lean manga. the lean brain
TRANSCRIPT
CONTACT ME!
Dr.-Ing. Javier Villalba-Diez www.hoshinkanriforest.com
THE ROTHER KATA MODEL DESCRIBES SOLELY ORGANIZATIONAL LOCAL BEHAVIORAL PATTERNS. FOR THIS
REASON IS INCOMPLETE.
THE KATA MODEL DESCRIBES A MECHANISTIC BEHAVIOR PATTERN.
FUNCTIONAL ORGANIZATION DYNAMICS ARE BY DEFINITION INTEGRATIVE. THIS MEANS THAT THE COORDINATION OF
MANY PROCESSES NEED TO BE COORDINATED IN COMPLEX PATTERNS.
THIS CHAPTER DESCRIBES OUR HOLISTIC UNDERSTANDING OF FUNCTIONAL-STRUCTURAL ORGANIZATIONAL
RELATIONSHIPS THAT CAN BE ACHIEVED THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE.
I CALL THIS THE LEAN BRAIN
THE LEAN BRAIN HAS THE PURPOSE TO DEVELOP YOUR UNDERSTANDING UPON BEHAVIORAL AND CONNECTIVITY
ORGANIZATIONAL PATTERNS THROUGH AN ORGANIZATIONAL NETWORK PERSPECTIVE.
MY THESIS IS THAT THE CHANGE TOWARDS A VALUE STREAM
ORIENTED LEAN ORGANIZATION CAN BE ACHIEVED THROUGH A COMPLEX
NETWORK STRUCTURE.
NETWORKS CAN BE CLASSIFIED BY THREE CHARACTERISTICS: HETEROGENEITY, MODULARITY AND RANDOMNESS.
COMPLEX NETWORKS
MATRIX NETWORKS CHAOTIC NETWORKS
MODULAR-CHAOTIC NETWORKS
VALUE STREAM ORIENTED FRACTAL
NETWORKS
WE WOULD LIKE TO ATTAIN A VALUE STREAM ORIENTED FRACTALITY … BUT WHAT IS THE BEST WAY TO MOVE RE-DESIGN YOUR ORGANIZATION
TOWARDS A VALUE STREAM ORIENTED FRACTAL NETWORK?
COACH, HANCHOU, EXPERT OR LEADER. REGARDLESS OF THE NAME USED, LEAN
CONSULTANTS AND ORGANIZATIONS RE-DEFINE THE ROLE OF PROCESS OWNERS,
BUT THEY LEAVE THE STRUCTURAL QUESTION UNTOUCHED.
THE ORGANIZATIONAL STRUCTURE ITSELF OUGHT TO BE QUESTIONED!
PROCESS
THE CLASSIC SERIAL HIERARCHY IS NOT THE
OPTIMAL CONNECTIVITY PATTERN FOR A VALUE
STREAM ORIENTED ORGANIZATION.
HIERARCHICAL MODULARITY IS A
STABILIZATION “POINT” THAT ALLOWS FOR
CHANGE TOWARDS VALUE STREAM ORIENTED ORGANIZATIONS. THIS NEEDS TO BE
DISCUSSED URGENTLY IN THE LEAN COMMUNITY.
ORGANISMS IN NATURE EVOLVE TOWARDS STRUCTURES THAT ENABLE AN OPTIMIZATION OF
RESOURCE ALLOCATION.
IN BIOLOGY, WE CAN FIND SEVERAL FRACTAL NETWORK
STRUCTURES THAT ENABLE INFORMATION AND
MATERIAL FLOW. ORGANIZATIONAL ELEMENTS
ARE MANY TIMES NOT IN PHYSICAL CONTACT, BUT
THROUGH THE RESOURCES THEY EXCHANGE.
OUR VALUE STREAM ORIENTED FRACTALITY HAS THE PURPOSE OF ENABLING EACH PROCESS OWNER TO
GAIN RESPONSE-ABILITY OF HER PROCESS BY PERFORMING (CPD)nA EACH DAY THE WHOLE DAY.
IN ORDER TO DEVELOP A VALUE STREAM ORIENTED
FRACTALITY, THE KAIZEN NETWORK SHOULD ATTAIN
CERTAIN STRUCTURAL AND
FUNCTIONAL CHARACTERISTICS.
