C-1 Management Commitment to Lean Dewey Warden. C-2 Lean Objectives Why are you here?

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Management Commitment to Management Commitment to LeanLean

Dewey WardenDewey Warden

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Lean ObjectivesLean Objectives

Why are you here?Why are you here?

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What do you want to learn the most while you What do you want to learn the most while you are here?are here?

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Where do you spend most of your time today?Where do you spend most of your time today?

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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

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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.

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Where are you in your lean implementation?Where are you in your lean implementation?

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What are your companies’ objectives?What are your companies’ objectives?

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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?

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Financial measures alone are not enoughFinancial measures alone are not enough– Increase quality levels?Increase quality levels?

– Increase employee satisfaction?Increase employee satisfaction?

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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?

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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?

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Try This…Try This…

Fold your arms naturallyFold your arms naturally

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Now reverse how you are folding your arms…Now reverse how you are folding your arms…– How does that feel?How does that feel?

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Fold your hands and clasp your fingers together Fold your hands and clasp your fingers together naturallynaturally

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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?

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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

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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


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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


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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


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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


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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

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Change agentChange agent

CatalystCatalyst

Responsible for managing changeResponsible for managing change– Making change routineMaking change routine


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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


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Change agent skillsChange agent skills– Risk takingRisk taking

– Political skillsPolitical skills

– Analytical skillsAnalytical skills

– People skillsPeople skills

– System skillsSystem skills

– Business skillsBusiness skills


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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


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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


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Reasons for resistanceReasons for resistance– Lack of awarenessLack of awareness

– Comfort with current wayComfort with current way

– Fear of the unknownFear of the unknown


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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


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Arm wrestling exerciseArm wrestling exercise– Winner gets two candy barsWinner gets two candy bars


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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.


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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


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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


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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

Documents

C-1 Management Commitment to Lean Dewey Warden. C-2 Lean Objectives Why are you here?