creating a kaizen culture - lean...
TRANSCRIPT
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
5/12/2016
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
5/12/2016
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
5/12/2016
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
• 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
Connect with me