Aligning the People Systems with Lean

Transcription

1 Aligning the People Systems with Lean Real-World Experience 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 2

2 Thought Leadership Published Books Lean Enterprise Institute Faculty Shingo Award Winner Mark Hamel Joe Murli 2015 The Murli Group, LLC. LLC. All All Rights Reserved. Greg Lane 3 Organization Joe Murli CEO Business & Product Development Mark Hamel COO Operations & Product Development Kathi Hanley Practice Manager, People Systems Evan Berns Practice Manager, New Product Introduction Joseph Ricciardelli Practice Manager, TPM Larry Loucka Practice Manager, Logistics and Materials 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 4

3 The Lean Management System True North Accountability Process Standardized Work Leader Standard Work & Behaviors Lean Management System Visual Management People System 5 The Leader/Subordinate Relationship Mutual Trust The People are the most important element of the Lean System It is the job of every Leader to develop his/her direct reports. The first priority in building the relationship is to develop Mutual Trust. 6

4 HR s Role in a Lean Company Mutual Trust The role of Human Resources is to develop and maintain the systems that grow and sustain the Manager/Employee relationship AND Reinforce the Mutual Trust between the Company and the Employee 7 Discussion: Mutual Trust How is Mutual Trust established at your Organization? What role does HR play in supporting the Leader/Subordinate relationship? 8

5 Characteristics of a Lean Culture Built on mutual respect and trust Demonstrated leadership commitment Driven by employee involvement Focused on organization development Measured performance visible to all Standardized methods are the base for improvement Problems are solved at the lowest level possible Roles in a Lean Culture Senior Leadership Employees Front Line Leadership Middle Management 10

6 Roles in a Lean Culture Senior Leadership Defines True North Sets Long-term Strategy Drives Alignment Develops Middle Management 11 Roles in a Lean Culture Engage Employees in Problem Solving Model Lean Behaviors Confirm Capabilities to Meet Objectives Coach for Development Align Operational Improvements to Enable Accomplishing Long-term Strategy Front Line Leadership 12

7 Roles in a Lean Culture Align Operational Strategies and Systems to Long-term Strategies Develop Front Line Management Assure & Sustain Operational Stability Through Improvement Cycles Middle Management 13 Roles in a Lean Culture Employees Perform Functional Standard Work Identify Improvements to Process Solve Process Problems 14

8 Senior Leadership Employees Front Line Leadership Middle Management Human Resources Confirm Employee/Employer Partnership Facilitate Coaching Drive Continuous Improvement in People Facing Systems Perform as Keeper of the Values 15 Lean People Ecosystem Senior Leadership Employees Front Line Leadership Middle Management 16

9 People Facing Systems in Context Attract Employee Selection Job Descriptions Community Relations Onboarding HR Policy Alignment Peer Review Compensation Organization Structure Performance Appraisal Reinforce Continuous Improvement Culture Engage Employee Training CI Program Assignments Development Program Talent Development Coaching Climate Strategy Deployment Inspire 17 Attracting Attract Check list for successful attraction: Reinforce Continuous Improvement Culture Engage Reputation in the community as an employer Job specifications that include Lean behaviors Selection methodologies that test for Lean behaviors Onboarding process that immerses the new employee in the culture, principles, etc. Inspire 18

10 Engaging Attract Check list for Successful Engagement Reinforce Continuous Improvement Culture Systems exist to align roles & responsibilities to assure successful execution of strategies Inspire Organization structure must support the ongoing work of subordinate development Management understands and is capable of consistently executing Lean Leadership Behaviors Training programs focus on continual improvement of the problem solving capabilities of the entire organization Systems exist to assure participation of employees in continuous improvement Expectations of management to develop subordinates are clear and management is capable of managing development of their people Internal communications systems exist that naturally align all levels to implement business strategies Engage 19 Inspiring Attract Checklist for Inspiring Employees Reinforce Continuous Improvement Culture Engage Systems are in place to align company strategies Inspire with talent management Employees see the company as a place they can contribute their talent Company articulates its desire for work/life balance for all employees Management utilizes servant leadership as a central component for successful employee development Systems exist to assure that fairness is practiced in all personnel and policy decisions Leaderships defines methodologies for utilizing the entire organization to accomplish long term strategies 20

11 Reinforcing Attract Check list for Reinforcing the Lean Management System Reinforce Continuous Improvement Culture Engage Systems and policies reinforce the employee/employer relationship as a long-term agreement Systems exist that allow employees to pull the andon when practices do not appear to align with an effective Lean culture Management relentlessly examines the process and engages the work force in attacking waste wherever it is found. Compensation systems support execution of a complete Lean Management System Human Resources is seen as a partner in establishing the Lean culture Inspire 21 Bottom Line: Attitude Is Critical If you think you can or you think you can t, chances are you re right. - Henry Ford 2015 The Murli Group, LLC. LLC. All All Rights Reserved. 22

12 Contact Information Kathi Hanley People Systems Senior Coach Tel Pearl St, Mystic, CT The Murli Group, LLC. LLC. All All Rights Reserved. 23