lean management summit, 2017 david...

Leadersights for the Future

©2017 D. Veech & Co. All rights reserved. 1

Lean Management Summit, 2017

David Veech





change...


…faster




…busier


…excessive consumption ©2017 D. Veech & Co. All rights reserved. 7



…fewer resources ©2017 D. Veech & Co. All rights reserved. 8

…a precarious environment




…people

rising up


Fresh

Water

Energy

Food

Supply

Climate Change Ozone Hole

Biodiversity

Landfills

Super Size Me

Outsourcing

NIMBY

Endocrine

Disrupters

Terrorism,

Insurgencies

Riots, Protests

Soil

Erosion

Ocean

Pollution

Financial

Collapses

Health

Care

Swirling

Complexity &

Constant

Change




Lean is a people

oriented that

enables success by

constantly creating

greater value






Defiance

Compliance

Involvement

Excitement

Engagement

Discretionary Effort Minimal Effort




•Define values and behavior skills

•Build standardized work for those skills

•Leaders teach leaders the standardized work

•Measure leader behavior skills

•Improve/Coach

•Repeat


Frequency SWElement Owner TargetedSkills/Behavior DesiredOutcomes ReviewCycle

Daily

Encouraging BeaApier E;H;SP;L

Makecontactandtalktoevery

teammembereveryday M

Teaching&Coaching WarrenPeace T:L;Q Buildthinkinganddoingskils

Correcting AnnThracks CO;CH;H;Q Ensurepropertechniques

Short-IntervalChecking ImaWalker CH;GS;CF;Q Understandwhat'sgoingoninthe

1x Processgembawalk business,knowwheretoprovide

2x Problemsolvinggembawalk additionalresources

AttendTeamHuddle(rotating) HowardI.Know L;CU;R Bepresentanduseful

Administration ChrisAnthemum GS;CE;H;SP Stayontopofthings

2-3x/week

ScheduledListeningTime EileenDover L;SP;E;H Buildbetterrelationships Q

Customerrelationshipmgt MayFlowers CF;CE;SP Buildbetterrelationships

Weekly

GoalSetting/Challenging KenEiguther GS;CH;R;CF Achievehigherperformancelevels M/Q/A

Short-IntervalChecking BenRundabit CH;GS;CF;R;Q Understandinteractionsbetween Q

Systemgembawalk organizationalunits

Monthly

ConnectingandAttracting SarahTonin CE;CF;L;SP Attractandretainthebesttalent Q/A

BehaviorCodes: Humility(H) Encouraging(E) Listening(L)

Challenging(CH) Teaching/Developing(T) GoalSetting(GS)

Supporting(SP) Curiosity(CU) Rewarding(R)

Correcting(CO) Questioning(Q) ShowingConfidence(CF)

ShowingCertainty(CE)

Figure8-13LSWCadenceBoard©2017 D. Veech & Co. All rights reserved. 25




Frequency Frequency Frequency

Frequency FrequencyContinuousImprovement/ProcessImprovement RegularReportingRequirements

LeaderStandardizedWorkDevelopmentWorksheet

OutcomesResponsiblefor: BusinessProcessesResponsibleFor: LeadersorFunctionsResponsiblefor:

Frequency SWElement Owner TargetedSkills/Behavior DesiredOutcomes ReviewCycle

Daily

Encouraging BeaApier E;H;SP;L

Makecontactandtalktoevery

teammembereveryday M

Teaching&Coaching WarrenPeace T:L;Q Buildthinkinganddoingskils

Correcting AnnThracks CO;CH;H;Q Ensurepropertechniques

Short-IntervalChecking ImaWalker CH;GS;CF;Q Understandwhat'sgoingoninthe

1x Processgembawalk business,knowwheretoprovide

2x Problemsolvinggembawalk additionalresources

AttendTeamHuddle(rotating) HowardI.Know L;CU;R Bepresentanduseful

Administration ChrisAnthemum GS;CE;H;SP Stayontopofthings

2-3x/week

ScheduledListeningTime EileenDover L;SP;E;H Buildbetterrelationships Q

Customerrelationshipmgt MayFlowers CF;CE;SP Buildbetterrelationships

Weekly

GoalSetting/Challenging KenEiguther GS;CH;R;CF Achievehigherperformancelevels M/Q/A

