lean leadership...all rights reserved vip 2019 1 presented by: robert burke managing partner, value...

All rights reserved VIP 20191

Presented By: Robert Burke

Managing Partner, Value Innovation Partners

Lean Systems Summit August 9, 2019

Lean Leadership


An operations improvement consulting firm specializing in the delivery of value through implementation of LEAN

Manufacturing, Six Sigma Rescues and Supply Chain Management tools and techniques.

We help companies in a variety of industries from discrete parts to continuous flow, from distribution to

assembly, from aerospace to pharmaceuticals.

Value Innovation Partners


Leaders: Managers:


Managers• Promote Change

• Align People

• Set Direction/Vision

• Motivate Others to Achieve

• View Things Broadly

• Decide Through Rational and Intuitive Thought

• Adapt Strategies/Plans to Achieve the Vision

• Promote Functional Dissent

• Confer Autonomy on Others - Delegate

• Manage the Status Quo• Focus On the Plan and Budget• Monitor and Control Resources• Manage Significant Details and Objectives• Adhere to Strategies And Change

Incrementally• Control Dissent to Get the Job Done• Analyze, Evaluate and Re-evaluate• Smooth Out the Rough Edges• Micro-manage

Leaders

You can and should exhibit the strengths of leaders and managers!!


Key Questions about Leaders• Who are leaders?• What are leaders?• How do we identify potential leaders?• Why do we need leaders?• What do leaders really do?


What Leadership is not ...

• COMMAND AND CONTROL

• MICRO-MANAGEMENT

• WRITING REPORTS AND ADHERING TO BUDGETS

• MANAGING PER SE


What LEAN Leadership is ...LEADING AND MANAGING (J. KOTTER) Leading To go; to travel; to guide’ in front. Establishes direction and a desired future state. Develops strategies for

achieving the changes needed to realise this future. Develops strategies. Aligns people by communicating the direction to all whose co-operation may

be needed, so as to create teams that understand the desired future state and strategies. Develops commitment and excitement to getting there.

Motivates and inspires people to overcome any barriers to change. Output: Produces the need for change with the potential to achieve competitive

advantage, eg via new approaches, new ways of working, improved working environment, new products, etc.


Leadership requires activities such as...• SETTING DIRECTION AND GOALS• ALIGNING CONSITUENCIES• MOTIVATING AND INSPIRING• MATCHING AND BUILDING CAPABLITIES• INSTITUTIONALIZING LEARNINGS • SHAPING CULTURE• FEEDBACK LOOPS

What do you think we can do?

Setting

Motivatingandinspiring

Direction

AligningConstituencies


Six virtues leaders display1. Humility: ability to see ourselves as part of a universe not the center

2. Integrity: is the glue that builds trust

3. Excellence: an unwillingness to accept mediocrity

4. Seeks the best for others: living the principles of servant leadership

5. Iconoclastic: challenge the status quo

6. Indomitable spirit: not allowing opinions to change the course

‘If we do not change our direction we are likely to end up where we are headed…’ An Ancient Chinese proverb


Leadership requires:Different strokes for different folks.Different strokes for the same folks.

Hersey and Blanchard


Leader Behaviors

Directive Behaviors• Setting goals• Planning• Assigning tasks• Deciding on methods and procedures• Checking up on work


Leader Behaviors

Supportive behaviors–Seeking suggestions–Listening to problems–Facilitating problem-solving–Providing encouragement–Providing praise–Providing information about the over-all

organization and its functioning


Leaders exhibit many strengths….• Communication• Visioning• Untouchable Integrity• Commitment to Continuous Improvement• Trust building


Common Traits of Good Leaders• Effective Meeting Managers• Trustworthy • Honest• Approachable• Team Builder • Delegators• Future Leader Builders• Communicators• Conflict Managers• Genuine

"Leadership is the art of getting someone else to do something you want done because he wants to do it.“ Dwight D. Eisenhower


Integrity• Principled• Promise keeper• Emotionally honest• Open• Candid and forthright• Non-manipulative• True behavior• Not a fairweather fan• Walks the talk• Interactive/proactive attitude• Compassion• High energy level• Humble

‘An Organizations’ integrity is the sum of all their employee’s integrity’

‘Saying what your going to do, and doing what you say.’


