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Lean Leadership


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Lean Leadership

  1. 1. Lean Leadership is …. Transformative Engagement Darrell Casey, PhD. 2015
  2. 2. Changing the Way We Work Ideal Results Require Ideal Behaviors. Results are the aim of every organization, but there are various methods by which they are attained. Ideal results are those that are sustainable over the long-term. Simply learning or buying new tools or systems does not achieve ideal results. Great leaders understand the cause-and-effect relationship between results and behavior. To achieve ideal results, leaders must do the hard work of creating an environment where ideal behaviors are evident in every associate.
  3. 3.  Smooth transition from the Day In Life Of exercise of making effective use of a leaders time  Expectations outlined for leadership role in the operations excellence environment  Create understanding that the leadership role is heavy upon change and human behavior  What the leaders role is in the sustainment of a culture of excellence Objectives
  4. 4. Lean Leadership – where do you spend your time…. DILO value and effective use of time
  5. 5. DILO uses 7 categorizes for leadership time Travel:  Unnecessary back and forth travel time. Model the Way:  Clarify desired behaviours and actions  Effective time management  Conduct Effective meeting/facilitation  Build cross functional collaboration  Building value added relationships  Equip, Encourage, Enable & Engage others Available time:  When no specific tasks to do  Overrun on breaks, social chatting  Talking to others on non-value discussion  Rework Manual Labor:  Time spent doing the work of an specialist  Time drawn away to problem solve for others Administration:  Administrative Paperwork  Administrative Telephone calls  Personnel reviews  PC time/E mail etc  Participation in meetings Coaching:  Time being coached  Time coaching others  Meant to capture coaching/guiding/advising Challenge the Process:  Teaching tools to others  Gemba Walk, Go See  WPR
  6. 6. DILOs Identify Non-Value Transforming Activities 53% 47% Leadership DILO Value Transforming Non-Value Waiting Look- Parts Rework Other Available Travel 0% 20% 40% 60% 80% 100% 8.0 min 3.2 min 33 min .1hr 14min 34min .1hr 13min
  7. 7. Example of the Output for a Leadership DILO Leadership Model the Way Challenge Process Administration CoachingTravel AvailableManual labor Actual Perceived Ideal
  8. 8. Exercise #1 – Group discussion on the insights gained from DILO
  9. 9.  What insights did you gain from the DILO exercise and the chart reflecting your use of daily time organization?  What type of functions did you identify of Non-Value or not effectively using your time?  Where did you conduct your value added actions/time?  Where were you the most surprised by your time utilization?  How will you prioritize your effective time utilization in the future? Findings from the DILO exercise
  10. 10. Lean Leadership is - creating the Lean environment Its about building leadership and organizational effectiveness…It takes the organization to something better…different…new…Lean CULTURE
  11. 11.  Lean versus “Traditional” approach  Leading Lean is leading change…its about people New “Way” through leadership The most valuable currency of any organization is the initiative and the creativity of its members. Every leader has the solemn moral responsibility to develop these to the max in all his people. This is the leader’s highest priority. (Deming, 1982)
  12. 12.  "We will announce it on Monday and it will be in place that afternoon"  "We will get them to comply"  "Those that resist are troublemakers to begin with" The Typical "Spray and Pray"
  13. 13. “The hard stuff is easy, the soft stuff is hard.” If you understood 100% of all of the technical aspects of Lean, you would only be 50% of the way there.
  14. 14. Traditional Leadership  Directing/telling  Controlling  Holds information/knowledge  Places blame  Results/bottom line focus/push  Manages by intimidation  Fire Fighting (jump through hoops)  Task oriented
  15. 15. Lean Leadership Thinking is… …systems & process focused:  Behaviours include  Leading by example  Managing by walking around/visible support  Visioning/Policy deployment  Creating sustainment through deep engagement and behaviour change  Decision Making Involves  No blame  Asking open ended questions  Continuous improvement  Finding and confirming the abnormal  Driving decisions to the lowest possible level
  16. 16. What Leadership Transitions Should be Expected? People will want to know how their role will change and will take on new responsibility. Employees’ roles will become more complex but with less internal reporting Supervisors become problem solvers and pro-active rather than re-active. Middle mgmt Responsibilities could be redirected and more focused. Senior management becomes horizontally focused with the right level of training and education.
