Leading In A Lean Six Sigma Environment.Short Version For Web
- 1. Leading in a Lean Six Sigma Environment Facilitated by: John Besaw, Ph.D. 1
- 2. e-Genda The Context Attention through Vision Lean concepts and Six Sigma problem solving methodology Framework for Transformation Sustaining Change Leadership Assessment Activities 2
- 3. Renewal or stagnation! 3
- 4. Lean Six Sigma Lean Six Sigma promotes a culture that targets continuous process improvement through the relentless elimination of waste. 4
- 5. Leading in a Lean Six Sigma Environment A leadership philosophy dedicated to creating and keeping loyal customers through continuous improvement of all products, services, and processes. Requires the active and continual participation of “engaged” employees in an environment supportive of innovation and teamwork. 5
- 6. Activity What are we doing now that we shouldn’t be doing at all. 1) 2) 3) There may be too many To-Do lists. Consider A “Not-To-Do” List 6
- 7. Systems Thinking A whole-systems approach that creates a culture in which everyone is continuously improving processes. Leadership’s commitment Empowered, engaged employees An action orientation 7
- 8. Culture 8
- 9. Two “Sides” The “HARD” Side: The “SOFT” Side: is about is about • processes • buy-in • measurement • commitment • tools • attitude • structures • overcoming • procedures resistance to change • self-leadership 9
- 10. Culture Traditional RapidLeanSixSigma • Authoritarian • Participative • No risk-taking • Encourage change • Fear of job loss • Job security • Status quo • Continuous improvement • Systems policies • Policies that inspire people to want continuous improvement • “Beat on” supplier • Work with supplier • Distant from customers • Close to customers • Few people trained in basic tools • Everyone trained in basic tools 10
- 11. Example: Anchor to Culture Customer Satisfaction Pride in Continuous Improvement Teamwork Empowerment Employee Engagement Communication 11
- 12. Leaders Make-It-Happen Lean Six Sigma provides the tools and techniques for making decisions and solving problems - fast. An organization’s early success will be realized through engaged employees using an empowered approach for “Rapid” process improvement. Leaders “Make-It-Happen” 12
- 13. Apparent Roles Attitude Structure Systems Less Apparent Beliefs Informal Communication Attitude Motivation and Commitment 13
- 14. Keeping it Simple Adds Value or Non-Value Added Simplicity is the new complexity. 14
- 15. For Consideration Efficient: “Do things right.” (Management) Effective: “Do the right things.” (Leadership) 15
- 16. Essential Skills Building Trust Managing Relationships Communicating Effectively 16
- 17. UN - LEARNING . . . the real challenge today is unlearning, which is much harder. Each of us has a “mental model” that we’ve used to make sense of the world. But the new world of business behaves differently from the world in which we grew up. Before any of us can learn new things, we have to make our current assumptions explicit and find ways to challenge them. John Seely Brown Chief Scientist, Xerox Corp Palo Alto, California 17
- 18. The Knowing Doing Gap It's doing, not knowing, that makes the difference. 18
- 19. Orientation Fixing problems, Not - fixing blame. “We are in a new economic age. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship.” Dr. W. Edwards Deming 19
- 20. Leader’s Role Stay involved, Actively support, Train, Communicate, Motivate, and Model the Way. 20
- 21. Leadership Key Deliverables Increased Higher Levels Efficiency of Performance 21
- 22. Example: Targets Cost Reduction (improved profitability) Continuous Improvement Workforce Engagement Speed and Simplicity 22
- 23. About Change 90% of all organizations have attempted some form of large scale business change 75% of these attempts fail Fortune Magazine 23
- 24. Leadership Drives Change Management 24
- 25. Leading in a RapidLeanSixSigma Environment Build a Shared Vision Create a Guiding Coalition Empower Broad-Based Action Generate Short-Term Wins Communicate the Vision Anchor RapidLeanSixSigma in the Culture 25
- 26. “Big Picture” Active, executive-level leadership. Need highly visible (transparent) process. People need to be “released.” Each of us must find our own way. 26
- 27. “The Journey” Vision Lean Six Sigma TO BE Where we Step 1 Analyze the Gap: Review the differences are today? between where you are and where you intend to be. Step 2 Plan the Route: Decide actions to progress AS IS from present state to future state. Step 3 Lead the Journey: Provide resources, support, train, and model the way. 27
- 28. “Emotional Rollercoaster” To Be Performance Acceptance Trigger Growth Fear Denial Event Anger Learning As Is Break Through Phase 1 Phase 2 Phase 3 28
- 29. Transition as a Continuous and Accelerating Process - as soon as the “Improved State” is achieved, make it the new “Current State.” Improved State R Transition State A T Current State E Improved State O Transition State F Current State C Improved State H A Transition State N G Current State E TIME 29
- 30. Same Direction Clarity Consistency Commitment Clarity Consistency Commitment 30
- 31. Caution Stay away from ineffective and “backward focused” questions. Use “effective questions” that are “forward focused.” 31
- 32. Keys to Implementation 1. Keep Leaders Involved 2. Align Lean Six Sigma implementation to Business Strategy and Priorities 3. Keep Message Simple and Clear 4. Position as Improved Competitiveness and World Class 5. Focus on Short-Term Results 6. Focus on Long-Term Growth and Development 7. Make Learning an Ongoing Activity 32
- 33. Steps to Action Action Commitment Understanding Information 33
- 34. For Discussion Compliance Commitment Training Learning Short Term Long Term External Internal Safety Risk-taking Predictability Ambiguity Control Order 34
