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The Psychology of Rapid - Lean

The Psychology of Rapid - Lean. Renewal or stagnation!. RapidLeanSixSigma Speed and Simplicity. Lean Waste Reduction Six Sigma Problem Solving Methodology A common complaint of traditional Lean and Six Sigma is that they “take too long.”.

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The Psychology of Rapid - Lean

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  1. The Psychology of Rapid - Lean

  2. Renewal or stagnation!

  3. RapidLeanSixSigmaSpeed and Simplicity • Lean • Waste Reduction • Six Sigma • Problem Solving Methodology A common complaint of traditional Lean and Six Sigma is that they “take too long.”

  4. RapidLeanSixSigma promotes a culture that targets continuous improvement through the relentless elimination of waste. “Simplicity”

  5. Quantum improvements come not from simply working harder or smarter at the same old things, but from figuring out how to eliminate the need to do the same old things.

  6. Example: Targets • Cost Reduction (improved profitability) • Continuous Improvement • Workforce Engagement • Speed and Simplicity

  7. For Consideration • Management: “Do things right.” • Leadership: “Do the right things.” What are we doing now that shouldn’t be done at all?

  8. For Discussion The person closest to the work knows how that activity can be simplified or eliminated altogether. The challenge is to create an environment that energizes and stimulates workers to share their ideas.

  9. The “HARD” Side: is about processes measurement tools structures procedures The “SOFT” Side: is about buy-in commitment attitude overcoming resistance to change self-leadership Two “Sides”

  10. Anticipate • Outdated Management Philosophies • Organizational Culture • Lack of Knowledge • In-bred Complexity

  11. For Discussion:Deming’s 85/15 Rule85% of professional errors are a result of business systems.15% of professional errors are a result of individual workers.

  12. Assumptions FromTo Strong leaders Dispersed leadership I am powerless to change The choices I make the big systems that everyday significantly affect my life. affect my life. We all need to take care We are all connected. of ourselves. We must take care of both ourselves and each other.

  13. For Discussion • “… more organizations fail from a lack of creating the right culture and infrastructure than from using the wrong tools!” • “… the key lesson is not to get lost in the statistical weeds or the improvement tools. Important as these are, the source of power is first and foremost in the culture.”

  14. A Systems Approach A “Systems Approach” that creates a culture in which everyone is continuously improving processes and eliminating waste.

  15. … as a critical responsibility of everyone. It must involve all areas and requires a commitment to hard work and the uncompromising drive to seek out new and better ways of doing things. Continuous Improvement

  16. Activity • What are we doing now that we shouldn’t be doing at all. There may be too many To-Do lists. Consider A “Not-To-Do” List

  17. “Journey” Never Ends JOURNEY RapidLeanSixSigma Current Lean 2004 Six Sigma 2000 TQM 1990’s American business rediscovers Deming 1970’s & 1980’s Japan emerges as a leader of Lean Transformation of Japanese economy Japanese adopt Deming’s principles 1950s Deming goes to Japan 1950 Deming in America 1940s

  18. History

  19. RapidLeanSixSigma Everyone On-Board Upfront Action Commitment Understanding Information

  20. Transformation Curve Cynics Goal: Shift the Curve

  21. Alignment Clarity … Consistency … Commitment

  22. Culture RapidLeanSixSigma • Participative • Encourage change • Job security • Continuous improvement • Policies that inspire people to want continuous improvement • Work with supplier • Close to customers • Everyone trained in basic tools Traditional • Authoritarian • No risk-taking • Fear of job loss • Status quo • Systems policies • “Beat on” supplier • Distant from customers • Few people trained in basic tools

  23. 20-60-20 Rule • 20% of the people in the organization will be “Transformation Friendly” • 60% will sit on the fence • 20% will resist

  24. Phase 1 Phase 2 Phase 3 “Emotional Rollercoaster” Vision To Be Growth Awareness As Is

  25. Build a Shared Vision Create a Guiding Coalition Empower Broad-Based Action Generate Short-Term Wins Communicate the Vision Anchor RapidLeanSixSigma in the Culture Leading in a RapidLeanSixSigma Environment

  26. Essential Skills • Building Trust • Managing Relationships • Communicating Effectively

  27. Activity • One of the keys to success is highly visible Leadership commitment to RapidLeanSixSigma initiatives. (Employees must perceive active leadership during implementation.) • How do we do this?

