Lean Leadership at Medtronic and in the Community

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Lean Leadership at Medtronic and in the Community

• Jerry Bussell
• Vice President
• Global Operations

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Overview

• Medtronic, Inc.
• Medtronic ENT/NT
• Lean Journey
• Lean Leadership 10Ps
• Lean Leadership in the Community

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Medtronic Corporate Overview

• World leader in medical technology
• 12 billion in sales
• 38,000 employees worldwide
• Named 100 Best Companies to Work For by Fortune
  Magazine

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Medtronic Mission

• Contributing to human welfare
• by the application of
• biomedical engineering
• to alleviate pain,
• restore health, and extend life

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Medtronic, Inc.

• Every five seconds, someone, somewhere in the
  world is alive or living a fuller life because of
  a Medtronic product or therapy.

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Medtronic ENT/NT Business Sector

• ENT Neurological Technologies products
• gt600 million in sales
• 1900 total employees
• Five manufacturing facilities
• Headquarters Jacksonville, FL
• 17,000 finished goods items

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XPS Microdebrider System
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NIM Response Nerve Monitor
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Image Guided Surgery
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Merocel/Merogel Dressings and Packing
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Otology/Hearing Restoration
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Sales Revenue
Medtronic ENT/NT Sales
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80
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65
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How Did We Get Involved?

• Best practices review 1998 and early 1999
• Malcolm Baldrige and Shingo model
• Shingo model included lean thinking
• Shingo conference lean presentations, May 1999

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Our Initial Steps

1. Study lean thinking
2. Sell strategy to top management
3. Teach others about lean
4. Develop implementation plans
5. Consult an expert
6. Change the operations organization
7. Conduct value map training
8. Start value mapping

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Consult the Experts
Dr. James P. Womack, Founder Lean Enterprise
Institute
Lean Enterprise Institute Training Training
to See from Learning to See Value Stream
Mapping by Rother and Shook
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Lean at Medtronic ENT/NT
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Tool Box
SMED
Value Mapping
Visual Mgmt
Six Sigma
Standard Work
Kaizen Events
LEAN
Kanbans
Training
Heijunka
5S
Mistake Proofing
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Our Results
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What Does Lean Require?

• Passion
• Knowledge
• Commitment
• Focus
• Discipline
• Execution

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• If you cant describe what you are doing as a
  process, you dont know what youre doing.
• --W. Edwards Deming

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Our Approach

• Start with the top level company objectives
• Then apply tools
• Policy Deployment
• Create alignment with objectives
• Get the right things done to achieve objectives
• Value Maps
• - Ensure understanding the whole value stream
• - Identify specific improvement opportunities
• 3. Assign Projects, Rapid Improvement Events and
  Kaizens

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The Toyota Way

• Continuous Improvement
• Respect for People

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Leadership

• Definition
• - Leadership is a function of knowing yourself,
  having a vision that is well communicated,
  building trust among colleagues, and taking
  effective action to realize your own leadership
  potential.
• --Warren Bennis

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Leadership 10Ps

• 1. Probity
• 2. People
• 3. Passion
• 4. Persuasion
• 5. Persistence

• 6. Process thinking
• 7. Problem solving
• 8. Performance
• 9. Policy deployment
• 10. Possibilities

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• Leaders are visionaries with a poorly
  developed sense of fear and no concept of the
  odds against them. They make the impossible
  happen.
• -Dr. Robert Jarvik