Creating a Lean Culture in Organizations

Paulo Napolitano | September 16, 2020CA, USA

Don’t get seduced by a bag of tools.

Today, you’ll learn the right way to build a Lean culture.

By Paulo Napolitano

•What is Lean?

▪ Lean is a philosophy, that combined with adequate thinking and constancy of purpose, will drive the Organization towards Operational Excellence.

▪ Philosophy of pursuing perfection and respect for people

•What does Lean mean?

▪ Provide customer value

▪ Through streamlining processes (removing waste)

▪ Practicing continuous improvement

5

•Systemic Thinking

▪ Holistic Thinking

▪ Dynamic Thinking

▪ Closed Loop Thinking

5 Why’s Analysis

• We are having a lot of fight back on the transformation

• We are overburdening people

• We are not preparing the organization for the transformation

• We don’t understand the basic requirements for the transformation

• We don’t understand how an organization functions

6

Why is it so hard to transform companies into lean organizations?

I focus on 4 areas

• Organization alignment – 9 domains

• Leadership Requirements

• Assess and plan the path for transformation

• Adjust the governance system

• Assessment Domains

The nine essential domains to promote organizational culture change towards Lean.

Vision

Metrics

Plan

Process

01.

02.

03.

04.

Roles & Responsibilities

05.Current Situation

06.

Communication07.

Continuous Improvement

08.

Behavior09.

• Vision• Identifying each of

the elements that define success for this project.

▪ Does the team have a Vision in place for this organization/project?

▪ Does the Vision represent Customer Values? (Is it Customer Driven?)

▪ Does the team agree on the Vision?

01.

Norway - E6 Kvithammar-Åsen

Kaiser LEAN TRAINING

• Metrics• Measuring each element

of success – and, the importance of meaningful metrics.

▪ Does the team have metrics in place so they know if they are delivering the Vision?

02.

Kaiser LEAN TRAINING 11

• Plan• People don’t follow

the leader, people follow the plan.

▪ Does the team have an overall plan to fulfill the vision?

03.

Kaiser LEAN TRAINING 12

• Processes (Last Planner)• Deploying the right

process to help execute the plan.

▪ Does the team have processes in place to deliver the plan?

▪ Are these processes aligned with the Vision?

04.

Kaiser LEAN TRAINING 13

• Roles & Responsibilities• Having the right

people in the right places.

▪ Are all responsible people identified to execute processes?

▪ Are their roles clarified?

05.

Kaiser LEAN TRAINING 14

• Current Situation• Understanding the

present in terms of past and future.

▪ Is the team evaluating effectiveness and efficiency?

▪ Is the team doing Gemba walks?

▪ Is the team practicing GenchiGenbutsu?

06.

Kaiser LEAN TRAINING 15

• Communication• Good communication is

always customer-driven.

▪ Does the team have a communication plan in place?

▪ Is the team using visuals to communicate?

07.

Kaiser LEAN TRAINING

• Continuous Improvement• A team in pursuit of

perfection.

▪ Is the team putting countermeasures in place to stay on track based on metrics?

▪ Is the team doing lessons learned sessions?

08.

Kaiser LEAN TRAINING

• Behavior• Being adaptable and

flexible for the environment.

▪ What is the behavior observed?

▪ Is this behavior aligned with the Vision the team needs to deliver?

09.

Assessment Domains Questions Yes/No Assessment Countermeasure Responsible Due Date

Does the team have a Vision in place for this

Organization/Project?

Does the Vision represent Customer Values? (Is it

Customer Driven?)

Does the team agree on the Vision?

02. MetricsDoes the team have metrics in place so they know if

they are delivering the Vision (Customer Values)?

03. PlanDoes the team have a plan in place to deliver fulfill

the Vision?

Does the team have processes in place to deliver this

plan?

Are these processes aligned with the Vision

(customer values)?

Are all responsible people identified to execute

processes?

Are their roles clarified?

Is the team evaluating effectiveness and efficiency?

Is the team doing Gemba walks?

Is the team practicing Genchi Genbutsu?

Does the team have a communication plan in place?

Is the team using visuals to communicate?

Project Title:

Is the team putting countermeasures in place to stay

on track based on metrics?

Project Number:

Is the team doing lessons learned sessions?

Today's Date:

What is the behavior observed?

Filled Out By:

Is this behavior aligned with the Vision they need to

deliver?

PAULO NAPOLITANO | CULTURE CATALYST

Behavior09.

