5 myths
how not to do Lean
  1. Myth 1 – Lean is a set of tool
  2. Myth 2 – Lean is a training
  3. Myth 3 – Lean is a faster work
  4. Myth 4 – Lean is a dedicated team
  5. Myth 5 – Lean is a project
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:

  1. Us and they – Silos
  2. People coming to chore-work
  3. Opinions instead of facts
  4. Ego – Managers
  5. 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 goals

  • 18% people in Poland
    are satisfied with their job*

  • >80% of processes
    have never been measured

  • >90% of leaders
    improvise at work

  • 9 / 10 implementation trials
    are not continued

Step of strategic transformation
  • Start with Why
    Strategic reflection

  • Ask your people, how
    they are going to add value

  • Recognize, what
    what is adding value at the moment

  • Set up on
    leadership standard

  • Create
    problem solving system

Lean strategy
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