Leading with Lean

Leading with LeanPhilip Holt

Head of Operational ExcellenceAccounting Operations

Copyright © Royal PhilipsSTRICTLY CONFIDENTIAL – DO NOT USE OR REPRODUCE WITHOUT WRITTEN PERMISSION

Founded in 1891HQ in

Amsterdam NL

Brand Value > $10BnSales of circa.

€21Bn

Green Product Sales > €11Bn

Circa. 108K Employees

R&D Investment of €1.6Bn

Present in over 100 Countries

About Royal PhilipsLeading with Lean


The Leadership ProblemLeading with Lean

Only 13% of Employees

worldwide are engaged at work

Sources: Gallup 2013 Employee Engagement Survey & Harvard Business Review 2013

24% of Employees are actively disengaged

71% of Senior Executives rank

Employee Engagement as very important for

Organisational Success

?


The MindsetLeading with Lean

“Be a Yardstick of Quality. Some people aren’t used to an environment where excellence is expected”


© Philip Holt

Leading with LeanLeading with Lean


Leadership ActivismLeading with Lean

FROM:Advocate /

Involved

To:Activist /

Committed

- Set Targets- Delegate- Support- Observe

- Achieve Targets- Lead

- Participate- Role Model


Virginia MasonLeading with Lean

Start of the 21st Century:• Survival • Poor retention • Leadership Change• A Defective Product

(34% rate)

The Challenge:• Who is our Customer?• Processes designed around

staff, not Patients• Patients’ care too low


Virginia MasonLeading with Lean

“…you need to have visible and committed Leadership; not advocacy leadership…” – Dr. Kaplin

The VMPS(Virginia Mason Production System)


Visible LeadershipLeading with Lean

Genchi Genbutsu (go see) At the Gemba (where possible) Must be fact based Not just for Manufacturing The Workplace as a Showcase of

Excellence

Living the Lean Principles Not just being seen; supports Activist

Leadership Understanding the status now Building Trust Check = Care


Mosquito Leadership Leading with Lean

Infects the Organisation with Change

Influences beyond their sphere of control

Takes a Thought Leadership role

Disruptive not a nuisance

Challenges the Status Quo

Lives the Culture that the Organisation wants


Coaching Leadership Leading with Lean

FROM:Directive /

Telling

To:Coaching /

Asking

Micro-Manager Expert Command & Control Distrust Opinion Based Remote / Distant

‘Problem Solving’ Hire and Instruct Short-Term View

Strategist Leader Agree & Expect Entrust Fact Based Problem Solving at

the Gemba Hire and Learn Long-Term Vision


Lean Leadership Leading with Lean

© Philip Holt

Leadership Activism provides the essential

elements of Role Modelling and leading

by example

Mosquito Leadership multiplies the Leader’s

impact beyond their span of control, which will usually, even in the case of Senior Leaders,

be quite small

Visible Leadership ensures that the

employees see what the Leader is doing and helps to engage the team members

Coaching Leadership moves from directive to

coaching leadership and enables sustainable

improvement


Thank you!Leading with Lean

Thank you!

Philip Holt

LinkedIn: Philip HoltWebsite: leadingwithlean.com

Twitter: @LeanMaster1

https://www.linkedin.com/in/philipholt

http://www.leadingwithlean.com/

https://twitter.com/LeanMaster1

Leadership & Management

Leading with Lean