FACILITATING LEAN Presented by,

MANAGEMENT Aswath AC
Dharunanand R
SYSTEMS
INTRODUCTION
Adoption and use of Lean production system will fail without accompanying
successful implementation of LMS

Factors pertaining to developing Lean organizational culture

Recent Organizational change management theory

LMS model proposed by David Mann

Sweet sixteen, ADLI, DMAIC process

LEAN CULTURE
DEVELOPMENT (1 OF 4)
Schein defines Culture is the most difficult organizational attribute to change and
facilitate
Three cognitive levels of organizational culture

Organizational Attributes or Artifacts

Professed Culture of Organization members – Values
Organizational Tacit assumptions
LEAN CULTURE DEVELOPMENT (2 OF 4)
Organizational Attributes or Artifacts:

Includes Facilities, Offices, Furnishing, Visible awards and recognition

Cultural meaning of the organization

Verbal, behavioral, and physical artifacts are the surface manifestations of organizational culture.

Rituals are the collective interpersonal behavior

Values as demonstrated by that behavior, constitute the fabric of an organization’s culture.

Technology and art exhibited by members are examples of physical artifacts

Language, stories, and myths are examples of verbal artifacts

LEAN CULTURE DEVELOPMENT
(3 OF 4)
Professed Culture of Organization members – Values:

Shared values are individuals’ preferences regarding certain aspects of the

organization’s culture
Basic beliefs and assumptions include individuals impressions about the
trustworthiness and supportiveness of an organization
Organizational behavior at this level usually can be studied by interviewing or
using questionnaires to gather attitudes about organizational membership
LEAN CULTURE
DEVELOPMENT (4 OF 4)
Organizational Tacit Assumptions:

Elements of culture that are unseen and not cognitively identified in everyday
interactions in organization
These are considered to be taboo
Only with deep interviews with employees this trait will come out
Only mere understanding of culture is not enough since dynamics of Interpersonal
relationships are added
 DAVID MANN’S LEAN
CULTURE (1 OF 2)
Defined as “the sum of people’s habits related to how they get their work done”
For a group, the culture is not visible and is visible only through displayed behaviors
Common Questions:
1. What are the organization’s inventory practices?
2. How often does management look at the status of production?
3. Who is involved in the process improvement activities in this area?
4. What is the typical response when a problem arises?
DAVID MANN’S LEAN CULTURE (2 OF 2)
The questions are answered for both Mass production culture and Lean production culture
Cultural Attributes Mass Production Culture Lean Production Culture
Inventory Practices • Managed by computer System • Managed Visually
• Ordered by forecast • Ordered to replenish actual
• Stored in warehouse use
• Stored in FIFO racks

Production status • Checked at the end of shift, • Checked by team leaders

Process Improvement
Problem Solving
beginning of next shift, or end
of week
• Checked by supervisor, higher
level managers
• Changes should be made by
technical project teams and
must be specifically chartered
• Do whatever it takes to hit
today’s numbers!
several times an hour
• Checked by supervisors four
or more times per shift
• Can be and routinely are
initiated by anyone, including
Operators
• Record immediate
circumstances of the miss,
interruption, or breakdown
CHANGE MANAGEMENT (1 OF
3)
It is located in the center or sweet spot of four system Venn diagram and essential for
successful implementation of Lean management system
 CHANGE MANAGEMENT (2 OF
3)
Bridge Marathon Effect:

The higher leader sits in an organization more

quickly he or she tends to move through the
organization

 Used to identify the changes that takes place

in an organization

Traditional barrier like letting go, Neutral

zone, New beginning are broken
 CHANGE MANAGEMENT (3 OF 3)

Complex change model:

Model developed by Knoster

Framework for thinking about

a change in organization

Identified 5 elements

If any one of the element not

present this will lead to failure
 FACILITATING LEAN
MANAGEMENT SYSTEM
David Mann compare LMS as a metaphor for Car

If a Lean management system is a car, then the engine

is leader standard work.

The visual controls are the transmission

Daily accountability process is similar to the gas pedal

and steering wheel.

