transforming emotion@lean

TE@L:TransformingEmotion@Lean

1 Essence-Leadership©, 2016

« The companies that succeed are at the intersection of the Science and Arts »,

Steve Jobs

TRANSFORM

OnlyatinyportionofLeanTransformationsorperformanceContinuousImprovementapproachesdoengageandkeeptheirpromisesinthelongterm,becausetheydon’tembody.

LeanisLeadershipexpressingfromeachindividualandteam,findingthewayoffulfillmentthroughflowwith:

«Lean=internalandexternalleadership»principles.

Toyota is only one example, inspiring in its success, in a specific sector and culture; succeeding in your Transformation means to find your own unique way!

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TransformingEmotion@Lean:

Leanisn’tToyota,itconsistsinphysicalandphysiologicalprinciples,toliveandexperienceinternallyandexternally.

All rights reserved www.Essence-Leadership.com©

TRANSFORM

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TransformingEmotion@Lean:16VideosforasuccessfulengagingTransformation

Leanis Leadership

LeanHistory

Why Lean

1 2

3 4 5 6

ProblemSolving

9 10 11 12 13 14

15 16EvolutionPrinciples

LeanUniqueness

LeanEngine

7 8Lean

RolloutEmbodying

LeanLean

CultureManagement

Rituals

5SRespect

StandardsMastery

QualityPride

Flowof Flow

EmotionalValue



4

TransformingEmotion@Lean:1-LeanisLeadership,andLeadershipisLean

InspiringOrganisation

Head

HeartManagement

Operations

Steering

Hands

Lean shall answer to an emotional momentum in order to engage the full organisation energy.

Mission

Value Added

Uniqueness

Vision

Values

Vibration

Consistency= Flow

&

Inspirational Leadership

OptimalWays & Means

OptimalResources


« Our ability to manage ourselves and handle relationships -our emotional intelligence- matters twice as much as IQ », Daniel Goleman


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TransformingEmotion@Lean:2-FindtheWhyofyourLeanapproach

TurnoverMargin

Market position

Cultural ExcellenceConsistency & PurposeEngagement at all levels

Corporate IdentityEmployer Brand

Contribution Dynamic

Delay / Just in TimeQuality

Optimal costs

Markets/Products/Services EvolutionMergers/Acquisitions/Restructurations

Production processes EvolutionInformation Systems Evolution

ReorganisationLearning organisation development

Quality upgradingMarket repositioning

Emotion@Lean Transformation Program

Flow management

Management & Leadership

StylesPerformance

Steering

Organisation, roles & tasks Prioritisation

& Decision

Cultural Dimension

« How great leaders inspire action »- start with

why », Simon Sinek



REL

IA-

BILI

TYSA

FETY

H

EALT

H

6

TransformingEmotion@Lean:3-AshortHistoryofLean

OrganisationManagement

WorldClassManufacturing

A management system based on Quality and

Flow

A management system covering all

organisation functions

Professionalmaintenance

FLO

WM

GT

SYST

EMS

ToyotaProductionSystem

Ford

LeanManufacturing

Vauban Castles

Venetian Empire

QU

ALIT

Y

Statistics SixSigma

A projects approach focused on Quality

and Flow

Roman maritime empire

LeanSixSigma

LeanManagement

WorldClassManage-mentSafety

Ergonomics…

Others(innovation,hr,

finance…)

OTH

ER

FUN

CTI

ON

S



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TransformingEmotion@Lean:4-InsidetheLeanEngine

Leanisinit’sessencethelastactionprinciplediscoveredbyMaupertuisin1744:«Whensomechangehappensinnature,theamountofactionusedinthischangeisalwaysthesmallestpossible.»

« The vision for Lean, I believe, should be achieving operational excellence based on a clearly defined value system and a way of

