John Shook Lean Enterprise Institute

October 1, 2012

Learning Lean Collaboratively

First, What is Lean Thinking & Practice?

Systemically develop people and continuously improve processes to provide value and prosperity

while consuming the fewest possible resources

Second, Why Learn Lean Collaboratively?• Lean = learning• Successful change requires dispersing learning

through an organization quickly and effectively • Learning collaboratively is a way to scale learning –

in an organization and beyond• So, let’s borrow the learning curve of Lean thinkers

who are succeeding through collaborative learning groups

Third, What is Collaborative Learning?

Two or more individuals – learning partners – intent on learning something together

Collaboration is more than Collaboration is more than sharing physical spacesharing physical space

Learning Collaboratively is more than learning while occupying shared space

Learning collaboratively means more than learning while occupying shared space

Learning collaboratively means more than learning while occupying shared space

Fourth, What is Collaborative Lean Learning

Learning partners actively endeavor to learn together through shared experience...

t

P-D-S-A

LEARNING CYCLES

Collaborative Lean Learning

Knowledge is not only shared but created within a group where members actively endeavor to learn lean together through shared experience.

t

Collaborative Lean Learning

Individuals working together…– capitalizing on one another’s knowledge and

skill, • both technically and socially, •recognizing that learning is not just an individual but also a social act,• to solve a problem, complete a task, or create a product, or answer a question.

• All learner partners actively participate

• Mutual Respect: Openness in sharing experience, knowledge,

challenges, struggles;

• Teachers are learners; learners are teachers

• Problems to be addressed are important and challenging to all partners:“What problem are we trying to solve?”

Elements of successful Collaborative Lean Learning

Back to Lean Thinking and Practice: Every Organization Must Address…

• Purpose – Provide value to customers (cost-effectively to thrive).

• Process – Through value streams that are designed, operated, and improved.

• People – By engaging and respecting employees and other stakeholders.

Aligning purpose, process, and people is the central task of management.

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Lean Transformation

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Social and Technical

Lean Transformations:People and Process

Social

Lean Transformations:People and Process

Technical

People & Process – aligned by management to achieve purpose

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Where Do You Start – Either? Both at once?

Change Culture First

Change System First

Lean Transformation

•Know your demand•Know your true capability (capacity)•Create flexibility to get them to match

Capability

MURA (Instability)

Management

TIME

MUDA (Excess)

DemandMURI (Overburden)

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The Challenge of Any Organization

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Total System Efficiency and Effectiveness

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Lean Thinking & Practice:Problems, Challenges, Opportunities

MUDA (Excess)

Demand MURI (Overburden)

In the face of a reality that’s like this:

Challenge to make steady progress:

It’s easier to act your way to a new way of

thinking than to think your way to a new way of

acting.

It’s easier to act your way to a new way of

thinking than to think your way to a new way of

acting.

Lean Transformation

Lean LeadersDevelop people THROUGH getting the work done…

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People & Process: People learning process – process developing people

Typical thinking observes that people develop processes. True

Also true is that processes develop people.

People enter situations (a company) and learn the processes. Before they develop processes, they learn processes. That learning process develops them.

People are a product of the processes that they work.Those processes, in turn, have people dimensions that entail individual and collaborative learning.

Lean Capability Development

“It’s easier to act your way to a new way of thinking than to think your way to a new way of acting.”

“It’s easier to act your way to a new way of thinking than to think your way to a new way of acting.”

Therefore:Build processes that develop people as they do their work.Manage and lead accordingly.

Therefore:Build processes that develop people as they do their work.Manage and lead accordingly.

Lean Enterprise – the ultimate “social-technical system”

• The process of doing the work is integrated with the process of improving the work

• And…

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Lean Enterprise – the ultimate “social-technical system”

• The process of doing the work is integrated with the process of improving the work, and

• The operating processes ARE people development processes!

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A3

Andon

STANDARDCURRENT

CONDITION

Lean managers establish systems to engage everyone to work together in identifying, signaling, and responding to problems.

Achieving Purpose, Solving Problems and Developing Capability --

Collaboratively

Achieving Purpose, Solving Problems and Developing Capability --

Collaboratively

“Stop the Line”•Design a repeatable routine – provide training

–Make success understandable and do-able

•Make it easy to see problems–Anything that interrupts the routine

•Make it clear what to do for problems–Contain and notify (“neither accept nor pass on…”)

•Make it clear what will happen after notification–Help will come within the cycle of work

•Ensure problem-solving and learning –Through structured routines for problem-solving and rapid cycles of learning

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“Do not interrupt while I am running this play.”•This enables me to perform with less chance of error,•We can identify normal from abnormal and solve problems,•We can learn – together – intentionally.

