Building Lean Capability in an Innovative Way
Alan Roy
An approach in a GBS environment
This session is aimed to:
• Explain the journey GSK GBS has been on to develop capabilities in the organisation and to make Lean thinking and practice a Way of Life
• Provide an overview of our approach to building Role Model Leaders through our Leaders Teach and Coach programme
• Share examples of the Business Impact of having leaders teaching and coaching
• Allow time for Q&A
What we do at GSK...
Pharmaceuticals
We develop and make medicines to treat a range of conditions including: respiratory diseases, cancer, heart disease, epilepsy, bacterial and viral infections such as HIV and lupus, and skin conditions like psoriasis.
Consumer Healthcare
We make innovative consumer products in four categories of Total Wellness, Skin Health, Oral Care and Nutrition. Our portfolio includes well-known brands such as: Horlicks, Panadol and Sensodyne.
Vaccines
We research and make vaccines for children and adults that protect against infectious diseases, including: influenza, rotavirus, cervical cancer, measles, mumps, rubella, hepatitis, polio, tetanus and meningitis.
Implementing a GBS Operating model in GSK 3
Background to Core Business Services
4GSK At a glance
2000 2005 2008 2010 2013 2015 Merger
GlaxoWellcome & SmithKline
Beecham
1st IT Centre Poland
2nd IT Centre
Malaysia
Bill Louv Appointed CIO/SVP
CBS
BSCs OpenWest LondonNorth America
Functional BSCs incorporated
MalaysiaPoland
Costa Rica
Lean Office
Lean capability Build
Kuala Lumpur
Costa Rica
North Carolina
West London PolandPhiladelphia
Global Business Services journey
Business Partners and
Centres of Excellence
Third Party Providers
CaptiveBusinessServiceCentres
CBS – Core Business Services three-tier delivery model captive
Implementing a GBS Operating model in GSK 5
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Content
1. Context 1. What did we want to be different in building capability?2. How did we make it different?
2. Change model1. How did we win the hearts and make leaders feel good2. Leadership Shadow
3. Results1. What have been the results2. What would I do differently
Origins of the GSK Fundamentals of Delivery
LeanVoice of customer
Go and See
Problem Solving
Visual Performance Management
Continuous Improvement
PM
Benefits & Scoping
Implementation Planning
Stakeholder engagement
ODTeam Ways of
Working
Approach to Change
Personal Accountability
Coaching
• Right Brain preference• Appreciative Inquiry• Coaching for capability• People orientation• Consultative• Input oriented
• Left Brain preference• Process orientation• Problem solving – fix it• Training for capability• Goal/results driven• Discipline and rigor
1.1 What did we want to be different in building capability?
• Belt Programme– We had history of “ Belt Programmes” that had not
delivered
– Elitist approach
• Sheep dip approach to building capability
• Pushing capability
• Senior Leaders Run– In 2013 we ran a pilot with 40+ Senior Leaders who
were asked to teach and coach Lean in the workplace rather than the class room.
– We then went from 40 to 300 Senior Leaders
(SVP,VP,VP-1)
• From 2013 onwards we have focused on embedding our Lean capability build through our Leaders teaching and coaching in the workplace based on daily work
• Pull
Capability to be built to solve the priority problems
From To
1.2 How did we make it different!
1. Leaders teach and coach
2. Learning takes place at the workplace over a 3 week cycle
3. Start with the end in mind; our ultimate goal is to embed Lean Fundamentals as a way of life
4. Needed to keep simple. Smaller tool set. We follow a standard coaching framework that allows us to replicate the coaching experience in a consistent way
5. We were serious about results, but we liked to have fun along the way
2.1 We used many more novel channels to connect with peopleA See, Feel, Change approach to win the hearts
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2.2 We kept it very simple for leaders and supported them to help them feel good
1. Coaching Framework
2. Lean and the Change Framework
3. VOC
4. Strategy Deployment
5. Project Management
7. Gemba 8. Visual Management
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2.2 Leadership ShadowThe most senior leader goes first and widely shares
3.1 What have been the results?Some unexpected upsides
• Gave me a better understanding of ADP and I would recommend it to others – VP Finance
• Most importantly has given me much more perspective about how, where and why to apply the techniques - Director IT Infrastructure
• It allows you to build a partnership, a two way relationship, with individuals across the organisation. It helps me develop both my coaching style and also enhances my ADP knowledge too - VP IT
• For the coach, the more rewarding coaching is that which is being done with their own staff. You can see the impact across the team, and can make connections across the team members - Director IT
• This coaching programme gives a pragmatic formula to get to the best outcome. Becoming a coach forces me to go through every tool with my coachees to really understand the full value of it and the benefits it can bring. - VP IT Infrastructure
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3.1 What have been the resultsWe hit the targets on feelings!
