Lean at Kangan Institute 2013 Lean...

transcript

• Click to edit Master text styles

• Second level

• Third level

• Fourth level

• Fifth level

Lean at Kangan Institute 2013

Lean Leadership

2013 Service Improvement Conference

Amy Hollings

• Second level

• Third level

• Fourth level

• Fifth level

Introduction

Amy Hollings

Continuous Improvement Consultant

Kangan Institute

• Second level

• Third level

• Fourth level

• Fifth level

Kangan Institute 6 campuses in metro Melbourne.

300 nationally recognised qualifications & short courses

Approximately 40,000 students annually

Business Units E-works and Vetassess

900 ongoing employees & approximately 200 sessional teaching staff

• Second level

• Third level

• Fourth level

• Fifth level

• Second level

• Third level

• Fourth level

• Fifth level

KI: Lean Maturity Assessment Where are we now? Where do we want to be in 3 years?

Maturity Level Index SAPartners 2007

Maturity Attribute

1. Way of working

2. Associate autonomy

3. Share best practice

Reactive

1. Reactive

approach

2. Little or no

involvement

3. Adhoc

learning

Formal

1. Formal

structure

2. Only

specialists

3. Team

learning

Deployed

1. Goal oriented

2. Selected

3. Value stream

learning

Autonomous

1. Managed

autonomy

2. Majority of

involvement

3. Process

learning

Way of Life

1. Daily habit of CI

2. Full empowerment

3. External learning

Strategy Deployment

Value Stream

People

Tools & Techniques

Extended Enterprise

Legend

2011 2014 2018

• Second level

• Third level

• Fourth level

• Fifth level

People Value Stream

• Second level

• Third level

• Fourth level

• Fifth level

Lean Tools Implementation

Problem

solving

Kaizen events

Gemba walks

Value Stream Mappin

Cross-function

al projects

Visual Manageme

Kanban

A3’s

• Second level

• Third level

• Fourth level

• Fifth level

Visual Management Boards –

(VMB’s) Platforms project

85 Visual management boards across the Institute

• Second level

• Third level

• Fourth level

• Fifth level

VMB’s – Executive

• Second level

• Third level

• Fourth level

• Fifth level

Communication Strategy

Intranet, CEO monthly message, posters, e-newsletters, staff briefings, enterprise social networking, gemba walks.

• Second level

• Third level

• Fourth level

• Fifth level

A CEO message

• Lean introduction to all Kangan staff

• Second level

• Third level

• Fourth level

• Fifth level

Continuous Improvement

Consultant Role & Process

May 2013

• Second level

• Third level

• Fourth level

• Fifth level

Organisational Innovation

Lean Support

Amy Hollings Hollie Gourlay/Sharon Durantini

Jessica Leeman

Technical Group Client Services Group Business Services Group

VETASSESS Resource Management Group

Community Youth and Health

Learning Services Group EWorks People and Organisational Development

• Second level

• Third level

• Fourth level

• Fifth level

Consultancy Process

Start-up

(April - mid May)

• Initial meeting with department managers at GLT meeting if possible. Discuss CIC role and services available. Communicate availability.

• Department visits - qualitative and quantitative data collection - CIC to complete diagnostic.

• Meet with department leaderhip team and complete diagnostic, develop action plan for improvements including Kaizens.

• Provide the GM with a summary of the groups results and improvement plans

On-going

(May - Dec)

• Meet with department Managers 4 times a year.

• Provide support for the achievement of improvement activities/projects (approx. 2 days a week)

• Track progress, Kaizens, 5S, Lean training, VMBs, problem-solving

• Report progress to Executive Team

• Kaizens and recommendations tracked within the departments, GMs to follow up the status of these activities

• Assist with the creation of storyboards

• CICs reflect together on what's working and what's not.

Close-out

• Track achievement of improvement activities/projects what was achieved, what wasn't.

