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Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
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Lean leadership for executives: Initial findings from LGN research
UK Lean Summit: Learning – Educating – Sharing
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David Brunt 28th November 2012
www.leanuk.org
Lean Global Network (LGN)
The Lean Enterprise Academy is the UK affiliate of the Lean Global Network, a non-profit corporation (headquarters in Boston, Cambridge, USA.)
2010 – started this research in the area of lean leadership Articulate and engage leaders in understanding the fundamentals of lean
thinking and lean transformation process, and their role in taking an organisation to the next level
Engage leaders in thinking about their business problem situation and their role in addressing it
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www.leanuk.org
Lean Research? Academic Research Theory Driven
Simplify Reality and Measure Causality
Researcher is Independent of the Actions
Research by Data Analysis and Interviewing
To Discover and Prove Laws that Apply Everywhere
Publish in Academic Journals for Peer Review
Lean Action Research Practice Driven
Address underlying Business Problems in their Context
Researcher is both the Mentor and Reflector
Research by iterative Problem Solving using PDCA
Developing stronger Hypotheses for future Actions
Mentored Reflections shared with Communities of Practice
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Building a body of evidence Building a body of experience
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Leadership?
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or We assume we know what we
should do
We assume we know what leaders should do
We assume we know what we as leaders should do
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Lean Leadership Landscape
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Lean Leadership
5 Principles Align people & process to purpose
Purpose
People Process
PDCA A3
Thinking
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Purpose
People
Process • Horizontal flow of value at
the pull of the customer • Workplace Management
through standardization & Visualization
• Relentless elimination of waste, overburden and unevenness
• Lean Tools applied as appropriate
Employees: • Engaged and involved
in CI • Continuously solve
problems • Teamwork
Managers: • System thinkers • Problem solvers • Learners • Teachers/Coaches
Vision/Values True North
Line of Sight Strategy Formulation and
Deployment
Lean Management System
PDCA
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
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Lean Leadership Landscape
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Lean Leadership
5 Principles Align people & process to purpose
Purpose
People Process
PDCA A3
Thinking
www.leanuk.org
Shook on Leadership Lean Leaders do Two Things
Get each person to take initiative to solve problems and improve his or her job
Ensure that each persons’ job is aligned to provide value for the customer and prosperity for the company
Get the work done and Develop Your People - at the SAME TIME!
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Lean Leadership Landscape
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Lean Leadership
5 Principles Align people & process to purpose
Purpose
People Process
PDCA A3
Thinking
Weber Drucker Burns Senge Peters Covey Collins Schein Etc.
Influence of other
management thinkers
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Edgar Schein
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Culture
Values/ Attitudes
What we do
Basic Assumptions
Values/ Attitudes
Artifacts
“Easier to act yourself into a new way of thinking than to think yourself into a new way
of acting”
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Lean Leadership Landscape
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Lean Leadership
5 Principles Align people & process to purpose
Purpose
People Process
PDCA A3
Thinking
Ohno: Waste (O/P) Flow & Pull Genchi Genbutsu Data/Facts
Minoura: “T”PS = “Thinking” Production System
Cho: Go see Ask why? Show respect
Uchikawa: No problem is problem
Weber Drucker Burns Senge Peters Covey Collins Schein etc.
Influence of other
management thinkers
Eiji: It is muda to wave your flag and have no one follow.
www.leanuk.org
Lean Leadership Landscape
12
Lean Leadership
5 Principles Align people & process to purpose
Purpose
People Process
PDCA A3
Thinking
Ohno: Waste (O/P) Flow & Pull Genchi Genbutsu Data/Facts
Minoura: “T”PS = “Thinking” Production System
Cho: Go see Ask why? Show respect
Uchikawa: No problem is problem
Weber Drucker Burns Senge Peters Covey Collins Schein etc.
Influence of other
management thinkers
9. Grow leaders 10. Develop people 12. Go & see 13. Decisions slowly 14. Learning org.
etc.
Eiji: It is muda to wave your flag and have no one follow.
www.leanuk.org 13
Purpose
People Develop yourself & your people to take personal responsibility for solving problems
Process • Design & support processes that
provide value to customers – value streams
Set alignment around the vision
The Role of Leadership in Implementing Lean
PDCA
® Copyright 2009 Lean Enterprise Institute, Inc. All rights reserved.
www.leanuk.org
Three Keys to Lean Leadership
Ask “Why?” Use the technique daily
Show Respect Respect your people
“Go See” Management must spend time on the front lines
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Something to think about? Assess the gaps between where things are now and where
they should be for the following: Customer purpose - What do your customers want that you are not
currently able to supply? Organisational purpose – What does your organisation need to survive
and even to prosper? Your major customer delivery stream Your organization’s approach to problem solving Your approach to developing/supporting problem solving capability
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Ideal Situation
Current Situation
Gap = Problem
www.leanuk.org
Lean leadership for executives: Initial findings from LGN research
UK Lean Summit: Learning – Educating – Sharing
17
David Brunt 28th November 2012
