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A Lean Model with Culture Change
Transcript of A Lean Model with Culture Change
Leader = Student
. Go & See & Talk
. Simple Problem Solving
. Check on Systems
Leader = Teacher
. Visual Management
. Objectives from Strategy
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
Lean, Learning Organization
Доверяй, но проверяй
Doveryai, no proveryai
Trust, but verify
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.
20% Continuous Improvement
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
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
The "House of Lean" and how to keep it.
People: A leader's day to day guide to building, managing, and sustaining lean organizations.
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.
Simple Problem Solving
Step 1: Do we have a problem?
During _______ the ________ for
___________ was ______ vs. ______
resulting in ____________________.
Step 2: Do we know the cause?
Why?, Why?, Why?, Why?, Why?
Step 3: Have we confirmed
Cause and Effect?
Form a hypothesis
If we do X, then we should see Y.
When we did X, we saw Z.
Step 4: Have we confirmed
Adopt the change and update standards.
Try a new hypothesis
How will we sustain?
by Mike Rother
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.
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
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
Operate at the intersection of Technology, People and Organization
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
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
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.
What the organization is trying to achieve
What individuals are trying to achieve
Make Change Permanent
The Power of Habit by Charles Duhigg
The Effective Executive by Peter Drucker
The entire organization shall be aligned to the Purpose and how they can deliver it.
The Effective Executive
The Habit Loop
First, Tell Them Why
Leaders Eat Last
Make Change Permanent
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.
An Effective Manager...
. Gets Results and Retains People
. Focused Feedback
. Asking for More
. Pushing Work Down
The Effective Manager by Mark Horstman
The Lean Six Sigma Pocket Toolbook by Michael L. George et al