Management Commitment to Lean Dewey Warden C1 Lean

Management Commitment to Lean Dewey Warden C-1

Lean Objectives Why are you here? 2

Lean Objectives What do you want to learn the most while you are here? 3

Lean Objectives Where do you spend most of your time today? 4

Lean Objectives Lean Management Systems Exercise Time allocation – % __Future growth for the company – % __Opportunities for improvements % __ Proactive % __ Reactive – % __Day-to-day operations 5

Lean Objectives If you continue to do the same things today that you did yesterday you will continue to get the same things tomorrow. 6

Lean Objectives Where are you in your lean implementation? 7

Lean Objectives What are your companies’ objectives? 8

Lean Objectives Make sure you discuss objectives with management Consider Strategic Intent and Overarching Goals – – – Increase shareholder value? Increase cash flow? Increase market share? 9

Lean Objectives Financial measures alone are not enough – Increase quality levels? – Increase employee satisfaction? 10

Lean Objectives Strategic Learning – – Improve material flow? Improve the information flow? Improve decision making processes? Improve problem-solving processes? 11

Let’s Talk About… Management’s commitment – What do you think are some of the issues you will run into implementing change? 12

Try This… Fold your arms naturally 13

Try This… Now reverse how you are folding your arms… – How does that feel? 14

Try This… Fold your hands and clasp your fingers together naturally 15

Try This… Now reverse how you are folding your hands and clasping your fingers… – How does that feel? 16

Management Commitment You are going to run into resistance – Be patient Keep an open mind, going to hear. . . – “That’s a lousy idea!” – “We tried that 20 years ago. ” – “Everything is just fine now. Why change it? ” Source: Productivity press 17

Management Commitment Encourage not discourage – Encourage people to think about new methods – Don’t expect perfection Discouraging criticism can slow down progress 50% improvement is good improvement Source: Productivity press 18

Management Commitment Lean should not to be used as a motivational campaign Motivational campaigns do not change cultures Continuous improvement changes cultures – Use the quality process to continually improve and correct problems and mistakes quickly Source: Productivity press 19

Management Commitment Continuous improvement should become part of a company’s culture That has to be led by management – – That means leading by example People watch management’s behaviors and actions Any loss of improvement efforts is a loss of management’s credibility as well Source: Productivity press 20

Management Commitment Be prepared to provide the necessary resources – – Provide the people Provide the time Provide the materials Provide the patience Source: Productivity press 21

Logistics of Change Define the current state Define the future state Determine opportunities for improvement Create the environment for change Monitor the progress and celebrate success Begin again Source: Villanova University 22

Logistics of Change agent Catalyst Responsible for managing change – Making change routine Source: Villanova University 23

Logistics of Change agent characteristics – – – Strong communicator Tuned in to the environment Flexible Imaginative Empathetic Firm but friendly Source: Villanova University 24

Logistics of Change agent skills – – – Risk taking Political skills Analytical skills People skills System skills Business skills Source: Villanova University 25

Logistics of Change is about people – Champion Recent management studies show that the number one contributor to strong change is to have visible support from management and a champion. – Sponsor Money, funding, resources – Advocate Somebody out there selling for change – Informal change agents Support network at all levels of the company, powerful strategy for introducing change Source: Villanova University 26

Logistics of Change is about people – They want to hear the message of change from… Upper management, strategic impact Lower management, tactical implications Source: Villanova University 27

Logistics of Change Reasons for resistance – Lack of awareness – Comfort with current way – Fear of the unknown Source: Villanova University 28

Logistics of Change Key ways to introduce change – Rational approach with information, incentives, training – Coercive approach, exercise authority – Evolution Source: Villanova University 29

Logistics of Change Arm wrestling exercise – Winner gets two candy bars Source: Villanova University 30

Logistics of Change Effecting personal change – Break up into small groups – Brainstorm What do you need to change to improve your communications? How can you go about effecting those changes? How can you monitor your progress? – Report back to the class your results. Source: Villanova University 31

Lean Advocates Knowledge, be informed, prepare Body language Choice of words Active listening Communicate interest Avoid dominance Silence is powerful Source: Villanova University 32

Lean Advocates Confirm goals Ask questions Interview and do not interrogate Verify agreement Identify nonnegotiable terms Separate people from the process Formalize agreements Source: Villanova University 33

Lean Advocates To create change you have to use all those skills and more You are in for a big change yourself Stay positive Be persistent Use your stick-to-it-tiveness Most of all be patient 34