Transforming From The Inside Out...norbert majerus consulting llc MY Roadmap to a Lean Culture 1.Do your homework –plan to sustain 2.Get leverage 3.Engage the right people to lead

norbert majerus consulting llc© Copyright - norbert majerus consulting llc 2018

Transforming From The Inside Out

9/19/2018 1

Norbert Majerus,

Lean Champion

Managing People in a Lean Transformation

norbert majerus consulting llc

2005

•Late on almost all launches – only contracted work was on time (less than 20%) – Business Plans

•Less than 50% of the new products met business case

•Disbanded all prior improvement activities (BPR, TQC, 6-Sigma…)

•Engagement scores less than acceptable and people quit for lack of work

•“We could help you improve your process if you had one”

9/19/2018

Why Lean?

© norbert majerus consulting llc 2018


Goodyear Lean Results

•Safety, quality – all time high

•1,500, 95%, 100%

•75%

•3x

•Better engagement


Organizations, cultures … do not change: People DO

9/19/2018 4

My Answer - Why lean initiatives struggle:

What in your company cannot be copied???


Survey?

❑Process ❑People


Here is WHY

6


(my) Desired State

9/19/2018 7

FOUNDATION

Ideal State

CO

NTI

NO

US

IMP

RO

VEM

ENT

RES

PEC

T FO

R P

EOP

LE


Current State

9/19/2018 8

FOUNDATION

CO

NTI

NO

US

IMP

RO

VEM

ENT

RES

PEC

T FO

R P

EOP

LE

Average of 70% of people are not

engaged*

*Jerry Solomon - Lean Frontiers conference, San Antonio 2016

norbert majerus consulting llc9/19/2018 9


What I learned ………………

• Inside OUT Transformation✓The Change People Management Process

• Upside Down Leadership

• ME – the lean change leader

9/19/2018 10


Bottom Up Transformation

Top Down Transformation


Bottom Up Transformation

Top Down Transformation


Lao Tsu – Founder of Taoism (6th century BC)

Go to the people. Live with them. Learn from them. Build with what they have. But with the best leaders, when the work is done, the task accomplished, the people will say: “We have done this ourselves”

Inside Out Transformation


Who is the best positioned to make recommendations about improving the

work people do?

It is easier to teach the process experts the lean principles than it is to teach an outsider the

process and the culture


Inside Out Transformation

1. Learn the principles

2. Teach the principles to the people who do the work

3. Engage the people and coach them through the transformation

4. Help sustain the gains

9/19/2018 15


MY Roadmap to a Lean Culture

1.Do your homework – plan to sustain

2.Get leverage

3.Engage the right people to lead the change

4.Develop a vision and make plans

5.Assure support

6.You cannot overcommunicate or overtrain

7.Deal with resistance

8.Engage the employees

9.Do good things and talk about them (German proverb)

10. Remember PDCA (Plan/Do/Check/Adjust)

11. Sustain the change9/19/2018 16


Plan to Sustain the Change.

•Most inmates who break out of jail get caught within 10 miles of the institution.

•They rarely plan what to do when they get outside.

•Similarly, change agents forget to make and implement plans to sustain the change.

•Contrary to common belief, change agents must remain engaged after the change


Get leverage

1. Do your homework – plan to sustain

2.Get leverage3. Engage the right people to lead the change

4. Develop a vision and make plans

5. Get support

6. You cannot overcommunicate or overtrain

7. Deal with resistance

8. Engage the employees

9. Do good things and talk about them (German proverb)


11. Sustain the change


Engaging Associates

9/19/2018 19

“Your Toyota is

my Toyota”

1. Do your homework – plan to sustain

2. Get leverage

3. Engage the right people to lead the change

4. Develop a vision and make plans

5. Get support

6. You cannot overcommunicate or overtrain

7. Deal with resistance

8. Engage the employees9. Do good things and talk about them

(German proverb)


11. Sustain the change


31,419

36,500

28,000

29,000

30,000

31,000

32,000

33,000

34,000

35,000

36,000

37,000

PLANT PERFORMANCE MARKET DEMANDSeveral Hundred Kaizens identified and implemented by factory staff


Why Engage the People

• They know the process• You cannot just replace them• They can improve and sustain the change• Engagement motivates people

