lean leadership principles - swinchamber.com

Lean Leadership Principles

© 2017 The Murli Group, LLC. All rights reserved

Presentation Outline

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The Non‐Transformative State of Lean Lean Leadership- Roles and Responsibilities- Ecosystem- Behaviors

An Approach and a Challenge


NON-TRANSFORMATIVE

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© 2017 The Murli Group, LLC. All rights reserved 4

Unnamed Gembac1994


A simplified, silhouette version of Rudolph Zallinger's March of Progress. Source unknown.

Fire. Explosions.

BAD!?


Mount Sinai, MA

1998


Drive Sustainable Results:

Easier, Better, Faster, Cheaper

Develop Capabilities: Continuous Improvement

by/at All Levels

…Definitely still NOT Transformative!

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I’m never going to get a loin cloth!


= Everybody, every day, every where engaged and meaningfully moving the organization closer to True North


LEAN LEADER’S ROLE

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Leader’s Responsibility

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Develop self Develop others Support daily kaizen Create vision and align goals

Gemba


Required Organizational

Capability

Example Kaizen Type

Ecosystem

VoluntaryOrganized

Kaizen Events

Quality Circles

Sugges‐tions

(R)evolutionary Drivers (of Transformation)

Project Lean

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Senior Leaders Associates

Source: United Feature Syndicate, Inc.

Leaders

The Reality


Process

Res

ults

Bad

Good

Good

#1 Leader Mindset

?Expected

Expected (MBM)

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ECOSYSTEM

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A Holistic Model

Lean Management

System

True North

Standard Work

Visual Management

People System

Leader Standard Work & Behaviors

AccountabilitySystems

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There is No Kaizen without Wasabi Wah

Image from http://www.vegkitchen.com

Image from http://www.parenting.com

WSBH

WAH

Know Don’t Know

Principle: Clear Standards

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Two Related Cycles

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Act Stand‐ardize

DoCheck

Act Plan

DoCheck

How’s the Health of YourCurrent Operations?

What’s the NextFocus for Improvement?

Adherence Sufficiency


In Fact, There’s Nothing* without Wasabi Wah

*Principle: Problems Are Treasures19


It Applies to Organizational Purpose

True North

Target Condition

Current Condition

(Wasabi)

(Wah)

(Wasabi, but not what could really do now)

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And Mindsets

Wasabi

Wah

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Process BFIFO

Max: 5Process

A

And Operations

Date:

Required Quantity:

Takt Time:

Staffing Level:

Plan Actual Plan Actual Sign-off6:00 6:10

6:10 7:10 60 52 60 52 LML

7:10 8:10 60 60 120 112 LML

8:10 9:10 60 60 180 172 LML

9:10 9:20

9:20 10:20 60 47 240 219 LML

10:20 11:20 60 60 300 279 LML

11:20 11:50 JPT

11:50 12:50 60 60 360 339 LML

12:50 13:00

13:00 14:00 60 60 420 399 LML

14:00 14:25 25 25 445 424 LML

14:25 14:30 JPT

21 21 445 445 JPT

Moved to after O.T.

Line was not left wet from prior shift (no SWIP)

Shift:

Line/Cell:

Team Lead: Loucka

Day

Hourly Cumulative

445 units

Plan versus Actual

Lunch

Oxysensor Assembly 10-Nov

7 operators

60"

Team Huddle

Break

Time

O.T. (as req'd )

Problem(s)/Cause(s)

Housing thread defects

Clean-up

Break

WasabiMax: 5

Process A 1 2 3 4 5 6

Process B

Wah

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And Understanding Performance

Wasabi

Wah

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And Governance

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Lean Steering Committee- Value stream improvement plans

- Kaizen event pre‐planning, execution, follow‐through

Strategy Deployment Checkpoints Etc.


…AND EVEN COMPETENCIES AND BEHAVIORS

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Which Helps Us with the “So What?” When We See Gaps Between Wasabi

and Wah.


Lean Competencies

Managerial Planning & Organizing Coaching/Team

Leadership Problem Solving Continuous

Improvement Process Management Operational Decision

Making

Everyone (Core) Quality First Orientation Customer Service

Orientation Teamwork/Cooperation Initiative Maintaining Work

Standards Integrity, Trust and

Respect Effective Communication

Leadership Visionary Leadership Long Range Planning Strategic Decision

Making Influencing Business Perspective Building Business

Partnership

coachcoach

coachcoach

coachcoach

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Developing Problem Solving Capability

LLB Basic Intermediate Advanced

Initiating Action

Demonstrates recognition of abnormal conditions as problems

Accurately identifies abnormal conditions and takes action to assign resources for investigation

Creates an environment of problem solving through encouragement of identification of problems

Coaching Actively listens to others to gain mutual understanding of a problem/situation

Reinforces use ofproblem solving rigor to effectively resolve problems

Mentors other’s efforts in problem solving through use of open questioning methodology

Influencing

Involves managers as appropriate to help solveproblems

Demonstrates willingness to cross organization boundaries to resolve problems

Models willingness to actively lead problem solving efforts horizontally and vertically throughout the Company

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Continuous Improvement Orientation

LLB Basic Intermediate Advanced

Reinforcing Stability

Demonstrates knowledge of and willingness to follow LSW

Drives adherence to standard work at all levels of the organization

Uses process performance outcomes to identify abnormalities in process adherence and opportunities to improve SW sufficiency

Initiating Kaizen

Identifies and leads improvements to processes

Identifies and deploys resources to support continuous improvement initiatives

Utilizes a broad knowledge of the entire organization to identify areas for kaizen

Organization Alignment

Assures that all direct reports are informed and kept up to date on progress toward accomplishing KPI goals

Defines a sequence of programs, projects and process improvements that will be needed to improve process performance

Gains support from peers, direct reports, and stakeholders to support a course of action required to implement kaizen

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Leader Evolution

Leader as CoachLeader as CoachLeader as FixerLeader as Fixer

Principle

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Coaching Coaches to Coach

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Leader

“Coach”

Leader’s Leader

Leader

“Coach”

Leader’s Leader

1st

2nd


AN APPROACH AND A CHALLENGE

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Ecosystem Cake

Lean Management

System

True North

Standard Work

Visual Management

People System

Leader Standard Work & Behaviors

AccountabilitySystems

Purpose and Alignment

Value Stream Analysis

Stability & Flow/Pull

Standard Work

Visual Mgmt and Leader Standard Work

Competencies

Lean Leadership Behaviors

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Transformation Framework

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WHERE ARE YOU?


Why, Where, and How Will You Move Forward?

(Photo by Jim Rogash/Getty Images)

Are You Humble and Resilient Enough?


Bottom Line: Attitude Is Critical

“If you think you can or you think you can’t, chances are you’re right.”

‐ Henry Ford36


Contact Information

Mark HamelPartner & COO

Tel [email protected]

14 Pearl St, Mystic, CT 06355

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