Finally, discipline is the fuel that keeps the car running

ELEMENTS OF LMS
Element Key Characteristics
Leader standard work Daily checklists for line production leaders—
team leaders, supervisors, and value stream
managers—that state explicit expectations for
what it means (and how) to focus on the process
Visual controls Tracking charts and other visual tools that reflect
actual performance compared to expected
performance of virtually any process in a Lean
operation—production and nonproduction alike
Daily accountability process Brief, structured, tiered meetings focused on
performance with visual action assignments and
follow-up to close gaps between actual results
and expected performance
Discipline Leaders themselves consistently following and
following up on other’s adherence to the
processes that define the three elements
SUPPORTING ELEMENTS OF LMS
Supporting Elements
Leadership tasks in an ongoing
Lean operation
Learning Lean management
Root cause analysis
Progressive Discipline in Lean Environment
Rapid response System
Improvement process
Key Characteristics
Subtle but important differences between leading Lean
conversion projects and leading ongoing lean
operations
Work with a sensei; use the production area as the
classroom through gemba walks
Standard, basic tools to focus on eliminating the
causes of problems rather than settling for
workarounds that leave causes undisturbed
Applying discipline for performance as well as for
conduct as a source of support for expected
performance in a Lean
environment
Procedures and technology for summoning quick help
from support groups and management is important in
finely balanced Lean operations.
How are improvement projects managed when they
exceed the scope of the daily task assignment boards?
WHAT SHOULD SUPERVISOR AND MANAGER TRACK?

Besides regular, ongoing production and service work, the following activities should be consistently monitored:
1. Currently active initiatives
2. Completed process improvement events
3. Number of staff and their managers trained as Lean practitioners
4. Percentage saturation of staff and management participating in
learning management system Training
5. Number of cross-organization improvement activities that staff
members participate in
6. Number of staff who have completed a transformation awareness
online course
7. Number of units/teams routinely huddling
8. Percentage saturation of units/teams routinely huddling
9. Number of units/teams using a visual display board with huddles
10. Number of completed opportunity for improvements
GUIDELINES TO BE
FOLLOWED FOR LMS
The following guidelines should be considered when attempting to facilitate at the early deployment
stages of a Lean management system:

It is imperative to be careful with selecting your first Lean practitioners.

Training should include a good dose of business goal talk
Make a clear connection between the unit/team’s business goals and their skills matrix
Start a deployment calendar early
Get executive teams huddling first
Reinforce, reinforce, reinforce…even if you think you already said it, say it again…FAQs, e-mails, and
one-on-one connections
Do not rush the slow-pokes; instead slow-down the rushers
Take plenty of Pictures
ORGANIZATION LEVEL AND
ALIGNMENT
Lean Management system vary based on the complexity and level of an organization

Two methods are used:

Sweet Sixteen

Catchball

These are used to ensure that there is adequate communication and policy
deployment
 SWEET SIXTEEN SYSTEM
MODEL
Developed by Frank Voehl of
Strategy Associates,

This model is expanded to

include 4 performance levels
and 4 categories

Loosely based upon the

Rummler and Brache approach
CATCHBALL (1 OF 2)
Catchball is described as a simple method that can get your team off to a good start
and keep you on target until the goal is achieved

Used by Toyota and many other organizations

Consists of seven important points

The Catchball method works well because those closest to the work are in the best
position to put a realistic plan together
CATCHBALL (2 OF 2)
Leader should explain about the plan
Brainstorming takes place
Real plan is developed
Signoff takes place
Periodic checks are carried out to find “Whether the plan is followed?”
Changes may be incorporated
Refinement takes place till perfection achieved
ORGANIZATION AS SYSTEM
PERSPECTIVE
Senior Leader need to focus on Strategic direction and needs

Resources should be aligned to objectives

Senior Leader and workers at all level need to be involved in decision making

Organization should function as closed loop system

ADLI MODEL
ADLI stands for Approach, Deployment, Learning, Integration

Used to address the key process Issues and Criteria

Examiners are used to check if there is evidence of improvement or not

Also they will check whether the approaches are Aligned and Integrated

Examiners will personally verify and clarify the written applications

ADLI, a great tool for assessing Organizations and Lean Implementations

DMAIC ROADMAP (1 OF 2)
Complex Lean projects often apply the DMAIC improvement model and they can last
from 3 to 6 months

Duration is influenced by various factors

Management becomes very uncomfortable with long projects, so they must be

strategically important and carefully selected

Mostly comfortable with Lean Six Sigma projects, also used for Longer Lean projects
DMAIC ROADMAP (2 OF 2)
SUMMARY
System thinking is the process of understanding how things influence one another
within a whole

Experts have all emphasized that organizations were highly complex systems

Managers should therefore manage organizations as systems, rather than merely

focusing on its individual parts.

Learnt about various model including ADLI, Catchball etc.,