  17. 17. Leadership’s key responsibilities  Decide to start - launch and lead the Lean journey  Decide to create others as Lean leaders  Recognize:  that Lean success requires specific leadership behaviors that are foreign to many organizations  new behaviors will have to be defined and coached at all levels new leadership behaviors require a Role Model….this model is “YOU”
  18. 18. Leadership’s key responsibilities  Lean Daily Leadership consist of:  HUB reviews and participation  Conducting Gemba Walks/Waste Walks  Conducting Work place review  Coaching others to lift capabilities through equipping, encouraging, and enabling them to execute Lean  Encouraging employee involvement process to capture improvement ideas Lean Leadership standardized work is a critical element in the transition
  19. 19. Leadership’s key responsibilities  Lean Daily Leadership provides solid Lean foundation  provides structure for practicing new management behaviors  allows work groups to take process ownership  key metrics track performance at lowest process level possible  Lean leaders develop as process is implemented  people learn best by doing - forcing implementation and management builds commitment and understanding  Lean Daily Leadership helps sustain improvements until new behaviors become habits Lean Daily Leadership is the “ENABLING” process to drive new behavior
  20. 20.  Your goal is not to get rid of people, but to get rid of wrong, non- changing behaviors  This question will be vocal (if you’re lucky) and most certainly in the backs of everyone's mind  Complacency is a lot worse than discomfort, or even fear  Pain and unpleasantness should accompany old culture behaviors and habits  Beware of whiners, gripers, and squeaky wheels and the time you invest in them One way to reward resistance is to keep the old reward system What’s In It for Me?
  21. 21. Commitment, Clarity and Cohesiveness:  If you are committed to becoming Lean…  There will come a time when you will have to make some decisions that may be uncomfortable  There will be non-believers and you will have to decide what is best for the organization as a whole
  22. 22. What Impact Should Eventually be Expected? Greater Organizational Flexibility (Pro-activity) Improved Employee Morale (Retention) More timely & accurate management Information (Better Metrics) Stronger bottom line & return on investment (Stakeholder links) Leadership education & development must be an integral part so they know where the organization is going
  23. 23.  Lead both organization and individuals with purpose  Value others through serving, attention, affirmation, appreciation, equipping, empowering and engaging them  Transform mindsets within the organization to system wide, critical, value creating thinking  Responsible steward who is accountable for and optimizes each resource to deliver exceptional outcomes Leadership Themes
  24. 24. Exercise #2 Breakout session – What are your key insights concerning Lean Leadership? • Break out into small teams • Activity set for 10 minutes • Identify key insights concerning Lean leadership • What changes do you anticipate making
  25. 25. Lean is more than simple tools:  To create the desired Lean culture - leadership must clearly:  establish the new expectations and behaviors  exemplify these in every action conducted daily  be thoroughly committed to Lean  and importantly, adhere to the concepts of change leadership Care harder…care enough to take the company through The Unpopular, almost hated, struggle of Lean culture change
  26. 26.  You don’t change culture because it sounds good...you do it because you have to  Some companies do the things to start changing culture, but don’t have the organizational courage to see the effort through  Some companies recognize the need for culture change, but are deceive into thinking they can accomplish it without pain and chaos Leading Lean Change is heavy stuff If you are to be successful, you will disturb people
  27. 27. The Style of Leadership is a key issue in promoting Commitment towards the implementation of Lean ! People will watch you and follow what you do Leaders must take responsibility for their own involvement and the leadership of Lean activities Leaders must demonstrate and consistently lead Lean as the right thing to do Effective Leaders will inspire their people towards the vision Lean Leadership Behaviors
  28. 28. Leading the culture  Lead the culture so that it produces the results looked for is an essential role of leadership  Leadership creates experiences everyday that shape the organization culture. From promoting people, to implementing new policies, to interaction in meetings, or reacting to feedback. These experiences foster beliefs about “how things get done around here”  Optimizing the culture should command attention every bit as much as efforts to achieve performance improvement Neglect at your own peril Leaders must create the needed culture
  29. 29. To achieve new results  you must create the new culture that will produce those results  You do this by defining the needed shifts in the way people:  Believe  Act  Which create the new Experiences that will help them adopt those desired beliefs and actions Effective leaders understand that beliefs drive people's actions If everyone in the org continues to think and act in the same Manner as they do today, can you expect to achieve the results You need to achieve
  30. 30. Create the experience  Each interaction you have with others in the organization creates an experience that either fosters or undermines desired beliefs. Quite simply, the experiences you provide create the beliefs people hold  Experiences create beliefs, the right experiences create the desired beliefs. To accelerate culture change you should ask yourself key questions: what experiences do I need to provide in order to create the beliefs we need in the organization The right experiences form the desired beliefs
  31. 31.  Use the HUBs to see where change has hit a “rut”  Make people personally accountable for culture change  Challenge others to challenge the processes  Act upon abnormal outcomes  Create standardized work around best practices  Be a strong leader and consider yourself on display  Avoid anything resembling hypocrisy, old culture and double standards  Deliberately follow a style that leaves no doubt about your beliefs Visibility throughout the Culture Change If no one will measure results, why expect people to produce new improved results?
