Zombieization: The Archenemy of Lean Thinking
Robert Brown, PhD Author of The People Side of Lean Thinking
and To Touch and Be Touched
Lean Thinking-Womack and Jones
• Value • Value Stream • Flow • Pull • Perfection
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Lean Thinking’s Ultimate Goal
Every employee continually increases
customer value
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ZOMBIES
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• Dead inside • No value
creation • Hurt people • CANNOT
reproduce
ZOMBIES
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• Semi-dead inside
• No value creation
• Hurt people • CAN reproduce
Why Are We Concerned About Zombies?
• 30 percent success rate for change • 73 percent of employees are NOT
emotionally engaged in their work • Lean requires an investment by
employees
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Zombieization
A work environment that fosters the employee attitude:
Why should I care?
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Hired
How Does This Happen?
Suppressed Ignored
How Big is the Problem?
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What Must We Do Against the Zombies??
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Make zombies human again; and enable people
to be the best they can be.
Cause and Effect
People at their best, can create the best processes. T F
Processes at their best can
develop the best people. T F
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Therefore, priorities should be…
Develop people first
Improve processes second
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We Are Not Talking About
Two Pillars of Lean Continuous Improvement Respect for People
People Interactions
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We Are Talking About
Lean Thinking With the Organ That Thinks™
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Expanding Lean Thinking
People interactions can be processes
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Chihiro Nakao
“Every process should have a tool”
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Mistake-Proofing Processes (People)
• Poka-yoke • Standard Work • Self-Check • Successive-Check
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Important Digression
• As children we are rule followers
• As adults we should become independent rule makers
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People Interactions Are Complex
Control vs. Enhance
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Organization Dynamics
Customer
Organization
Employee
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Anti Zombieization Environment Employees support Customers: S I R Service (and/or product)
Information Respect
4Cs Connect Human-to-Human Collaborate Contribute Confirm
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Anti Zombieization Environment
Customers support the Organization
Payments, Loyalty, Promotion
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Anti Zombieization Environment
Organization supports the Employees (People Interactions)
The Lean Thinking Seven People Assets™
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Eliminate the Seven Wastes
T I
M W O O D
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Transportation Inventory Movement Waiting Over-production Over-Processing Defects
Enhance the Seven People Assets
T L C P E R K
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Teamwork Leadership Communication Problem-Solving Engagement Rewards Knowledge
Teamwork
Four-Part Teaming model™
• Compelling Task • Sense of Membership • Influence on the Team • Personal Reward
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Leadership
Create a compelling vision
“Beat Coke!”
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Communication
• Feedback loops • Medium is the message • Meetings should change
behavior
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Problem-Solving
• Identify the Issue • Define the Goal • List Hurdles • List Possible Solutions • Choose Best Solution
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Harnessing the Speed of Thought®
Emotional Engagement
Personal Mission Statement At end of day customer says: “Thank you, Bob.”
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Rewards
Meaningful, frequent and team based, mostly via team input
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Knowledge
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Question
How often should you measure process improvement compared to
people development?
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Distilled Non-Zombieization
Seek Perfect Handoffs
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www.collwisdom.com
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Thank you, and have a wonderful conference