engaging people in Continuous Improvement », Jeffrey Liker

Lean is built simultaneously vertically and

horizontally in order to ensure its

effectiveness and sustainability

LeanSixSigma

LeanManagement

WorldClassManage-ment


OrganisationManagement

rollout

Processesrollout

External customers

needs

External customers satisfaction

Business unit 1 Business unit 2 Business unit 3

Internal Customer


TransformingEmotion@Lean:5-TheLeantransformationismostlyCultural

1980-1990KNOW Tools

8

2%SUCCEED

24%<expectations

74%with0gains

Jeffrey Liker, Mike Rother : Why Lean

Program Fail ? 2007

26% OF LEAN TRANSFORMATIONS MAINTAIN > 3 YEARS

20% OF JAPANESE CORPORATIONS HAVE SUCCESSFULLY ROLLED OUT

LEAN - TPS

Gartner Study : Why Projects Fail June 2012

25% OF BUSINESS PROGRAMS SUCCEED

25%OK

75%failures

2000KNOW HOW Experience & Systems

2010KNOW HOW

TO BE Culture

2015+KNOW

HOW TO BECOME

Uniqueness

Discovering a culture rich of values, Nathan Algren in

The Last SamuraiAll rights reserved www.Essence-Leadership.com©


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TransformingEmotion@Lean:6-TheLeanRolloutisaSystemicapproach

2- Broadcast an Inspirational Leadership:• Training of the collective dynamic• Coaching starting from key people• Individual and Collective strengthening

simultaneously by complementarity approach.

Head

Heart

Hands

Management

Operations

Steering

3- Actions Training on the shoproll out with growing internal autonomy:• From training to instantaneous ownership• Engineering and council starting from shop floor

in a coaching attitude for a viral dimension.

1- Define strategy, vision and its flow down at each level:• Engineering of rollout approach• Council and coaching for consister evolution

of the Management System.

« The whole is greater than the sum of its parts », Aristotle

Engineering Council Training Coaching



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TransformingEmotion@Lean:7-EvolvefromLeanManagementtoEmbodyEmotion@Lean

Quality FlowTE@L

Gestion de soi

Social Awareness

Relationship Management Know How

AnalyticalIntraPersonal

Value Flow down

Management RitualsProblem Solving

5SStandards

InterPersonal

KnowledgeSelfAwareness

SelfManagement

Emotional Intelligence model from Daniel Goleman

1/32/3

Why How What

« Be the change you want to see in the World », Mohandas Gandhi

LossesCosts

Mgt RitualsProblem Solving 5S Standards

95%

85%

HumanCapital

Mainte-nance

Safety…

Building a consistent Management System:

PILL

ARS

FOU

ND

ATIO

NS

99%



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TransformingEmotion@Lean:8-EngagementthroughtheManagementRituals

Steering a team is like steering a

plane, starting by

yourself

Balance betweenChallenge and Support.

The Management rituals target to experience a collective adventure -not ‘taming’, but really tying deepening team links for higher achievement:

« What does make your, at the end of the cycle -hour, day, week-, individually and as a team, are satisfied of yourself? »

Confidence

DedicationFollowing indicators:• Hourly measure• Gives indication on status• Going upper in the

management for follow-up and decision.

Risks:• Reporting, ‘policing’, wear• False indicators.

Progressively building a real and deep relationship

quality & confidence.What are the indicators concerning yourself ?

How was your day in terms of internal states, main leverages for external

efficiency?



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TransformingEmotion@Lean:9-OvertakingthroughProblemSolving

Solving a problem means

to become imbued with a

riddle

UnderstandingHead Heart Hands.

How are you dealing with a challenge? Through

thinking, or by internal sensing through the body, or by letting time to sensation

and intuition to get out?

Patience

Problem solving:• Understanding the root

causes• Learning and Improving:

Base Plan Do Check Act.

Risks:• Enforcing the expert

solution• Lasting over time.

Labor Sciences:

It’s the gap between expected and reality that is to reduce.

Plan Do Study Act (replacing control by study and

understanding).

Identifyingthe problem

Understandingthe problem

Looking forroot causes

Counter Measures

A3

The problem solving approach always targets to improve the way to grasp reality: « The method is the work of an intelligent being who experiences

strategies to address uncertainties. The method is the one which is used to learn, it is also the learning », Edgar Morin

Reality Expected

Certainty



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Applying 5S, means living the art of void

A lifestyle for a daily‘hygiene’ Wellness

Only keep what is essential. Detach from the

superfluous without being extremist. To empty

oneself, in order to find balance.

Safety

Détermination5S:• Sorting, Setting, Shining,

Standardising, Sustaining• A neat, clean and efficient

area.

Risks:• Rigidity, Requirement• Deshumanisation.

5S continuous dynamics : moving from daily 5S to

continuous improvement.

Highlighting gaps in order for the shared work area to

be a basis of safety and usability.

TransformingEmotion@Lean:10-Respectwith5S

5S, is partly the job G. Clooney in the movie Up In the Air : in his way of life, giving lectures to free from weights. With two stereotypes away from

Lean: do not -like him- flee relations, and do not make -as himself- layoffs.



