developing lean leadership at every level -...
TRANSCRIPT
SESSION 407 Thursday, November 2, 10:15am - 11:15am
Track: People, Culture, and Value
Developing Lean Leadership At Every Level
Troy DuMoulin VP Research & Development, Pink Elephant [email protected]
Session Description
In this session, you’ll learn the four steps to establishing a Lean organization focused on creating customer value. Find out why the ultimate role of a Lean leader is not to create followers but to nurture a culture of continual improvement throughout every level of the organization. To accomplish this critical goal, Lean leaders follow and commit to a leadership development model based on decades of research with Toyota and other successful Lean operations. Join us to find out how they did it!
Speaker Background
Troy DuMoulin is a leading ITIL and IT governance authority with a solid and rich background in executive IT management consulting. Troy is an ITIL Expert with extensive experience in leading ITSM programs with regional and global scope. He's a frequent speaker at IT management events and is a contributing author to multiple ITSM and
Lean IT books, papers, and official ITIL publications.
Session 407: Developing Lean Leadership At Every Level
Troy DuMoulin
VP, Research & Development
Pink Elephant
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Welcome & Agenda
1. Lean Leadership?
2. Leadership Development Model
1. Standard Work
2. Team Engagement
3. Gemba Walks
4. Kaizen Mindset
5. Shu-Ha-Ri
6. Principle Based Leadership
7. System Thinking
Objective
Understand the principles and practices
of Lean Leadership.
2
Leadership Word Association?
3
Western Leaders vs. Lean Leaders
4
Traditional Western Leader Lean Leader
Work to a Financial Plan Reach for True North Vision
Quick Results Patient
Leads With Answers Leads With Questions
Climb ladder rapidly or find a new ladder Learn deeply and gradually earn way up ladder
Sees teams as a means to an end (Results / Winning)
Focuses on developing individuals and enabling effective teams
Proud of having an open door policy Learns and Leads from the Gemba
Lean IT Leadership Development Model
5
Liker and Convis 2012
Four Key Tools To Develop Lean Leaders
6
Visual Management ensures that facts are collected and are visible for everyone
It is relatively straightforward to communicate vision and goals, and align them across the organization
Visual Management
The leader observes work being done and helps identifying where work deviates form the standard
The leader must stimulate the people to pick up daily Kaizen activities and implement small improvements
Structured Problem Solving
A strategic list of standard tasks performed daily by the leaders to achieve strategy deployment and to continuously improve
The ‘Kata’ that helps to identify where issues and deviations are happening in the leader’s work
Leader Standard Work
The leader goes and sees what is actually happening on the work floor (Gemba)
Focus on both self-development and helping others to develop A trigger for daily Kaizen
Gemba Walk
3
1
2
4
The Leader & Standard Work
7
Kaiz
en
Kaiz
en
Standard Work
Standard Work
Without a standard there can be no Kaizen
Standard work is the basis for stabilization
In the absence of Standard, it’s a Leader's responsibility to ensure its creation for themselves or for others
Leader Standard Work (LSW)
The best, most efficient and effective way we know how to do something at this moment.
Shu-Ha-Ri
8
Shu-Ha-Ri: to develop yourself and/or others based on the Kata to become Lean IT Leaders
3 "Separate" – transcendence There are no techniques or proverbs, all moves are
natural, becoming one with spirit alone without clinging to forms; transcending the physical
Creating a NEW kata
1 Master the kata; understand current work “Obey“– traditional wisdom Learning fundamentals, techniques, heuristics,
proverbs
Shu 守
2 “Detach" – breaking with tradition; detach from strict
adherence Detachment from the illusions of self-importance
Ha 破
Ri離
Seek First To Understand
9
Lean Leaders understand the importance of observing work first hand without judgment or bias (Gemba). This objective observation enables them
to effectively remove barriers and support their teams.
Open Door vs. Leading From The Gemba
10
Learn / Teach / Promote
Establishing Personal Accountability
Ignore & Deny
It’s Not My Job
Finger Pointing
Cover Your Tail
Wait & See
Confusion Pretense
I Did Not Know
See it
Own it
Solve it
Do it
Be
hav
iora
l Ch
ange
Pers
on
al A
cco
unt
abili
tyProductivity
Rogers Connors / Tom Smith / Graig Hickman
Victim Mentality
11
Leadership & Team Authority
TYPE OF TEAMS AUTHORITY
Manager-Led Authority only for performing the work
Self-Managing &
(Self-Organizing)
Also has authority over how work is done (the
team’s process)
Self-DesigningAlso has authority over who is on the team
and sometimes over reporting relationships
Self-GoverningAlso has the authority to alter a team’s main
purpose
12
Richard Hackman, Harvard University
13
EmployeesOrganization
The Engaged
The Honeymooners
The Hamsters
The Crash & Burners
The Dis-Engaged
The Almost
Engaged
Source: Blessingwhite X Model
Coach & Develop Others ̶ Engagement
The Kaizen Mindset
14
The Kaizen Mindset is necessary to ensure Continuous Improvement within teams
Seeing &Prioritizing Problems
Solving Problems
Sharing Lessons Learned
Be prepared to: Uncover problems Accept them as a part of daily life Initiate action to identify the problems that most need solving
Be prepared to: Invest time and other resources Understand the root causes of problems Resolve problems completely
Be driven to: Share the lessons learned with others in the IT organization, so they
may benefit from it
Establishing True North
15
Any organization that wishes to gain alignment needs to start with a shared Vision.Lean Leaders understand the importance of creating True North Values.
Trust-Ownership Model
ApathyEnergy &
Innovation
Command & Control
Conflict
16
Trust
Control
Low HighTeam/Individual Ownership
Lead
ers
hip
Ap
pro
ach
Lean Thinking For IT Value Generation
There is an adage in Lean, “The only improvement you can
make with an unstable process is to stabilize it.”
17
Questions & Thank You
Troy DuMoulin
blogs.pinkelephant.com/troy
@TroyDuMoulin
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