Coaching in Lean Management Systems

Coaching in Lean Management SystemsLearning Session 3

“The Lean management system consists of the discipline, daily practices, and tools you need to establish and maintain a persistent, intensive focus on process. “

—Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann

Introductions

2

www.publicconsultinggroup.com

The PCG team

Julia LeAlicia Koné Karin Ellis

3

Megan

RymskiCristina Cruz

Zoom – Tips and Tricks


Zoom tips and tricks

Setting options

Set your toolbar to be always visible.

This will allow your mute, participant,

and chat buttons to always be visible.

Clicking on either audio or video

carets will bring you to the settings

window. The left menu bar allows you

to toggle between setting options.



Chat and participants tabs



Gallery and speaker viewGallery view:

(Recommended)

Allows user to view

all participants in the

meeting at one time.

Speaker view:

Allows user to view

whoever is currently

speaking.



Renaming yourself

1. Click ‘more’

2. Click ‘Rename’

This ‘more’ tab can

also be accessed via

the webcam view by

clicking ‘...’ on your

webcam and then

selecting ‘Rename’.

Ground RulesBe present—limit distractions. Turn off notifications from email, IM, etc.

Respect each other—everyone brings wisdom. We’ll learn from one another and will be using breakout rooms for small group learning.

Lean Principles

10

www.publicconsultinggroup.com 11

Customer value Waste

Respect for people

Continuous improvement

Lean Principles


Elements of a Lean Management System

• Leader standard work

• Gemba walks – go see;

ask why; show respect

• Daily huddles and

retrospective meetings

• Andon response

12


Standard Work of Lean Leaders

Respect people

Develop your people

• Continuous training

• Mentor and

Gemba walks

• Go see the work where it gets done

Maintain standard work

• Manage process instead of focusing on results

• Create standards and improve standards

13


Management Roles in Lean Organizations

• Training workers in the process

• Walk the floor of the workplace to

see firsthand

• Maintaining the pace of work

• Monitoring standardized work and

procedures in the process

• Improving processes

• Coach and develop staff

14

The role of management is to mediate between the organizational purpose

and the work that happens every day (or problems that occur every day).

• Define organizational purpose

• Identify high-level value streams

• Coach and develop managers

• Communicate organizational purpose

• Walk the floor of the workplace with

supervisors to see firsthand

• Define scope for high level

improvement projects

• Coach and develop supervisors

For Direct Supervisors For Managers

For Executive Managers

Coaching


What Is Coaching?

16

Increasing self-awareness

Expanding their knowledge

Demonstrating new behaviors

Coaching is a set of beliefs, skills and practices used formally or informally to enhance a person’s accountability, abilities, and actions.

The coach helps the employee improve their performance by:


Coaching vs. Training

17

Coaching vs. Training

Training Coaching

ü Adding/changing

ü Instructor/Content led

ü Strict adherence to agenda and timeline

ü Conformity-driven

ü Focused on delivering

information

ü Measuring through

assessments

ü Group as unit

ü Revealing/reinforcing

ü Student (coachee) led

ü Flexible agenda and time use with emerging focus

ü Accountability-driven

ü Focused on noticing

experience

ü Measured through results

ü Individual as unit

4


When to Coach

18

• Untapped or unexpressed potential

• Boredom with routine

• New employee is struggling to learn

• Training needs to be reinforced

• A desire to promote or try something new

• Causing friction within your team

• Having problems accomplishing his or her job

• Stumbling while working on certain tasks

• In other words, when there are opportunities for


Self-Reflection

19

Reflect on someone in your life who has coached you effectively.

• What did they do that worked well?

• How did they communicate with you?

• How did they help you achieve your goals?

Pulse Check• Do you have a continuous improvement coach- someone that is helping

you be better in the workplace? (y/n)

• Are you coaching someone else so they can improve in the workplace? (y/n)

• Is there room for managers in your office to get better at coaching for continuous improvement? (y/n)

20

www.publicconsultinggroup.com 21

“Coaches have to watch for

what they don't want to see

and listen to what they

don't want to hear.”—John Madden


Effective Coaching Characteristics

An effective coach is a facilitator who helps people:

• Be accountable for achieving their goals by

• Articulating a specific goal and how they’re going to accomplish it

• Gauging their progress and effectiveness

• Realizing when and how their actions are inconsistent with their

goals

• Understand performance expectations by providing feedback and

direction

• Identify improvement opportunities and provide support for continuous

improvement efforts by

• Seeing problems differently

• Removing barriers and constraints that inhibit individuals or teams

from fulfilling their responsibilities and meeting assigned objectives

• Understand and celebrate their work and progress

22


Coaching Continuum

23

Learner

does the leading

Coach does the

leading

Teaching CoachTelling and Selling

Stretching and

Challenging

Learning to Learn Coach

Encouraging and Celebrating

Showing and Helping


Coaching Competencies

24

“No, no different.

Only in your mind. You must unlearn what you have learned.”

“Master, moving stones around is totally different.”


Six Core Coaching Competencies

25

http://www.google.com/url?sa=i&rct=j&q=Coaching&source=images&cd=&docid=CtU4P5Hi1R13FM&tbnid=WawtWvsPB5SJbM:&ved=0CAUQjRw&url=http://www.avca.org/education-resources/&ei=FiJCUYb0K-qY2AXf6IDIBQ&psig=AFQjCNFrXReG468Y1GJDhQmZMpE2SCpq5Q&ust=1363374302000367


Giving and Receiving Feedback

Feedback is useful and often invaluable information that tells people how they’re doing and inspires

people to act.

