how cynefin model improves lean implementation
DESCRIPTION
Implementing Lean is a journey witch encourters several pitfalls related to changing paradigms. Lean aim is linking the Product to the Market and change your structure as a production system. But this is not all what lean provides. Organisations are a living system with a purpose built on people, processes and tools. The big picture always looks amazing and since the beginning blockings are emerging and question rises up: why is the process not applied? What about predictability? How can I engage the stakeholders? Why are people lost? The Cynefin model, designed for cognitive people interactions highlight those blockings and help to design a way out. This presentation will show you an example of a Lean ImplementationTRANSCRIPT
How Cynefin model improves lean implementation
LKFR12. Paris Sept 18-18
LKFR12. Paris Sept 18-18
LKFR12. Paris Sept 18-18
WHAT’S LEAN TRANSFORMATION?
LKFR12. Paris Sept 18-18
Can be this…
Strategy
Leadership
Sustainment
Kaizen
Training
Planning
7 wastes 5S Standard work
Lean Transformation
Incr
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Source: https://oregon.jivesoftware.com/community/agencies/das/w2w
LKFR12. Paris Sept 18-18
Or this…
1. Identify Value
2. Map the Value Stream
3. Create Flow4. Establish Pull
5. Seek Perfection
1. Specify value from the standpoint of the end customer by product family.
2. Identify all stages of the value chain for each product family, eliminating whenever possible those measures that do not create value.
3. That make the steps of value creation occurs in close order so that the product flows gently to the client.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As a value is specified, value streams are identified, unnecessary steps are eliminated, and flow and "pull" are introduced, repeat the process and continue until a state of perfection is reached in which perfect value is created with no waste.
LKFR12. Paris Sept 18-18
Or this…
•a leader who will take personal responsibility for the lean transformation.
Find an Agent of Change,
•a sensei or a consultant who can teach techniques and how enforce Lean implementation within a system, not as isolated programs.
Obtain knowledge of lean
•entering a crisis or creating a to begin processing. If your company is not currently in crisis, to draw attention to a competitor lean or find a customer or supplier lean will make requests for significantly better performance.
Find a lever
• for the moment.
Forget grand strategy
•beginning with the current state of how material and information flow now, then drawing a leaner future state of how they should flow and creating an implementation plan with timetable.
Map the value streams
• with an important and visible activity.
Begin as soon as possible
•.Demand immediate results.
•to link improvements in the value streams and move beyond the shop floor to office processes.
As soon as you’ve got momentum, expand your scope
LKFR12. Paris Sept 18-18
Or this…
LKFR12. Paris Sept 18-18
Or this?
Eliminate waste
See waste
Value Stream Mapping
Amplify learning
Feedback
Iterations
Synchronisation
Self-Based Development
Decide late
possible
Think about options
Last responsible moment
Take decision
Deliver fast as
possible
Pull Systems
Queue theory
Cost of delays
Engage the team
Self-determination
Motivation
Leadership
Expertise
Built integrity
in
Perceived integrity
Conceptual integrity
Refactoring
Testing
See the whole
Measures
Contracts
LKFR12. Paris Sept 18-18
TOOLS?
LKFR12. Paris Sept 18-18
5 Whys
Accelerated life testing
Analysis of variance
ANOVA Gauge R&R
Axiomatic design
Business Process Mapping
Cause & effects diagram (also known as fishbone or Ishikawa diagram)
Check sheet
Chi-square test of independence and fits
Control chart
Correlation
Cost-benefit analysis
CTQ tree
Design of experiments
Failure mode and effects analysis (FMEA)
General linear model
Histograms
Pareto chart
Pareto analysis
Pick chart
Process capability
Quality Function Deployment (QFD)
Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems
Regression analysis
Root cause analysis
Run charts
Scatter diagram
SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
Stratification
Taguchi methods
Taguchi Loss Function
TRIZ
Most used quality management tools
LKFR12. Paris Sept 18-18
Is this realy enough?
LKFR12. Paris Sept 18-18
Are we missing something?
LKFR12. Paris Sept 18-18
Lean Challenges
LKFR12. Paris Sept 18-18
THE CYNEFIN MODEL
LKFR12. Paris Sept 18-18
Wise executives tailor their approach to fit the complexity of the circumstances they face.
LKFR12. Paris Sept 18-18
LKFR12. Paris Sept 18-18
Complex
Simple
Complicated
Chaotic
ProbeSenseRespond
SenseAnalyseRespond
ActSenseRespond
SenseCategoriseRespond
Emergent Good Practices
Novel Best Practice
LKFR12. Paris Sept 18-18
Cynefin process
Simple
ChaosComplex
Complicated
LKFR12. Paris Sept 18-18
What is simple?
Characteristics• repeating patterns and consistent
events• Clear root cause• Obvious relationships between all,
clear existing answer• Known knowledge• Factual management
LKFR12. Paris Sept 18-18
What is chaotic?
Characteristics• great turbulence• no clear cause and effect, so no good
answer research• Unknown• many decisions to make, no time to
think• Great tensions• Pattern based leadership
LKFR12. Paris Sept 18-18
What is complex?
Characteristics• flow and unpredictability• No exact answers but instructive
emerging models• No knowing the unknown• A lot of ideas in competition• a need for creative and innovative
approach• Model based leadership
LKFR12. Paris Sept 18-18
What is complicated?
Characteristics• expert diagnosis required• relationship of cause and effect
detectable but not immediately obvious to everyone, just more than one answer possible
• Factual management
LKFR12. Paris Sept 18-18
The bloody question:
In your perspective, is Cynefin nothing more that a process supporting Kaizen?
LKFR12. Paris Sept 18-18
IMPROVING LEAN IMPLEMENTATION
LKFR12. Paris Sept 18-18
5 S
5S is the outcomeCynefin model helps you To design the change process
What is 5S?
LKFR12. Paris Sept 18-18
Waste
Who is Tim Wood? (THE 7 WASTES)
T – transport wasteI – inventory wasteM – motion wasteW- waiting wasteO – over producing wasteO – over processing wasteD – defect waste
What is Tim Wood?
LKFR12. Paris Sept 18-18
PDCA
What is PDCA?
LKFR12. Paris Sept 18-18
Cynefin supports Hoshin Kanri!
LKFR12. Paris Sept 18-18
Conventional Models
•SIMPLE
Top down strategy
•SIMPLE + COMPLICATED
Do the same thing better
•COMPLICATED
Mandate and Implement
•SIMPLE
Do, do, do, do ….
•SIMPLE
More is more
•COMPLEX
Complex strategy = evolved thinking
LKFR12. Paris Sept 18-18
Tools
Visual Management
True North
Value Stream Mapping
PDCAA3 Thinking
Catchball
5 S
LKFR12. Paris Sept 18-18
True North
Related to company cultureAssets, know-how, strengthsCustomers you serve (or want to serve)Market, trends, developmentsWhat words describe you? Your business?
LKFR12. Paris Sept 18-18
Value Stream Mapping
LKFR12. Paris Sept 18-18
Plan Do Act Check
LKFR12. Paris Sept 18-18
A3 Thinking
LKFR12. Paris Sept 18-18
Catchball
LKFR12. Paris Sept 18-18
Cynefin process
Simple
Chaos
Complex
Complicated
Like the « wheel of life », transition is moving from one step to another.Your job as a coach is to make it « roll »
Added after the pres!
LKFR12. Paris Sept 18-18
Conclusion
Hoshin Kanri
Cynefin
Kaizen
LKFR12. Paris Sept 18-18
Questions
LKFR12. Paris Sept 18-18