aligning the people systems with lean - lean...
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© 2015 The Murli Group, LLC. All Rights Reserved.
Aligning the People Systems with Lean
© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.
Real-World Experience
2
© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.
Thought Leadership
Greg Lane
Mark Hamel
Published Books
Shingo Award Winner
Joe Murli
Lean Enterprise Institute
Faculty
3
© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.
Organization
Mark Hamel
COO
Operations &
Product Development
Joe Murli
CEO
Business &
Product
Development
Kathi Hanley
Practice Manager,
People Systems
Evan Berns
Practice Manager,
New Product Introduction
Joseph Ricciardelli
Practice Manager,
TPM
Larry Loucka
Practice Manager,
Logistics and Materials
4
© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved
The Lean Management System
Lean Management
System
True North
Standardized Work
Visual Management
People System
Leader Standard Work &
Behaviors
Accountability Process
5
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The Leader/Subordinate Relationship
6
The People are the most
important element of the
Lean System
It is the job of every Leader to develop his/her direct reports.
The first priority in building the relationship is to develop Mutual Trust.
Mutual
Trust
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HR’s Role in a Lean Company
7
The role of Human Resources
is to develop and maintain the
systems that grow and sustain
the Manager/Employee relationship
AND
Reinforce the Mutual Trust between
the Company and the Employee
Mutual
Trust
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Mutual
Trust
Discussion:
How is Mutual Trust established at your
Organization?
What role does HR play in supporting the
Leader/Subordinate relationship?
© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved
Characteristics of a Lean Culture
Built on mutual respect and trust
Demonstrated leadership commitment
Driven by employee involvement
Focused on organization development
Measured performance visible to all
Standardized methods are the base for improvement
Problems are solved at the lowest level possible
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Roles in a Lean Culture
Senior Leadership
Middle Management
10
Employees
Front
Line
Leadership
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Senior Leadership
Defines True North Sets Long-term Strategy Drives Alignment Develops Middle Management
Roles in a Lean Culture
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Front Line Leadership Engage Employees in Problem Solving
Model Lean Behaviors Confirm Capabilities to Meet Objectives Coach for Development Align Operational Improvements to Enable Accomplishing Long-term Strategy
Roles in a Lean Culture
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Middle Management
Align Operational Strategies and Systems to Long-term Strategies Develop Front Line Management Assure & Sustain Operational Stability Through Improvement Cycles
Roles in a Lean Culture
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Employees Perform Functional Standard Work Identify Improvements to Process Solve Process Problems
Roles in a Lean Culture
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Senior Leadership
Middle Management
Employees
Front
Line
Leadership
Human Resources
Confirm Employee/Employer
Partnership
Facilitate Coaching
Drive Continuous Improvement in
People Facing Systems
Perform as “Keeper of the Values”
© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved
Lean People Ecosystem
Senior Leadership
Middle Management
16
Employees
Front
Line
Leadership
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People Facing Systems in Context
17
Continuous Improvement
Culture
Attract
Engage
Inspire
Reinforce
Employee Selection Job Descriptions Community Relations Onboarding
Employee Training CI Program Assignments Development Program
Talent Development Coaching Climate Strategy Deployment
HR Policy Alignment Peer Review Compensation Organization Structure Performance Appraisal
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Attracting
Check list for successful attraction:
Reputation in the community as an employer
Job specifications that include Lean behaviors
Selection methodologies that test for Lean behaviors
Onboarding process that immerses the new employee in the culture, principles, etc.
18
Continuous Improvement
Culture
Attract
Engage
Inspire
Reinforce
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Engaging
19
Check list for Successful Engagement Systems exist to align roles & responsibilities to assure
successful execution of strategies Organization structure must support the ongoing work of
subordinate development Management understands and is capable of consistently
executing Lean Leadership Behaviors Training programs focus on continual improvement of the
problem solving capabilities of the entire organization Systems exist to assure participation of employees in
continuous improvement Expectations of management to develop subordinates are
clear and management is capable of managing development of their people
Internal communications systems exist that naturally align all levels to implement business strategies
Continuous Improvement
Culture
Attract
Engage
Inspire
Reinforce
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Inspiring
20
Checklist for Inspiring Employees Systems are in place to align company strategies
with talent management Employees see the company as a place they can contribute their
talent Company articulates its desire for work/life balance for all
employees Management utilizes servant leadership as a central component for
successful employee development Systems exist to assure that fairness is practiced in all personnel
and policy decisions Leaderships defines methodologies for utilizing the entire
organization to accomplish long term strategies
Continuous Improvement
Culture
Attract
Engage
Inspire
Reinforce
© 2015 The Murli Group, LLC. All Rights Reserved. ©2014 The Murli Group, LLC All Rights Reserved
Reinforcing
21
Check list for Reinforcing the Lean Management System Systems and policies reinforce the employee/employer relationship as a long-term agreement Systems exist that allow employees to “pull the andon” when practices do not appear to align with an effective Lean culture Management relentlessly examines the process and engages the work force in attacking waste wherever it is found. Compensation systems support execution of a complete Lean Management System Human Resources is seen as a partner in establishing the Lean culture
Continuous Improvement
Culture
Attract
Engage
Inspire
Reinforce
© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.
Bottom Line: Attitude Is Critical
22
“If you think you can or you think you can’t, chances are you’re right.”
- Henry Ford
© 2015 The Murli Group, LLC. All Rights Reserved. © 2015 The Murli Group, LLC. All Rights Reserved.
Contact Information
Kathi Hanley
People Systems
Senior Coach
Tel 860.916.3030
14 Pearl St, Mystic, CT 06355
23