Committed to Continuous Improvement• Supports and recognizes initiatives• Removes obstacles to success• Shows genuine interest• Decision makers


Trust Builder• Supports efforts with more than words..i.e. actions• Moves decision making to the staff who need it most• Backs up words with action• Keeps promises• Patience• Humorist• Subordinate own ambitions and egos to that of the group• Visible and approachable• Must care for and take care of the people


Leader - ManagerLe

ader

Manager


Q1

The Manager:• Sets goals• Makes plans• Provides specific directions• Identifies Problems• Closely supervises work• Follows up frequently• Uses one way

communication

Q1

Lead

er

Manager


The Manager:• Sets goals• Makes plans - then consults• Makes and explains decisions-

then seeks feedback andsuggestions

• Provides direction• Uses more two way communication

• Evaluates others’ performance

Q2

Q2Lead

er

Manager


The Leader:• Involves others in planning and goal setting

• Allows others to take the leadin establishing work methods

• Facilitates decision-makingand problem-solving

• Others play a role in evaluatingtheir own performance

Q3Q3

Lead

er

Manager


The Leader:• Jointly sets goals with others• Allows others to develop plansand make work related decisions• Accepts others’ decisions andprovides coaching

• Loosely monitors performance• Allows others to evaluate theirown work

Q4Q4

Lead

er

Manager


Molecule Map

Definition: A “people map” of relationships. The molecule usually includes internal and external supplier/customer relationships as well as management and staff relationships.

Purpose: To identify critical relationships requiring relationship building and communication.


Molecule Map

• Map individuals or team affected by the change• Identify advocates, fence sitters, and detractors A• Identify individual people by name where possible

MaureenFrank

Don

Laura

Change


Stakeholders are people who you need to

support your effort for it to be successful:

Who has resources you need?

Who can block completion of your effort?

Who can facilitate the completion of your

effort?

Who can block the completion of your effort?

Who can facilitate the implementation of your

improvements?

Customers are a special class of

stakeholders.

Managing Stakeholders


Who Are Your Stakeholders?

• Stakeholders are people who you need to support your effort for it to be successful:

– Who has resources you need?– Who can block completion of your effort?– Who can facilitate the completion of your effort?– Who can block the completion of your effort?– Who can facilitate the implementation of your

improvements?

• Customers are a special class of stakeholders.


Stakeholders Matrix

Name TitleRequiredLevel ofSupport

CurrentLevel ofSupport

Gap Importance PriorityNumber

Required Support – Current Support = Gap Gap X Importance = Priority


Stakeholder Analysis

Stakeholder Name ________________________________________

Organizational Goals/Metrics

Organizational Constraints

Potential Benefits

Influence Strategy

Cooperation Required


Apply The Stakeholder Analysis• Build a coalition to support your effort

• The “CEO”

• People with control over critical resources

• Organizational influencers – formal and informal

• Understand what stakeholders stand to gain or lose from the success of your effort

• Understand what your effort will cost them to complete

• Your coalition must provide your effort with legitimacy and represent a “big stick”


Stakeholder Communication RoadmapTo Whom What Will Be Communicated? Owner How When Status


Leadership Succession Planning• A leadership succession strategy is a valuable tool to grow

future leaders and to ensure continuous development within a shifting global economy.

• Success by succession planning is an investment that business leaders are recognizing as an important strategy in achieving the long-term vision of their organization.

• Despite the growing awareness that succession planning is an essential process with numerous benefits, a – Recent study titled Effective Succession Management (EFS) found

that only one percent of surveyed organizations rated their succession-management plans as "excellent" and as much as two-thirds described them as "fair or worse."


Succession Management• Succession planning helps you develop multiple succession

scenarios for any position within your organization. Easily develop succession plans that develop talent for future roles and map development paths years in advance before the talent gap occurs. Also measure employee retention risks and design development plans to challenge and promote your talent.

• Use graphical summaries of each employee’s performance versus potential in order to identify high-potential talent by division or other criteria

• Add in competencies to display the most recent ratings for an employee

• Create a development plan for a succession planning scenario


Identify Succession Planning Positions and Determine Organizational Bench-strength

• Each department leader identifies positions and individuals for its succession plan. development. Candidates should be placed on succession planning matrices based on their readiness using the following distinctions:

• Ready Now (RN)– candidates who currently possess the necessary qualifications and credentials to assume the responsibilities of the succession planning position immediately;

• Ready Longer-term (RLT)– candidates who currently lack the necessary qualifications or credentials for immediately assuming the responsibilities of the succession planning position, but possess the potential to obtain these requisites within two years;

• High Potential Candidates – candidates with high leadership potential who are more than two years from being succession planning candidates. (These candidates will participate in development activities to increase their readiness for future succession planning positions.)