  28. Example of “Vision” An agile, flexible and disciplined organization that employs groups of capable and empowered people who are learning and working safely together to produce and deliver products that consistently exceed customers’ expectations in quality, cost, and time.

  29. Build Behavior First • People will believe in RapidLeanSixSigma when they see behavior that leads them to conclude that it works. • Use action to gain understanding and commitment to RapidLeanSixSigma. Learn by doing. • Accept “stumbling” as part of the journey.

  30. 8th WasteWorkers Who Are Engaged26%-55%-19% • 26% engaged (loyal and productive) • 55% not engaged (just putting in time) • 19% actively disengaged (unhappy and spreading their discontent) Source: “The leadership kit: Leadership is confusing as hell” Fast Company Magazine

  31. Learning to See • A process is a sequence of steps that must be carried out in proper order to create value for the customer and managed as a whole. • The best way to learn to see your processes is to take a product and follow its path from beginning to end – from order entry to delivery to customer. • “Mapping” what we call a value stream reveals how the current process operates today – not how it is supposed to operate. • It reveals all the wasted time and effort in the process. It is both a consciousness raising exercise for all those involved and powerful diagnostic of how broke the current process is.

  32. For Discussion • There is no “one answer.” • “No plan survives the first battle.” • Need active, executive-level sponsorship. • Planning 5%, Execution 15%, Sustainment?

  33. Bias - from Plan to Actions Actions Plan It’s OK to learn by trying!

  34. Choice ATTITUDE My happiness depends on me.

  35. Keep a Positive Attitude • Your attitude as a Leader will be a major factor in determining what the climate is within your organization… your attitude is one of the few things that is totally under your control. • Be upbeat, positive and enthusiastic. Model the way for your teams.

  36. Work as a Process A series of activities used to transform input(s) into output(s). Internal Outputs Inputs Work Process

  37. + Kaizen KAI ZEN To modify, to change Think, make good, make better = KAIZEN Make it easier by studying it and making the improvement through elimination of waste. The organized use of common sense to improve cost, quality, delivery and responsiveness to customer needs.

  38. Kaizen

  39. Problem Solving Is … a logical process and a learned skill.

  40. “In God we trust; all others must bring data.”

  41. DMAIC

  42. Define • Why is this a problem? • What specifically is the problem? • What “pain” is occurring? • Where is the problem occurring or not occurring? • When did the problem first occur? • How much of a problem do we really have? • Who is involved with the problem? Who is not?

  43. Measure • Identify essential information that is needed to understand the problem. • Collect data. • Use data; a lot of people will have opinions, but data are more reliable.

  44. Analyze • Brainstorm as many solutions as possible. • Get the ideas of those who are affected by the problem, involving them directly. • Don’t be concerned about cost or feasibility at this point. • Don’t be judgmental of either people or ideas. • Select the best solution from among the alternatives generated in the prior step.

  45. Improve • Create an action plan. • Identify the steps that will need to occur to implement the solution. • Identify the time each step will take and create a schedule. • Identify the human, material and financial resources required for each step. • Determine the decision makers whose approval will be sought. • Determine accountability for carrying out each step.

  46. Control • Once a problem has been eliminated - follow up the corrective action to make it permanent. • Make sure the corrective action is documented and understood by everyone.

  47. Resistance to Change • Asking people to work differently often meets with stiff resistance. • Overcoming resistance to change can be the hardest part of our job. • It is against human nature to want to change the way things are done unless there is a compelling reason to do so. continued

  48. Resistence Looks Like ... • Anger • Blame • Anxiety • Depression • Isolation • Fear

  49. Getting Started Burning Platform

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