14

Being a martial art master for

oneself

Being on the way to continuous improvement.

Our standards are our internal best practices in

terms of centering, management, emotions and

thoughts.

Evolution

Standards :• Best way to perform an

activity• Focus on key elements• Majority visual

Risks:• Procedural, enclosing• Static, binding.

A living and not static standard, tool for learning and collective sharing, the

core business.

It highlights the indicators and key points in order to

grow as a team.

TransformingEmotion@Lean:11-MasteryisbuiltfromStandards

Mastery is achieved by repetition in order to discover extra millimeters, until it becomes a

norm, an ‘autopilot’ mode. Like Tom Cruise in his practice of sword, in The Last Samurai.

Perseverance



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Loving the well done

work, like a work of art

« Do what you love »,Steve Jobs.

« The beautiful gesture » in luxury sector; This consists in doing ones job carefully, with the heart, the best we can. At each moment, the

operational Quality.

Quality:• Many operational quality• Stopping quality at error• Helping to error reduction.

Risks:• ISO auditor attitude• Control, normative.

True pride is the opposite to be pretentious, it is the

satisfaction feeling to have performed the best ones

work, And to have honored ones talents and qualities…

… And to grow together.

TransformingEmotion@Lean:12-PrideisatheoriginofQuality

Desiree Quality Expected Quality

Delivered Quality Perceived Quality

Company Customer

Wholeness

Self esteem



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Living inside the flow, beyond

space and time

Internal Emotional Flow

« The most striking feature of the ‘individual flow’

internal state is the fact to be auto-telic, it is its own

end in itself, » Mihaly Csiksenmihaly

Alignment Going to Flow :• From Push to Pull• Almost an infinite set of

tools: VSM, Kanban, SMED…

Risks :• Time pression• Time obsession

According to a Mc Kinsey study over 5,000 + CEO,

the flow state is experienced in 10% of time,

this one leading to productivity x5: doubling the

time of flow state leads to double global productivity!

TransformingEmotion@Lean:13-ThepsychologicalFlowStateasProcessFlownaturalstate

In order to experience true Lean Flow, let’s come back to internal state in which Lean founders were at the design of Lean. It concernes tools to perceive space and time, from a

state outside space and time, real source of efficiency

Relationship Flow Process Flow


Presence


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TransformingEmotion@Lean:14-TheFocusonValueisanEmotionalTransformation

ExcessUnreasonable

Diving and drowning into ones

emotions

ValueMuri Mura Muda

VariabilityUnevenness Oscillating

between extreme emotions

EquanimityLive our values =

be balanced between emotions

Strategic Flow down = alignment and optimisation on

Values and Costs

7+1 Muda: The 8th and most important Muda is talents unused, these are people outside of their values!

Value Stream Mapping to flow downbeyond space and time…

Quality HR

Finance

Operational Efficiency

StockCycle timeWaiting timeLead time

Time

Cost ShiftsWorkers

LossesWastes

Denying ones emotions and

losing ones values

Time

Costs


…


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TransformingEmotion@Lean:15-TheEvolutionprinciplesinbreakthroughandcontinuity•Whatwedorememberofourpastprofessionalsuccessesistocontributetoevolution(newproducts,services,achievingexceptionalresults,overtakingchallenges,growingotherteams…)• Evolveisademandingdisciplinemixingbreakthroughandcontinuousapproachinordertoperformajumpofevolutionthestabilizing:


Step

Step

Daily Challenge

Daily Challenge

Daily Challenge

Punctual Action

Punctual Action

ContinuousImprovement


Time

Maturity and Complexity



• Leanisbasedontheuniversalprinciplethateachindividualfullylivesonesownphysiologicalvaluestofulfillonesmission.• IfyouwanttofailLean,applyLeantools;Oppositely,getinspiredfromLeanandfindyouownanduniquewaytoLean.

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TransformingEmotion@Lean:16-HumanisattheHeartoftheEmotion@LeanUniqueness

Top DownIndividual

BenevolenceCollective

Challenge

Encouragement

FlowEquanimity

Push

•TheLeansuccessis75%internal.• Leanisonlyhumandevelopment,andonlyworkswhenindividualsandteamsareinoptimal-alignment-flowstate.

« Comparison is ignorance; and imitation is suicide », Ralph Waldo Emerson

3

2

1


Pull(Attract)

Operations

Operations


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transforming emotion@lean

Leadership & Management