403 - Why become a Lean Leader

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  1. 1. 403 Career Development Why become a Lean Leader?How adopting the Lean philosophywill make you a better Leader4th April 2012AUA Conference, ManchesterJohn EvansThe Lean University, Cardiff University
  2. 2. The Plan Why adopting Lean should be essential for all HE personnel Doing so will continuously improve the way that you work,ensuring everything you do adds valueDelegates will - Have an appreciation for the 5 principles of Lean & how they apply in a HE Environment Be able to identify wasteful activity within your organisation & categorise it Understand how adopting the Lean philosophy with enhance leadership skills
  3. 3. Five Principles of LeanPursue Identify Customers Perfection& Specify ValueMaximise RespondTheIdentify & Map toCustomer Value theValue Stream Pull Create Flow by Eliminating Waste
  4. 4. So Whats it all About Muda - WasteMura - UnevennessMuri - Overburden
  5. 5. Is This a Typical Day?Ive produced all this information and no-one uses it! I cant get on with my job because I am waiting for someone else!My diary is full of meetings where we dont do anything! That piece of work has disappeared into a black hole! My in-tray is full of overdue work! Ive been hunting for that information for ages!Ive sent that back twice and its still not right! I havent got time to do my job properly!
  6. 6. The 7 Service Wastes
  7. 7. Can you Identify A little Game with Post-its & Paper
  8. 8. Examples of Categorised HE ErrorsUnclear Comms.Duplication Inventory Movement Poor & ineffective Reinventing the People / skills Internal postcommunicationswheel Resources Reports left of Access to info. Over-processing Undistributeddesks Dont talk to the Different schoolsknowledge Campus structurecustomers doing the same Students E-Mails thingDelay Opportunity Lost Errors Inability to make Fixed term contractsdecisions Pockets of expertise - not Poor information Waiting for approvals shared management Meetings People - no career structure Circumventing Hierarchy Wasted resources systems or not fit Fundingfor purpose Academic/Senior Man. ego
  9. 9. Value vs. Failure DemandValue DemandThe demand customers make for things they want and are ofvalue to themFailure DemandThe demand caused by a failure to do something or not dosomething right for the customerCauses fire fightingCreates noise in the system Gives false idea about what customer demand is Damages customer value Overloads staff Creates a negative organisational culture
  10. 10. Challenges Faced in HE PerceptionsInvestmentInfluencers/Support Timing Mixed Implementation Their IdeasImplementationMeasures PaybackSwitzerland Tools that Resonate Visual
  11. 11. Does Lean Work within HE?Current Cardiff University Successes: Time reduction 30 96% Failure Demand reduced by 37 100% Increased capacity by 43% Customer satisfaction increased by 43% Involvement93% of schools75% of divisions
  12. 12. Perusing Perfection: A Typical Day?I know and understand what my customers want from meI understand who can help me & how long they need to do their jobAll my meetings are productive & are used to make decisionsI know exactly where all work is atany given time no matter who has it All my work meets the agreed delivery timeI can find any information I need in 30 seconds All work is right first time I feel I have more control over what and how I do my workEverything I do is value added and valued
  13. 13. Lean Leader: Personal Reflection Real improvements can be done with little effort and cost Dont be afraid of getting things wrong the answers are there Engage all who are involved in the process (if they want to) Some people will not change, dont let them dictate Encourage teams to think and act, not individuals forcing change Trust and support colleagues - they will come up with solutions Upper management involvement is essential to implement sustained change Once started it wont stop Start small, think big, communicate
  14. 14. DUNS: Last Exercise Name: John Evans/evansjd8@cf.ac.uk What I Did: Listened to a Lean presentation at the AUA What I Understood: Understood how to identify wastes and categorise it Next Steps: Apply Lean to cleaning up the office space and files
  15. 15. How was that for You?How Was That for You?
  16. 16. Contact DetailsAddress: Lean University Team, Cardiff University McKenzie House, 30-36 Newport Road Cardiff. CF24 0DEE-mail: lean@cardiff.ac.ukTel:02920 870 445Presenters E-mail: evansjd8@cardiff.ac.ukUseful Websiteswww.cardiff.ac.uk/leanwww.leanenterprise.org.ukwww.leanuk.org
  17. 17. Further Reading The New Lean Toolbox Towards Fast, Flexible Flow -John Bicheno Lean Thinking: Banish Waste and Create Wealth in yourCorporation James P. Womack & Daniel T. Jones Staying Lean - Thriving, Not Just Surviving - PeterHines, Pauline Found, Gary Griffiths, Richard Harrison Lean Lexicon - Chet Marchwinski & John Shook Learning to See - Mike Rother & John Shook Freedom from Command and Control John Seddon