Presented on the 5th of November 2014

1. LEANCOACHING
ChristaneTscharf, CLT -Porto
João Paulo Pinto, ISMAI -Maia
2014 November05

2. THE APPROACH
“what”: Present the Wheel of Life and relate it with Harada Method;
“who”: for those who are interested in living a life with less waste, more value and agility (ie, individually in teams);
“where”: reducing waste and creating value can be applied everywhere;
“when”: reducing waste and creating value can be applied every time;
“why”: because everyday all of us strive for survival [ie, increase life quality and happiness (for individuals) or grow up and conquer success in the market (for organizations)];
“how”: that's what we will present, briefly, in this paper. The “how much”: some time, but mainly, willingness (or necessity).

3. WHAT COACHING IS NOT?
consulting
Psychology
Psychiatry
psychoanalysis
mentoring

4. WHAT IS COACHING
The basic principle relies upon the client's experience and his/her action;
It works without any assumptions or value judgments;
The great value of Coaching is to enhance the client's vision, ie: the search for answers;
Therefore, coaching assumes that the customer has all the resources he/she needs within him/her;
To do so, we need to ask the powerful questions…

5. COACHING BASIC PRINCIPLES
Coaching assumes that each individual has within all the resources needed to solve problems, make decisions and act from actual state towards a desired state;
Coaching works, simultaneously, with the past, the present and the future;
Coaching uses the past as a source of resources;
Coaching works with future as the world of all possibilities, where one can dream, plan, create and define goals;
Despite working with the past and the future, we act in the present. So, throughout a journey into the past in searching of resources and a trip to the future to define the desired state.

6. THE WHEEL OF LIFE Thisisyourstartingpoint… your“as is” state”

7. SOME POWERFUL QUESTIONS HOW DO I WANT IT TO BE? Identification and clarification of the desired future state WHAT CAN I DO TO CHANGE? Find out what actions can be taken WHAT CONCRETE ACTIONS? Initiate those actions on specific tasks WHEN WILL I START? Set a date for the first step.

8. HOW DO I WANT IT TO BE? THE “ROLES AND GOALS” MATRIZ
ROLES
GOALS(your objectives in short,medium and long term)
Engineer/researcher
Father
Husband(Wife)
Member of family
Social person

9. THE HUMAN SIDE OFLEAN THINKING PHILOSOPHY
Lean Thinking basic principles aim to eliminate waste, create value and improve agility;
Lean philosophy gives great emphasis to people and to their active role in the daily realization of these principles;
In fact, the human side of lean systems has been a major area of research interest;
Recently, new approaches have been presented, such as:
•Kata
•Harada
•Lean people leadership
•Coaching

10. LEAN PEOPLE FOCUSED PRINCIPLES
Concerning about people's role in Lean practices is so huge that 6/14 TPS principles identified by Liker et al(2005) are people related:
P1: Management decisions based on a long-term philosophy, even pledging financial results of short-term;
P6: Standardization is the structure of continuous improvement and empowerment of people;
P9: Facilitate the development of leaders who truly know the work, live the philosophy and teach others;
P10: Develop exceptional teams, who follow company's philosophy;
P11: Respect and extend it to the network partners (including suppliers), challenging them and supporting them to improve;
P14: Foster the creation of a learning organization, through safe reflection and continuous improvement.

11. THE HARADA METHOD
Developed by Takashi Harada in the 1990’s;
Mr Harada was a teacher in a grammar school in Japan…
Harada is a method to develop people’s self-reliance;
It is a simple method that uses forms and templates to guide people in achieving their goals;
So, the starting point is to define your goal…

12. Success is setting goals youfirmly believe inthat should be plannedand accomplishedwithin a desired time frame. Mr Takashi Harada definition of success

13. THE 5 STEPS OF SELF-RELIANCEDEFINE YOUR OBJECTIVEWHAT IS THE PROPOSE? SELF-ANALYSISACTION PLANDEFINE YOUR KATAS
Validateit, beSMART
Learn from successesand failures from past
What obstacles and measures?
MATRIX 8X8
FROM WHERE TO START?
DEFINE PRIORITIES!
DAILY AND WEEKLY ROUTINES

14. Your NameStarting dateClosing dateObjective / Project titleOptimistic targetClosing dateIntermediate targetClosing dateCurrent capacityClosing dateFor others (eg. family and society)For youThe Improved Harada MethodJoão Paulo Pinto, 2014Tangible effectsIntangible effectsLONG-TERM OBJECTIVE/PROJECTImpact evaluation (value and purpose of the Objective/Project) Health scopeAnticipated ObstaculesProposed CountermeasuresProfessional scopeHealth scopeSocial life scopeLearn from the Past: Prepare the Future: Personal scopeAnalysis of Past SuccessesAnalysis of Past FailuresProfessional scopePersonal scopeEveryday service to Family: Everyday service to Others: Social life scope

15. LEAN COACHING
Lean thinking is usually called a “philosophy” and, in fact, it is a way of thinking,acting and living;
Lean requires action to be implemented;
It requires proactive people to continuously identify waste, create value and improve process agility;
To do so, a leading role needs to take action –We need Senseisto guide people in their lean journey;
The Lean Sensei is the people’s coach;
He/she is the one that teaches and learns with their pupils and his/her success is based on their team’s success.

16. CONCLUSIONS
Lean thinking is a very simple but powerful paradigm that promotes and sustains cultural changes in people and organizations;
Through simple tools, applied by normal people, it can achieve extraordinary results;
The first step towards continuous improvement should be a diagnosis (eg. “Wheel of Life” and the “Roles and Goals” Matrix);
These tools allows to define the “as is” state, which help to identify wastes and the gap between present and future state;

17. The “to be” state is reached by continuous improvement…
In this paper, we presented the Harada Method, which aims to grow and develop people, focusing on goals, towards success, deeply related with continuous improvement;
Improving individuals will have significant impacts on organizations;
We can conclude that human power is where Lean power relies: not only in tools, machines or methods;
From the Wheel of Life (“as is”) to Harada Method (“to be”) a new roadmap is presented to develop Lean People through Lean Coaching.

18. Empowered and autonomous
Self-reliant and focused
Proactive and responsible
Focused on results
… to happen to people and their teams

19. Thank you for your attention
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