Be a TransformerAccelerated Lean Leadership:

Double Helix DNA

Dr. Shannon FlumerfeltOakland University

Charactership Lean Consulting Inc.MLC ConferenceTraverse City, MIAugust 8, 2019

• Improvement usually means doing something that we have never done before.

• A relentless barrage of 'why’s' is the best way to prepare your mind to pierce the clouded veil of thinking caused by the status quo. Use it often.

• Lean is a way of thinking, not a list of things to do.

• The best approach is to dig out and eliminate problems where they are assumed not to exist.

• Unless you change direction, you will end up where you are headed.

Some of Shigeo Shingo’s Top Quotes

What is the role of the Lean Leader in Lean organizations?

Standardization

Then TRANSFORMATION

TRANSFORMATIONThen StandardizaLon

Leadership WastesvOver Processing: Bureaucracy vOverproduction: Everyone Doing Non-Value Added Work vInventory: Just in Case, Setting Aside Resources that Create WastevTransport: Unavailable Resources, KnowledgevMotion: Moving People, Resources Around without CausevWaiting: Stalling Flow from Fear or IgnorancevDefective Process: Inadequate Results because of Spaghetti/Empty PlatevLack of Knowledge: Territorialism, Lack of Succession PlanningvLack of Sustainability: Overuse/Underuse of Resources, Misalignment

A3: Accelerating Lean LeadershipPLAN DO

Theme: There is a need to better understand how to accelerate the process of Lean Leadership Learning

Target Condition: Identify a Lean Leadership learning system of mental models to accelerate the learning process and eliminate waste in organizational work

Background: The need for Lean Leadership is cited as a critical barrier to Lean deployment and Industry 4.0.

Implementation Chart:1. Identify theoretically sound mental models of Lean

Leadership as a learning system2. Design, deploy and validate our Lean Leadership

learning system design to accelerate outcomesCurrent Condition: Organizations often develop Lean Leadership on a limited basis and flawed paradigms CHECK ADJUST

Statement of the Problem: There is a need for a better Lean Leadership system and outcomes via improved Lean Leadership Learning processes to increase leadership excellence.

A. Accelerated lean leadership learning

B. Rapid improvements in organizational outcomes as a result of accelerated leadership learning

1. Dismantle paradigms and processed of learning

2. Reassemble leadership learning programs

3. Connect leadership learning with organizational results

THREE CHARACTERISTICS:Double helix is the description of the 1) structure of a DNA molecule. A DNA molecule consists of 2) two strandsthat wind around each other like a twisted ladder. Each strand has a 3) backbone made of alternating or opposing groups of sugar (deoxyribose) and phosphate groups.

2) SPIRALED MOVEMENT

3) BACKBONE OF OPPOSING SUGARS AND PHOSPATES

1) TWO-STRANDED STRUCTURE

What is Lean Leadership?

vLean Leadership is a system of interrelated behaviors, decision making and facilitation skills1 that maximizes Lean tools and Lean thinking impacts.

ØLean Leadership learning processes rely on mental models of mastery ofLean content and Leadership competencies3 including a holistic taxonomyof essential bodies of knowledge, dispositions and applications4.

üLean Leadership outcomes range from enabling organizational improvement and sustainabiity to facilitating Enterprise Transformation and disruptive innovation.2

System of Lean Leadership 1vsystem of interrelated behaviors, decision making and facilitation skills1

System of Lean Leadership 1

Argyris and Schön (1997) conceptualized deutero learning, where organizations learned how to learn. They concluded that deutero organizational learning, because of its double loop ontology, could serve as both an innovation and adoption strategy.

vsystem of interrelated behaviors, decision making and facilitaLon skills1

THINKING--2 ROUNDS DOING-2 ROUNDS

PLAN DO

CHECK ADJUST

Outcomes of Lean Leadership 2üenabling organizational improvement and sustainability to

facilitating Enterprise Transformation and innovation.2

Argyris and Schön (1974) also connected the process of organizational learning to organizational effectiveness.

This is described by Jones et al. (2014) as the dynamic of co-authored learning between individuals and systems, and vice versa, that enables the leveraging of a system.

Outcomes of Lean Leadership 2üLean Leadership outcomes range from

enabling organizational improvement and sustainabiity to facilitating Enterprise Transformation and disruptive innovation.2

Processes of Lean Leadership Learning 3,4

Ømastery of Lean content and Leadership competencies3

Øholistic taxonomy of an essential knowledge, dispositions, applications4.