The purpose of giving feedback is to help

employees continually improve their performance.

Giving feedback is a way of helping employees to consider changing their

behavior.

Feedback is most effective when used as

part of a frequent, ongoing dialogue

between you and those you manage.


Guidelines for Giving Feedback

Giving feedback is hard because people sometimes react emotionally.

Keep the following guidelines in mind when giving feedback:

• Focus on Behavior

• Be Specific

• Be Sincere

• Give Feedback Early and Often

• Honor Requests

• Make Yourself Clear


Steps for Giving Feedback

28

1. Prepare for the feedback discussion.

2. Open discussion by stating the purpose

3. Focus on the issues.

4. Explain the impact.

5. Invite the other person to respond.

6. Acknowledge your part in the problem, when appropriate.

7. Discuss options and reach agreement on a solution.

http://www.snapsurveys.com/blog/wp-content/uploads/2012/04/customer-feedbac-survey.jpg


Steps for Receiving Feedback

1. Remain calm.

2. Listen.

3. Ask questions to clarify for

understanding.

4. Acknowledge other persons

viewpoint.

5. Briefly correct any misinformation.

6. Express your willingness to hear

suggestions or engage in mutual

problem solving.


Planning for a coaching sessionThink through your approach in advance. Write it down, even. Ask yourself:

• What do I want to accomplish by giving this feedback?

• What are the issues? (Describe specific actions or behaviors you want to discuss.)

• What is the impact of these behaviors or actions on me or the organization?

• Did I contribute to this situation in any way? If yes, how?

• How will the other person likely respond to my feedback? How will I handle their reactions?

• What actions can I suggest to help improve the situation?

Growing Ideas Into Success www.koneconsulting.com

Coaching Planning Form Use this form before a coaching session. Take the time to specify exactly what you hope to achieve

and how you intend to go about it.

Discussion with: Date:

Areas where coaching is needed (base this on observations):

Purpose of coaching session:

Desired outcomes:

Why it’s important to coach (e.g., What is at stake? What are the consequences?):

Potential Difficulties Methods for Handling

1.

1.

2.

2.

3.

3.

Specific Actions

1.

2.

3.


Conducting a Coaching Session

31

• Confirm that you both have the same understanding of the session’s goals.

• Keep the tone positive. Emphasize your sincerity in wanting to help.

• Discuss the pros and cons and then agree on desired outcomes.

• Present relevant data you have gathered during your observation of the employee. Exchange perspectives on the situation or opportunity at hand.

• Give the employee an opportunity to present his or her ideas and to respond to yours.

• Listen actively and ask open-ended questions before sharing your suggestions.


Breakout Rooms:

Small Group Exercise

Instructions: Now that you understand the coaching styles and

competencies, let’s look at some scenarios that you may encounter

in your role as a manager or supervisor.

• We are going to place you in a break-out room with a small group.

• With your small group, please select one of the four scenarios you

received before the session and work through the questions.

• If you finish before the time provided for the exercise is over,

select a second scenario to work on. Appoint a spokesperson

and prepare to discuss your work with the full group when you are

returned to the meeting room.


Large Group Discussion

1. Please describe how your group would coach the employee in the

scenario(s) you chose.

2. Given what you learned in the small group exercise and your own

experience with coaching employees or being coached:

• What would you recommend doing?

• What would you recommend not doing?

• What else have you learned that is helpful to consider when

coaching others?


Coaching Beyond the Session

• Asking what is going well and

what is not.

• Sharing your observations and

reinforcing positive progress.

• Looking for opportunities for

continued coaching and feedback.

• Identifying possible modifications

to the action plan.

34

http://www.google.com/url?sa=i&rct=j&q=coaching+and+mentoring&source=images&cd=&cad=rja&docid=23AI_sjjsWOrDM&tbnid=-KxccGY4FfTWEM:&ved=0CAUQjRw&url=http://talentc.ca/index.php/2012/mentoring-and-coaching-an-organizational-partnership/&ei=58NCUZCZFMS_qgHiqoCQBg&psig=AFQjCNGhp5_ZVl1OTcXS81_h_2ijds5IQg&ust=1363416407929402


Do’s and Don’ts of Giving and Receiving Feedback

The Do’s of Feedback

✓ Actively demonstrate how things can be done in alternative ways.

✓ Follow up with employees to see how they are progressing. Build milestones or checkpoints into the schedule of any program.

✓ Give employees a context in which to think about a situation. Use analogies and metaphors to explain what you mean.

✓ Offer new insights into old challenges or issues.

✓ Show support and appreciation when employees do things differently and show improvement. Help employees focus and build on their successes.

✓ Provide concrete and specific examples. Use a straight-talk approach.

✓ Recognize and celebrate individual and team successes when they occur.

The Don’ts of Feedback

o Avoid jargon, descriptions that are pompous

or vague, and judgmental language, which

puts employees on the defensive.

o Avoid giving destructive feedback or

comments.

o Avoid trying to build a case by linking one

particular situation to other situations.

o Avoid speculating on motives; instead,

check your assumptions.

Workshop Evaluation

36


Plus/Delta

37

Please share your feedback on today’s Learning Session:

Plus’s

Things you liked, things that were done well

Deltas

Opportunities for improvement, things that could have been done better

Thank You!Alicia Koné[email protected]

mailto:[email protected]

TM

Documents

Coaching in Lean Management Systems