Prepare Individual Development Plan

• All succession planning and high potential candidates should prepare an individual development plan.

• The IDP should reflect the candidate’s development needs which may include managerial, leadership, operational, and/or other technical needs with an associated timeframe for completion.


• What one thing will you do right now (in the next week) to develop as a Leader?

Do What? _______________________________________________________________________________

Do How? ________________________________________________________________________________

Measure Progress How? ____________________________________________________________________ ___________________________________________

The Role of the Leader


INSTRUCTIONS FOR SURVEY COMPLETION

Attached is a detail listing of the 20 Keys Of Lean Leadership. In thelisting of the 20 Keys Of Lean Leadership there are five levels foreach key. Using the scorecard to record your assessment for each ofthe 20 Keys Of Lean Leadership, you are to rate your company (asthey exist today or as you perceive them for each “Key”)referring to the “Level Description”, by circling 1 through 5 on thescore sheet and plotting each with a square on the Individual graph.Pass your completed score sheet to the facilitator. Together we willplot the Peer Group graph with the “Group Assessment” and “Wherewe need to be” portion.

Survey Of The 20 Keys Of Lean Leadership


ScorecardNumber Key Label Your Score

1 Ethics and Values2 Customer Focus3 Continuous Improvement Implementation4 Motivating Others5 Delegation/Empowerment6 Managerial Courage7 Conflict Management8 Decision Making9 Planning

10 Priority Setting11 Team Building/ Personal Development12 Understanding Key Processes13 Communication Skills14 Setting Expectations and Following Up15 Meeting Effectiveness16 Cost Tracking and Management17 Visual Displays18 Developing Relationships With Key Sources Of Support19 Problem Solving/ Analysis Approaches20 Big Picture Vision


20 Keys …1 and 2Level KEY #1 – Ethics and Values

1 Ethics and values are out of sync of those of the organization.

2 Behaviors vary too much across situations, one thing is said and another is done

3 Beginning to walk the walk. Becoming sensitive to situations, which require change or compromise. Understanding the meaning of ethics statements and using them correctly.

4 Right behaviors are rewarded. Others disapprove of inappropriate ones. Ethics and values posted and understood by all employees.

5 Adheres to the appropriate and effective set of core values and beliefs during both good and bad times; practices what he/she preaches.

Level KEY #2 – Customer Focus1 Associates and departments work in a closed environment without knowledge of who the external customers are

or how work impacts customers. There is no posted list of external customers and the products and services provided.

2 Area associates recognize the importance of external customers and the products and services provided. External customer survey are distributed, reviewed and understood. Some posted feedback from surveys exists in local areas. Associates are increasingly aware of commitments made to customers.

3 Large effective visual displays exist that clearly indicate major external customers, products, services provided, and survey results. Each department operates with trigger points for corrective actions for customer service solutions. An integrated customer satisfaction process exists whereby most associates are aware of customer commitment status. 4 Teams are regularly updated about customer commitments and needs via internal and external channels Teams invite external customer representatives to bi-annual presentations. All associates know the top three customers current satisfaction level related to their area performance. Internal departments and teams actively solicit feedback directly from external customers through invitations and correspondence. All associates know external 5 Areas anticipate and initiate solutions before customer’s external requests or complaints are lodged. Associates consult with customers on issues before they occur. Any requests and complaints is resolved with an agreed upon solution within 24 hours. Teams and departments act as internal representatives to external customers


20 Keys continued…3 and 4Level KEY #3 – Continuous Improvement Implementation

1 There is little or no attention devoted to improving processes that are not presenting major problems; attitude is “If it ain’t broke…”

2 Work group (WG) has formal efforts under way to quantify, chart and post (QCP), at least weekly, the performance of critical processes (CP)

3 For all CP, the WG always QCP weekly (or daily) status and formal improvement plans (FIP) are in place to improve the least favorable CP

4 For all CP and most minor processes, statuses are QCP daily and FIP are in place and reviewed formally by the WG at least weekly

5 For all processes, FIP are seamlessly woven into the day-to-day activities of he WG. Daily statuses are QCP daily or automatically

Level KEY #4 – Motivating Others 1 The leader doesn’t know what motivates others or how to do it, people under him/her don’t do their best. The

leader is not a person that many people want to work for.

2 The leader has simplistic models of how to motivate people and has some idea of how to implement it and get better performance from those he or she is leading. The leader may often be perceived as a driver who is just interested in getting the work done and not someone who picks up on people’s needs and cues.

