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A Lean Model with Culture Change

This "House of Lean" model borrows from a variety of Lean and change management texts. Links included in the Prezi.
by

Brian Suyat

on 1 December 2015

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Transcript of A Lean Model with Culture Change

Standardize, Stabilize
People
Leader = Student
. Go & See & Talk
. Simple Problem Solving
. Check on Systems
Leader = Teacher
. Visual Management
. Objectives from Strategy
. Recognition
Adjust
Process
Value-Stream
. Value-Added
. Non-Value-Added
Value-Added = Operations that close the gap between our product and our customer.

Necessary Non-Value-Added = Gate that must be passed and cannot be removed.

Waste = All other.
Evaluate impact of change on whole Value-Stream
Movement of Materials
Movement of Information
Efficiency = Doing Things Right
Effectiveness = Doing Right Things
Customer Value
Lean, Learning Organization
Doverey, no proverey.
Trust but verify.
From
-----------------
No standards

Managers work in offices with data and reports
The cause of the problem is the people, ask "Who?"
A Lean Model with Culture Change
Total Cost avoids the "Whack-A-Mole" game.
80% Whirlwind
20% Continuous Improvement
Build Capability
Clear Expectations
Feedback
Monitor Behaviors
Leadership
Accountability
Starting with the "House of Lean" concept, this presentation lists some of the key People and Process management systems useful to an organization.
Sketches are made on an iPad with Paper 53.

Notes are added in Prezi.

Citations of other sources are included.

Links to other "Book Reports" are included where available.
The 4 Disciplines of Execution
To
----------------
Simple Visual Standards for all to see
Managers "Go & See & Talk" with data and facts.
The cause of the problem is the process, ask "Why?"
Make Continuous Improvement permanent through structured Change Management. "Go & See & Listen &Talk" about changes in Beliefs so that the right Actions are taken to deliver Customer Value.
Deliver the experiences that will change Beliefs.
Change the Culture, Change the Game
by Roger Connors & Tom Smith
http://prezi.com/yg3x0awsitzl/?utm_campaign=share&utm_medium=copy&rc=ex0share
The "House of Lean" and how to keep it.
People: A leader's day to day guide to building, managing, and sustaining lean organizations.
http://www.leancor.com/product/people-book/
Behaviors
I am open and candid with everyone, and I value diverse perspective and debate.
I understand and anticipate my customers' needs and drive innovation for their benefit.
I reach across boundaries for new ideas to improve our business.
I align and prioritize my actions to drive results every day.
I am accountable for asking, "What more can I do?" to exceed expectations.
I am accountable for the strength and diversity of my team, and I own my development.
http://www.ozprinciple.com
Simple Problem Solving
Step 1: Do we have a problem?
During _______ the ________ for
___________ was ______ vs. ______
resulting in ____________________.
Step 2: Do we know the cause?
Direct Cause
Why?, Why?, Why?, Why?, Why?
Root Cause
Step 3: Have we confirmed
Cause and Effect?
Form a hypothesis
If we do X, then we should see Y.
Test hypothesis
When we did X, we saw Z.
Step 4: Have we confirmed
Countermeasures?
Good Results?
Adopt the change and update standards.
Poor Results?
Try a new hypothesis
How will we sustain?
Toyota Kata
by Mike Rother
http://www-personal.umich.edu/~mrother/Homepage.html
Kaizen
Kaizen uses simple problem solving to identify separate areas of action on a larger problem. Make Decisions and work on one focus at a time.
http://the4disciplinesofexecution.com
1. Focus on the Wildly Important Goal.
2. Act on Leading Measures.
3. Keep a Compelling Scorecard.
4. Create a Cadence of Accountability.
Getting the Right Things Done
by Pascal Dennis
http://www.lean.org/bookstore/ProductDetails.cfm?SelectedProductId=156
OS: Operating System
MI: Management Infrastructure
MBC: Mindsets, Behaviors, Capabilties
How we improve assets.
Problem Solving, Standard Work, Centerlining, Asset Reliability.
How we sustain improvements.
Objectives and Metrics, Escalation, Accountability Meetings.
How we magnify the improvement by the way we think, act, and feel.
Communication, Culture of Accountability, Talent Development.
Accountability for Results
Getting Things Done by David Allen
http://gettingthingsdone.com
Prezi:
http://prezi.com/yifku4hpuqwc/?utm_campaign=share&utm_medium=copy
OS
MI
MBC
Operate at the intersection of Technology, People and Organization
Check
Do
Plan
Total Productive Maintenance
We own the technology.
We solve our own problems.
We agree on the one best way.
Click and zoom around to see how the "house" is built.
Start With Why
by Simon Sinek
https://www.startwithwhy.com
Look Closely

Every organization knows WHAT they do. They sell products or services.
Some organizations know HOW they do it. They set themselves apart from the competition.
Very few organizations know WHY they do what they do. WHY is a purpose, cause or belief. It's the reason the organization exists.
Let's Stop Meeting Like This by Dick Axelrod
http://axelrodgroup.com/
Full Potential
To reach our
We must strive to be the very best at everything we do.
That means we use Six Sigma to set aggressive targets, we use Kaizen to focus resources and effort, and we use the Culture of Accountability to change Beliefs and allow team to take responsibility for Results through empowerment.
Lean + Six Sigma
Means we use data, technology, and scientific methods to solve problems.
Purpose
Goals
Objectives
Targets
What the organization is trying to achieve
What individuals are trying to achieve
Make Change Permanent
Prezi:
http://prezi.com/huwoc-7t4tge/?utm_campaign=share&utm_medium=copy
The Power of Habit by Charles Duhigg
http://charlesduhigg.com/the-power-of-habit/
Prezi:
http://prezi.com/dfnq995te10l/?utm_campaign=share&utm_medium=copy
The Effective Executive by Peter Drucker
https://hbr.org/2004/06/what-makes-an-effective-executive
Prezi:
http://prezi.com/zk7s3hsc_xxl/?utm_campaign=share&utm_medium=copy
Prezi:
http://prezi.com/zbaiw9hcui4l/?utm_campaign=share&utm_medium=copy&rc=ex0share
Prezi:
http://prezi.com/sgxiramd7q1v/?utm_campaign=share&utm_medium=copy&rc=ex0share
Communication
The entire organization shall be aligned to the Purpose and how they can deliver it.
Operational Excellence
The Effective Executive
http://prezi.com/zk7s3hsc_xxl/?utm_campaign=share&utm_medium=copy
http://prezi.com/t7bqqg8avqug/?utm_campaign=share&utm_medium=copy
The Habit Loop
http://prezi.com/dfnq995te10l/?utm_campaign=share&utm_medium=copy
First, Tell Them Why
Simon Sinek
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action
Leaders Eat Last
Simon Sinek
http://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe
Make Change Permanent
http://prezi.com/huwoc-7t4tge/?utm_campaign=share&utm_medium=copy
Everyday, we give our team members EXPERIENCES that create BELIEFS. When we change BELIEFS, we change the ACTIONS people take. Those ACTIONS lead to RESULTS.
Full transcript