CONTACT ME!

Dr.-Ing. Javier Villalba-Diez www.hoshinkanriforest.com

h4lean@gmail.com

THE ROTHER KATA MODEL DESCRIBES SOLELY ORGANIZATIONAL LOCAL BEHAVIORAL PATTERNS. FOR THIS

REASON IS INCOMPLETE.

THE KATA MODEL DESCRIBES A MECHANISTIC BEHAVIOR PATTERN.

FUNCTIONAL ORGANIZATION DYNAMICS ARE BY DEFINITION INTEGRATIVE. THIS MEANS THAT THE COORDINATION OF

MANY PROCESSES NEED TO BE COORDINATED IN COMPLEX PATTERNS.

THIS CHAPTER DESCRIBES OUR HOLISTIC UNDERSTANDING OF FUNCTIONAL-STRUCTURAL ORGANIZATIONAL

RELATIONSHIPS THAT CAN BE ACHIEVED THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE.

I CALL THIS THE LEAN BRAIN

THE LEAN BRAIN HAS THE PURPOSE TO DEVELOP YOUR UNDERSTANDING UPON BEHAVIORAL AND CONNECTIVITY

ORGANIZATIONAL PATTERNS THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE.

MY THESIS IS THAT THE CHANGE TOWARDS A VALUE STREAM

ORIENTED LEAN ORGANIZATION CAN BE ACHIEVED THROUGH A COMPLEX

NETWORK STRUCTURE.

NETWORKS CAN BE CLASSIFIED BY THREE CHARACTERISTICS: HETEROGENEITY, MODULARITY AND RANDOMNESS.

COMPLEX NETWORKS

MATRIX NETWORKS CHAOTIC NETWORKS

MODULAR-CHAOTIC NETWORKS

VALUE STREAM ORIENTED FRACTAL

NETWORKS

WE WOULD LIKE TO ATTAIN A VALUE STREAM ORIENTED FRACTALITY … BUT WHAT IS THE BEST WAY TO MOVE RE-DESIGN YOUR ORGANIZATION

TOWARDS A VALUE STREAM ORIENTED FRACTAL NETWORK?

COACH, HANCHOU, EXPERT OR LEADER. REGARDLESS OF THE NAME USED, LEAN

CONSULTANTS AND ORGANIZATIONS RE-DEFINE THE ROLE OF PROCESS OWNERS,

BUT THEY LEAVE THE STRUCTURAL QUESTION UNTOUCHED.

THE ORGANIZATIONAL STRUCTURE ITSELF OUGHT TO BE QUESTIONED!

PROCESS

THE CLASSIC SERIAL HIERARCHY IS NOT THE

OPTIMAL CONNECTIVITY PATTERN FOR A VALUE

STREAM ORIENTED ORGANIZATION.

HIERARCHICAL MODULARITY IS A

STABILIZATION “POINT” THAT ALLOWS FOR

CHANGE TOWARDS VALUE STREAM ORIENTED ORGANIZATIONS. THIS NEEDS TO BE

DISCUSSED URGENTLY IN THE LEAN COMMUNITY.

ORGANISMS IN NATURE EVOLVE TOWARDS STRUCTURES THAT ENABLE AN OPTIMIZATION OF

RESOURCE ALLOCATION.

IN BIOLOGY, WE CAN FIND SEVERAL FRACTAL NETWORK

STRUCTURES THAT ENABLE INFORMATION AND

MATERIAL FLOW. ORGANIZATIONAL ELEMENTS

ARE MANY TIMES NOT IN PHYSICAL CONTACT, BUT

THROUGH THE RESOURCES THEY EXCHANGE.

OUR VALUE STREAM ORIENTED FRACTALITY HAS THE PURPOSE OF ENABLING EACH PROCESS OWNER TO

GAIN RESPONSE-ABILITY OF HER PROCESS BY PERFORMING (CPD)nA EACH DAY THE WHOLE DAY.

IN ORDER TO DEVELOP A VALUE STREAM ORIENTED

FRACTALITY, THE KAIZEN NETWORK SHOULD ATTAIN

CERTAIN STRUCTURAL AND

FUNCTIONAL CHARACTERISTICS.

