Respect for People: The Lean Way

Transcription

1 Respect for People: The Lean Way Webinar June 10, 2014

2 Welcome! Australia Bangladesh Bulgaria Burundi Bolivia Botswana Canada Costa Rica Czech Republic Germany Denmark France Great Britain Guatemala India Ireland Latvia Mexico Netherlands New Zealand Philippines Portugal Romania Saudi Arabia Spain Sri Lanka Sweden Turkey United States Uruguay The Karen Martin Group, Inc. 2

3 Coach / Consultant / Facilitator / Trainer: Lean transformation & business performance improvement in all industries. Teacher: University of California, San Diego Author & Speaker: Karen Martin, Shingo Prize winner! 3

4 Upcoming Webinars! 11:00 am-12:15 pm PT DATE CHANGE A3 Management: Effective Problem Solving Coaching: The Art of Asking the Right Questions Holding Effective Kaizen Events 2014 The Karen Martin Group, Inc. 4

5 Before the webinar Materials available one hour prior: Recordings: After the webinar (+ slides)

6 50% Off! 6

7 Book Includes a Macro-Intensive Excel Tool 7

8 You will learn Why respect goes far beyond how you interact with someone. How work systems & processes create disrespect. How blame and disrespect are inextricably linked. How robust problem-solving demonstrates respect for people. How to use improvement to build a highly respectful culture The Karen Martin Group, Inc. 8

9 What is Respect?

10 Maslow s Hierarchy of Needs 2014 The Karen Martin Group, Inc. 10

11 Don t waste the ability of people. W. Edwards Deming 2014 The Karen Martin Group, Inc. 11

12 Respect for Humanity Taiichi Ohno 2014 The Karen Martin Group, Inc. 12

13 Showing Respect Safe & ergonomically sound environment. Error-proof work environments. Waste-free processes. Involvement in setting priorities, solving problems, and making improvement. Being challenged to realize full potential. Seeing one s ideas be adopted The Karen Martin Group, Inc. 13

14 The most gratifying experience is having one s ideas listened to and adopted The Karen Martin Group, Inc. 14

15 People aren t the problem. It s the dysfunctional systems and processes within which we expect them to perform at high levels a fundamental act of disrespect The Karen Martin Group, Inc. 15

16 BLAME: The most fundamental act of disrespect The Karen Martin Group, Inc. 16

17 Engagement Drivers: The Three C s The Outstanding Organization, pp Connection To purpose, vision, priorities, immediate supervisor, peers, customers Full use of talents, capacities, potentialities, & skills Creativity Control Heavy involvement in decisions that influence how they do their work. The Outstanding Organization, pp The Karen Martin Group, Inc. 17

18 You had them at You re hired The Karen Martin Group, Inc. 18

19 Onboarding Common Missing Pieces Tools Physical (e.g. desk, etc.) Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) Identifiers (e.g. signage, business cards, etc.) General information Company (e.g., purpose, products, customers, values, business goals, etc.) MUST SEE VALUE BEING DELIVERED!!! Org charts Phone directories Job-specific orientation Documented procedures (standard work) Apprenticeship approach: Observe, do with supervision, do Clear understanding about what constitutes success The Karen Martin Group, Inc. 19

20 Value Stream Maps: Effective for New Hire Orientation You are here 2013 The Karen Martin Group, Inc. 20

21 Daily Continuous Improvement Kai = Change Zen = Good 2014 The Karen Martin Group, Inc. 21

22 It s Uplifting to Kaizen It s traumatizing to be kaizen d The Karen Martin Group, Inc. 22

23 Progressive Learning & Development From The Outstanding 2014 The Karen Martin Group, Inc. 23 Organization 23

24 Developing an Army of Problem Solvers REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT From The Outstanding Organization, p The Karen Martin Group, Inc. 24

25 Leadership Standard Work: Go to the Gemba Go see. Ask why. Show respect.

26 Gemba Visit Scripts How easy is it for you to get your work done easily and with high quality? What obstacles to success are you experiencing that we need to address? What are we not focused on that we should be? How can I help? Help the person see how his/her work delivers value or supports the delivery of value to customers. Remind the person of organizational goals and priorities. Express appreciation / gratitude for the person s work. FOLLOW UP! 2014 The Karen Martin Group, Inc. 26

27 Components for Effective Change Vision Skills Incentives Resources Action Plan Skills Incentives Resources Action Plan Vision Incentives Resources Action Plan Vision Skills Resources Action Plan Vision Skills Incentives Action Plan Vision Skills Incentives Resources Effective Change Confusion Anxiety Gradual Change Frustration False Starts 2003 Enterprise Mgmt Ltd. 27

28 Reciprocal Nourishment Employer Employee 28

29 Coming in July! 2014 The Karen Martin Group, Inc. 29

30 Karen Martin, President Blog & newsletter: The Karen Martin Group, Inc. 30