• Re-do diagnostic to see where there has been improvement

• Capture reflections on what worked and what didn't, improvement opportunities

• Standardise improvements

• Report Institute level qualitative and quantitative data

• GMs to report progress on their own groups

• Second level

• Third level

• Fourth level

• Fifth level

Suggested Roles and

Responsibilities

Continuous Improvement

Consultant

General Manager

Department Manager

• Set-up regular meetings

• Complete initial observation based Lean

diagnostic

• Assist in planning Kaizens and activities

based around the diagnostic

• Support improvement activities

• Track progress

• Support CIC

• Track Department progress

• Ensure progress is shared at

GLT meetings

• Coach your Managers

• Report at ET

• Participate in the identification of 8

Kaizens

• Take on specific roles and

responsibilities in achieving

improvement outcomes

• Participate in improvement

activities

• Create storyboards

• Meet with CIC to discuss progress

• Complete Lean diagnostic

• Communicate results

• Support Kaizen ideas and activities

• Participate in improvement

activities

• Report progress at GLT

• Second level

• Third level

• Fourth level

• Fifth level

Qualitative and

Quantitative Data

• Second level

• Third level

• Fourth level

• Fifth level

Lean Leadership Program

May 2013

• Second level

• Third level

• Fourth level

• Fifth level

What is this Program?

• 6 month blended learning program

• Aimed at Managers and First Line Managers

• Develops Lean Leadership capability and the practical

application of the Lean tools and skills within the

workplace

• Its underpinned by the following principles: • Strong Lean Leadership capability drives a culture of continuous

improvement where employees at all levels are engaged, empowered

and aligned with the Institute’s Strategic objectives.

• Personal reflection and self awareness are key to personal and

professional development

• 70:20:10 – learning by doing, practical application, mentoring, articles

and books and reflection

• Second level

• Third level

• Fourth level

• Fifth level

Program Aims:

• Build Lean Leadership capability and a deeper

understanding at the middle and first line management

• Ensure leaders at all levels practice the behaviours of

lean and are ‘innovators instead of administrators’

• Lead the implementation of a continuous improvement

culture within Kangan Institute

• Second level

• Third level

• Fourth level

• Fifth level

Who aimed at?

• Limited to 20 per year – ensures support available

• General Managers nominate either a Manager and

First Line Manager from their department or two First

Line Managers.

• Critical Criteria includes:

• Support of manager/general manager

• Commitment to meet program requirements

• Understanding and demonstrated ability in the 7 Lean Skills

• Commitment to the KI Strategy, Lean tools and principles

• Second level

• Third level

• Fourth level

• Fifth level

KI Lean Leadership Model

Program Content

(Blended delivery)

Pre-work

Reflection

Mentoring

Workbased project

• Second level

• Third level

• Fourth level

• Fifth level

Program Content

•Program Introduction - Purpose

•Kangan's Lean Journey

•Introduction to Lean Introduction

•Lean Leadership

•Behavioural Characteristics of Lean Leaders

•MBTI: Personality Indicator

•Building a Lean Culture: Purpose, Process and People

•Change Management

•Influential Leadership

•Coaching and Feedback

•Managing poor performance, RAPID process

Leadership

•8 Wastes

•Respect for People

•People enabled processes

•Seven skills people need to create a Lean Enterprise

•The Lean Business Model

•Strategy Deployment: Operational Planning, KPIs and Measures

•Understanding Customer Value

•Value Stream Management

•Standard work, measuring against standard work

•Continuous Improvement

Lean Principles

•Value Stream Mapping

•5S, Visual Management, Problem-solving tools, C4 methodology Lean Tools

• Second level

• Third level

• Fourth level

• Fifth level

Outcomes for the Institute

• Participants will be confident in not only using the Lean tools but in

coaching others to use them

• Participants will be competent in implementing and leading

incremental changes within their areas

• Increased:

• problem-solving activities

• improvement project activity

• empowerment and engagement within department teams

• team cohesion

• use of visual management

• Implementation of standardised work in specific department areas

• Second level

• Third level

• Fourth level

• Fifth level

Program Key Features

Lean at Kangan Institute 2013 Lean...

Documents