  32. 32. Lean Leadership Enablers
  33. 33. TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT DRIVE CHANGE & CONTINUOUS IMPROVEMENT 1. Encourage people to challenge and be creative in their efforts to improve the process 2. Keep in touch with people through systematic habitual Gemba visits, regular communication, follow up and confirmation of the process. 3. Create environment for innovation, risk taking, and engagement which is risk free/fear free 4. Coach and guide people by involvement in their process and problems – go see, be present with those doing the work 5. Communicate the vision, mission, values, and principles to create understanding while guiding people through your own actions 6. Develop an environment to ensure “staff” are seen as the focus for service 7. Encourage accountability for behaviors, skills and actions 8. Impact people’s lives by mentoring and coaching TEACH AND ENGAGES WORKGROUPS
  34. 34. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS DRIVE CHANGE & CONTINUOUS IMPROVEMENT 1. Treat people as the most important asset in the company – not just the cliché 2. Realize people are more important than task 3. Create trust that brings reliability, predictability, and consistency 4. Understand individuals are a “10” hungry for achieving something bigger than themselves 5. Treat others as you would expect them to treat you 6. Create an environment of mutual trust and respect 7. Practice welcoming problems as opportunities not a vehicle to allocate blame and shame 8. Understand issues from another’s point of view. Seek to understand, seek to empathize 9. Recognize and demonstrate the value of people to the company 10. Recognize and support the need for people to learn and develop 11. Aim for win win conclusion in situations 12. Establish a covenant of civility RESPECT FOR PEOPLE
  35. 35. TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED SUPPORT AND RECOGNITION COMMITMENT TO STANDARDS 1. Attack processes, not people 2. Initiative to make it better than when you arrived 3. Apply a questioning approach – why, why, why? 4. Do not blame, ensure a deep understanding of the problem 5. If a mistake or problem has happened the process has allowed it. 6. Learn and understand why mistakes happen 7. Lead effective route cause analysis and countermeasure 8. Coach people to look for opportunities to improve the process 9. Go and See – get the fact at the point of cause PROCESS FOCUS
  36. 36. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT DRIVE CHANGE & CONTINUOUS IMPROVEMENT 1. Encourage the use of a clear escalation process to inspire confidence to learn and achieve 2. Find new ways of rewarding excellent work 3. Direct all service yourself and others towards the point where value is added 4. Training is a key part of supporting people to do their job 5. Be available for people 6. Focus on strength and augment weaknesses for growth 7. Recognize and reward employees for their contributions to success and the success of the team SUPPORT AND RECOGNITION
  37. 37. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT 1. Create alignment to common purpose to the point of understanding 2. Over communicate by listening, being present, silent, empathetic 3. Know it is about building relationships and community 4. Implement and communicate clear definite standards 5. Review and monitor progress constantly, make information visual and easy to interpret by anyone 6. Guide and lead people to understand their worth and their ideas to meet objectives 7. Understand the complete process of strategy deployment and execution 8. Establish regular reviews and confirmation of action plans to validate, follow up, integrate as learning 9. Work towards clearly defined vision, mission, values and principles EFFECTIVE COMMUNICATION & STRATEGY DEPLOYMENT
  38. 38. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS 1. Understand what the normal condition is versus abnormal 2. Maintain personal discipline, direct and coach others to keep within standards and procedures 3. Develop clear user friendly visual controls at all levels to help monitor and improve standards 4. Always react to off standard situations with immediate investigation and countermeasure 5. Comment on and guide others when a standard is overlooked or neglected 6. If no standard exist – develop one 7. Conflict resolution – zero tolerance for avoidance of conflict