Short-IntervalChecking BenRundabit CH;GS;CF;R;Q Understandinteractionsbetween Q

Systemgembawalk organizationalunits

Monthly

ConnectingandAttracting SarahTonin CE;CF;L;SP Attractandretainthebesttalent Q/A

BehaviorCodes: Humility(H) Encouraging(E) Listening(L)

Challenging(CH) Teaching/Developing(T) GoalSetting(GS)

Supporting(SP) Curiosity(CU) Rewarding(R)

Correcting(CO) Questioning(Q) ShowingConfidence(CF)

ShowingCertainty(CE)

Figure8-13LSWCadenceBoard©2017 D. Veech & Co. All rights reserved. 27



Figure8-11LSW_Encourage

Title LSW_Encouraging Purpose

Frequency Daily-Multiple DesiredOutcome

Effective

Date 30-Apr-16 Reviewcadence

Encourage MajorSteps TargetDuration KeyPoints ReasonsWhy

1

Noticetheneedfor

encouragement <1minute

Theyaren'tachievingtheirgoals;Theyarenot

themselvesasyouknowthemtobe;Theyseem

distractedorsad.

Ongoingdiscouragementcanleadpeopletomistakesonthejob,

ormaypreventthemfromreportingadiscoveredproblem,or

preventthemfromsubmittinganimprovementidea.

2

Initiatethe

conversation 1-4minutes

Askthemafriendlybutopen-endedquestionthatwill

requireathoughtfulresponse."Hi,Bob.Canyoutellme

howthingsareworkingwellornotforyoutoday?'Avoid

pointingoutafailureorhowtheymaylook.

Youwillneedtounderstandwhattheyarereactingtosoyoucan

properlyencouragethem.

3 Listen 2-10minutes

Givethemyourundividedattention.Donotinterrupt.

Donotcriticizeorjudge.Justlisten. Showsyourespecttheirtime,feelings,andcontributions.

4 Affirm 1-4minutes

Letthemknowyou'veheardthemandunderstand.

Remindthemofthevaluetheybringtotheworkplace,

citingaspecificstrengthorpastsuccess.

Thiswillhelpthemtorememberthattheyhavebeensuccessful

beforeandtheycandoitagain.

5 Offerperspective 1-4minutes

Iftheyhavefocusedonnegativeoutcomesor

constraintsintheworkplace,offeraviewofthepositive

theycanconsider.Avoidgivingadviceorsolutions.

Simplyshareadifferentperspective.

Thiswillreducethelikelihoodthattheywillcontinueona

negativetrendtowarddepressionandperhapsgivethemhope

forthefuture.

6 OfferSupport 1-4minutes

Ratherthantellthemwhattheyshoulddoorwhatyou

candoforthem,askthemhowyoucanbestsupport

themintheirefforts.

Havingthemfocusonhowyoucanhelpwillreducethe

likelihoodthattheywillviewyoursuggestionsasjudgementalor

critical.

7

Returntoreconnect

withthemlaterinthe

day 2-4hours

Filename: LSW_Enc.xlsx Owner: HRD/CarolEvans Lastreview:8April2016

Tohelpleadersbuildbetterrelationshipswithpeopleintheworkplace

Buildtrustintheworkplaceformoreeffectivecommunicationofrequirements,feedback,problems,andideas.

Monthly:SecondFridayafterstandupmeeting


Title Purpose

Frequency DesiredOutcome

Effective

Date Reviewcadence

Encourage Column1 Column2 Column3Column4Column5Column6Column7Column8Column9Column10Column11Column12Column13Column14Column15Column16Column17Column18Column19Column20Column21

C

ol

C

ol

Filename: LSW_Enc.xlsx Owner: HRD/CarolEvans Lastreview:8April2016

Figure8-12LSW_Encourage_OperationWorkStandardsSheet©2017 D. Veech & Co. All rights reserved. 29



Title LSWDailySchedule Purpose Tohelpleadersmanagetheirtimeandleadtheirpeople.