CURRENT CONDITION

GtS

Gap/

Problem/

OpportunityTools

LEARN TO SEE NEXT TARGETED CONDITION

TARGETED CONDITION

Tools

Tools

GtS

GtS

Capability Development Through Collaborative Problem Solving

No Problem is a Problem!

Collaborative Learning

…members actively endeavor to learn together through shared experience.

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DO – LEARN – IMPROVE

TRY – FAIL – LEARN

P-D-S-A

LAMDAA3 KATA

LEARNING CYCLES: SPIN THEM FAST SPIN THEM WILLFULLY

OODA

What pitfalls to avoid when you do.

After all, every yin has its yang.

When (and why) not to pursue Collaborative Learning or…

• Groupthink

– Everyone follows an attractive thread

– Design by committee• For example “limiting statements” (S Bahri)

– “Democracy” to the point of lack of leadership

Collaborative Learner Beware…

• Groupthink

– Everyone follows an attractive thread

– Design by committee

– “Democracy” to the point of lack of leadership

• Brainstorming as a group becomes too easy; no individual steps up to:– take ownership– go through the intense pain of truly thinking

something through deeply

Collaborative Learner Beware…

• Groupthink– Everyone follows an attractive thread– Design by committee– “Democracy” to the point of lack of leadership

• Brainstorming as a group becomes too easy; no individual steps up to:– take ownership– go through the intense pain of truly thinking something through deeply

• “Collaboration Fatigue” – Dr. Gigi Hirsch of MIT– Beware the trade-off between inclusiveness

versus effectiveness and efficiency

Collaborative Learner Beware…

Collaborative Learning and Successful Lean Transformation

• We are all teachers. We are all teaching all the time.

• We can teach more effectively, or less effectively. Whether our teaching is more or less effective depends on two things: intention and skill.

• Skill can be acquired, if we simply have the intention.

• Thus, effective “teaching”, effective “learning”, effective “leadership” is, more than anything else, a matter of choice.

How to transform to a lean operating and management system?

Three things:

1.Intent: manifested in a willful decision

2.Process: a means by which the decision can be actualized

3.Practice, practice, practice…– Right practice

– Perhaps with a coach!

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Practice, practice, practice…But, right practice,

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Practice, practice, practice…But, right practice, perhaps with a coach

Coaching?

Coaching?

One-on-One Collaborative Learning

ManagerTeam

Member

Manager interacts with TeamMember with Respect:

1)Respects their intellect by providing challenging assignments2) Engages with Team Members to understand their struggles 2) Supports Team Members to over come those struggles3)Ongoing, sustained process to develop capability

Team Member takes responsibility for own Development:1)Team Member defines own career objectives1)Team Member proactively engages organization and management with new ideas2)Team Member takes own initiative3)Ongoing, sustained process to develop capability

Collaborative learning is effective when both mentor and mentee share nearly equal responsibility

Collaborative Lean Learning Example: Toyota Supplier Learning Associations

Collaborative Lean Learning Example:Toyota’s TSSC

TSSC, the Toyota Production System Support Center, mission: Help North American companies to learn the Toyota Production System.

•Over 20 years, TSSC has collaborated with more than 150 organizations to learn TPS.•Organizations demonstrate dramatic improvements in Productivity, Quality, and Lead Time.•Through collaboration and learning with organizations in many sectors, Toyota benefits by bringing this learning back into its own organization.

Collaborative Lean Learning

PDCA Standardized Work for Collaboration (from BAMA Example)

Participant Participant Participant

Try

Learn

Collaborative activityat one location

Each participant takes home

Host

Who is the coach?Who is the architect?What is the process (the Standard Work)?

Focus: xxTarget: xx

Intent is to support deep thinking Self-Learning Individual, intentional PDCA Learning CyclesSupported by skillful coaching

How do I improve this situation?

A D

P

C

Try

Reflect

Struggle to do-Why?!

What is mytarget condition?

Group Learning, Individual learning…

• Early childhood education is largely collaborative as teachers take young students through group discovery learning activities.

• By high school, the learning has become individual-based.

