C-C-33
Lean ObjectivesLean Objectives
What do you want to learn the most while you What do you want to learn the most while you are here?are here?
C-C-44
Lean ObjectivesLean Objectives
Where do you spend most of your time today?Where do you spend most of your time today?
C-C-55
Lean ObjectivesLean Objectives
Lean Management Systems Lean Management Systems
ExerciseExercise
Time allocationTime allocation– % __Future growth for the company% __Future growth for the company
– % __Opportunities for improvements% __Opportunities for improvements% __ Proactive% __ Proactive
% __ Reactive% __ Reactive
– % __Day-to-day operations% __Day-to-day operations
C-C-66
Lean ObjectivesLean Objectives
If you continue to do the same things today that If you continue to do the same things today that you did yesterday you will continue to get the you did yesterday you will continue to get the same things tomorrow.same things tomorrow.
C-C-77
Lean ObjectivesLean Objectives
Where are you in your lean implementation?Where are you in your lean implementation?
C-C-88
Lean ObjectivesLean Objectives
What are your companies’ objectives?What are your companies’ objectives?
C-C-99
Lean ObjectivesLean Objectives
Make sure you discuss objectives with Make sure you discuss objectives with management management
Consider Strategic Intent and Overarching GoalsConsider Strategic Intent and Overarching Goals– Increase shareholder value?Increase shareholder value?
– Increase cash flow?Increase cash flow?
– Increase market share?Increase market share?
C-C-1010
Lean ObjectivesLean Objectives
Financial measures alone are not enoughFinancial measures alone are not enough– Increase quality levels?Increase quality levels?
– Increase employee satisfaction?Increase employee satisfaction?
C-C-1111
Lean ObjectivesLean Objectives
Strategic LearningStrategic Learning– Improve material flow?Improve material flow?
– Improve the information flow?Improve the information flow?
– Improve decision making processes?Improve decision making processes?
– Improve problem-solving processes?Improve problem-solving processes?
C-C-1212
Let’s Talk About…Let’s Talk About…
Management’s commitmentManagement’s commitment– What do you think are some of the issues you will run into What do you think are some of the issues you will run into
implementing change?implementing change?
C-C-1414
Try This…Try This…
Now reverse how you are folding your arms…Now reverse how you are folding your arms…– How does that feel?How does that feel?
C-C-1515
Try This…Try This…
Fold your hands and clasp your fingers together Fold your hands and clasp your fingers together naturallynaturally
C-C-1616
Try This…Try This…
Now reverse how you are folding your hands Now reverse how you are folding your hands and clasping your fingers…and clasping your fingers…– How does that feel?How does that feel?
C-C-1717
Management CommitmentManagement Commitment
You are going to run into resistanceYou are going to run into resistance– Be patientBe patient
Keep an open mind, going to hear...Keep an open mind, going to hear...– ““That’s a lousy idea!”That’s a lousy idea!”
– ““We tried that 20 years ago.”We tried that 20 years ago.”
– ““Everything is just fine now. Why change it?”Everything is just fine now. Why change it?”
Source: Productivity press
C-C-1818
Management CommitmentManagement Commitment
Encourage not discourageEncourage not discourage– Encourage people to think about new methodsEncourage people to think about new methods
– Don’t expect perfectionDon’t expect perfectionDiscouraging criticism can slow down progressDiscouraging criticism can slow down progress
50% improvement is good improvement50% improvement is good improvement
Source: Productivity press
C-C-1919
Management CommitmentManagement Commitment
Lean should not to be used as a motivational Lean should not to be used as a motivational campaigncampaign
Motivational campaigns do not change culturesMotivational campaigns do not change cultures
Continuous improvement changes culturesContinuous improvement changes cultures– Use the quality process to continually improve and correct Use the quality process to continually improve and correct
problems and mistakes quicklyproblems and mistakes quickly
Source: Productivity press
C-C-2020
Management CommitmentManagement Commitment
Continuous improvement should become part of Continuous improvement should become part of a company’s culturea company’s culture
That has to be led by managementThat has to be led by management– That means leading by exampleThat means leading by example
– People watch management’s behaviors and actionsPeople watch management’s behaviors and actions
Any loss of improvement efforts is a loss of Any loss of improvement efforts is a loss of management’s credibility as wellmanagement’s credibility as well
Source: Productivity press
C-C-2121
Management CommitmentManagement Commitment
Be prepared to provide the necessary resourcesBe prepared to provide the necessary resources– Provide the peopleProvide the people