9/19/2018 21


HOW to Engage the People

•Communicate, teach (WHY) •Listen to the concerns•Focus on the influencers first•Go see – build trust - help and support•Thank and reward•Show respect


Respect

•People come to work to do a good job•If they cannot, look at process, training, qualification, equipment …

•Help the people be successful (ALL) – even the marketing folks

•Ask questions, do not give answers•Learn to manage the round peg in the square hole –(google)

9/19/2018 23


Learn to Show Respect – Start with the little things

•Show up for meetings•Pick up stuff•Have fun and make it an enjoyable day for everybody•Your colleagues know their stuff too•Mute the cell phone•LISTEN•Do not use authority (even if you have it)•Appreciate other people’s work•Reduce noise•Give attention to everybody•Be polite•Respect culture …•…..•Your turn

norbert majerus consulting llcUpside Down Leadership

Billy Taylor, Director NAT Manufacturing

Ellis Jones, Plant Manager Akron


Leadership

9/19/2018 26

W h e n b o t t o m l e v e l g u y s l o o k u p , t h e y s e e o n l y … . . . . .

*Inspired by unattributed graph


Lean Leadership

9/19/2018 27


Leadership Support

9/19/2018 28


Characteristics of a Good Lean Leader

A good leader helps people to achieve their personal goals and the goals of the of the organization

•Leader has the right to know – not to tell

•Go see (facts over data) and show respect

•Engage associates, coach, sponsor, empower ….

•Hold people accountable / Insist on root cause, PDCA ..

•Speak “native” language to help people be successful

•Lead with humility - without using authority

•Thank and reward

Jean-Claude KihnGoodyear President


Evolution of a Servant Leader

Solve your own problems –do not bring them to me

Here is the solution – go do it

I ask you questions and coach you towards MY solution

>> A3 cookie trail

Responsible?


Evolution of a Servant Leader

I coach you towards finding your own solution

Let’s figure this out together

I agree with your suggestion. You are responsible - keep me informed

and I will support you

Engage, Educate, Empower


MotivationLean makes Work easier

Stress ControlLean enables healthy active coping

ConditionPositive reinforcementTHANK YOU

Cognitive DissonanceFocus on behavior – beliefs will follow

ArnoudHerremansChange Scientist*

* LPPDE 2016 - Philadelphia

Engaging Leaders – Advice From a Pro


Cognitive Dissonance – BELIEFS >>> /\ <<< BEHAVIORS

Train the associates

Change behaviors

Beliefs followed

Scania Model

Change the behavior – beliefs will follow

My Personal Transformation Was The Hardest

Change the beliefs – behaviors will follow


How to Engage Leaders to Become Lean Leaders

•Tell them … ineffective >> Show them is better•Move from the “doer” to the enabler/influencer•Engage them in the change, the problem, the new idea•Teach them to be a good SPONSOR, Teacher, coach•Create opportunity developing the right behaviours(self reflection)


Magic Triangle

9/19/2018 35

A3 – Problem Solving

Visual Management

Go See

Management must learn to shift their attention from fighting fires

that should not be there to developing better people and

processes - Shingo


•I did not believe lean could have an impact in R&D

•Did not like a job that had anything to do with people

9/19/2018 36

My Personal Transformation Was The Hardest

“Just Develop a Training Program”


Advice to Lean Transformation Leaders

•Say “no” 3 times

•You are a change agent – not a project manager

•Get an education / become a teacher and coach

•Have the right expectations• Long journey• Many restarts and pivots• Rarely the right recognition

•Learn to respect people – earn the respect of the organization – appreciate the respect you deserve

9/19/2018 37

Keep an updated resume


The Lean Leader

•There is no difference in skill set between a formal leader and an informal leader✓The formal leader does not use power✓The informal leader does not have power✓Both have to earn authority

•ALL lead with respect and humility


Key Messages

•Successful lean implementations change the people and the process

•The people who do the work must be engaged to improve the work

•Respect for people assures the engagement

•Leaders support is insufficient – Leaders must change

•The lean change agent plays a crucial role –thanks for listening

norbert majerus consulting llc© Copyright - norbert majerus consulting llc 2018

Norbert MajerusLean Championnorbert majerus [email protected] 801 3184

mailto:[email protected]

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Transforming From The Inside Out...norbert majerus consulting llc MY Roadmap to a Lean Culture 1.Do your homework –plan to sustain 2.Get leverage 3.Engage the right people to lead