👤❤#

THREE CHARACTERISTICSDouble helix is the description of the 1) structure of a DNA molecule. A DNA molecule consists of 2) two strandsthat wind around each other like a twisted ladder. Each strand has a 3) backbone made of alternating or opposing groups of sugar (deoxyribose) and phosphate groups.

2) SPIRALED MOVEMENT

3) BACKBONE OF OPPOSING SUGARS AND PHOSPATES

1) TWO-STRANDED STRUCTURE

Processes of Lean Leadership Learning 3, 4

Ømastery of Lean content and Leadership competencies3

Øholistic taxonomy of an essential knowledge, dispositions, applications4.

B) SPIRALED HOLISTIC LEAN LEADERSHIP

JOURNEY

C) BACKBONE OF OPPOSING CONTENT AND COMPETENCY

MASTERY

A) TWO-STRANDED STRUCTURE MADE OF HEAD, HEART, HANDS

THREE CHARACTERISTICS of Lean Leadership Learning 3, 4

Double helix is the description of theA. structure of Lean Leadership Learning consists of development of

👤 ❤ #B. two spiraled strands of head, heart, hands’ holistic developmentwind around each other like a twisted ladder. Each strand has a C) backbone made of alternating or opposing content v competency mastery.

👤

❤

❤

❤❤

👤

👤

#

#

##

#

Content-Competency

Processes of Lean Leadership Learning 3, 4

2) SPIRALED HOLISTIC LEAN

LEADERSHIP JOURNEY

3) BACKBONE OF OPPOSING CONTENT AND COMPETENCY

MASTERY

1) TWO-STRANDED STRUCTURE MADE OF HEAD, HEART, HANDS

AcceleraDng Lean Leadership Double Helix DNA

LEAN LEADERSHIPLEARNING

SYSTEM

CONTENT COMPETENCY

1 2 3 1 2 3

Head👤

Heart❤

Hands#

Lean Leadership PositionSenior Business Partner

ØDemonstrated knowledge in driving process improvements 1, 2, 3, 4 👤

ØPassion for innovaLve soluLons and process improvements 1, 2, 3, 4 ❤

ØSkills in conducLng Kaizen 1, 2, 3, 4 #

vsystem of interrelated behaviors, decision making and facilitaLon skills1

Ømastery of Lean content and Leadership competencies3

Øholistic taxonomy of an essential knowledge, dispositions, applications4.

ü enabling organizaLonal improvement and sustainabiity to facilitaLng Enterprise TransformaLon and disrupLve innovaLon.2

Lean Leadership PositionSenior Project EngineerØMastery of detail orientaLon 1, 2, 3, 4 👤

ØValues conLnuous improvement of infrastructure soluLons 1 ,2, 3, 4 ❤

ØProven ability to build infrastructure 1, 2, 3, 4 #

vsystem of interrelated behaviors, decision making and facilitaLon skills1

Ømastery of Lean content and Leadership competencies3

Øholistic taxonomy of an essential knowledge, dispositions, applications4.

ü enabling organizaLonal improvement and sustainabiity to facilitaLng Enterprise TransformaLon and disrupLve innovaLon.2

A3: AcceleraDng Lean LeadershipPLAN DO

Theme: There is a need to better understand how to accelerate the process of Lean Leadership Learning

Target Condition: Identify a Lean Leadership learning system of mental models to accelerate the learning process and eliminate waste in organizational work

Background: The need for Lean Leadership is cited as a critical barrier to Lean deployment and Industry 4.0.

Implementation Chart:1. Identify theoretically sound mental models of Lean

Leadership as a learning system2. Design, deploy and validate our Lean Leadership

learning system design to accelerate outcomesCurrent Condition: Organizations often develop Lean Leadership on a limited basis and flawed paradigms CHECK ADJUST

Statement of the Problem: There is a need for a better Lean Leadership system and outcomes via improved Lean Leadership Learning processes to increase organizational excellence.

A. Accelerated lean leadership learning

B. Rapid improvements in organizational outcomes as a result of accelerated leadership learning

1. Dismantle paradigms and processes of learning

2. Reassemble leadership learning programs

3. Connect leadership learning with organizational results

Target Condition: Aspiring, emerging, practicing Lean Leaders fully engage in a developmental and holistic learning process of content and competency mastery at the highest level over 9-12 months.

