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403 – Career Development
Why become a Lean Leader?
How adopting the Lean philosophy will make you a better Leader
4th April 2012AUA Conference, Manchester
John Evans The Lean University, Cardiff University
The Plan •Why adopting Lean should be essential for all HE personnel
• Doing so will continuously improve the way that you work, ensuring everything you do adds value
Delegates will -
• Have an appreciation for the 5 principles of Lean & how they apply in a HE Environment
• Be able to identify wasteful activity within your organisation & categorise it
• Understand how adopting the Lean philosophy with enhance leadership skills
Five Principles of Lean
Identify Customers & Specify Value
Identify & Mapthe
Value Stream
Create Flow by Eliminating Waste
Respondto
Customer Pull
PursuePerfection
MaximiseThe
Value
So What’s it all About
Muda - Waste
Mura - Unevenness
Muri - Overburden
Is This a Typical Day?
“I’ve produced all this information and no-one uses it!”
“I can’t get on with my job because I am waiting for someone else!”
“My diary is full of meetings where we don’t do anything!”
“That piece of work has disappeared into a black hole!”
“My in-tray is full of overdue work!”
“I’ve been hunting for that information for ages!”
“I’ve sent that back twice and it’s still not right!”
“I haven’t got time to do my job properly!”
The 7 Service Wastes
Can you Identify
A little Game with Post-its & Paper
Examples of Categorised HE ErrorsUnclear Comms. Duplication Inventory Movement
Delay Opportunity LostErrors
• Reinventing the wheel • Over-processing• Different schools doing the same thing
• Poor & ineffective communications• Access to info. • Don't talk to the customers• E-Mails
• People / skills• Resources• Undistributed knowledge• Students
• Internal post• Reports left of desks• Campus structure
• Inability to make decisions• Waiting for approvals• Meetings• Hierarchy
• Fixed term contracts• Pockets of expertise - not shared• People - no career structure• Wasted resources• Funding• Academic/Senior Man. ego
• Poor information management • Circumventing systems or not fit for purpose
Value vs. Failure Demand
Value DemandThe demand customers make for things they want and are of value to them
Failure DemandThe demand caused by a failure to do something or not do something right for the customer
Causes “fire fighting” Creates ‘noise’ in the system
Gives false idea about what customer demand is
Damages customer value Overloads staff
Creates a negative organisational culture
Challenges Faced in HE
Perceptions
Implementation Payback
InvestmentInfluencers/Support
Timing
Mixed Implementation
Their Ideas
Measures
Switzerland
Tools that Resonate
Visual
Does Lean Work within HE?
Current Cardiff University Successes:
• Time reduction 30 – 96%
• Failure Demand reduced by 37 – 100%
• Increased capacity by 43%
• Customer satisfaction increased by 43%• Involvement
93% of schools
75% of divisions
Perusing Perfection: A Typical Day?
“I know and understand what my customers want from me”
“I understand who can help me & how long they need to do their job”
“All my meetings are productive & are used to make decisions”“I know exactly where all work is at any given time no matter who has it”
“All my work meets the agreed delivery time”
“I can find any information I need in 30 seconds”
“All work is right first time”
“I feel I have more control over what and how I do my work”
“Everything I do is value added and valued”
Lean Leader: Personal Reflection
• Real improvements can be done with little effort and cost
• Don’t be afraid of getting things wrong – the answers are there
• Engage all who are involved in the process (if they want to)
• Some people will not change, don’t let them dictate
• Encourage teams to think and act, not individuals forcing change
• Trust and support colleagues - they will come up with solutions
• Upper management involvement is essential to implement sustained change
• Once started it won’t stop
• Start small, think big, communicate
DUNS: Last Exercise
Name:John Evans/[email protected]
What I Did:Listened to a Lean presentation at the AUA
What I Understood:Understood how to identify wastes and categorise it
Next Steps: Apply Lean to cleaning up the office space and files
How was that for You?
How Was That for You?
Contact DetailsAddress: Lean University Team, Cardiff University
McKenzie House, 30-36 Newport RoadCardiff. CF24 0DE
E-mail: [email protected]: 02920 870 445Presenter’s E-mail: [email protected]
Useful Websites
www.cardiff.ac.uk/lean
www.leanenterprise.org.uk
www.leanuk.org
Further Reading
• The New Lean Toolbox Towards Fast, Flexible Flow - John Bicheno
• Lean Thinking: Banish Waste and Create Wealth in your Corporation – James P. Womack & Daniel T. Jones
• Staying Lean - Thriving, Not Just Surviving - Peter Hines, Pauline Found, Gary Griffiths, Richard Harrison
• Lean Lexicon - Chet Marchwinski & John Shook
• Learning to See - Mike Rother & John Shook
• Freedom from Command and Control – John Seddon