5 myths
how not to do Lean
- Myth 1 – Lean is a set of tool
- Myth 2 – Lean is a training
- Myth 3 – Lean is a faster work
- Myth 4 – Lean is a dedicated team
- Myth 5 – Lean is a project
5 steps of strategic transformation
- Start with Why
100% of top management believe, understand and support the business context. - Ask your people, how they are going to add value
Employees decide how processes should support the business context. - Recognize, what is adding value at the moment
100% of stakeholders agree on current state. - Set up one leadership standard
100% of leaders practice on the basis of Leadership 734. - Create problem solving system
Employees can’t wait until Monday not Friday.
5 great deviances
Deviance (sociology), describes an action or behaviour that violates social norms, including formally enacted rules. The most common deviances are: alcoholism, drug addiction and crime.
Workplace deviances describes actions or behaviours that unfortunately DOES NOT VIOLATES established in business norm and values.
THE MOST COMMON DEVIANCES ARE:
- Us and they – Silos
- People coming to chore-work
- Opinions instead of facts
- Ego – Managers
- Improvements disturb daily business activities
-
Us and they - Silos
95%
of top management and leaders are not aware of mission, vision & strategic targets
-
People coming to chore-work
18%
people in poland are satisfied with their job*
-
Opinions instead of facts
>80%*
of processes have never been measured
-
Ego - Managers
>90%*
of leaders improvise at work
-
Improvements disturb daily business activities
9 of 10*
transformation trials are no continued
* Source: Lean Strategy Audit, Leanpassion 2013-2016
Let’s build a house
5 steps of strategic transformation
Start with Why
Business deviance #1
LEAN strategy - step #1
Us and they – Silos
>95%
are not aware of mission, vision and strategic goals*
* Source: Lean Strategy Audit, Leanpassion 2013-2016.
Strategic reflection
understand the business context
100%
100% of top management believe, understand and support the business context*
Ask your people, how they are going to add value
Business deviance #2
LEAN strategy - step #2
People
coming
to chore-work
18%
people in Poland are satisfied with their job*
* Source: “State of The Global Workplace” report, The Gallup Organization 2013.
Mutual direction
they are going to add value?
>80%
decide how processes should support the business context
Recognize, what is adding value at the moment
Business deviance #3
LEAN strategy - step #3
Opinions instead of facts
>80%
processes have never been measured*
* Source: Lean Strategy Audit, Leanpassion 2013-2016.
Consensus
% of Value Added
100%
of stakeholders agree on the current state*
Set up one leadership standard
Business deviance #4
LEAN strategy - step #4
Ego – Managers
>90%
leaders improvise at work*
* Source: Lean Strategy Audit, Leanpassion 2013-2016.
Leadership 734
common goals, awareness, engagement
100%
leaders practice on the basis of Leadership 374*
Create problem solving system
Business deviance #5
LEAN strategy - step #5
Improvements disturb daily business activities
9 of 10
implementation trials are not continued*
* Source: Lean Strategy Audit, Leanpassion 2013-2016.
Improvement system
Work = Work + Thinking
80%
can’t wait until Monday not Friday
Great Deviances
>95% top management and leaders are not aware of
mission, vision and strategic goals18% people in Poland
are satisfied with their job*>80% of processes
have never been measured>90% of leaders
improvise at work9 / 10 implementation trials
are not continued
Step of strategic transformation
Start with Why
Strategic reflectionAsk your people, how
they are going to add valueRecognize, what
what is adding value at the momentSet up on
leadership standardCreate
problem solving system
Lean strategy
- Lean 3.0 EN
- .
LEAN MATURITY LEVELS
- Basic competences in place
- Understanding of basic mechanisms and tools of process management
- Reduced number of errors
- People’s engagement going up (Increase engagement)
- Early success builds confidence in improvement efforts
- End-2-End business streams management focused on Customer Needs
- Common goals are set on process’ level
- Visualized and standardized process value streams
- Improvements are becoming institutionalized across whole process value stream
- Better cross-functional communication
- Increased efficiency and quality of process
- Stabilized workload
- Improvements have become self-sustaining part of organizational culture
- Standardization of processes at all levels of the organization
- Everyone, everyday is focused on strategy realization and waste identification & elimination at the same time
- All improvements with proven impact on Strategic goals
- Huge increase of people engagement and satisfaction
- Standardization of processes, improvement model & management model at all levels of the organization
- Significant Impact on Growth, Engagement, Productivity, Development
- LEADERSHIP 734 - Mutual Goals, Awareness, Engagement
0LEAN Awareness
1.0LEAN PROCESSES- Basic competences in place
- Understanding of basic mechanisms and tools of process management Reduced number of errors
- People’s engagement going up (Increase engagement)
- Early success builds confidence in improvement efforts
2.0LEAN CULTURE- End-2-End business streams management focused on Customer Needs
- Common goals are set on process’ level
- Visualized and standardized process value streams
- Improvements are becoming institutionalized across whole process value stream
- Better cross-functional communication
- Increased efficiency and quality of process
- Stabilized workload
3.0LEAN STRATEGY - 5 Steps- Improvements have become self-sustaining part of organizational culture
- Standardization of processes at all levels of the organization
- Everyone, everyday is focused on strategy realization and waste identification & elimination at the same time
- All improvements with proven impact on Strategic goals
- Huge increase of people engagement and satisfaction
- Standardization of processes, improvement model & management model at all levels of the organization
- Significant Impact on Growth, Engagement, Productivity, Development
- LEADERSHIP 734 - Mutual Goals, Awareness, Engagement
Tools & Implementation Projects VS. Lean Strategy
Tools & Implementation Projects
Implementation
.
.
TOOLS' ONLY
Only Indivivduals
.
Involved
Huge effort
.
TO SUBSTAIN
Only cost
driven
Regardless of
employeesNo change on
work
standardsDedicated
individuals
No responsibility
on othersCost Reduction
& Ad-hoc Improvements
Leanpassion’s methodology
- Lean Strategy
Whole
organization
.
transformation
everyone
involved in
.
Delivering
strategic goalsSUSTAINABLE CONTINUES
IMPROVEMENT
with impact on P&L
development
of every
employee based
on roleswork
involvement
EMPOWERMENT
& SATISFACTIONLeadership 734
.
One leadership
standardSignificant Impact on Growth,
Engagement, Productivity, Development
.
