating greater value in staff members• Evolve a more effective and efficient solution delivery and support models

Objectives


18

Flow

Supplier

input output

VOC

Enablers

Leading ChangeCritical Thinking

Organizational EffectivenessLean Leadership

Strategy Deployment

Processes


The program is framed around the fundamental questions:

What is Excellence and why should my organization move toward it?

1. Operational characteristics of organizational effectiveness (clarity of vision, mission, and strategy deployment and execution)2. Management and workforce characteristics of highly enlightened leadership (problem solving, continuous improvement, focus on the patient)3. Management of process variation (predictable and repeatable processes)


Programs

– Leading Change– Critical Thinking– Organizational Effectiveness– Strategy Deployment and Execution– Lean Leadership


Leading Transformation

– Change Management During Implementation– Change Culture in Today’s World– Lean leadership issues– Why Implementations Succeed or Fail– The Emotional Cycle of Change– Success factors for change– Humility and Will


Critical Thinking

– A3 process– 5 Whys– PDSA– S.I.P.O.C.– Variation– Cause and Effect Diagram– Root Cause Analysis/8 Step Process– FMEA– Counter Measure process

• Individuals must be mentored through several problem solving events then successfully facilitate three events


Organizational Effectiveness

– Team Building– Servant Leadership– Organizational Effectiveness Pyramid– Human Resources Pyramid– Sustainability Pyramid– R.A.C.I Matrix– Metrics– Facilitator training– Meeting Effectiveness– Management Control and Reporting System (MCRS)– Project Management

• Individuals must be mentored through several organizational effectiveness events then successfully facilitate three events


Strategy Deployment and Execution Process

– Alignment to Strategy– Situation Analysis/Deep Dive– Strategy Alignment– Strategy Focus– Execution and Mater Schedule– Feedback and CI process


Lean Leadership

– Lean Enterprise System Infrastructure– Lean Overview – Leading Change– A3 Thinking– Workplace Organization– Standardized Work– Problem Solving– Lean Daily Management System– Strategy Deployment– Value Stream Analysis– Rapid Turnaround

• Individuals must be mentored through VSA/RIE events then successfully facilitate three events


Contact:

Darrell Casey, PhD, CSMA, CLMM, FGAMServant Lean LLC5269 Secretariat Dr.Morrow, OH [email protected]

mailto:[email protected]

Servant Lean LLC Center for Distinctive Competencies.

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