Leading in a Lean Environment. By: Amanda Langston

Transcription

1 Leading in a Lean Environment By: Amanda Langston

2 The simplest and most practical lesson I know is to resolve to be good today, but better tomorrow. Catherine McAuley

3 Objectives Lean Overview Lean Principles Leadership Behavior The Transformational Process Lean Visual Tools Mock Huddle Final Thoughts

4 Lean Overview Effectively delivering value to your customer Respect and engage people Maintain Flow Strive towards perfection Methodically reviewing the people, process and results for the work efforts at your organization

5 Lean Principles- Think in terms of categorical principles Shigeo Shingo Results Create value for the customer Alignment Process People Create consistency of purpose Think systemically Embrace scientific thinking Flow & pull value Assure quality at the source Seek perfection Lead with humility Respect every individual Principles

6 Results Alignment Process Respect every individual Enables development of people, creates empowered co-workers to improve processes they own. Lead with humility Principle that precedes learning and improvement. Leaders seek input, listen carefully, continuously learn. Ideas come from everywhere not just leadership. PEOPLE Supporting Principles: Nurture long-term relationships Develop people Empower and involve everyone Assure a safe environment

7 Results Alignment Process Focus on Process All outputs, whether product or service, are created by processes action on inputs. Helps to focus on problem solving rather than looking for who made the mistake. Embrace Scientific Thinking Natural method for learning and most effective approach to improvement. Flow & Pull Value Flow focuses on shortening lead times, make processes faster, cheaper, better. Pull- match the rate of production to level of demand. PEOPLE

8 Results Alignment Process PEOPLE Focus on Process Embrace Scientific Thinking Flow and Pull Value Assure Quality at the Source Do not pass defects, stop and fix problems, respect the individual in the process.. Seek Perfection Continuous process improvement. Look for problems where don t appear to be. Supporting Principles: Stabilize processes Rely on data Standardize processes Insist on direct observation Focus on Value Stream Keep it simple and Visual Identify and eliminate waste Integrate improvement with work

9 Results Alignment Process PEOPLE Create Constancy of Purpose Unifying vision of direction. Performance measures tied to attainment. Think Systemically Impact of synergy-all parts working together- is far greater than the sum or the parts. See big picture (common vision and transparency); Current situation is result of interactions between parts of the system Understand how changes within the system ripple across the value streams. Supporting Principles: See Reality (watch your blind spots, created by experience, past success, history etc) Focus on the long term Align systems and strategy

10 Results Create Value for the Customer Every aspect of the organization should be focused on creating value for the customer, patients, co-workers, communities etc. Alignment Process Supporting Principles: Measure what matters Align behaviors with performance Identify cause and effect relationships PEOPLE

11 Leadership Behavior Changes Culture Traditional Leadership Leader plans Staff meets goals set by leader Leader produces metrics and feeds back when not met Rigid enforcement of rules and regulations Information controller Sole problem solver Technical expert Assignor of work Performance appraiser Lean Leadership Direction setter Ensures team goals support vision Monitors and audits team s metrics Sets expectations Information conduit Facilitates root cause analysis Technical resource Provider of forward workloads Appraises team performance to team goals

12 The Transformational Process Principles: Understand the deeper reasoning of creating the system do you know why you are doing it this way? What is the need? Systems: A system is developed by having comprehensive knowledge of where to apply tools typically across multiple areas/functions Tools: Understand the functional use of tools and techniques. Enables using specific methods to create point solutions.

13 Lean Visual Tools A self explaining, self- regulating tool for moving processes forward Visual management tools should use by 5 by 5 method. Any leader should be able to be within 5 feet of a board and have a synopsis of what is going on within 5 minutes. Helps increase focus on process and accountability for that particular action item. An amazing enabler of coworker engagement!

14 Lean Visual Tools

15 3 Questions You Need to Say Yes to Every Day Are my coworkers treated with dignity and respect by everyone in our organization? Do my coworkers have the training and encouragement to do work that gives their life meaning? Have I recognized my coworkers for what they do?

16 Leader Managing for Daily Improvement Board Either I will find a way or I will make one. Phillip Sidney DOING WHAT CAN I DO TO HELP MAKE OUR POS PROCESS BETTER??? WORKQUES M T W Th F ROUNDING M T W Th F NEED TO DO COMPLETED

17 Innovation Huddle Surrounding POS Think of 1-2 ideas that you believe a coworker would suggest on how to make Point of Service better at your organization Write each idea on one of the post-it s I passed out Bring your ideas up and place them on the New Innovation Opportunities In a few minutes we will talk through the ideas ( a simulated huddle )

18 Final Thoughts Lean can be small changes to make a big impact Even if Huddles and/or Leader boards are not something you can start now there are small ways you can do to make a big impact. 3P s is a great way to start small In all meeting invites include: purpose, process and payoff. If you can t list the 3P s in the meeting invite then you probably shouldn t be meeting!