Recorded webinar: http://slidesha.re/1oFI4F4 Subscribe: http://www.ksmartin.com/subscribe Leading improvement sounds like it should somewhat intuitive. After all, how hard can it be? Just make a few adjustments and.... voila! Improvement is made. Except that it's not nearly that easy and being successful requires a broad set of skills. Many full-time improvement professionals and managers and leaders with an improvement mindset have been exposed to and have developed a proficiency with some of the necessary principles, practices and tools. But most do NOT possess the full knowledge base and skills that will produce outstanding business performance and build improvement-minded cultures.

1. Leading Improvement: The Skills You Need
Webinar
October 2, 2014

2. Welcome!
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@karenmartinopex
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3.  We help clients in all industries deploy Lean management & achieve business performance improvement.
 Teacher at University of California, San Diego
 Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
@karenmartinopex
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2013 Shingo Prize winner!

4. Webinar Focus
1.Help deepen your understanding about:
–What Lean actually is
–The full spectrum of mindsets and skills you need to function at top levels
2.Help you assess your current level of proficiency and recognize your blind spots.
3.Provide the means for you to develop a personal development plan.

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Improvement Professionals’ Varied Roles
Role
Primary
Focus
Objective
Practitioner
Doing
Results
Facilitator
Leading others in doing
Primary - results;
Secondary - people development
Coach
Teaching others how
to do
Primary - people development;
Secondary - results

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Improvement Facilitators Wear Many Hats

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Know Thyself

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Beware of The Dunning-Kruger Effect
The Outstanding Organization, p. 14
The Problem: Cognitive Bias
•Most people lack the meta-cognitive capacity to properly evaluate their own performance.
•“Blind spot”
Dual burden
•Erroneous choices
•Inability to recognize the problem

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Begin with
the end in mind
Habit #2 – Stephen Covey’s The 7 Habits of Highly Effective People

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What problem are we trying to solve?

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Problem = Gap between where you are and where you want or need to be
Level of proficiency with improvement knowledge & skills
You:
Future State
You: Current State
Organizational Performance
PROBLEM
Target Condition
Current Condition

12. Hypothesized Root Causes for the “Proficiency Gap”

13. 1.
naiveté

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What is Lean?
•Lean is a business management approach that focuses on creating products, improving operations, and developing people to deliver customer value and create prosperity, while consuming the fewest possible resources.

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Common Misunderstandings About Lean
•Misunderstanding
–Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction.
•Fact
–Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.

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Common Misunderstandings About Lean
•Misunderstanding
–Lean is qualitative; Six Sigma is quantitative (data driven).
•Fact
–Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)

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Common Misunderstandings About Lean
•Misunderstanding
–Lean doesn’t rely on statistical tools.
•Fact
–Lean relies on using whatever you need to use to properly solve the problem at hand.

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Common Misunderstandings About Lean
•Misunderstanding
–Lean doesn’t rely on precise measurement.
•Fact
–Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)

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Common Misunderstandings About Lean
•Misunderstanding
–Lean is a method for improving processes.
•Fact
–Lean is an overarching business management approach that includes process improvement.

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Common Misunderstandings About Lean
•Misunderstanding
–Lean is a tool.
•Fact
–Lean is an overarching business management approach.

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Common Misunderstandings About Lean
•Misunderstanding
–Lean is events based (a series of mapping and rapid improvement activities).
•Fact
–Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.

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Summary: Common Misunderstandings About Lean
Category
Misunderstanding
Fact
Lean vs. Six Sigma
Lean focuses on waste reduction and speed; Six Sigma focuses on quality and variation reduction.
Lean is a holistic performance improvement methodology; quality is at the core. The heavy emphasis on time forces quality problems to the surface for resolution.
Lean is qualitative; Six Sigma is quantitative (data driven).
Lean is heavily based on fact-based decision making, but aims to avoid the common trap of analysis paralysis. (Has a bias to action, followed by iterative improvement cycles.)
Measurement
Lean doesn’t rely on statistical tools.
Lean relies on using whatever you need to use to properly solve the problem at hand.
Lean doesn’t rely on precise measurement.
Lean honors accuracy over precision when precision isn’t necessary to make a decision. (Has a bias to action, followed by iterative improvement cycles.)
Purpose
Lean is a method for improving processes.
Lean is an overarching business management approach that includes process improvement.
Lean is a tool.
Lean is an overarching business management approach.
What Lean “Looks” Like
Lean is events based (a series of mapping and rapid improvement activities).
Lean organizations have a strong culture of daily improvement, and use traditional projects for complex improvement, and use “events” on a selected basis for making targeted rapid improvement.

