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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Lean Immersion for the Corporation

Friday - October 23, 2020 10:50 AM

Kelly Meade, Claire Mondello, Melissa McEwen, and Karin Holland

H A L E Y & A L D R I C H , I N C .

2 2 N D A N N U A L

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Adventure Guide, Ninja, Disruptor, Planet Saver

Melissa McEwenLean Consulting Practice Leader

Kelly MeadeLean Journey Leader

Karin HollandDirector of Sustainability

and Resilience

Claire MondelloDirector of Project Management

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One engineering firm’s story…

Staff and client experience

Growing thriving company

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Our journey gained ground when we faced challenges

2007-2009• AEC challenges / commoditization • recession response

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Try. Fail. Learn. Improve.

2010-2015• demonstration projects

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Go to the gemba to see for yourself

2016• inconsistent client experience• understand staff experience

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Ready, set: GO LEAN! (or not)

Doing LeanKaizen “events”

Integrating LeanImprove the work

Transforming LeanIndispensable to staff and clients

Enterprise

Where You Start

Building Systems

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Fit Lean into a tangible operating model

PERFORMANCE OUTCOMESTRATEGY

WORK PROCESSES

STRUCTURE

PEOPLE

REWARDS

MANAGEMENT PROCESSES

Adapted from Jay R. Galbraith’s Star Model

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From: Disconnect between people’s Lean efforts – leaders -goals

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Achieve your business results!

PEOPLE

Skills: Lean tools

Coaching 1:1

Lean journey…to where?

Leaders’ role? Apply to only 5% of projects

A Lean mind is a terrible thing to waste

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To: Connected leaders – staff – goals – results

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PEOPLE

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Sue innovates with her client

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PEOPLE

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Melissa sees how work actually happens

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PEOPLE

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Cole is courageous with his team and his clients

13

PEOPLE

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Improve the work

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What we worked on and what we changed

Before our Lean Journey, work processes were siloed and individual.

At the beginning, standard work was developed and “thrown at the wall” to see what would stick!

Later we learned, standard work works best as part of a greater system of accountability.

WORKPROCESSES

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A Tale of Two Projects – They started the same…Same Client; Same Conditions of Satisfaction; Same Team Structure

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We had so much potential… what

happened?

Trust in the process to realize

your potential!

WORK PROCESSES

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A Tale of Two projects… but ended very differently!

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Team Technical Excellence

What Happened?

Team Check & Adjust

Amazing technical work!

Missed expectations…

Loss of revenue…

Loss of future work… Delivered on schedule & on budget!

Team expectations set, agreed upon and met.

Customer’s conditions of satisfaction met

Customer awarded next phase of work!

WORK PROCESSES

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A Tale of Two Projects – Customer value, checking/adjusting, and accountability are key

17

Team Technical Excellence Team Check & Adjust

Customer Value

Customer Value

WORK PROCESSES

Whoever owns

the work processes

needs to lead the

team!

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For years, we’d been exerting tremendous effort to move some “big rocks”…

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MANAGEMENT PROCESSES

Billability

SafetyDiversification

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But even with tremendous effort, the rocks resisted moving

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We needed to adapt our approach to

managing our strategy

WORK PROCESSES

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From: Top Down – No Process - Outcomes Managed – Individuals Doing What Seems Right

20

Quarterly Check Meeting at C-Suite and Board Level - Rear View Mirror

HR –hire who?

Technology: Functional Group unto themselves

Staff Management: Do what seems right in your project world

Crazy new innovation at staff level which could help Service A ….. but they can’t see it

Create Strategy for New Service X – Attempt to execute with the same people responsive for growth of Market C).

Service Manager B –decide to stop investing in Service key to Market A

Market Segment A Growth Plan

Grow - Innovate to Tackle New Client Challenges - Increase Direct Hours - New Markets - Improve Staff Experience

WORK PROCESSES

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21*LEI: adaptation of managing to Learn

To: Management by Gemba and PDCA - Alignment - Engagement

Individual & Team Deployment

Department Deployment(Corporate Functions; Market Segments; Service Areas)

Company Strategy

Staff goals

WORK PROCESSES

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From: Recognize easily measured business outcomes

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BUSINESS PERFORMANCE

PRACTICE PERFORMANCE

RevenueProfitBillable hours

X creativityX stabilityX mentoring

REWARDS

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To: How we’re starting to recognize and reward our people

Innovation Develop & mentor staff Thought leadership Client experience Technical excellence Behaviors------------------------------------ Revenue Profit Billable hours

BUSINESS PERFORMANCE

PRACTICE PERFORMANCE

REWARDS

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Karin’s rewards experience

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REWARDS

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Our journey continues

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WORK PROCESSES

STRUCTUREPEOPLE

REWARDS MANAGEMENTPROCESSES

ORGANIZATIONAL EFFECTIVENESS

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Q&A

MMcEwen@haleyaldrich.comKMeade@HaleyAldrich.com CMondello@haleyaldrich.com Kholland@haleyaldrich.com

Kelly Meade Melissa McEwen Claire Mondello Karin Holland