Embed Size (px)
DESCRIPTION
March 2011 Webinar Slides from Jeff Hajek and Tim McMahon on Builiding a Lean Continuous Improvement Culture
Citation preview
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
12 Ways to Start Building a Continuous Improvement
CulturePresented by
Jeff HajekGotta Go Lean
Tim McMahonA Lean Journey
Version 3/9/2011
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Introduction
Culture can be defined as the day-to-day experience of the ordinary worker.
Many think culture creates successful
results but the contrary is true. Performance
drives culture.
A “Lean Culture” is characterized by two learning elements:
Humility and Respect
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Many Small Wins, Rather than the Occasional Big Win
• Regular uninterrupted activity is required of all people in the organization.
• Small wins keep up the enthusiasm and reinforce habit.
Images courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Chocolate_cupcakes.jpghttp://commons.wikimedia.org/wiki/File:Tartachocolate.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Plan for 10% Improvement Time
• Improvement doesn’t happen by accident.
• Must have projects ready-many unplanned opportunities.
• Improvement time is invested, not spent.
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Stoppuhr.jpgPoll
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Attitude Toward Failure• Everyone fails from
time to time.• Do you punish or treat
it as part of learning?• Failure can not be
avoided. It is necessary learning that must occur.
Additional Reading: Make Failure Acceptablehttp://www.aleanjourney.com/2009/07/make-failure-acceptable.html
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Tacoma-narrows-bridge-collapse.jpg
Make Failure OK!
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Don’t Harvest (All of Your) Gains
• Don’t eat your seed corn.
• Put some gains in reserve to make future improvements.– 10% of time should be
spent on improvement efforts.
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Barton_Stacey_-_Harvesting_-_geograph.org.uk_-_942829.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Emphasis on Team• In the US we love
heroes.• Teams are greater
than the sum of the individual parts.
• Teams need to be mentored and developed.
Additional Reading: Not All Groups are Teamshttp://www.aleanjourney.com/2009/06/not-all-groups-are-teams.html
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Chicago_Cubs_team_picture,_1906.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Standardize Your Systems
• Create a foundation for success.– 5S– Process
documentation– Operations reviews– Daily management– Stand-up meetings
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Pouring,_Take_Two.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Measure Performance• It is true you get
what you measure.• Performance
measures need to be aligned with what you want to achieve.
• Drive good behaviors.• Think long term.
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Fotothek_df_n-18_0000164_Mikrometerschraube.jpg
Poll
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Reward Success• Teams should know they
are appreciated.– Financial: bonuses, raises,
promotions, commissions– Non-financial: parking
spaces, days off, free lunch
– Recognition• Must be linked to actions
to get better. (No magical improvements.)
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:The_Presidents_Cup_golf_trophy.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Go to the Gemba• Go see for yourself at the place
where the work is done.• Going to the Gemba gets the
entire team involved in identifying and solving problems.
• It is grounded in fact finding using actual conditions from the actual workers who perform the work.
Article: The Importance of Going to the Gembahttp://www.aleanjourney.com/2009/09/importance-of-going-to-gemba.html
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Hyundai_car_assembly_line.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Don’t Make All the Gains for the Company
• Splitting the pie…– Shareholders– Execs/managers– Vendors– Employees– Customers– Governments– Partners
• Who decides what is fair?• Best bet: grow the pie!
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Tarte_au_fromage_blanc.png
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Develop People• Encourage and foster
learning and teaching at all levels.
• Build knowledge in problem solving thinking and countermeasures.
• Encourage continuous improvement.
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Human_evolution.svg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Commit to the Long Haul• Focus on education.• Mistakes are OK
during learning process.
• Small changes every day.
• Everyone participates.• You are never done.
Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:The_Long_Road_Ahead.jpg
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Conclusion1. Many Small Wins, Rather than the Occasional Big Win2. Plan for 10% Improvement Time3. Attitude Toward Failure4. Don’t Harvest (All of Your) Gains5. Emphasis on Team6. Standardize Your Systems7. Measure Performance8. Reward Success9. Go to the Gemba10. Don’t Make All of the Gains for the Company11. Develop People12. Commit to the Long Haul
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Follow-up Information
http://www.ALeanJourney.com
• Creating a Lean Culture• The Tipping Point of Lea
n Culture• Sustainability: Ten Factor
s for Making Culture Change Stick
• http://www.GottaGoLean.com• Lean Training System
• http://www.Velaction.com• PowerPoint from $8.99• DVDs from $24.99• Exercises, student guides,
Lego training, tutorials and more
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Questions
• Jeff Hajek– [email protected]– www.GottaGoLean.com– 1.800.670.5805
• Tim McMahon– http://linkedin.com/in/timothyfmcmahon– 860-469-LEAN (5326)
© 2011, Velaction Continuous Improvement, LLC and Tim McMahon. All rights reserved.
Copyright Terms
• You may modify this presentation for use within your own organization.
• You may distribute this presentation within your own organization.
• You may not distribute this presentation, its derivative works, or images contained within it outside of your own organization.