3 The leader generally creates an environment in which people want to do their best, can motivate many kinds of direct reports and team members. The leader has the ability to assess each person’s hot button and use it to get the best out of him/her.

4 The leader always pushes tasks and decisions down, empowers others, and invites input from each person and shares ownership and visibility. The leader finds ways to make each individual feel his/her work is important.

5 The leader is sought out for guidance and the input is welcomed. He/she is someone people like working for and with because, even though they have high expectations of performance, they are fair and reasonable in working with the group and individuals.


20 Keys continued…5 and 6Level KEY #5 – Delegation/Empowerment

1 Area has no clear ownership of tasks. Objectives continually change and evolve on their own. There does not seem to be any accountability as confusion and fire fighting is the daily ritual. Tasks are reactive and do not come to closure.

2 The need for ownership is recognized as individuals or groups are identified as accountable. Objectives are clearly prioritized as closure to tasks begins to occur.

3 Problem areas are clearly identified with target completion dates set. Milestones are established for objectives and goals. Minor problems may crop up but teams have corrective actions planned along with accountabilities in place.

4 Area continually monitors teamwork and group objectives. Teams are fully accountable for actions and objectives. Goals are established and adjusted based on monitored criteria

5 Area accepts full ownership to clearly defined objectives. Area adjusts proactively eliminating gaps and continually monitoring and improving goals. Objects are always met.

Level KEY #6 – Managerial Courage1 The leader doesn’t take tough stands with others and doesn’t know how to present a tough position, doesn’t step

up to issues, is intimidated by others in power, hangs back and lets others take the lead.

2 In some instances, the leader doesn’t hold anything back that needs to be said – provides direct, complete and “actionable” feedback to others; generally lets people know where they stand. Will occasionally take the lead in a situation.

3 The leader routinely faces up to people and issues quickly and directly. Occasionally backs away from taking negative action when necessary. Most of the time the leader will assume a leadership role when working in a group situation.

4 The leader always addresses any person problem on any person or situation quickly and directly and takes whatever action is necessary to correct the problem, regardless of potential perceived consequences.

5 The leader works as a coach to transfer courage to those around him or her at all levels of the organization. People frequently seek leader out to ask questions or help resolve difficult situations.


20 Keys continued…7 and 8Level KEY #7 - Conflict Management

1 Conflict is avoided in situations and with people.

2 Situations and people are allowed to lets things fester rather than dealing with them directly. Spending too much time with obstinate people and unsolvable problems.

3 Doesn’t hold anything back that needs to be said; provides current, direct, and faces up to problems quickly and directly, takes appropriate action.

4 Recognizes conflict as it is developing and has discipline to wait proper amount of time (but gets involved) to deal with conflict. Deals with conflict by finding common ground and get cooperation with minimum noise.

5 Steps up to conflicts seeing them as opportunities can hammer out tuff agreements and settle disputes equitably.

Level KEY # 8 – Decision Making1 The process for making decisions is undefined and unclear; decisions are frequently undercut: no process to

manage agreement

2 Awareness of issues with ability to make and keep decisions; decision making process in place; decision keeping process breaks down under many circumstances; agreement is beginning to be managed

3 Decision making process is usually well-defined and understood, but not always implemented well; agreement frequently well-managed

4 Decision making process is well defined and understood by all. Quick resolution is achieved in most crisis situations, defined path towards defining resolutions in other crisis situations. Agreement usually well managed

5 Decision making process is well defined, understood by all and implemented well. Automatic resolution in crisis situations. Agreement always well-managed


20 Keys continued…9 and 10Level KEY #9 - Planning

1 Production runs on its schedule without direct ties to orders and/or inventory levels

2 Orders are entered into the production schedule and/or shipped from inventory when they arrive

3 Production planning is driven by estimated customer requirements. Production schedules are evolved by modifying the plan according to actual orders received

4 As in three above and short-term schedule changes are made to maximize machine utilization and labor efficiencies

5 Production planning is directly driven by customers’ planned requirements, adjusted by incoming orders and is then modified to maximize machine utilization and labor efficiencies

Level KEY #10 – Priority Setting1 Area functions by crisis management. Environment is purely reactionary as associates are only fighting fires.

2 Associate and area priorities are established without consensus. There is little or no communication and there is a minimum level of cross-functional teams in place.

3 There is a good level of cross-functional involvement in establishing priorities. Some prioritization tools in place. Areas understand well-communicated priorities that are set by each team.