Frequency Daily-Multiple DesiredOutcome AllrequiredtasksarecompletedEffectiveDate 30-Apr-16 Reviewcadence Weekly

Hour Event Reference Notes(Whatdidyoudiscovertoday?)

6:00–6:45

ShortIntervalChecking(Systemwalkthrough–Bird’sEye

View) LSW_SICSys

6:45–7:00 Buffer/Correcting/Coaching LSW_CO

7:00–7:15 HuddleatTeam1Board SW_TmHuddle

7:15–8:45

ShortIntervalChecking(Processwalkthrough–Fish’sEye

View) LSW_SICProcess


9:00–9:30 MeetingatGroup2Board(LSWConnecting) SW_GroupHuddle

9:30–10:00 Buffer/DisseminateInfo/ProblemSolving

10:00–11:00 Admin–Email/phone/calendarmanagement

11:00–12:00

LunchwithTeam3(LSWEncouraging/LSWScheduled

Listening) LSW_E;LSW_SL

12:00–1:45

ShortIntervalChecking(ProblemSolving–Insect’sEye

View)(LSWIn-ProcessTeaching) LSW_SICProb


2:00–2:45 Planningnext2daysschedule(LSWGoalSetting) LSW_DS

2:45–3:00 ShortIntervalChecking(LSWGoalSetting&Challenging) LSW_GS;CH;SICSys

Filename: LSW_DS.xlsx Owner: DwayneHisgob

Figure8-14LSWDailySchedule©2017 D. Veech & Co. All rights reserved. 30

A DIY 360° Weekly Activity




Figure8-15LSWSimpleCircleEvaluation

Leader'sName Leader'sRole InRoleSince_______

TargetedSkills/Behavior SpecificActionPlans

W1 W2 W3 W4 Best

Needs

Work YTD

Humility

Challenging

Supporting

Correcting

Encouraging

Teaching/Developing

Curiosity

Questioning

Listening

GoalSetting

Rewarding

ShowingConfidence

ShowingCertainty

1 2 3 4 5 6 7

NeedsWork OK Crushingit

SimpleCircleScoring

SimpleCircleEval

Sarah Tonin DevOps Jan 2017





W1 W2 W3 W4 Best

Needs

Work YTD

Humility

Challenging

Supporting

Correcting

Encouraging

Teaching/Developing

Curiosity

Questioning

Listening

GoalSetting

Rewarding

ShowingConfidence

ShowingCertainty

1 2 3 4 5 6 7


SimpleCircleScoring

SimpleCircleEval


6 7 6 7 7 7 6 5 4 4 3 6 3 5 3 4 4 4







W1 W2 W3 W4 Best

Needs

Work YTD

Humility

Challenging

Supporting

Correcting

Encouraging

Teaching/Developing

Curiosity

Questioning

Listening

GoalSetting

Rewarding

ShowingConfidence

ShowingCertainty

1 2 3 4 5 6 7


SimpleCircleScoring

SimpleCircleEval

3 gemba walks with Bob

3 gemba walks with Bob

Moonshine rotation in July


6 7 6 7 7 7 6 5 4 4 3 6 3 5 3 4 4 4


Trust

Intrinsic

Motivation

Ideas Initiative

Standardized

Work System

Suggestion

System

Satisfaction

Awareness

Responsibility

Meaning

Control

Self-Efficacy

Mastery Coaching

Learning






Master of Business

Operational Excellence

MBOE



1. Demand for leaders in operational excellence driven by top performing organizations around the world. e.g., manufacturing, health care, financial services

2. Unique program that builds problem solving and leadership capabilities.

3. A win-win situation:

You - learn a set of skills, earn the credentials of a master’s degree in Operational Excellence and Lean Six Sigma certification.

Your Employer – benefits from the capstone project and gains a stronger employee who can deploy lean skills throughout the organization.

Why earn an MBOE Degree?

Why earn an MBOE Degree?

Eight Sessions Over One Year

Comprehensive and current in covering continuous improvement concepts

Ordered to promote learning

Each session builds on the last

Simulations and projects integrated to reinforce learning

Learning

Blending

Doing



David Veech

502-517-1845 [email protected]

[email protected]

Thank you!


lean management summit, 2017 david...

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