Transforming Emotion@Lean
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Transcript of Transforming Emotion@Lean
TE@L:TransformingEmotion@Lean
1 Essence-Leadership©, 2016
« The companies that succeed are at the intersection of the Science and Arts »,
Steve Jobs
TRANSFORM
OnlyatinyportionofLeanTransformationsorperformanceContinuousImprovementapproachesdoengageandkeeptheirpromisesinthelongterm,becausetheydon’tembody.
LeanisLeadershipexpressingfromeachindividualandteam,findingthewayoffulfillmentthroughflowwith:
«Lean=internalandexternalleadership»principles.
Toyota is only one example, inspiring in its success, in a specific sector and culture; succeeding in your Transformation means to find your own unique way!
2
TransformingEmotion@Lean:
Leanisn’tToyota,itconsistsinphysicalandphysiologicalprinciples,toliveandexperienceinternallyandexternally.
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TRANSFORM
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TransformingEmotion@Lean:16VideosforasuccessfulengagingTransformation
Leanis Leadership
LeanHistory
Why Lean
1 2
3 4 5 6
ProblemSolving
9 10 11 12 13 14
15 16EvolutionPrinciples
LeanUniqueness
LeanEngine
7 8Lean
RolloutEmbodying
LeanLean
CultureManagement
Rituals
5SRespect
StandardsMastery
QualityPride
Flowof Flow
EmotionalValue
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TransformingEmotion@Lean:1-LeanisLeadership,andLeadershipisLean
InspiringOrganisation
Head
HeartManagement
Operations
Steering
Hands
Lean shall answer to an emotional momentum in order to engage the full organisation energy.
Mission
Value Added
Uniqueness
Vision
Values
Vibration
Consistency= Flow
&
Inspirational Leadership
OptimalWays & Means
OptimalResources
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« Our ability to manage ourselves and handle relationships -our emotional intelligence- matters twice as much as IQ », Daniel Goleman
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TransformingEmotion@Lean:2-FindtheWhyofyourLeanapproach
TurnoverMargin
Market position
Cultural ExcellenceConsistency & PurposeEngagement at all levels
Corporate IdentityEmployer Brand
Contribution Dynamic
Delay / Just in TimeQuality
Optimal costs
Markets/Products/Services EvolutionMergers/Acquisitions/Restructurations
Production processes EvolutionInformation Systems Evolution
ReorganisationLearning organisation development
Quality upgradingMarket repositioning
Emotion@Lean Transformation Program
Flow management
Management & Leadership
StylesPerformance
Steering
Organisation, roles & tasks Prioritisation
& Decision
Cultural Dimension
« How great leaders inspire action »- start with
why », Simon Sinek
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REL
IA-
BILI
TYSA
FETY
H
EALT
H
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TransformingEmotion@Lean:3-AshortHistoryofLean
OrganisationManagement
WorldClassManufacturing
A management system based on Quality and
Flow
A management system covering all
organisation functions
Professionalmaintenance
FLO
WM
GT
SYST
EMS
ToyotaProductionSystem
Ford
LeanManufacturing
Vauban Castles
Venetian Empire
QU
ALIT
Y
Statistics SixSigma
A projects approach focused on Quality
and Flow
Roman maritime empire
LeanSixSigma
LeanManagement
WorldClassManage-mentSafety
Ergonomics…
Others(innovation,hr,
finance…)
OTH
ER
FUN
CTI
ON
S
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TransformingEmotion@Lean:4-InsidetheLeanEngine
Leanisinit’sessencethelastactionprinciplediscoveredbyMaupertuisin1744:«Whensomechangehappensinnature,theamountofactionusedinthischangeisalwaysthesmallestpossible.»