- 35. 8th Waste Workers Who Are Engaged 26%-55%-19% 26% engaged (loyal and productive) 55% not engaged (just putting in time) 19% actively disengaged (unhappy and spreading their discontent) Source: “The leadership kit: Leadership is confusing as hell” Fast Company Magazine 35
- 36. Behaviors that Get Results “Coaching” involves letting people know what to do, how to do it, when to do it and then measuring behavior. “Supporting” involves listening to people, providing support and encouragement for their efforts, and then facilitating their involvement in problem- solving and decision making. 36
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- 38. Anticipating and Preparing for Change Despite Current Success In this fast moving world, product life cycles are shorter than in the past. Consider some of the business processes, product, or strategies - graph where each of these might presently be on the first curve (shown below). Reflect on the significance of where you have placed your mark on the first sigmoid curve immediately above, be it in reference to your career, your group’s product or service, and so on. What steps do you need to consider taking so that you can prepare for the second curve, without prematurely leaving your current success (on the first curve) behind? How can you use the concept of the sigmoid curve to help ensure your success as a leader? What changing demands are being made of leaders in your organization, and how can you adapt your thinking and approach to meet these leadership demands? Source: The Sigmoid Curve: 38
- 39. Growth Decline Life Cycle Start Business CHANGE Out of Business 39
- 40. Quantum improvements come not from simply working harder or smarter at the same old things, but from figuring out how to eliminate the need to do the same old things. 40
- 41. Freedom to Choose Events Freedom to Choose Outcome Events + Response = Outcome and Learning 41
- 42. For Discussion I don't have to attend every argument I'm invited to. Don’t believe everything you think. Source unknown 42
- 43. Short Break 43
- 44. Tracking System 44
- 45. Tracking System Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Coaching/ Training Booster Month Communication Campaign Coaching Promotion Evaluation Follow-up Continuous Improvement Training Master Plan 45
- 46. Facilitation 46
- 47. ORID Objective Level Questions Invites inclusive participation Gets out the facts and objective data Reflective Questions Acknowledges emotions and initial associations Invites participants to use their imagination Interpretive Questions Builds shared awareness within the group Identifies available options and possibilities Decisional Questions Draws out deeper meaning Makes conversation relevant to the future Exposes group choice Closing: To confirm the group’s resolve 47
- 48. Parking Lot 48
- 49. Model Balanced Score Card 49
- 50. VISION Through teamwork, be the best in our business. VALUES • Teamwork • Honesty • Integrity • Respect • Opportunity • Urgency Culture Create an environment that To satisfy our customers, inspires people to work at which processes must To achieve our vision, how together, engages our we excel? must our organization learn employees in continuous and improve? learning, and allows everyone to excel. Internal Processes Financial Develop and execute Improve profit significantly innovative processes which year over year. allow us to exceed customer expectations. To achieve our vision, how Customer When we succeed, how must we look to our customers? Deliver best value will we look to our stakeholders? static control components 50
- 51. VISION Through teamwork, be the best in our business. VALUES • Teamwork • Honesty • Integrity • Respect • Opportunity • Urgency CULTURE INTERNAL PROCESSES CUSTOMER FINANCIAL Create an environment that Deliver best value . Improve profit significantly year inspires people to work together, Develop and execute innovative over year. engages our employees in processes which allow us to exceed • We must provide the best products and • We must maximize total overall continuous learning, and allows customer expectations. services as determined by our performance of each of our everyone to excel. customers: businesses: •We must manage our manufacturing - Reliability - Profitable Revenue Growth • We must pursue outstanding leadership strategy to deliver Lean products on - Product Performance - Material Costs at all levels of the organization. time, at competitive costs. - Product Features - Operating Efficiency • We must maximize the power of •We must continually improve - Product and Part Delivery - Warranty Costs diversity. business links with suppliers and - Period Yield • We must promote the safety of our customers. - Asset Management people. • We must ensure accurate and timely communication about the business. • We must ensure that our people have the appropriate skill, knowledge, and competencies. • We must meet or exceed the environmental requirements for our facilities. • We must institutionalize Principles of Lean to drive continuous improvement throughout the value chain. Results Results Results 51
- 52. Initial Steps Might look like this. (1 of 2) Generate executive leadership interest in transformation Conduct Transformation Overview executive briefing Decide to move forward with Transformation implementation Conduct Transformation training to Centers of Influence Select the first cluster of business for Transformation 52
- 53. Initial Steps Might look like this (2) Identify training requirements Conduct training Make second assessment of implementation Make decision to expand the initiative Revise Transformation deployment Schedule Integrate lessons learned into strategy 53
- 54. “Rapid” Recognition Use existing awards and recognition program. Develop additional incentives such as certificates of appreciation. Publicize success stories, initiatives, and results. Recognize individuals and teams. 54