3.1 What have been the resultsComputer accounts example (Poznan)
• Results - Significant improvement in incident resolution and fewer incidents • How did we get there? - Implemented problem solving tools; brainstorming and A3 thinking which drove more structure and new solutions, e.g., creation of knowledge base • What’s next? - Service is operating more effectively. Team now has (3 fewer staff) & yet can still do more • Key learning - The people doing the operational support are key to a successful service and always have the best ideas to drive continuous improvements
ADP Tools
In May, first time ever the team achieved SLA of 93% which is about 20% better! We actually now have a smaller APS team this year (3 fewer staff), and yet can still do more. ADP allowed us to do more with less.”
Although our team is spread around the world (Kuala Lumpur, Poznan, UK, US) we made it! It was great experience to work as a one big team to achieve one big goal . Additionally this proved me again that the people who are doing the operational job are the most important for success, and have the best ideas. “ - Grzegorz Kwiaton (IT Manager, Access Prov Services US & EU)
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3.2 What would I have done differently and what would I repeat
• Started Leaders Coaching earlier on our journey
• Captured all senior leaders
• Have our rewards systems more aligned
• Simple materials
• Tie to daily work
• Change approach
• Senior leader goes first
• Aligned Lean Consultants to support
• Use great external materials
Do differently • Repeat
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Questions
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Appendix
TeachUnderstand and share
principles drawn from the references
Share examples (personal is best!)
Where Gemba fits in the Change Framework
Learn by DoingGo and try it – try for 3 weeksThe activity that produces
evidence of learning Coaching
Reflect on learnings and next steps
Embed the learning building upon previous modules
Make Gemba a part of your way of working
Understand “Gemba
with purpose”Where appropriate
complete the Evidence Sheet
Chapter 7 (Leaning Lean Management: The Sensei and Gemba Walks) in Creating a Lean Culture
Chapter 2 (Mental Models) in Getting the Right Things Done
ADP Summary slide pack (this pack)
Link to ADP Web site
Input Process Output
Making a Habit of Gemba
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A simplified tool set that is aligned to daily work
1. Coaching Framework
2. Lean and the Change Framework
3. VOC
4. Strategy Deployment
5. Project Management
7. Gemba 8. Visual Management
9. Problem Solving
6. Change Management
Evidence Sheet
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TeachUnderstand and share
principles drawn from the references
Share examples (personal is best!)
Learn by DoingGo and try it – try for 3 weeks
CoachingReflect on learning`s and next
stepsEmbed the learning building
upon previous modules Finally record evidence for
Practitioner confirmation on Evidence sheet
Leaders routinely teach and coach Lean
Leaders make Lean part of their way of working
Understand how Lean makes a difference
Coachee becomes an Lean practitioner and in turn coaches some one else
Coach may also use this process to become Lean Practitioner
Book - Creating a Lean Culture by David Mann
Book - Getting the Right Things Done by Pascal Dennis
9 x Lean Summary slide packs
Evidence Sheet for accreditation
Link to Lean Web site for each module
Examples of Fundamentals in use
Inputs Process for each of the 9 modules
Outputs
We made sure the capability was applied to the daily work
A light touch 2014 Confirmation Process as we wanted Leaders to aspire to coach lean
• Candidate completes Evidence Sheet with 10 examples of Utilising the Fundamentals and 5 examples of Coaching/Embedding
• Coach approves and does 3 things by Month End– Submits Evidence Sheet to team site in the appropriate month– Ensures the Fundamentals tracker is up to date on the team site– Sends short email to panel chair with name
• Panel Chair will invite Coach to the following months panel. Panels are scheduled around the second week in the following month – dates are on last slide
• Chair person allocate a 10 minute slot for Coach to present Candidates work – 5 minutes for Coach to outline the Candidates progress picking out no more than three highlights and 5 minutes for Q&A
• Coach presents at panel....makes them feel proud!
• Coach then communicates outcome of Panel to Candidate, who also receives a Congratulatory Letter from Bill Louv( President of GBS)
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We invested time with the leader and the coach at the start to make expectations clear
Desired outcomesLeaders
teaching and coaching Lean as part of their way of working
Coachee becomes an Lean practitioner and in turn becomes a Coach
Leader chooses to become an Lean Practitioner
Process to become an Lean Practitioner1. Collate progress on Evidence sheet (provide examples of each of the Fundamentals used)2. Accreditation requires effective use of 10 and coaching of 5 Fundamentals (contained in the 9 Modules)3. Evidence sheets and further information on team site
A blend of inputs worked well
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And there are lots of great materials out there!Week 0 1 4 7
1 – Using a Mentor as required and other support
Next Module
Teach CoachSlides
Prepare1
BooksExperience
45 mins 45 mins
SlidesBooks
Experience
LearnBy discussion
LearnBy doing
SlidesBooks
Experience15 mins
LearnBy reflection
Leader
Coachee
Evidence sheet
Teach CoachSlides
Prepare1
BooksExperience
45 mins 45 mins
SlidesBooks
Experience
LearnBy discussion
LearnBy doing
SlidesBooks
Experience15 mins
LearnBy reflection
Leader
Coachee
Evidence sheet