ImplementaUon Chart:

Respondents 48/54 Surveyed-89% Response RateProgram Quality, Learner Outcomes, ParticipationTITLESOperaLonal TransformaLon Director, Lean Director, General Manager,Safety Director, President, Value Stream Supervisor, Safety Manager, Improvement Director, Human Resource Manager, Quality Manager, Mechanical Engineer, Lean manager, Director of ConLnuous Improvement, Partner, Former CEO, Vice President of Sales, Branch Manager, Chief MarkeLng Officer, Vice President of Engineering, Director of Sustainability, Medical Doctor, Assistant Vice President, Chief Development Officer, Lean ImplementaLon Manager, Board Chair, Former Partner, Former Director of Weekend MBA Program, State AdministraLveManager, Former President, Director of Corporate Services, Sales Leader, Senior Vice President, ExecuLve Director, Chief ExecuLve Officer, and Vice President of Performance AnalyLcs and Improvement.

SECTORS

AutomoLve suppliersAutomoLve manufacturers

BankingConstrucLon materials

EducaLonGovernmentHealthcare

Lean consulLngTransportaLon

ULliLes

High Quality of Lean Leadership Program

81.82% of the respondents felt that the program design were sound in design and of high standards. The weighted average for the quesLon was 3.95 out of 5.

Strongly Agree Agree Undecided Disagree

Program Attributes

Hybrid (online & onground)Weekend Intensive (Fri pm, Sat am)

Flipped Learning (active, differentiated learning)Problem/Project-Based Learning (leadership problems)

Content & Competency-Based Mastery (lean + C3)Holistic Development (head, heart, hands)

Work-Based Learning, Mentorship, Menteeship (projects)

Some Qualitative ResultsHigh Quality of Program• The success of this program is in developing thorough understandings of

Lean Leadership• Lean is not learned in the classroom, so the mentorships/menteeships are

essenLal• The inclusion of Lean Leadership competencies spiraled with Lean Leadership

content aids the student in dealing with the disgruntled, negaLve and resistant employee. For example, such as understanding how to deal with cultural barriers in lean deployment.

• The program is based on human interacLon throughout the Lean journey, not simply tools and techniques.

Strong Alignment of Leadership Learning Outcomes

77.27% of the respondents stated that the program’s outcomes and the organizaLon’s needs were in alignment. The weighted average for the quesLon was 3.95 out of 5.

Aligned Outcomes

Strongly Agree Agree Undecided Disagree

2) SPIRALED HOLISTIC LEAN

LEADERSHIP JOURNEY

3) BACKBONE OF OPPOSING CONTENT AND COMPETENCY

MASTERY

1) TWO-STRANDED STRUCTURE MADE OF HEAD, HEART, HANDS

Accelerating Lean Leadership Double Helix DNA

LEAN LEADERSHIPLEARNING

SYSTEM

CONTENT COMPETENCY

1 2 3 1 2 3

Head👤

Heart❤

Hands#

Some QualitaDve ResultsOutcomes of Lean Leadership Program• My expectation for an employee coming out of this program would be

to have the ability to coach and mentor others on the A3, lead change, and appreciate Lean as a culture.

• The theory and the foundation is so important, but since Lean is a culture change as well, it is important to understand and deal with organizational resistance to change which could derail any Lean journey.

Positive on Employee Attendance in ProgramEmployee Attendance

Strongly Agree Agree Undecided

86.36% of the respondents stated that they would be in agreement with their employees participating in the program. The weighted average for the question was 4.14 out of 5.

Many Options for Learners

Lean Leadership CognateFor Ed.D. in Leadership

Lean Leadership Graduate CerUficate

Lean Leadership PACE Program

Masters Degree Required

Undergraduate Degree Required

No Degree Required

4 Semesters Part-Time Study

3 Semesters Part-Time Study

8 Sessions Part-Time Study

Q&A

?

Be a Transformer!Shake a Hand!

Accelerate Lean Leadership with Double Helix DNA!For More Information, Contact:

Shannon Flumerfelt248.495.4312flumerfe@Oakland.edu

Lean Leadership Graduate ProgramsLean Leadership PACE Program

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