Accelerating Change - Lean Leader Development

8/11/2019 Accelerating Change - Lean Leader Development

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Accelerating Change:Lean Leader Development

XYZ Operations

MONTH, 20XX


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2 Confidential File Number- 2

The Lean Leader process is designed to accelerateLean implementation efforts in the business.

Identify key individuals in the organization andthose with a passion for driving change using theLean tools

Train and mentor these individuals in the principles,methodology, and toolkit .

Draw upon this team of leaders to facilitate Leanactivities (5S etc) and kaizen events in addition toexisting infrastructure.

Results in sustained, accelerated results; Developsfuture leaders; Enhances culture of change.

Introducing the Lean Leader Process


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The Problem with Traditional Deployment

Site LeanFocal Point

Lean EventLeader

Lean EventLeader

Lean EventLeader

In an organization with only threeLean Event Leaders, for example,only three kaizen events can becompleted at a time.

Activities constrained by number of

Lean Event Leaders available. Benefits take longer to be realized. Organizational learning not as

quick.

Lean knowledge resident in EventLeaders, not the organization.

43 5-S in 1210-Large storage area 1210 LSOP44 Receiving Prioritization Logist. Inventory45 R&O OTTR / VSM R&O OTTR46 Site Level Baseline - Operations Site Wide All47 Site Level Baseline - Sourcing Site Wide All48 R&O Placeholder R&O OTTR49 COGI errors and process improvement Lo gist. All50 Lean Tool Leader Process Development All All51 Site Level Baseline - Invoicing / AR / Finance Site Wide All52 NSFG (D-Tag) Follow-up Operations OTTR / Inv.53 Site Level Baseline - Order Management Site Wide OTTR54 Site Level Baseline - Planning / SIOP Site Wide OTTR55 Milk Runs to Phoenix X-Cells, Fluidics OTTR56 Military Shipping Process Improvements Logist. Inventory57 R&O Placeholder R&O All58 Site Level Baseline - Inbound Logist. All59 Site Level Baseline - Outbound Logist. All60 Site Level Baseline - Consolidation All All61 Site Level Baseline - Consolidation All All62 Cell C07 HS&E / F-22 Layout C07 Safety63 Releasing Production Orders Process Improvement Logist.64 Improve Level Loading of Shipments from Singapore Receiving OTTR / Inv.65 Solenoid Cell Standard Work Solenoids OTTR66 Shipping Prioritization/OTTR Visability Logist.67 Heat Treat/ Grind Parts in Phoenix Mach Shop OTTR68 Long Term Receiving Storage Kaizen Receiving Inventory69 Pilot Pull Signal Builiding / POU Logist.

Status Area SQPKaizen

Kaizen Hopper


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The Solution

Site Leader

Operations Engineering FinanceSupply Chain Quality HR IT

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Site LeanFocal Point

Lean Event

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Lean Event

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Lean Event

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43 5-S in 1210-Large storage area 1210 LSOP44 Receiving Prioritization Logist. Inventory45 R&O OTTR / VSM R&O OTTR46 Site Level Baseline - Operations Site Wide All47 Site Level Baseline - Sourcing Site Wide All48 R&O Placeholder R&O OTTR49 COGI errors and process improvement Logist. All50 Lean Tool Leader Process Development All All51 Site Level Baseline - Invoicing / AR / Finance Site Wide All

52 NSFG (D-Tag) Follow-up Operations OTTR / Inv.53 Site Level Baseline - Order Management Site Wide OTTR54 Site Level Baseline - Planning / SIOP Site Wide OTTR55 Milk Runs to Phoenix X-Cells, Fluidics OTTR56 Military Shipping Process Improvements Logist. Inventory57 R&O Placeholder R&O All58 Site Level Baseline - Inbound Logist. All59 Site Level Baseline - Outbound Logist. All60 Site Level Baseline - Consolidation All All61 Site Level Baseline - Consolidation All All62 Cell C07 HS&E / F-22 Layout C07 Safety63 Releasing Production Orders Process Improvement Logist.64 Improve Level Loading of Shipments from Singapore Receiving OTTR / Inv.65 Solenoid Cell Standard Work Solenoids OTTR66 Shipping Prioritization/OTTR Visability Logist.67 Heat Treat/ Grind Parts in Phoenix Mach Shop OTTR68 Long Term Receiving Storage Kaizen Receiving Inventory69 Pilot Pull Signal Builiding / POU Logist.

Status Area SQPKaizen

Kaizen Hopper


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There are many benefits. Here are a few:- Organizational Benefits:

Increased responsiveness to important business issues.Culture change occurs faster.