– Provide the timeProvide the time
– Provide the materialsProvide the materials
– Provide the patienceProvide the patience
Source: Productivity press
C-C-2222
Logistics of ChangeLogistics of Change
Define the current stateDefine the current state
Define the future stateDefine the future state
Determine opportunities for improvementDetermine opportunities for improvement
Create the environment for changeCreate the environment for change
Monitor the progress and celebrate successMonitor the progress and celebrate success
Begin againBegin again
Source: Villanova University
C-C-2323
Logistics of ChangeLogistics of Change
Change agentChange agent
CatalystCatalyst
Responsible for managing changeResponsible for managing change– Making change routineMaking change routine
Source: Villanova University
C-C-2424
Logistics of ChangeLogistics of Change
Change agent characteristicsChange agent characteristics– Strong communicatorStrong communicator
– Tuned in to the environmentTuned in to the environment
– FlexibleFlexible
– ImaginativeImaginative
– EmpatheticEmpathetic
– Firm but friendlyFirm but friendly
Source: Villanova University
C-C-2525
Logistics of ChangeLogistics of Change
Change agent skillsChange agent skills– Risk takingRisk taking
– Political skillsPolitical skills
– Analytical skillsAnalytical skills
– People skillsPeople skills
– System skillsSystem skills
– Business skillsBusiness skills
Source: Villanova University
C-C-2626
Logistics of ChangeLogistics of Change
Change is about peopleChange is about people– ChampionChampion
Recent management studies show that the number one contributor Recent management studies show that the number one contributor to strong change is to have visible support from management and a to strong change is to have visible support from management and a champion.champion.
– SponsorSponsorMoney, funding, resourcesMoney, funding, resources
– AdvocateAdvocateSomebody out there selling for changeSomebody out there selling for change
– Informal change agentsInformal change agentsSupport network at all levels of the company, powerful strategy for Support network at all levels of the company, powerful strategy for introducing changeintroducing change
Source: Villanova University
C-C-2727
Logistics of ChangeLogistics of Change
Change is about peopleChange is about people– They want to hear the message of change from…They want to hear the message of change from…
Upper management, strategic impactUpper management, strategic impact
Lower management, tactical implicationsLower management, tactical implications
Source: Villanova University
C-C-2828
Logistics of ChangeLogistics of Change
Reasons for resistanceReasons for resistance– Lack of awarenessLack of awareness
– Comfort with current wayComfort with current way
– Fear of the unknownFear of the unknown
Source: Villanova University
C-C-2929
Logistics of ChangeLogistics of Change
Key ways to introduce changeKey ways to introduce change– Rational approach with information, incentives, trainingRational approach with information, incentives, training
– Coercive approach, exercise authorityCoercive approach, exercise authority
– EvolutionEvolution
Source: Villanova University
C-C-3030
Logistics of ChangeLogistics of Change
Arm wrestling exerciseArm wrestling exercise– Winner gets two candy barsWinner gets two candy bars
Source: Villanova University
C-C-3131
Logistics of ChangeLogistics of Change
Effecting personal changeEffecting personal change– Break up into small groupsBreak up into small groups
– BrainstormBrainstormWhat do you need to change to improve your communications?What do you need to change to improve your communications?
How can you go about effecting those changes?How can you go about effecting those changes?
How can you monitor your progress?How can you monitor your progress?
– Report back to the class your results.Report back to the class your results.
Source: Villanova University
C-C-3232
Lean AdvocatesLean Advocates
Knowledge, be informed, prepareKnowledge, be informed, prepare
Body languageBody language
Choice of wordsChoice of words
Active listeningActive listening
Communicate interestCommunicate interest
Avoid dominanceAvoid dominance
Silence is powerfulSilence is powerful
Source: Villanova University
C-C-3333
Lean AdvocatesLean Advocates
Confirm goalsConfirm goals
Ask questionsAsk questions
Interview and do not interrogateInterview and do not interrogate
Verify agreementVerify agreement
Identify nonnegotiable termsIdentify nonnegotiable terms
Separate people from the processSeparate people from the process
Formalize agreementsFormalize agreements
Source: Villanova University
C-C-3434
Lean AdvocatesLean Advocates
To create change you have to use all those skills To create change you have to use all those skills and moreand more
You are in for a big change yourselfYou are in for a big change yourself
Stay positiveStay positive
Be persistentBe persistent
Use your stick-to-it-tivenessUse your stick-to-it-tiveness
Most of all be patientMost of all be patient