  39. 39. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT INFLUENCE CHANGE & CONTINUOUS IMPROVEMENT 1. Understand and know what changes are required 2. Be part of the change, demonstrate positive change actions and behaviors 3. Review own work for its value and outcomes towards the vision 4. Take advice, training and guidance to help you lead the change 5. Inspire respect by admitting mistakes on the path of change 6. Stimulate others and inspire actions towards the future state 7. Work one step at a time, check, confirm and then move on 8. Identify own inhibitors, be honest and communicate to help evolve methods to overcome lack of knowledge and confidence 9. Change is the only constant – have the courage and be creative in your efforts – continually challenge the current way
  40. 40. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT LIFT AND GROW OTHERS 1. See people not as they are today but as their potential, encourage, teach, and lift to their full ability 2. Learn how to create value, develop, grow, build others 3. Take the people and organization beyond the limits of science of management to enlightened leadership 4. Not about controlling people, but serving and caring for people 5. Not about being the boss, it is about being present, listening, relationship and community 6. Let go of functional silos, ego, and command and control 7. Not about lighting a flame under individuals, it is about lighting the flame within individuals 8. Requires respect for all
  41. 41. TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE PROCESS FOCUSED SUPPORT AND RECOGNITION EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT COMMITMENT TO STANDARDS PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT LEAD BY EXAMPLE 1. Walk the talk 2. Demonstrate people 1st relationship and principles through employee empowerment 3. Be prepared to practically demonstrate what you expect others to do 4. Practice go and see 5. Ensure your actions and words reflect you values and the journey of the organization 6. Spend time on the process of change 7. Listen to people seek first to understand before making yourself understood 8. Look for ways to inspire people towards the vision 9. Measure your success by the success of those you lead 10. Lead by modeling behavior and actions 11. Lead by creating the experiences desired 12. Move to a significant purpose
  42. 42. Behavioral expectations Get the culture to work for you by fostering the beliefs you need people to hold and the actions you need them to take Keep people firstRespect others Be accountable Communicate for clarity Add value – grow others Be a great listener Be a problem solver Be part of a collaboration Eliminate non value added Gemba
  43. 43. Purpose Mission, Vision & Values Enablers Beliefs, Actions, Experiences, Leadership Performance Stakeholdersinternal external Flipping the Pyramid
  44. 44. Exercise #3 Break Out Session: Develop your Rules of Engagement and behaviours, actions and experiences you can create your new culture with? • In small groups develop six rules of play/engagement that will frame the environment of your leadership with others • Session is scheduled for 10 minutes • Write rules upon flip chart • Be prepared to discuss with class
  45. 45. Rule of Engagement - EXAMPLE  We will follow our standardized work on all processes  When we can not – we will expose the problem  The organization will respond immediately and support us  Management must Gemba everyday  We will use our problems as people development opportunities  We will implement process improvement everyday We will never accept the current state
  46. 46. Sustainability of Lean Leadership is founded… … in leadership standardized work
  47. 47. Sustainability is a condition in which the newly installed processes, systems, structures and behaviors are institutionalized and self-correcting, which results in continuous improvement What is Sustainability? Now is your opportunity to lead the way and create the standard work that you have determined to be vital in the role of Lean leader. Note the specific behaviors, actions and experiences that as a Lean leader you are setting as the expectations!
