Creating a Lean Culture

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Creating a Lean Culture

• Ed Matthews
• ASQ June 2009

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Trivia - Dates

• 1947
• 1952
• 1960
• 2007
• 2009

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Objectives

• Understand What is meant by Culture
• Management System
• Leadership Behaviors
• Solving Problems Improving Processes Quickly
• Role of People

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What is Culture?

• Sum of peoples habits how they accomplish work
• Hypothetical Construct
• Label or idea to get a handle on what we have
  seen or experienced
• Can enable or inhibit change
• An invaluable asset
• An idea arising from experience
• No more likely a target for change that the air
  we breathe

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Focus on a management system

• Things you can see
• Leadership Behavior
• Specific Expectations
• Tools
• Routine Practices

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Management System

• Self imposed discipline
• Supports change and people
• Prevents going back to old ways when a problem
  arises
• Persistent focus on process
• Discipline
• Daily practices
• Tools
• Sustains and extends Lean implementation
• Regular observation of the process

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Management System

• Focus on Results
• Can not afford to take eyes off of the process
• Root Cause Solutions are investments that payoff
  in business results
• Process focus implies
• Frequent measurement against results intermediate
  outcomes
• Intervention started before end result affected
• Monitor for early warning signs of developing
  troubles
• Lean System
• No extras (inventory) stashed away to cover for
  problems
• Attention to disciplined operation to ensure
  process stability

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Leadership Behaviors

• Passion for Learning
• Disciplined Adherence to Process Accountability
• Project Management Orientation
• Lean Thinking
• Ownership
• Get Involved with Technical Details
• Take it to the next level
• Effective Relations with Support Groups

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Solving Problems Improving Processes Quickly

• Traditional develop work around
• Lean
• workarounds are anti-improvements
• Ask why the problem occurred and what caused it
• Lean System
• Exposes problems so you can see them and
  eliminate their causes
• Establishes and improvement plan
• Lowers the water to expose the rocks
• Perfection is a goal
• Standard Problem solving Process Identify the
  problem
• Quantify the problem
• Involve the appropriate knowledgeable people
• Conduct root cause analysis
• Identify root cause solutions and assess them and
  test the best alternative
• Implement the root cause solution
• Monitor and revise the solution as indicated by
  performance data

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Solving Problems Improving Processes Quickly

• Everyone is responsible
• To run the business
• To improve the business
• Establish short, medium and long term
  improvements
• Recommend future Improvements
• Manage Improvement Activities
• Assign a single person to lead an improvement
  activity
• Use visual management of progress for all to see
• Each improvement has its own schedule
• Hold weekly review sessions
• Keep projects under 90 days
• Visual Cues versus list

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People

• Predictable Interruptions Sources of ideas
• Attendance Matrix who do I expect today?
• Display attendance
• Red-Dot for not showing
• Visualize impact on productivity and reaching
  goals
• Labor rotation plan
• Who starts where
• Who is qualified for specific jobs

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People

• Encourage participation in an Idea System
• Post ideas for visibility
• Provide feedback on ideas
• Steps
• Post idea on board using index card or post-it
  note
• Weekly review ideas
• If rejected note why
• If approved more to next position
• Weekly Value Steam Leaders and Supervisors review
  ideas
• Selected ideas moved from to do to doing
• Idea implemented
• Report on number of ideas implemented

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Sustaining What You Improve

• Define expectations for sustaining
• Hold people accountable
• Diligence and discipline do not go back to the
  old ways
• Stick to the changes implemented
• Leader standard work
• Visual controls
• Conduct Gemba walks regularly

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Managing Change

• IAKI
• PITM
• ITDH

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Lean Management
Credit David Mann Creating a Lean Culture
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Summary

• Develop a Lean Management System
• Standard Work for all Levels
• Focus on Process Improvement
• Involve the Workforce
• Management Direct Participation
• Actions for Sustaining Results

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Source

• Author David Mann (2005)
• Title Creating a Lean Culture
• Publisher Productivity Press
• ISBN1-56327-322-5