1.
Lean Leadership is
…. Transformative
Engagement
Darrell Casey, PhD.
2015

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.
 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.
Lean Leadership – where do you spend
your time….
DILO value and effective use of time

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.
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.
Example of the Output for a Leadership DILO
Leadership
Model the Way Challenge Process Administration
CoachingTravel AvailableManual labor
Actual Perceived Ideal

8.
Exercise #1 – Group discussion on the insights gained from DILO

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.
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.
 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.
 "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.
“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.
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.
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.
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.
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.
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.
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.
 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.
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.
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.
 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.
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.
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.
 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.
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.
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.
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.
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.
 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.
Lean Leadership Enablers

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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Purpose
Mission, Vision
& Values
Enablers
Beliefs, Actions, Experiences,
Leadership
Performance
Stakeholdersinternal external
Flipping the Pyramid

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.
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.
Sustainability of Lean Leadership is
founded…
… in leadership standardized work

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.
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.
Exercise #4 Develop Lean Leadership Standardized Work
• As a team discern and collaborate to create
Lean Leader Standard Work
• 20 minutes with discussion

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.
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.
Lean Leadership is – … Taking the
organization to the next level
Raising the bar/expectations/passion for Ideal Results
Requires Ideal Behaviors

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.
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.
Q&A