  48. 48. Lean Leadership  To succeed in sustainable Lean;  perceptions  behaviors  norms  must be changed to embrace new expectations while the entire organizational structure is aligned to support process improvement and procedures
  49. 49. Exercise #4 Develop Lean Leadership Standardized Work • As a team discern and collaborate to create Lean Leader Standard Work • 20 minutes with discussion
  50. 50. Leader Standard Work of Behavior and Actions - EXAMPLE Activity Behavior Area Creat e Communit y of Purpose Lives t he purpose of t he organizat ion Est ablish guiding princ iples All ac t ions and behaviors grounded in t he princ iples Cohesive and c onsist ent leadership behaviors Individual Exemplifies and builds c onsist enc y and c ohesiveness in leadership ac ross t he organizat ion Seek VOC, VOP, VOE c ont inuously seeks input as voic e of t he c ust omer, of proc ess, of employees and ac t s upon t his for CI Est ablish CT Q wit h KCCs T hrough int erac t ion wit h st akeholders all Crit ic al T o Qualit y and Key Cust omer Charac t erist ic s are ident ified and used as foundat ion Link KPIs wit h overall business plan c reat es line of sight for all KPI's for awareness of ac t ions Ut ilizat ion of MDI drives CI Fac ilit at e and c oac h MDI proc ess int egrat ion at all levels and func t ions Short Int erval Cont rol drives exec ut ion ut ilizes SIC t o ident ify abnormalit ies and ret urn t o normal Layered Audit s c onduc t ed Lead audit proc esses in various areas inc luding: WPO, ST W, SaaG, OCT , LSW, PS, st eady st at e, t raining Lean Assessment Uses t he LA proc ess as a c oac hing plat form for development T ransformat ion Plan review Engage in SIC of T P wit h short fall c ount ermeasures Engages in st at us report ing and c ont rol syst em All report s and c ont rols are validat ed for meaning and value t o st akeholders and aligned t o business plan Model t he way Member exemplifies t he desired behavior and engagement at all t imes Enable ot hers t o ac t c oac hes ot hers t o enable and empower t hem for ac t ion Exec ut ion driven c reat es t he environment of "no fear" building abilit y of ot hers t o "do" Proc ess foc used c reat es t he environment t hat c hallenges proc esses and not t o c ast blame Creat e environment of openness, t rust , respec t and servic e t o ot hers diligent and deliberat e t o est ablish t rust , openness and respec t t o all ot hers T eac hable Moment s engages ot hers on issues as a way t o c oac h and t eac h t hem Conduc t Gemba Walk Models t he effec t ive use of t he Gemba Walk proc ess Develop session fac ilit at ion abilit ies & t eam dynamic s c onsist ent ly building abilit ies of ot hers t o fac ilit at e meet ings and handle t eam dynamic s Challenge t he proc ess c onsist ent ly c hallenges t he proc ess by asking ot hers "why?" Leading Change seeks t o build underst anding of and c hange readiness in ot hers Creat e and monit or meet ing effec t iveness c reat es value t hrough effec t ive and meaningful meet ings t hat lead t o exec ut ion/result s Foc us upon value added ac t ivit ies based in effec t iveness vs effic ienc y always foc used upon c reat ion of value and t he eliminat ion of non- value Uses dat a/informat ion sourc es of t rut h, ownership, frequenc y, report ing met hod and validat ion enc ourages fac t based dec ision making St ewardship of organizat ional resourc es models effec t ive use of any c ompany resourc es Invest self in t he development of ot hers c onsist ent ly foc used upon c oac hing/ment oring ot hers t o build c apabilit y Int ernal/Ext ernal professional development diligent in own/ot hers development t hrough various sourc es Views operat ions wit h syst em wide perspec t ive Has a holist ic view of t he business versus a silo approac h - func t ional int egrat ion Solve opport unit ies at t heir own level est ablished a no fear, t rust ing environment in whic h individuals c an solve opport unit ies at t heir own level Hold everyone ac c ount able t o expec t ed behaviors set s expec t at ions and exemplifies ownership of ac t ions wit h ac c ount abilit y QMS approac h ac t ively engaged daily in QMS met hods t o ensure t he perfec t delivery Int er- personal c ommunic at ions diligent in mat uring t heir own relat ionship abilit ies wit h ot hers Updat e Kai Nexus Model t he effec t ive ut ilizat ion of t he