creating a kaizen culture - lean...

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5/12/2016

1

Creating a Kaizen Culture Mike Wroblewski Master Sensei and Author

GEMBA

Gemba

Walking

Dead

5/12/2016

2

What does it mean

to create a Kaizen

Culture?

“If kaizen is the work of making our

processes better, creating a kaizen

culture is the work of getting better at

kaizen.”

Kaizen Culture

• Kaizen is meaningful

• Kaizen is fun

• Kaizen is always thinking of a better way

5/12/2016

3

“KAIZEN is

improvement by

everybody,

every day ,

everywhere.”

Masaaki Imai

Kaizen Institute Founder

“Culture eats

strategy for

breakfast.”

Peter Drucker

5/12/2016

4

Mike Wroblewski

Row Bless Ski

Lean Sensei

5/12/2016

5

9

Wrote the books KAIZEN and GEMBA KAIZEN

MASAAKI IMAI

Founder and President

Hill-Rom Batesville Casket

Company

My Background

5/12/2016

6

My Lean Introduction

1985

SMED

Lesson

“There are four purposes

of improvement: easier,

better, faster and

cheaper. These four

goals appear in the order

of priority”. Shigeo Shingo

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7

Makes it Easy to…

• Understand

• See the work effort

• See results

N True North

Create a CULTURE (core values + behaviors) that builds a LEARNING ORGANIZATION

which drives CONTINUOUS IMPROVEMENT

FOREVER

5/12/2016

8

Not found in the tools, it’s the culture!

5S

TPM

Kanban

Value Stream Maps

Visual Controls

Kaizen Events

Poke Yoke

SMED

Successful Lean Transformation Different Business System = Different Leadership System

Requires fundamental adjustments in our

thinking, attitude and behavior.

5/12/2016

9

Every Lean Transformation

Does 99% of the work

Has no idea what’s

going on the whole

tIme

Says he’s going to help but he’s not

Disappears at the very beginning and doesn’t show up again until the very end

Adaptive

Culture

Change = Opportunity to Improve

5/12/2016

10

“The only thing of

real importance

that leaders do is

to create and

manage culture.”

Prof. Edgar

Schein

MIT

• Clean each day

• Put things back after use

• Follow standards

5S Workplace Organization

We must expose problems,

assign no blame, look for

causes and find a better way.

The ABCs of Organizational Culture

Adapted from Prof. Edgar Schein

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11

3rd Floor: Simple Customs

Easy to change

Company Culture:

A Three Story House

2nd Floor: Business Customs

Takes effort to change

1st Floor: Culture, values

Very difficult to change

Ground Floor: Shared as Humans

Toyota

American

Company

Company

Uniforms

Multiskilled

Make problem

visible

Harmony

Teamwork

Common Humanity

Gratitude, Help one another

Wear

Street Clothes

Specialists

Hide problem

Freedom

Individualism

“Excellence is achieved by the mastery of the fundamentals”

Vince Lombardi

5/12/2016

12

Where to Start?

“The 1st step in a Lean deployment is to

determine exactly what the problem is.”

“We don’t have any problems. What’s the

2nd step?”

Kaizen Focus

Waste

elimination

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13

Kaizen Focus

Flow

Outsourcing

5/12/2016

14

The 14 Toyota way management principles

Traditional organizations Lean organizations

1. Short-term financial results focus Long-term focus on purpose

2. Batch and queue Use continuous flow to expose problems

3. Push the product out Use pull to avoid overproduction

4. High variations in workload Level out the workload

5. We can’t afford to stop the process Stop and fix the problem

6. Standards limit creativity Standards enable continuous improvement

7. Hide the problem Use visual control to make problems visible

8. Overreliance on technology Use reliable technology that serve people & processes

9. Management By Adrenaline (MBA) Leaders are teachers

10. People are liabilities Respect for people

11. Zero sum approach; power play Respect your partners and suppliers

12. Sit behind your computer or in a meeting Go to the Gemba

13. Plan quickly, act slowly Plan slowly, act quickly

14. Make the same mistakes over again Self reflection (Hansei)

Immediately make problems visible

What is the Purpose of Lean Tools?

5/12/2016

15

Western Approach

Hear no problem, See no problem, Speak no problem

Embrace

the

Red

5/12/2016

16

Andon Standard?

You will learn

by the

numbers.

I will teach

you!

How Did You

Learn to be

a Leader?

5/12/2016

17

What does your typical day look like?

Typical Daily Activities

• Meetings

• Email

• Reports

• Presentations

• Phone Calls

• Planning

• Firefighting

• Gemba walks

• Audits and spot

checks

• Visual reviews

• Problem solving

• Kaizen

• Training

• Developing people

5/12/2016

18

Role of Leader

Get things done

Get the most from your

team

Develop people to be

leaders

Are you working

in the system or

on the system?

5/12/2016

19

What is my role in a Lean

Management System?

Role of Team Leader

• Kaizen to improve the standard

• Answers andon

• Problem solving

5/12/2016

20

Role of Supervisor

• Establishes the Standard

• Teaches the Standard

• Monitors the Standard

• Problem Solving

• Develops Team Leader

Role of Manager

• Creates an environment with lean

principles

• Teaches Supervisor how to deal with

abnormalities

5/12/2016

21

Manager

Not This This

Role of Top Management

• Sets the vision

• Strategy and innovation

• Joins the transformation (we are doing

this)

• Changes the company structure/rules

based on changing lean maturity

• Develops Managers

5/12/2016

22

Top management must lead by example,

going to the workplace…

To look at the day to day, hour by hour

problems and challenges…

Give people not the answers but the time,

follow up and support to solving them.

The result is a learning organization.

Sustaining Excellence and

Continuous Improvement

How much time should a leader

spend in gemba?

5/12/2016

23

Gemba Walk

Teach the student to see and think

Look for Coaching Moments

5/12/2016

24

Feedback

is like an Autopsy

The body is already dead

Good Feedback

Honest

Quickly after the fact/event

No esoteric, touchy-feely nonsense

Bite size, digestible and specific

Reflective

Two way discussion

About the action/behavior, not the person

5/12/2016

25

Example • Daily Production

page 49

• Tool • Behavior

Presentation name, date

Suggestion Box

page 50 Presentation name, date

5/12/2016

26

51

Dilbert Culture

5/12/2016

27

Hour by

Hour Chart

5/12/2016

28

Who gets Promoted?

Carrot or

Stick?

5/12/2016

29

Think 80% Carrot

Find people doing things

right and then recognize

and reward them!

“It would be a lot easier if we could stop calling it lean and understand that it’s all about serving others, developing people and solving problems.”

Jon Miller

Partner, Gemba Academy

5/12/2016

30

Three Things to Always Do

• First develop people

• Then continue developing people

• And keep developing people

Don’t steal

the Monkeys

5/12/2016

31

Kaizen-man

Develop our

Kaizen Eyes

Kaizen Mind

Develop Solving Problems

It’s PDCA

Not

PP and DoDo

5/12/2016

32

What is

the

Purpose of

Inventory?

Process

improvement

and people

development…

…go hand in hand

5/12/2016

33

Mastery takes Practice

It is a slow process,

remember it a mindset change.

Knowing trees, I understand the meaning of patience. Knowing grass, I can appreciate persistence.

Hal Borland

Author and journalist (1900 -1978)

5/12/2016

34

Keep the Kaizen Spirit

“Once you do it, once you know the way,

you can’t help it; you have to do it. That

is the kaizen spirit.”

Taiichi Ohno

Thank you!

Mike Wroblewski

mw.lean.sensei@gmail.com

Connect with me

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