4 There is a high correlation of priorities across functional boundaries because of common goals. Complete set of prioritization tools available for use. These priorities are well communicated throughout the organization.

5 Priorities are set by consensus in line with the company vision and have the full commitment of the team. There is clear and global communications as all associates understand and accept activities.


20 Keys continued…11 and 12Level KEY #11 - Team Building/Personal Development

1 No formal attention paid to team building. Personal development is left to individuals. Training budgets cut first; training does not address core business needs; career opportunities not available to employees; don’t understand skills needs

2 Formal team building exercises and training are provided for all associates at Process Team launch and each team member develops a list of expectations of what he/she will learn during improvement activities. Posting process for development opportunities in place; random training; career opportunities available to a select group

3 Occasional team building activities are scheduled and at least one measure of team performance is monitored and fed-back periodically at daily meetings. The team periodically discusses how to expand the learning of each team member to benefit both the individual and the team. Every employee has a development plan; basic training funding available; posting process followed4 The team continually monitors teamwork & group dynamics. Team building activities are scheduled periodically and each team member has designed his/her personal skills development matrix. Training plan linked to business issues; skill assessment drives training plan

5 Intensive team building activities are viewed and practiced as a key element of the group’s effort. Everyone views the completion of skills development matrices as a key element of area success. Training high on funding priority (dollars no object); development plans tied to other objectives; opportunities available to all.

Level KEY #12 - Understanding Key Processes1 The leader’s understanding of internal/external processes (manufacturing, quality, engineering, maintenance,

supplier, customer, other) is spotty, vague and unstructured.

2 The leader has taken an active role in making sure that primary processes important to the work area have been identified and validated with the area’s primary internal/external customers.

3 The leader has taken an active role in making sure that primary processes important to the area have been identified, flow charted and validated with the owner(s) of the process. The leader has the capability to answer questions on processes and provide training to new/temporary employees.

4 The leader has taken an active role in making sure that all relevant processes involved in the work area have been identified, flow charted and validated with the owners of the processes. The leader has the capability to troubleshoot process problems in his or her area.

5 The leader is capable of ensuring that every relevant process has been thoroughly analyzed and is periodically reviewed. All key decision points, process bottlenecks, problem issues, process owner(s), and improvement and error proofing opportunities have been identified and validated with the process owners.


20 Keys continued…13 and 14Level KEY #13 - Communications Skills

1 Leader and area workers communicate very little with each other. Little or no written communications exist. There are many missed, erroneous and/or duplicative communications.

2 Leader and area workers communicate primarily at area meetings. Written communications are spotty and sometimes confusing. Much critical communication does not take place.

3 Leader and area workers work together to develop a list of ongoing information they require (type, frequency, sources) from each other and the organization.

4 Leader and area workers design and implement a comprehensive system (e.g., meeting agendas, visual displays, reports, etc.). Rarely is an important communication missed/delayed.

5 Each area worker is completely aware of all relevant information through effective, candid teamwork, outstanding meetings, online information, and a visual display system that they helped design. Important data is almost never missing or late.

Level KEY #14 – Setting Expectations and Following Up1 Each individual does his/her job the best they can

2 Work group begins to develop a set of objectives to support department and plant objectives. Visual display boards begin to show data, which allows daily follow up against objectives.

3 The work group has a detailed set of work objectives (including 20 Keys) that has been reviewed and approved by department managers. The group reviews these at least weekly Shifts startup meetings are conducted at visual display boards and include a review of daily trends in performance data.

4 Each individual begins to work on his/her goals to support the department objectives. The team leader or supervisor reviews this at least monthly. Shift startup meetings are totally driven by visual display boards and corrective actions are established to address variances from objectives.

5 The entire work group’s works as a team to develop and review both work group and individual objectives. The group periodically reviews the layout and content of visual display board to continuously raise the level of the group’s performance.


20 Keys continued…15 and 16Level KEY #15 - Meeting Effectiveness

1 Meetings have little structure and tend to be disorganized.

2 Leader/area workers trained in meeting effectiveness methods, brainstorming & discussion tools. Meetings still somewhat disorganized.

3 The area works together to design their meeting management techniques. Meetings start on time and have an agenda that is followed. Meetings occasionally run long, often there is some difficulty handling conflict, and some members may not actively participate.

4 All meetings start and end on time, stick to their agendas and use structured discussion/brainstorming techniques. Very rarely is there a situation with unresolved conflict or withdrawn team members.

