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Lean Leadership:
Helping Leaders Understand Their
Role in the Improvement Process

Company

LOGO
Your Instructor
 Provides Lean transformation
support to non-manufacturing
settings.
 Co-author, The Kaizen Event
Planne...
Learning Objectives
Participants will learn how to help your leadership
team understand their role in the improvement
pro...
Genesis for this webinar
Increasing numbers of improvement
professionals expressing frustration with the
level of leaders...
Evidence re: Leadership Commitment
– Observe the degree of:

Intellectual curiosity re: Lean / change
(number of books re...
Our Vital (and often forgotten) Role

One of the key roles of an improvement
professional is to educate and coach
leadersh...
Range of Leadership Commitment
Resistance



Active (overt) resistance
Passive (covert) resistance

Neutral – “lame du...
It All Begins with Education

© 2011 Karen Martin & Associates

8
Improvement Philosophy
A minimum of 10-20% organizational effort
spent working on the business


vs. in the business

T...
Components for Effective Change
Vision

Skills

Vision

Incentives

Resources

Action Plan

Effective
Change

Incentives

...
Leadership’s Learning Needs
What is Lean?


How is Lean different?

What can we expect in terms of results?



What w...
Leadership’s Learning Needs
What is Lean?


How is Lean different?

What can we expect in terms of results?



What w...
What Lean Is….
A highly effective business approach that
results in fiscal strength, customer and
employee loyalty, and or...
What Leaders Must Understand
Lean isn’t merely a process design technique – it’s
a business management philosophy.

© 201...
How is it Different?
Holistic – value stream-focused
Methodical – PDCA
Visual management


“Operational transparency”
...
Traditional vs. Lean Thinking
Traditional

Lean

Revenue-focused

Margin-focused

Improvement focus: optimizing value-adde...
What Leaders Must Understand
Lean is 90% culture / people-based and 10%
tools-based.
Tools

People / Culture

© 2011 Kare...
Improvement Roles & Tools

Strategic

Who?
Senior
Leadership

Accountability

Tool

What has to
happen

Value Stream
Mappi...
Leadership’s Learning Needs
What is Lean?


How is Lean different?

What can we expect in terms of results?



What w...
Performance Measures

Quality
Morale

Cost
Optimal
Performance

Safety
© 2011 Karen Martin & Associates

Delivery
20
Typical Benefits Realized

0

25

50

75

100

Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement...
Mis-Use of Lean

Using Lean for headcount reductions
is a recipe for failure.

© 2011 Karen Martin & Associates

22
What Lean Isn’t…

Lean doesn’t
solve all
problems.

23
Transformation Takes Time
Lean requires long-term
thinking.
The transformation process
morphs over time as the
organizat...
How Long Will it Take?
Lean is a journey, not a
destination.
2-5 years of “persistent
patience” to reach the
first “tier...
What Leaders Must Understand
Transforming into a Lean Enterprise is disruptive.

© 2011 Karen Martin & Associates

26
Improvement Pacing

Evolution or revolution?

© 2011 Karen Martin & Associates

27
Critical Question

How will we define success?

© 2011 Karen Martin & Associates

28
Leadership’s Learning Needs
What is Lean?


How is Lean different?

What can we expect in terms of results?



What w...
Educating Leaders
Executive Overviews


Simulations help

Regular meetings with Leadership


Lean Steering Committee o...
Building a Lean Enterprise
Establishing an Improvement Strategy –
The Value Stream Map

32
Value Stream Mapping Process
Products (good or services) with
common process steps

Document Current
State

Repeat

Define...
Future State Value Stream Map
Outpatient Imaging Services
Standard
Work

Work
Balance

Customer Demand:
15 patients perDay...
Future State Implementation Plan
Value Stream Outpatient Imaging

Implementation Plan Review Dates

Executive Sponsor Alle...
Building a Lean Enterprise
Interim Briefings
Who: Improvement team and ALL involved
leadership
Purpose





Share discoveries
Process check – i...
What is A3?
A structured method for applying the PDCA (plando-check-act) approach to problem-solving.


Workforce develo...
I.T.R. Project – A3 Report

METHODS

MACHINE
Multiple entry methods
no standard means

PEOPLE
IT access to equipment / use...
A3 Roles & Responsibilities
Problem Owner – Person(s) accountable for
results; authorized to engage any and all
parties n...
Kaizen Event Charter
Event Scope
Value Stream

Leadership

Schedule

Executive Sponsor

Dates

Specific Conditions

Value ...
Role of the Improvement Sponsor
 Authorize the activity, scope, objectives, and boundaries



Participate in Charter fo...
Lean Steering Committee /
Advisory Team’s Role
 Gather improvement ideas from across the enterprise.
 Evaluate & priorit...
Modeling Lean Behaviors
Encourage leaders to:







Go to the Gemba
Clearly define problems and conduct thorough
roo...
Take the Lead
One of the things that I’ve noticed is…
Would you be open to…?
I was reading …. and they mentioned that…
...
Key Success Factors for
Achieving Results
Tenacity
Strategic improvement tied to business
goals


Value Stream Mapping
...
Learning Objectives
Participants will learn how to help your leadership
team understand their role in the improvement
pro...
Resources
Leadership-Focused






Leading the Lean Enterprise Transformation,
George Koenigsaecker
The Lean Manager, ...
For Further Questions

7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Free monthly newsletter:
w...
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Learning Objectives
Participants will learn how to help your leadership
team understand their role in the improvement
process, including:







Setting improvement strategy
Roles & responsibilities of project sponsors and A3 coaches
“Letting go” of tactical decisions
Briefing attendance
Authorizing the frontline to make improvements
Modeling lean behaviors

Assumption – already familiar with principles and tools
47

Publicada em: Negócios, Tecnologia
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