Everything I Know About Lean I learned in First Grade – by Robert Martichenko

IBM Collaborates with State to Bring PDCA to Vermont 1-8 Schools

What will you do?

Find someone to learn with:

…NOW Assignment

What will you do?

Assignment – One Minute

One thing you will do this week about the one thing you wish to change

“One idea, one person, every day”

Dr. Sami Bahri

Follow the Learner: Dr. Sami Bahri

“Learn at least one “green” thing every day”- YellowYellow is theory- RedRed is to avoid- GreenGreen is to do

What will you do?

Assignment – One Minute

One thing you will do this week about the one thing you wish to changeOne more minute: share that with the learning partner sitting beside you and discuss how your partner can help you with that problem

The following slides contain supplemental Information about the Lean Enterprise

Institute and its mission, basic approach, and major activities.

Lean Enterprise Institute

• Founded in 1997 by Dr. James Womack, principle scientist of the MIT research that resulted in “The Machine That Changed the World”

• Non-profit education and research institute• Based in Cambridge MA, with 17 global

affiliates• Over 230,000 members from all industries• Mission: Advance Lean Thinking and Practice in

all things, everywhere

Lean Enterprise Institute

Industry Networking

Education: public and in-house workshops

Digital books, courses, social

networking

www.lean.org community with

over 200,000 members

Publications

Coaching

Since its founding in 1997, LEI has … 

•Changed the language of management •Registered over 230,000 Lean Thinking Practitioners and Leaders to its online Lean Community.•Sent over 100 e-letters to over 150,000 subscribers•Trained almost 20,000 people at public workshops•Moderated eight online Forums with nearly 17,000 subscribers.•Delivered onsite training to over 2,000 people at over 100 companies.•Partnered with companies committed to implementing and spreading the methodology for creating a lean enterprise through experiments and shared learning.•Collaborated with over 50 independent faculty members.•Developed over 40 workshops for executives, managers, and technical professionals at every experience level in manufacturing, service, healthcare, and administrative value streams. •Produced 20 webinars on a wide range of lean management topics.•Produced 20 publications and sold over 600,000 books, workbooks, and training aids. •Hosted eight major Summit conferences with more than 7,000 attendees. •Created a web site with thousands of pages of resources•Founded the Lean Educators Academic Network.•Founded the Healthcare Value Leaders Network, including the first Healthcare Transformation Summit.•Formed the Lean Global Network, a network of 17 not-for-profit institutes on six continents. And supported over 40 world-wide events since LGN was officially formed in 2007.

Lean Production, Lean Thinking, Lean Practice, Lean Learning

Co-Learning Hands-on Collaboration

Lean Community

Management Systems

Operating Systems

Publishbooks, web,

apps

DevelopEducationprograms

Share learning withcommunity

Lean Enterprise Institute

Individuals, Organizations

Individuals,Organizations

LEI

Lean ThinkingEverywhere

LEI establishes a limited number of collaborative learning partnerships with organizations committed to lean transformation.

Lean Transformation Model Lean Transformation Model

PROCESSPROCESSIMPROVEMENTIMPROVEMENT

Continuous, Continuous, real, practical real, practical

changes to changes to improve the way improve the way the work is donethe work is done

CAPABILITY CAPABILITY DEVELOPMENTDEVELOPMENT

Sustainable Sustainable improvement improvement

capabilitycapabilityin all people in all people at all levelsat all levels

SITUATIONAL APPROACHSITUATIONAL APPROACH- Value-Driven Purpose - - Value-Driven Purpose -

““WHAT PROBLEM ARE WE TRYING TO SOLVE?”WHAT PROBLEM ARE WE TRYING TO SOLVE?”

Lean Thinking and PracticeLean Thinking and Practice

Clear Roles and Clear Roles and ResponsibilitiesResponsibilities

LEADERSHIPLEADERSHIPMANAGEMENTMANAGEMENT

LEI High-Level Transformation Model• Basic Approach in all cases: PDCA – The art and craft of science

• Specific Approach in each case: Situational, determined by asking

– “What problem are we trying to solve?” What business need?

