Professional Documents
Culture Documents
Lean Requires:
Time Nurturing support from management
If you had been in this field as long as I have you would know that what you are suggesting is absolutely impossible and absurd.
Improvement Is Continual
Person who says, it can not be done, should not interrupt person who is doing it
Ancient Chinese Proverb
Improvement Is Continual
Think always in terms of continued improvement. To rest content with results achieved is the first sign of decay.
George Eastman
10
11
12
14
15
16
Management
Is a set of processes that keeps a complicated system of people and technology running smoothly This is accomplished through:
planning, budgeting, organizing, staffing, controlling, and problem solving.
17
Management
The top management of business must reform their consciousness and make up their mind to REVERSE the flow of conventional production, transfer and deliver. This faces lots of resistance and it takes courage.
Taiichi Ohno
18
Leadership Management
19
Leadership
Is the capacity to get things done through others, by changing peoples mind-sets and energizing them to action.
The ability to inspire, confidence, respect, and enthusiasm among groups of individuals.
20
Leadership
21
22
Lean Leadership
Dictator Leader of the old days
tried to tell everyone what to do no transfer, or cascade, of responsibility
Social-Work Leader
just set goals & let everyone do as they pleased loss of focus, direction, & control
23
Lean Leadership
Lean Leaders lead in a very different way:
24
by example by being knowledgeable by getting into the messy details by questioning by coaching & teaching by influence by building robust, sensible systems & processes that cascade responsibility without formal authority
25
Resistance from the production field was naturally strong ~ and they strongly resisted change.
Taiichi Ohno
26
Vision
The vision must be CLEAR
If you cant describe a vision in 11 words or less and get a reaction that signifies understanding and interest you are in trouble.
27
Vision
Kodak cameras. You push the button. We do the rest.
George Eastman
28
Desirable
Appeals to long-term interest of employees
Feasible
Comprises realistic, attainable goals
29
Flexible
Is general enough to allow individual initiative and alternative responses
Communicable
The supportive context for the vision can be successfully communicated within 5 minutes.
30
Short-Term Wins
People often complain about being forced to deliver short-term results. They are necessary to create URGENCY, VISIBILITY, & CREDIBILITY
Not an Evolution it is Revolution Slow progress kills change transformations
32
33
34
Change
Insanity: doing things the same way youve always done them, yet expecting different results. Deming
35
Effective Change
Even if people see a need for change the transformation can fail because of:
1) an inwardly focused culture 2) paralyzing bureaucracy 3) political and turf wars 4) lack of trust 5) lack of teamwork 6) lack of leadership in middle management.
Fear
36
Employees understand the vision & want to make it reality but they are boxed in Personnel and information systems make it difficult
37
Effective Change
38
1) Establish a sense of Urgency Create a Crisis Bombard with information Send more data Hold people responsible for broader level performance measures Set targets so high they cant be easily reached
39
Create trust so they work as a team. Develop a common goal thats sensible and appealing to the heart.
40
41
Simple & free from jargon Use examples Multiple forums Repetition ...
42
43
44
To generate short term wins you must baseline when you start and measure results.
45
46
47
Continuous Improvement
Sustaining improvements requires
Organization-wide involvement Ownership Enthusiastic participation Confidence & trust Teamwork Best way to deal with change is to be actively creating it!
48
If you think you can or you think you cant, youre absolutely right.
W I IF M
Whats in it for me??
50