All materials copyright 1992-2006 Lean Associates, Inc. all rights reserved. No part of this presentation may be reproduced without written permission from Lean
Associates, Inc.1000 Falcon Wood Way Lexington, KY 40511 (859) 552-5326
Leading the Change Process
David Meier
Lean Associates, Inc.
Book Manufacturers’ InstituteManagement Conference
Spring 2006
Book Manufacturers’ InstituteManagement Conference
Spring 2006
Thanks to Jeffrey Liker for some information
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The Toyota Way 4 P Model
Philosophy(Long-term Thinking)
People and Partners
(Respect, Challenge and Grow Them)
Process(Eliminate Waste)
ProblemSolving
(Continuous Improvement and Learning)
Source: Jeffrey Liker, Author: The Toyota Way
All materials copyright 1992-2006 Lean Associates, Inc. all rights reserved. No part of this presentation may be reproduced without written permission from Lean
Associates, Inc.1000 Falcon Wood Way Lexington, KY 40511 (859) 552-5326
Create a Long–Term Philosophy
“A journey of one thousand miles begins with a single
step…”Confucius“…Followed by about 2 Million
difficult, challenging, continuous steps.”
David Meier
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Lean Systems are a Matter of Philosophy
Lean Thinking “Learning to See” Waste “Thinking Production System” Good Thinking, Good Products
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Defining the Purpose of the Organization
Company Purpose
Learning Community
ST: Capable PeopleLT: Learning to Improve
Lean Systems
ST: Capable ProcessesLT: Value Stream
Improvement
Learning Enterprise
ST: Capable PartnersLT: Learning Enterprise
Value-Adding Contributor
ST: ProfitableLT: Growth and contributing to society
Key: ST=Short term LT=Long term
Internal External
People
Business
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PhilosophyWaste Elimination
Performance MeasureReduced Lead Time
PrincipleCreate Continuous
Process Flow
StrategyCreate Interdependent
"Connected" Processes
ReasonProblems are Surfaced Quickly and are Critical
EffectProblems Must be Corrected Quickly
Control MethodUtilize Visual Controls so
That no Problems are Hidden
ResultWaste is Reduced!Method
Pull System
Lean ToolsKanban, Supermarkets,
Defined FIFO Lanes
Start with Philosophy… end with desired results
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Establish a Long-term Vision
Why do lean? What is your personal motive? How will you create an environment
that goes beyond mere compliance? Are you committed to the journey?
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What is Leadership?
Getting people to go where they would not normally go
Getting people aligned to a common objectives
Having guts Being a talent scout and developing
talent
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Great Leadership Begins With Desire
More than a desire for the position or rank
Leadership skills can be taught, desire can not– Desire to learn– Desire to face the challenges– Desire to find the value in people– Willingness to persevere
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The Process Always Begins With Leadership
Are you willing to make short-term sacrifices for long-term benefit?
Can you make the tough decisions? Are you willing to stand against the
tide? Are you willing to face the challenges
of changing a culture? Really?
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Committed versus Involved
Cow, Chicken, and Pig How much will you learn about the
process?– How will you guide and coach if you do not
learn? How much time will you personally
invest?– Many people sense the commitment of the
leader and commit to the same degree
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Focus on the Desired Outcome…
…not just the roles and responsibilities of the position
Supporting Operations- Continuously improving process and results
Supporting and developing people (a leader develops other leaders)
Leading the people in the process of change
All materials copyright 1992-2006 Lean Associates, Inc. all rights reserved. No part of this presentation may be reproduced without written permission from Lean
Associates, Inc.1000 Falcon Wood Way Lexington, KY 40511 (859) 552-5326
People
“If it weren’t for the people this would be easy.”
“But, if it weren’t for the people this would be impossible.”
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Importance of People at Toyota
“We build people, not just cars.” Toyota is frugal on manufacturing
expenses, but lavish on people costs (development, incentives, rewards).
Thinking is a critical ability and it is expected. Without the ability to think and to improve the system is useless.
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Importance of People
Motivating Developing Challenging Getting the best thinking Getting the best effort Maximizing the return on human
investment
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The $64,000 Questions
How do you get people to “buy in” How do you convince the people who
don’t want to change? How do you get people motivated? What was wrong with the old way?
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Nucor Steel on the Art of Motivation
Employees will make an extraordinary effort if you reward them richly, treat them with respect, and give them real power.
The art of motivation is about an unblinking focus on the people on the front line of the business.
Nucor does not just create steel, they create knowledge.
“Our culture is a living thing. It will never die because we will never let it die, ever.”
Business Week 05/01/06
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Making the Work Meaningful
People want to know that what they do matters
People expect to have meaning in their work– Let’s face it, the task can be routine
There is a high priority on learning and development
People like to feel a sense of accomplishment
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The Key to Motivation- Know the People
Moving away from negative influence
Moving towards positive influence
Fear, Reprisal, Loss
Challenge, Reward, Achievement
Embarrassment, Failure
Money is not the
only motivator!
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Clarify Expectations
Above Expectation
Below Expectation
Not everyone needs to be a star
But no one can be below expectation
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Helping People Develop Capabilities
Identify interested people Know people
– What do they like and want? Find what is aligned with the needs of the
organization Specify your interests and needs Identify obstacles and need for change Provide Support Provide Guidance Achieve mutual objectives
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The People Bell Curve
C.A.V.E.
5%
W.A.V.E.
5%
W.A.S
90%
Where will you spend your time and effort?
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The People Curve
True C.A.V.E.
True W.A.V.E
. More Cave Tendencies
More Wave Tendencies
You need to find the 5% of the
population from the WAS group
who can influence the masses
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Reach the Critical Mass
Small percentage will influence the masses
Reach the unofficial leaders People don’t like to be left out of
something good People don’t want to stand alone from
the crowd
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Continuous Improvement
“Until you take the first step, it will not be possible to see the next step”
“Some days, big up”
“Every day, little up”
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Questions / Comments
Contact Information: David Meier
859-552-5326