– “Where can we run initial trials?” - even when going big

• TWO Pillars: Process Improvement and Capability Development

– Process Improvement Change

• Start with the work – find problems, gaps, obstacles

– Individual level, system level

– Capability Development

• Problem-solving, improvement capability

• At all levels

• Ownership clarity: Clear Roles and Responsibilities

– Internal: executive sponsor, improvement leader, team members

– External: project coach, mentor, architect

Transformation Model Questions

1. What problem are we trying to solve? What is the purpose of this transformation?– At both macro and micro levels

2. What specific process improvements are being implemented? How is the actual work being improved?

3. What capability enhancements are required and being achieved?

4. What role is leadership taking? Is ownership clear?

5. What basic philosophy or thinking underlies this transformation?

External Support for Lean Transformations

• “The value of external support of any Lean Transformation is determined by happens after the support ends” – Dan Jones So: Define what should ideally happen when support

ceases. Then: Determine what needs to happen for that to

happen?• LEI engagement with any organization is defined by the answer

to those questions. Define (together with the organization) the ideal and target

conditions Then provide support:

As little as possible As much as necessary

FOCUS

Sr.Mgmt.

FrontLines

MiddleMgmt.

System KaizenSystem KaizenEliminate Eliminate Muri and MuraMuri and Mura

Point KaizenPoint KaizenEliminate MudaEliminate Muda

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Different Responsibilities at Different Levels

VALUE-CREATING FRONT LINES

SENIORMANAGEMENT

MIDDLEMANAGEMENT

MUST PROVIDE VISION AND MOTIVATION

MUST “DO”

MUST LEAD THE ACTUAL OPERATIONAL CHANGE

Likes the involvement

Likes the results

Often left battered and confused…

Role Impact

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Lean Transformation: Impact and Roles of Different Organizational Levels

The right focus and process at the right level

VALUE-CREATING FRONT LINES

SENIORMANAGEMENT

MIDDLEMANAGEMENT

MUST PROVIDE VISION AND INCENTIVE

MUST “DO”

MUST LEAD THE ACTUAL OPERATIONAL CHANGE

Likes the involvement

Likes the results

Needs the right tools and skills to be successful

Role Impact

Problem:MUDA

Problem:MURA & MURI

Problem:MURI & MURA

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Muri: overburdenMura: variationMuda: waste

The right focus and process at the right level

VALUE-CREATING FRONT LINES

SENIORMANAGEMENT

MIDDLEMANAGEMENT

MUST PROVIDE VISION AND INCENTIVE

MUST “DO”

MUST LEAD THE ACTUAL OPERATIONAL CHANGE

Likes the involvement

Likes the results

Needs the right tools and skills to be successful

Role Impact

Problem:MUDA

PDCA process:Hoshin Kanri

PDCA processVSM and A3

PDCA process:Standardized Work

Problem:MURA & MURI

Problem:MURI & MURA

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Muri: overburdenMura: variationMuda: waste

Purpose(Why)

People(How)

Process(What)

•Horizontal flow of value at the pull of the customer•Workplace Management through Standardization & Visualization•Relentless elimination of waste, overburden and unevenness•Lean Tools and Practices

• Make People Before Making Products

• Engaged and Involved• Challenging & Coaching• Teamwork

Mission/ValuesVision/True North

Line of SightStrategy Development and Deployment

Lean Enterprise

Capability to ID &

SolveProblems

PDCA Thinking

Plan-Do-Check-Act Improvement Cycle

Plan-Do-Check-Act Learning Cycle

Study

Adapt

Fast Cycles

LEI has sponsored the founding of three organizations to promote lean thinking

through a collaborative process

•Lean Global Network to advance the application of lean thinking in every endeavor, everywhere•Lean Education Academic Network - LEAN - to advance lean thinking in education•Healthcare Value Network to advance lean thinking in healthcare

The Lean Global Network

LGN is a network of non-profit, mission-driven institutes taking responsibility for bringing lean thinking and

practices to their countries and the world

We believe lean thinking and practice can:– Improve the performance of organisations and raise living

standards– Meet growing aspirations while minimising resource use and

environmental impact– Provide more fulfilling work and continuing development for

everyone– Enable consumers to create more value in their increasingly

busy lives

Lean Global Network

Lean Global Network

LGN – A Global Network of Lean Enterprise Institutes

Global Collaboration

John Shook

• Currently leader of the Lean Enterprise Institute• Eleven years with Toyota in Japan and the USA

• Production and management system transfer• Engineering and PD system transfer• Toyota Production System dissemination

• U of Michigan – seven years Director of “Japan Technology Management Program”; created and taught Industrial Engineering “lean” course

• Consultant for 15 years