« The vision for Lean, I believe, should be achieving operational excellence based on a clearly defined value system and a way of
engaging people in Continuous Improvement », Jeffrey Liker
Lean is built simultaneously vertically and
horizontally in order to ensure its
effectiveness and sustainability
LeanSixSigma
LeanManagement
WorldClassManage-ment
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OrganisationManagement
rollout
Processesrollout
External customers
needs
External customers satisfaction
Business unit 1 Business unit 2 Business unit 3
Internal Customer
TransformingEmotion@Lean:5-TheLeantransformationismostlyCultural
1980-1990KNOW Tools
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2%SUCCEED
24%<expectations
74%with0gains
Jeffrey Liker, Mike Rother : Why Lean
Program Fail ? 2007
26% OF LEAN TRANSFORMATIONS MAINTAIN > 3 YEARS
20% OF JAPANESE CORPORATIONS HAVE SUCCESSFULLY ROLLED OUT
LEAN - TPS
Gartner Study : Why Projects Fail June 2012
25% OF BUSINESS PROGRAMS SUCCEED
25%OK
75%failures
2000KNOW HOW Experience & Systems
2010KNOW HOW
TO BE Culture
2015+KNOW
HOW TO BECOME
Uniqueness
Discovering a culture rich of values, Nathan Algren in
The Last SamuraiAll rights reserved www.Essence-Leadership.com©
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TransformingEmotion@Lean:6-TheLeanRolloutisaSystemicapproach
2- Broadcast an Inspirational Leadership:• Training of the collective dynamic• Coaching starting from key people• Individual and Collective strengthening
simultaneously by complementarity approach.
Head
Heart
Hands
Management
Operations
Steering
3- Actions Training on the shoproll out with growing internal autonomy:• From training to instantaneous ownership• Engineering and council starting from shop floor
in a coaching attitude for a viral dimension.
1- Define strategy, vision and its flow down at each level:• Engineering of rollout approach• Council and coaching for consister evolution
of the Management System.
« The whole is greater than the sum of its parts », Aristotle
Engineering Council Training Coaching
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TransformingEmotion@Lean:7-EvolvefromLeanManagementtoEmbodyEmotion@Lean
Quality FlowTE@L
Gestion de soi
Social Awareness
Relationship Management Know How
AnalyticalIntraPersonal
Value Flow down
Management RitualsProblem Solving
5SStandards
InterPersonal
KnowledgeSelfAwareness
SelfManagement
Emotional Intelligence model from Daniel Goleman
1/32/3
Why How What
« Be the change you want to see in the World », Mohandas Gandhi
LossesCosts
Mgt RitualsProblem Solving 5S Standards
95%
85%
HumanCapital
Mainte-nance
Safety…
Building a consistent Management System:
PILL
ARS
FOU
ND
ATIO
NS
99%
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TransformingEmotion@Lean:8-EngagementthroughtheManagementRituals
Steering a team is like steering a
plane, starting by
yourself
Balance betweenChallenge and Support.
The Management rituals target to experience a collective adventure -not ‘taming’, but really tying deepening team links for higher achievement:
« What does make your, at the end of the cycle -hour, day, week-, individually and as a team, are satisfied of yourself? »
Confidence
DedicationFollowing indicators:• Hourly measure• Gives indication on status• Going upper in the
management for follow-up and decision.
Risks:• Reporting, ‘policing’, wear• False indicators.
Progressively building a real and deep relationship
quality & confidence.What are the indicators concerning yourself ?
How was your day in terms of internal states, main leverages for external
efficiency?
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TransformingEmotion@Lean:9-OvertakingthroughProblemSolving
Solving a problem means
to become imbued with a
riddle
UnderstandingHead Heart Hands.
How are you dealing with a challenge? Through
thinking, or by internal sensing through the body, or by letting time to sensation
and intuition to get out?
Patience
Problem solving:• Understanding the root
causes• Learning and Improving:
Base Plan Do Check Act.
Risks:• Enforcing the expert
solution• Lasting over time.
Labor Sciences:
It’s the gap between expected and reality that is to reduce.
Plan Do Study Act (replacing control by study and
understanding).
Identifyingthe problem
Understandingthe problem
Looking forroot causes
Counter Measures
A3
The problem solving approach always targets to improve the way to grasp reality: « The method is the work of an intelligent being who experiences
strategies to address uncertainties. The method is the one which is used to learn, it is also the learning », Edgar Morin
Reality Expected
Certainty
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Applying 5S, means living the art of void
A lifestyle for a daily‘hygiene’ Wellness
Only keep what is essential. Detach from the
superfluous without being extremist. To empty
oneself, in order to find balance.
Safety
Détermination5S:• Sorting, Setting, Shining,
Standardising, Sustaining• A neat, clean and efficient
area.
Risks:• Rigidity, Requirement• Deshumanisation.
5S continuous dynamics : moving from daily 5S to
continuous improvement.
Highlighting gaps in order for the shared work area to
be a basis of safety and usability.
TransformingEmotion@Lean:10-Respectwith5S
5S, is partly the job G. Clooney in the movie Up In the Air : in his way of life, giving lectures to free from weights. With two stereotypes away from
Lean: do not -like him- flee relations, and do not make -as himself- layoffs.