Enhanced organizational learning. Ability to achieve greater results sooner.

- Individual Benefits:Play a significant role in transforming the business.Improved visibility throughout the organization.Improved facilitation, speaking, coaching, and training skills.Develop key process improvement skills that can be transferred back to theindividuals job.

- Leader / Manager Benefits:Develop your key talent makes your team better.Develop key skills for solving critical problems in your organization.

Achieve more effective results on your problems.

Why a Lean Leader Program?


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How the Program Works

Candidateidentified

Conduct skillsassessment

Lean mentor /coach assigned

Develop trainingplan to address

skill s gaps

Begin learningprocess

1. Techn ical

2. Leadership & Change Management

Formal process for developing Lean Leaders.

Training plan designed to accommodate candidates needs.

Addresses personal and business needs. Deliberate, repeatable process yields a consistent outcome:

Strong Lean leadership within the organization.



Identifying Lean Leaders

Candidateidentified




skill s gaps


1. Techn ical


Identify potential Lean Leaders through two primary channels:- Top-Down Approach: Those currently in leadership positions (ie. Dept Managers,

Area Supervisors, Lead contributors, etc).

- Bottoms-Up Approach: Those with a passion and desire to learn about andimplement the Lean tools (ie. Engineers, Specialists, Cell Members, etc.). Clearly communicate the process, expectations, and outcomes of the

program to candidates. Obtain mutual agreement from all parties (Individual, Manager, CI/

Lean Team).



Assign a Mentor

Candidateidentified




skill s gaps


1. Techn ical


Once candidates have been identified and engaged in theprogram, an experienced Lean practitioner will be assigned tomentor and coach the future Lean Leader.

Both will work to develop a learning plan. Mentor will provide valuable coaching and advice on

techniques, tips, and procedures to enable the future LeanLeader to be successful.



Develop a Customized Learning Roadmap

Candidateidentified




skill s gaps


1. Techn ical


A skills assessment will be completed for each individual.- Provides a customized learning roadmap.

- Evaluates fundamental coaching, facilitating, and training skills.- Also evaluates technical competency. Mentor and individual together will develop a formal learning

plan to close any fundamental gaps and accelerate benefits to

the business.



Leadership & Change Management Skills

All Lean Leaders need a basic foundation ofleadership and change management skills:- Facilitation

- Coaching- Training

Skills learned through two methods:- Classroom learning: Provided through a Lean Development /

Learning Management System (LMS). (Bi-weekly sessions)

- Experiential learning: On the job training provided through actualexperience in kaizen events.

Develop fundamental business skills that will serveboth the individual and the organization well.



Technical Skills

Technical learning is accomplished through a crawl,walk, run methodology:- Crawl Phase: Participate on kaizen events; Receive instruction;

and Complete professional readings and other assignments.

- Walk Phase: Shadow mentor through execution of kaizen events;Begin leading portions of kaizen events; and Receive andincorporate developmental feedback, key tips, and techniques.

- Run Phase: Lead kaizen events; Identify and develop others inthe process; and Deliver results. Each Lean Leader will go through each phase and

be evaluated by their mentor for readiness. This process ensures capable and proficient Lean

Leaders are developed who provide results to thebusiness.



Technical Skills (continued)

Lean Leaders learn the technical skills through aprogression of the tools. Fundamental skills areaddressed and learned first and advanced skills later.

- This ensures two things: (1) Solid understanding of fundamentals onwhich to build upon; (2) Matches the deployment within the business.

- e x a m p

l e -



Technical Skills (continued)

Lean Leaders are evaluated on each of the tools. Asmastery is achieved, they move to the next tool, andthe next, and so forth.

- Completion of every tool is not a requirement of the program.- Suited to needs of business and individual desire.

Cycles of learning will vary based on the individual

and the difficulty of the tool. Measurement and progress tracked using evaluation

tools.

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1.1 G reen Dennis Former Coach FIN Jan 07 1 1 1 1 1 1 1 1 1 1 2 2 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1



Accelerates Lean implementation and change in theorganization.

Business wins through accelerated benefits.

Individual wins through growth and development.

Results:

- Sustained, accelerated results.- Development of future leaders.- Enhances culture of change.

- Drives problem solving and organizational learning withinbusiness.

Summary



Bekki Chris

Josh

Dave Rick

Jason

Robert Jeff

Val

Jack Laurel

Dave

Candidates ?

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Accelerating Change - Lean Leader Development

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