TO TRANSFORM THE ORGANIZATIONAL CONNECTIVITY INTO A VALUE STREAM
ORIENTED FRACTAL STRUCTURE, BRINGS THE ADVANTAGES OF “SMALL WORLD”
ARCHITECTURES WITH IT.
EMPIRICAL DATA SHOW THAT “SMALL WORLD”
ARCHITECTURES DELIVER THE HIGHEST DEGREE OF
ORGANIZATIONAL LEARNING RATES.
THE KAIZEN CHANGE MANAGEMENT
ASSOCIATED TO THIS PROCESS OUGHT TO BE MANAGED PROPERLY.
IN A WORLD WHERE A WIDE EMPOWERMENT IS SOUGHT AFTER, THE LIGHTHOUSE APPROACH
TOWARDS CHANGE MANAGEMENT IS NOT ONLY OBSOLETE BUT ALSO NOT SUITABLE FOR
MANAGING THE COMPLEXITY AND DYNAMIC RELATED TO THIS EVOLUTIONAL PROCESS.
THE PATTERN OF A SYSTEM THAT IS NOT IN
EQUILIBRIUM MAY SHOW CIRCULAR CAUSALITY.
DIFFERENT SYSTEM ELEMENTS COOPERATE AND LIMIT THE BEHAVIOR OF THE SYSTEM SIMULTANEOUSLY.
THIS THOUGHT BREAKS THE YEAR-
LONG PARADIGM OF LINEAR CAUSALITY
THAT LIES BEHIND TOO MANY MANAGEMENT
MODELS.
IT DOES NOT MATTER HOW
HARD A LEADER TRIES TO CONTROL
A SYSTEM…
… SHE WILL NEVER SUCCEED.
THE ONLY THING SHE CAN DO IS BRING IT CLOSER TO
ITS PRINCIPLES.
TO CREATE A (CPD)nA TREE IS A POSSIBLE ORGANIC WAY TO GET CLOSER TO THE TRUE NATURE OF
PROCESSES.
THERE IS ONLY ONE SIMPLE RULE…
1 (CPD)nA
1 PROCESS KPI
1 PROCESS OWNER
IN THE HUMAN BRAIN MORALITY LIES WITHIN THE ORBITOFRONTAL CORTEX. AN AREA RIGHT ABOVE
YOUR EYES.
THE ORBITOFRONTAL CORTEX CAN ONLY FUNCTION IF ENOUGH
SEROTONIN AND DOPAMINE IS DELIVERED FROM THE HYPOTHALAMUS.
LEADERS THAT ARE IN POWER POSITIONS NEED THOSE VALUABLE
RESOURCES FOR DECISION MAKING. UNDER CERTAIN STRESS FACTORS, THESE
RESOURCES ARE NEEDED AND MORAL JUDGEMENT IS NOT A TOP BEHAVIORAL
PRIORITY.
LEADERSHIP IS ACHIEVING GOALS WHILE INCREASING TRUST.
THE SELF INDUCED NEED OF POWER, MAKE CERTAIN LEADERS UNABLE TO
FULFILL SUCH PREMISE AND THEREFORE UNABLE TO LEAD.
THE NEED OF POWER IS THE NR. 1 REASON WHY LEAN ACTIVITIES FAIL!
AS A PHILANTRHOPIST, I AM INTERESTED IN THE STRUCTURE OF POWER IN ORGANIZATIONS.
POWER BRINGS OUT THE BEST AND WORST OF PEOPLE!
IN MY NEXT COMIC I WILL PRESENT A 6-STEP MODEL THAT WILL ALLOW YOU
TO BEHAVE AS A KAIZEN SAMURAI.
KIBISHII SPIRITUAL STRENGTH
NEMAWASHI PREPARE THE
GROUND
SOGO IZON UNIVERSAL
INTERDEPENDENCY
MUSHIN EMPTY MIND
KATA BEHAVIORAL
PATTERN REPETITION
LEAN METHODS
THE LAST HYPE LOOKS SOMETIMES
MORE ATTRACTIVE AS OLDER CONCEPTS.
BUT SOMETIMES,
WHEN WE BITE…
… THEY ARE EMPTY!
SEE YOU
SOON!