Continuous

Improvement08.

Communications07.

Vision01.

Current Situation06.

Roles &

Responsibilities05.

Process04.

INTEGRATED PROJECT DELIVERY

Culture CatalystCreate a Culture of Collaboration, Respect for People, and Continuous Improvement

Instructions:

• Set up a meeting with the Project Stakeholders

• Perform project assessment using the Culture Catalyst

• Identify domains for improvement

• Identify countermeasures

• Identify responsible individuals and due dates

FILL IN YOUR PROJECT DATA

Assessment Domains Questions Yes/No Assessment Countermeasure Responsible Due Date

Does the team have a Vision in place for this

Organization/Project?YES

Does the Vision represent Customer Values? (Is it

Customer Driven?)NO

Does the team agree on the Vision?

02. MetricsDoes the team have metrics in place so they know if

they are delivering the Vision (Customer Values)?

03. PlanDoes the team have a plan in place to deliver fulfill

the Vision?

Does the team have processes in place to deliver this

plan?

Are these processes aligned with the Vision

(customer values)?

Are all responsible people identified to execute

processes?

Are their roles clarified?

Is the team evaluating effectiveness and efficiency?

Is the team doing Gemba walks?

Is the team practicing Genchi Genbutsu?

Does the team have a communication plan in place?

Is the team using visuals to communicate?

Project Title:

Is the team putting countermeasures in place to stay

on track based on metrics?

Project Number:

Is the team doing lessons learned sessions?

Today's Date:

What is the behavior observed?

Filled Out By:

Is this behavior aligned with the Vision they need to

deliver?

PAULO NAPOLITANO | CULTURE CATALYST

Behavior09.

Continuous

Improvement08.

Communications07.

Vision01.

Current Situation06.

Roles &

Responsibilities05.

Process04.

INTEGRATED PROJECT DELIVERY

Culture CatalystCreate a Culture of Collaboration, Respect for People, and Continuous Improvement

Instructions:

• Set up a meeting with the Project Stakeholders

• Perform project assessment using the Culture Catalyst

• Identify domains for improvement

• Identify countermeasures

• Identify responsible individuals and due dates

FILL IN YOUR PROJECT DATA

Kaiser LEAN TRAINING 20

• Systemic Thinking Questionnaire• Evaluate if your team

is developing Systemic Thinking.

▪ What do you want toaccomplish?

▪ What is the plan?

▪ Describe your currentsituation.

▪ What are the next actions?

▪ What is the risk and mitigation plan?

▪ What are the opportunitiesfor improvement?

▪ 28 different Organizations identifying the pre requisites for a Lean Leader – True North Indicators

• Lean Leadeship• What is to be a Lean

Leader?

Lean Leadership True North Indicators

Lean

Competency10.0

Genchi

Genbutsu9.0

Understand

Value8.6

Lead by

Example7.1

Process

Focused6.2

Facilitating

Environment4.8

Consensus

Decision

Making

3.3

Continuous

Improvement 1.4

Focus Tool & process driven Customer driven Value driven System Driven Ecosystem Driven

Structure Hierarchical Flattened organizationCollaborative/customers

and performersNetwork Based Network Emergent

PowerAuthority based on

positionKnowledge influences

authorityFully knowledge-based

Network/System Knowledge-Based

Ecosystem based/adaptive based

Leadership Reactive Proactive Empowerment AdjustmentInnovation/complement/

coevolution

Learning Punctual Improvement Improvement Continuous ImprovementInnovation/system

driven/

Interdependent based on interdependency/co-

evolution

Organization Approach

Traditional Less traditional/Plastic Flexible AdaptiveEnactive/become an

actor

Transformation Hard to sustain Easier to sustain Sustainable Completely Sustainable Ongoing/Ontogenic

Lean Journey Evolution By Paulo Napolitano

Structure

Leadership

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Enactive

GOVERNANCE GUIDING SYSTEM ©

By Paulo Napolitano03/2014

PROCESSES ORGANIZATION

PEOPLE

INTERACTION

VISION

CUSTOMIZATION STANDARDSSTRUCTURE

TYPE

ROLES

• Governance is a mechanism for monitoring, actions, policies and decisions of Organizations

• It must be customer Driven

• It must be flexible

• It must empower people

• It must promote collaborative decision making

• It must promote continuous learning

Governance System must have 5 key characteristics

Paulo Napolitano

pnapolitano@allelenetwork.com

Phone: 415 – 7937438

CA - USA