5 Meetings start and end on time, have agendas, are task-oriented, use consensus discussion and brainstorming techniques, stick to the Issues, handle conflict effectively, and end with all team members feeling a sense of involvement, completion and optimism for the future.

Level KEY #16 – Cost Tracking and Management 1 One (or none) cost containment/profitable revenue growth (CC/PRG) goal(s) attained on a regular basis and no

formal feedback given to any employee level

2 At least four CC/PRG goals attained on a regular basis and management team formally involved in monthly planning sessions focused on how to improve performance

3 At least six CC/PRG goals attained on a regular basis and management team formally involved in weekly planning sessions focused on how to improve performance and hourly employees involved in formal monthly brainstorming sessions focused on improving performance

4 At least eight CC/PRG goals attained on a regular basis and management team formally involved in weekly planning sessions focused on how to improve performance. Hourly employees involved in formal weekly brainstorming sessions

5 As in four above but with all CC/PRG goals attained at least 10 out of 12 months


20 Keys continued…17 and 18Level KEY #17 – Visual Displays

1 There are no visual displays (large, graphic, wall-mounted representations of work area parameters and efforts).

2 One or two visual displays are designed and posted by workers on their own initiative. These displays are not viewed as part of the area’s tracking/feedback system.

3 The area has formally designed at least two important visual displays that are used by all workers to monitor performance metrics (e.g., an actual versus planned schedule).

4 The area has designed and implemented a “visual display” approach for at least three critical management topics. These displays and the metrics and other performance data they display are used as an integral part of planning, reviews, and meetings.

5 Every aspect of area production requirements, schedule, status, plans and meetings are displayed in the work area in large, attractive formats designed by the workers in the area. The displays are kept current and are used as reference documents at area meetings.

Level KEY #18 - Developing Relationships With Key Sources Of Support1 It is assumed that areas and functions not centrally involved with the work area will help out as required when

asked.

2 Formal attempts are made to explain the work area’s objectives, structure, plan and methods to the organization as a whole.

3 All key support areas/functions (and their leaders and/or managers) are identified and a group presentation is provided as to the work area’s objectives, structure, plan and methods. They are asked to share the information with their direct reports.

4 All support areas/functions are given an individual presentation as to the area’s objectives, structure, plan and methods. The support areas/functions are given an opportunity to ask questions and provide input. The leaders and/or managers are then updated regularly and asked to resolve support issues with their personnel.

5 All employees of all support sources understand every aspect of the work area efforts, are continuously updated, and are included in advance in any planning and/or problem solving for issues in their area.


20 Keys continued…19 and 20Level KEY #19 – Problem Solving/Analysis Approaches

1 Changes in processes are random and/or haphazard. There are no common, well-understood problem solving/analysis (PS/A) tools being used in the work unit. Everybody does their “own thing”

2 A loosely defined body of PS/A tools (e.g., Affinity Diagrams, cause and effects diagrams, etc.) is generally understood but is applied with considerable variability. Management and a cross-functional team is working to determine how to implement changes and improvements

3 A formal structure for evaluating and implementing process improvements is in place. Using it, at least 50 documented improvements have been made. The work unit has established standard approaches and visual displays for each PS/A tool

4 All employees that require it have received formal training in the basics of every PS/A tools being used. At least 150 documented improvements have been made. Each area/function devotes a significant part of its efforts towards process improvement

5 At least one PS/A tool has been so effective that it has been adopted by other work units as part of their day-to-day PS/A. Positive changes in processes continuously arise from all areas and functions and are quickly and smoothly integrated

Level KEY #20 – Big Picture Vision1 The leader Is focused on day-to-day fire fighting and administrative issues.

2 The leader has developed a process for planning at least one week in advance on how his or her group will operate. There are frequent changes to the weekly plans.

3 The leader has developed a monthly rolling plan, which is updated at least weekly. There are occasionally unexpected changes to the monthly plan, but seldom-unexpected changes to the weekly plans.

4 The leader has taken the elements of the Annual Operating Plan, which apply to his or her area and developed a plan to ensure that all elements will be met. This annual plan serves as the basis for the monthly rolling plan.

5 Based on his or her vision of the future, the leader is asked to contribute to the development of the Annual Operating Plan.


Peer Group Graph Sample


Presented By: Robert Burke

Managing Partner, Value Innovation Partners

NE AME March 19, 2019

[email protected]

617-803-1325

Lean Leadership

lean leadership...all rights reserved vip 2019 1 presented by: robert burke managing partner, value...

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