KaiNexus t ool Engages in st at us report ing and c ont rol syst em (PowerBI and Sharepoint ) report and c ont rol proc esses used t o develop underst anding of performanc e and fost er c hange as nec essary Cruc ial c onversat ions Member is able t o handle and c onduc t c ruc ial c onversat ions at all levels Creat e awareness and underst anding (c ommunic at ions) c onsist ent and c ohesive in c reat ing c larit y in all c ommunic at ions Body language Member always models posit ive physic al c ommunic at ions of body language Leader Standard Work Behavior Model Organizational Clarity Cust omer Cent ric Strategy Development, TP & Execution Org/Leadership Effec t iveness Creat ive Problem Solving/CI Exceptional Communications Fac ilit at ion Leadership Engagement Extensive OD
  51. 51. KEY ASPECTS of Lean Leadership – EXAMPLE…hint…  Lean Daily Leadership the “ENABLER” to new behavior:  Clarify why Lean and how it supports the organization  Enlist others in a common purpose, vision, and mission by appealing to share aspirations  Create work environments that are visually organized – visual management  Conduct Gemba Walks and always be the model of desired behaviors  Equip, empower and engage others as leaders and critical thinkers to challenge the process  Utilize HUBs and Daily Production Boards for real time information and correct abnormal conditions in the shortest interval possible  Participate in Work Place Reviews and use a teaching moments  Exceptional communications: tell them what you are going to tell them, tell them, and then tell them what you told them  Share information and seek insight from your process experts – your team members  Foster collaboration by building trust and facilitating relationships  Strengthen others by increasing their capabilities and lighting their internal flame  Encourage others through affirmation, trust, respect, and a fear free environment  Drive C.I. via KPIs through 3C and CPS process If you act like the status quo, that is what you will get
  52. 52. Lean Leadership is – … Taking the organization to the next level Raising the bar/expectations/passion for Ideal Results Requires Ideal Behaviors
  53. 53. EXAMPLE: The Shingo Model™ is not an additional program or another initiative to implement; rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives and to fill the gaps in your efforts towards ideal results and enterprise excellence.
  54. 54. EXAMPLE Leadership Excellence Roadmap Organizational Understanding Structure to Engage Transformation Continuous Competitive Advantage Learn Focus Align Institutionalize •Communicate •Establish credibility •Relationship building •Resolving conflict •Learning to delegate •Benchmarks/Go See •Create Training Plan •Cohesive and consistent •Assist Strategy Deployment •Enable others •Facilitates change efforts •Organizational structure for Value Streams •Encourage transparency •Creates Implementation Plan • Conduct Gemba Walks • Embraces change •Articulate clear direction and establish clarity • Collaboration •Understand Organizational Development and Change •Lean change awareness & readiness •Lead with purpose •Conduct OpX assessment •Establish Why change •Establish Vision & Urgency •Complete Leadership training •Establish Communication plan •Create Infrastructure for Change •Establish ELT •Ensure CAP is in place •Establish Customer expectations •Business knowledge •VOC/VOP/VOE •Communicate •Coaches Empowered Teams •Facilitates engagement/events •Conducts Structured Reviews of Initiatives •Models the way •Coaches others on Improvement Tools & Techniques •Operations Sponsor on Waste •Sponsors OpX to Extended Value Stream •Performs FMEAs •Lean Certification •Conduct Strategy Deployment •Cross functional/E2E relationships •Think and act systematically •Manage organizational complexity •Implementing change •Taking risk •Visionary •Foster clear behavioral standards •Natural influencer •Communicate •Sponsors Best practice & Lessons Learned •Engages Extended Value Chain ownership •Integrates Feedback •Mentors Self Directed Work Teams •Monitors Supplier Performance •Enlightened Leadership of COE •Strategic thinking •Sponsors Strategy Deployment •Identify innovation and new business •Creating and articulating vision •Creating strategic alignment •Establish strategic execution •Leading culture •Catalyzing change •Developing value in others
  55. 55. Q&A