TO TRANSFORM THE ORGANIZATIONAL CONNECTIVITY INTO A VALUE STREAM

ORIENTED FRACTAL STRUCTURE, BRINGS THE ADVANTAGES OF “SMALL WORLD”

ARCHITECTURES WITH IT.

EMPIRICAL DATA SHOW THAT “SMALL WORLD”

ARCHITECTURES DELIVER THE HIGHEST DEGREE OF

ORGANIZATIONAL LEARNING RATES.

THE KAIZEN CHANGE MANAGEMENT

ASSOCIATED TO THIS PROCESS OUGHT TO BE MANAGED PROPERLY.

IN A WORLD WHERE A WIDE EMPOWERMENT IS SOUGHT AFTER, THE LIGHTHOUSE APPROACH

TOWARDS CHANGE MANAGEMENT IS NOT ONLY OBSOLETE BUT ALSO NOT SUITABLE FOR

MANAGING THE COMPLEXITY AND DYNAMIC RELATED TO THIS EVOLUTIONAL PROCESS.

THE PATTERN OF A SYSTEM THAT IS NOT IN

EQUILIBRIUM MAY SHOW CIRCULAR CAUSALITY.

DIFFERENT SYSTEM ELEMENTS COOPERATE AND LIMIT THE BEHAVIOR OF THE SYSTEM SIMULTANEOUSLY.

THIS THOUGHT BREAKS THE YEAR-

LONG PARADIGM OF LINEAR CAUSALITY

THAT LIES BEHIND TOO MANY MANAGEMENT

MODELS.

IT DOES NOT MATTER HOW

HARD A LEADER TRIES TO CONTROL

A SYSTEM…

… SHE WILL NEVER SUCCEED.

THE ONLY THING SHE CAN DO IS BRING IT CLOSER TO

ITS PRINCIPLES.

TO CREATE A (CPD)nA TREE IS A POSSIBLE ORGANIC WAY TO GET CLOSER TO THE TRUE NATURE OF

PROCESSES.

THERE IS ONLY ONE SIMPLE RULE…

1 (CPD)nA

1 PROCESS KPI

1 PROCESS OWNER

IN THE HUMAN BRAIN MORALITY LIES WITHIN THE ORBITOFRONTAL CORTEX. AN AREA RIGHT ABOVE

YOUR EYES.

THE ORBITOFRONTAL CORTEX CAN ONLY FUNCTION IF ENOUGH

SEROTONIN AND DOPAMINE IS DELIVERED FROM THE HYPOTHALAMUS.

LEADERS THAT ARE IN POWER POSITIONS NEED THOSE VALUABLE

RESOURCES FOR DECISION MAKING. UNDER CERTAIN STRESS FACTORS, THESE

RESOURCES ARE NEEDED AND MORAL JUDGEMENT IS NOT A TOP BEHAVIORAL

PRIORITY.

LEADERSHIP IS ACHIEVING GOALS WHILE INCREASING TRUST.

THE SELF INDUCED NEED OF POWER, MAKE CERTAIN LEADERS UNABLE TO

FULFILL SUCH PREMISE AND THEREFORE UNABLE TO LEAD.

THE NEED OF POWER IS THE NR. 1 REASON WHY LEAN ACTIVITIES FAIL!

AS A PHILANTRHOPIST, I AM INTERESTED IN THE STRUCTURE OF POWER IN ORGANIZATIONS.

POWER BRINGS OUT THE BEST AND WORST OF PEOPLE!

IN MY NEXT COMIC I WILL PRESENT A 6-STEP MODEL THAT WILL ALLOW YOU

TO BEHAVE AS A KAIZEN SAMURAI.

KIBISHII SPIRITUAL STRENGTH

NEMAWASHI PREPARE THE

GROUND

SOGO IZON UNIVERSAL

INTERDEPENDENCY

MUSHIN EMPTY MIND

KATA BEHAVIORAL

PATTERN REPETITION

LEAN METHODS

THE LAST HYPE LOOKS SOMETIMES

MORE ATTRACTIVE AS OLDER CONCEPTS.

BUT SOMETIMES,

WHEN WE BITE…

… THEY ARE EMPTY!

SEE YOU

SOON!