A Model for Lean Leadership Rob Walley Partner Bourton Group

Backwards Brainstorm What could we do to ensure people are NOT engaged in a Lean Environment? Pop your ideas onto individual sticky notes When you’ve got your ideas down, they will be collected from round the group and collated onto the flip chart

What is engagement? The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplishing tasks that are important to the achievement of organisational goals.

Benefits of increased engagement Profit Customer satisfaction Productivity Innovation Retention Well being Health and safety

Engagement is key to Lean success

Lean Leadership Attributes Set a lean vision, this applies from Managing Director to work group foremen   Commit to an on-going self-education in Lean, through lean training, reading and deployment Educate and mentor others in terms of Lean deployment and waste removal Drive a continuous improvement culture and behaviours Expect to see team(s) performance represented visually Identify and remove waste by visiting the place of action and undertaking waste walks Develop and maintain standards in the working environment and in working procedures and practices Ensure all improvement activities are documented and best practice is shared

Lean Leaders should develop and ensure What is important? How it will be deployed? Will we stick to it? Are we proud of what we do? FOCUS STRUCTURE DISCIPLINE OWNERSHIP Lean Leaders need to set clear priorities and make sure that their teams know what is important. People are heavily influenced by the priorities set by their boss! Lean Leaders need ensure the right structures, mechanisms, methods, tools and techniques are available for teams to deliver against the priorities they have set. Lean Leaders need to set clear standards and lead by example. They need to ensure that their teams are sticking to good behaviours and are discouraged from poor ones Lean Leaders need encourage pride and ownership of the teams work by the team and its members. Leaders need to devolve accountability where they can.

Focus: organisation needs Translating the needs of the organisation into something meaningful that individuals can relate to and contribute towards

Focus: customer needs CTQ Measure 1 Time CTQ Measure 2 Translating the needs of the customer into measures that individuals can influence and see the outcome. CTQ Measure 3 Expressed need Quality CTQ Measure 4 CTQ Measure 5 Cost CTQ Measure 6

Structure: deployment methodology Engagement opportunity Process Redesign driven by centrally led and resourced project team over a longer time scale Project / programme management experts Focused participation of process stakeholders, customers and suppliers Lean Sigma DMAICT specialists Lean Rapid Improvement Events focused on resolving cross team issues Lean practitioners /facilitators Locally generated operational performance improvements led by team leaders Daily Work Group meetings Primary Visual Display 3Cs problem solving 5S workplace improvements few Radical Process/ Organisation Redesign Project-based step improvement engagement opportunity Continual incremental improvements many

Structure: tools and techniques Shared toolkit used by all across the organisation in the conduct of everyday business.

Discipline – leadership behaviours

Discipline – team behaviours

Ref: Tannenbaum & Schmidt “Leadership Continuum” Ownership – Generating Engagement Ref: Tannenbaum & Schmidt “Leadership Continuum” To be fully engaged, your teams need you to share: Authority to make changes - within agreed boundaries Information they can use - understanding the business issues Resources to adopt Lean - time, tools/techniques, help

Ref: Blake Mouton Managerial Grid Ownership – sustaining engagement CHALLENGE CLUB HIGH PERFORMANCE APATHY STRESS high low SUPPORT Ref: Blake Mouton Managerial Grid

The absence of these leads to Waste What is important? How it will be deployed? Will we stick to it? Are we proud of what we do? FOCUS STRUCTURE DISCIPLINE OWNERSHIP Without a clear direction and set priorities there will be wasted effort, energy and misaligned activity. Without the right structures, mechanisms, methods, tools and techniques there will be inconsistency, duplication and omission. Without clear standards being set and consistently managed systems and procedures, poor practices will thrive and there will be variation and conflict. If responsibility, authority and accountability are withheld from the team, negative behaviors will be reinforced leading to poor performance.

Discussion and conclusions