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Why the Umbrella? And what do I mean by “overarching management approach”?

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The Toyota Triangle
Philosophy
People
Adapted from figure in Mark Graban’s Lean Hospitals, p. 21, which is adapted from Gary Convis’s article, The Role of Management in Lean Manufacturing Environment

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Karen’s Lean Management Triangle
Principles
People

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Principles Practices Tools
Lean Management

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Principles
•Customer-defined value & eight wastes
•Value streams / value stream alignment
•Flow & pull
•Continuous improvement (kaizen); seek perfection
•Visualize and solve problems
•Humility
•Respect for people
•Total employee involvement

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Practices
•Robust problem solving up, down and across the entire organization
–Via detailed PDSA – plan, do, study, adjust
•Strategy deployment (hoshin kanri)
•Go and see (Gemba) management
•Consensus building (nemawashi)
•Reflection (hansei)
•Iterative continuous improvement
•Visual management

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Tools
•Analysis
–Data analysis
–Visually displaying data
–Value stream mapping
–Process mapping
–Spaghetti diagrams
–Root cause analysis
•Five why’s
•Problem trees
•Cause-and-effect diagrams
•Pareto charts
–Video
–Documentation review
–Interviews
–Surveys
•Countermeasures
–5S
–Batch size reduction
–Changeover & setup reduction
–Cross-training / multi-functional workers
–Cellular layout / co-location
–Error proofing & quality at the source
–Load leveling / demand smoothing
–Pull systems (one piece flow, Kanban systems, FIFO lanes)
–Work balancing via takt time
–Work standardization
–Visual management
•Executing Improvement
–Projects
–Just do it’s
–Kaizen Events
•Process Management
–Key performance indicators
–Process documentation
–Visual job aids
–Process flow charts
–Process ownership
–Process monitoring

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“The Big Guns”: Analysis tools you should be aware of, know when you need them, and have a resource you can turn to:
•ANOVA
•Control Charts
•Design of Experiments (DoE)
•Failure Mode Effects Analysis (FMEA)
•Hypothesis testing via F-tests and T-tests
•Scatter plots & regression analysis
•Standard deviation calculations

31. 2.
impatience

32. Developing Mastery Takes Time: 10,000 Hours
From The Outstanding Organization, p, 115.

33. Countermeasures

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You MUST Read
www.ksmartin.com/reading-list

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The Lean Classics: A Brilliant Beginning
1996
Little mention of PDCA, leadership or culture
2004
Doesn’t address how Lean applies outside of manufacturing
1999 No mention of tying value stream improvement to overall business strategy

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You MUST Be Coached

37. Deliberate practice, incorporating
regular corrective coaching,
is the norm in music and sports.

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We Need Improvement Apprenticeships!

39. Other
Learning
Options

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Certificate vs. Certification
Certificate Program (attendance-based)
Certificate Program (assessment/demonstration-based)
Certification
Awarded by educational programs or recognized parties
Awarded by educational programs or recognized parties
Awarded by a standard-setting organization
Typically results in a physical certificate
Typically results in a physical certificate
Results in credentials; typically results in a designation to use after one’s name
High variation in course content & requirements
High variation in course content & requirements
Standards are set through a defensible, industry-wide process (job analysis/role delineation that results in an outline of required knowledge and skills)
Is the end result; demonstrates attendance at a program
Is the end result; demonstrates knowledge of course content at a point in time
Typically has ongoing learning requirements in order to maintain via annual CEUs or equivalent
Information obtained from:
•My thesis for my master’s degree in education (adult learning)
•University of Michigan - http://www.sph.umich.edu/distance/certificate_vs_certification.html

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The Only Lean Certification

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Buyer Beware: Very Little Lean

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Buyer Beware: Very Little Lean

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Buyer Beware

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Questions Before Investing in a Program
•What new knowledge and skills do I need to acquire?
•Will this program lead to the acquisition of the knowledge and skills?
•Is this the best way to acquire the knowledge and skills?
•What will I be able to do as a result of engaging in the program that I cannot do now?
•Is the program content validated by industry-recognized experts?
•How will my new knowledge and skills be assessed in order to earn the certificate?

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Attend Workshops and Conferences

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View and Attend Webinars & Online Learning

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Read Blogs

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Get on Social Media

50. We are working on a
comprehensive skills inventory
Subscribe to be notified when ready: www.ksmartin.com/subscribe

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Thank you!
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