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Being a martial art master for
oneself
Being on the way to continuous improvement.
Our standards are our internal best practices in
terms of centering, management, emotions and
thoughts.
Evolution
Standards :• Best way to perform an
activity• Focus on key elements• Majority visual
Risks:• Procedural, enclosing• Static, binding.
A living and not static standard, tool for learning and collective sharing, the
core business.
It highlights the indicators and key points in order to
grow as a team.
TransformingEmotion@Lean:11-MasteryisbuiltfromStandards
Mastery is achieved by repetition in order to discover extra millimeters, until it becomes a
norm, an ‘autopilot’ mode. Like Tom Cruise in his practice of sword, in The Last Samurai.
Perseverance
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Loving the well done
work, like a work of art
« Do what you love »,Steve Jobs.
« The beautiful gesture » in luxury sector; This consists in doing ones job carefully, with the heart, the best we can. At each moment, the
operational Quality.
Quality:• Many operational quality• Stopping quality at error• Helping to error reduction.
Risks:• ISO auditor attitude• Control, normative.
True pride is the opposite to be pretentious, it is the
satisfaction feeling to have performed the best ones
work, And to have honored ones talents and qualities…
… And to grow together.
TransformingEmotion@Lean:12-PrideisatheoriginofQuality
Desiree Quality Expected Quality
Delivered Quality Perceived Quality
Company Customer
Wholeness
Self esteem
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Living inside the flow, beyond
space and time
Internal Emotional Flow
« The most striking feature of the ‘individual flow’
internal state is the fact to be auto-telic, it is its own
end in itself, » Mihaly Csiksenmihaly
Alignment Going to Flow :• From Push to Pull• Almost an infinite set of
tools: VSM, Kanban, SMED…
Risks :• Time pression• Time obsession
According to a Mc Kinsey study over 5,000 + CEO,
the flow state is experienced in 10% of time,
this one leading to productivity x5: doubling the
time of flow state leads to double global productivity!
TransformingEmotion@Lean:13-ThepsychologicalFlowStateasProcessFlownaturalstate
In order to experience true Lean Flow, let’s come back to internal state in which Lean founders were at the design of Lean. It concernes tools to perceive space and time, from a
state outside space and time, real source of efficiency
Relationship Flow Process Flow
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Presence
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TransformingEmotion@Lean:14-TheFocusonValueisanEmotionalTransformation
ExcessUnreasonable
Diving and drowning into ones
emotions
ValueMuri Mura Muda
VariabilityUnevenness Oscillating
between extreme emotions
EquanimityLive our values =
be balanced between emotions
Strategic Flow down = alignment and optimisation on
Values and Costs
7+1 Muda: The 8th and most important Muda is talents unused, these are people outside of their values!
Value Stream Mapping to flow downbeyond space and time…
Quality HR
Finance
Operational Efficiency
StockCycle timeWaiting timeLead time
Time
Cost ShiftsWorkers
LossesWastes
Denying ones emotions and
losing ones values
Time
Costs
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…
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TransformingEmotion@Lean:15-TheEvolutionprinciplesinbreakthroughandcontinuity•Whatwedorememberofourpastprofessionalsuccessesistocontributetoevolution(newproducts,services,achievingexceptionalresults,overtakingchallenges,growingotherteams…)• Evolveisademandingdisciplinemixingbreakthroughandcontinuousapproachinordertoperformajumpofevolutionthestabilizing:
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Step
Step
Daily Challenge
Daily Challenge
Daily Challenge
Punctual Action
Punctual Action
ContinuousImprovement
ContinuousImprovement
Time
Maturity and Complexity
ContinuousImprovement
• Leanisbasedontheuniversalprinciplethateachindividualfullylivesonesownphysiologicalvaluestofulfillonesmission.• IfyouwanttofailLean,applyLeantools;Oppositely,getinspiredfromLeanandfindyouownanduniquewaytoLean.
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TransformingEmotion@Lean:16-HumanisattheHeartoftheEmotion@LeanUniqueness
Top DownIndividual
BenevolenceCollective
Challenge
Encouragement
FlowEquanimity
Push
•TheLeansuccessis75%internal.• Leanisonlyhumandevelopment,andonlyworkswhenindividualsandteamsareinoptimal-alignment-flowstate.
« Comparison is ignorance; and imitation is suicide », Ralph Waldo Emerson
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INSPIRE
ENGAGETRANSFORM
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TransformingEmotion@Lean:ForagreaterSuccess&Contribution