1. Developing and deploying lean leaders Mr David Anderson & Mr Stuart Willis BAM Nuttall

2. SWEET
Reward – Quality street sweet or sweet turnip?
Intro…

3. The risks we take…

4. What’s really changed?

5. Deploying Lean - What are the obstacles?
No conferring - please write down what you think the obstacles are.
As many obstacles as you like
- 1 per post it…

6. Group the obstacles that are alike together
Header A
Header B
Header C
Header D
Header E
Header F

7. Affinity grouping and Ishikawa…
Header A
Header B
Header C
Failure of
Lean
Deployment
Header D
Header E
Header F
Headers could be – ‘organisation’, ‘thinking’,
‘culture’, ‘planning’, ‘leadership’…

8. Discuss in group and list the qualities.
What makes a good leader?
1. What are the qualities of a good leader? 2. What do good leaders do?
Discuss in group and list the qualities.

9. What makes a good leader?
© Illumine
Have you chosen any that aren’t listed here?

10. Leadership lessons from Dancing Guy
By Derek Sivers
Sivers.org/ff

11. Styles of Leadership - Do you recognise these people… which style is right?
Tim Berners Lee

12. The Pioneer

13. The Driver

14. The Integrator

15. The Guardian

17. Leadership style and Lean
What leadership styles support Lean thinking
Pick your top 8 from the Deloitte model…
Hand out printouts of the previous slide and ask them to pick the top 8 traits for a Lean Leader then discuss – hopefully a mix from them all

18. Combine them all? Unique & Shared Traits Driver Guardian Pioneer
Integrator
Combine them all?

19. What’s the difference between
a traditional leader and a Lean leader?
Discuss in a group and list the qualities.

20. What’s the difference between
a traditional leader and a Lean leader?
Traditional Leadership behaviour
Lean Leadership behaviour
Focus on short term results ?
Focus on getting the product out (push)
Optimise individual process steps (increase speed)
Quick fix immediate problems
Can’t afford to stop the process
People viewed as cost
Leader is a boss
Views performance from the dashboard
Blames others for problems and bad performance
Plans quickly, acts slowly
Experts and specialists solve problems
Lets hear
Your
Answers…

21. What’s the difference between
a traditional leader and a Lean leader?
Traditional Leadership behaviour
Lean Leadership behaviour
Focus on short term results
Focus on long term results
Focus on getting the product out (push)
Focus on customer demand & smoothing production (Pull & flow)
Optimise individual process steps (increase speed)
Optimise overall process (reduce waste)
Quick fix immediate problems
Fix root cause of problems by analysis
Can’t afford to stop the process
Stop and fix the problem
People viewed as cost
People viewed as assets
Leader is a boss
Leader is a – Pioneer, Integrator, driver, guardian…?
Views performance from the dashboard
Views performance by going and seeing (Gemba)
Blames others for problems and bad performance
Asks 5 Why’s and looks to the process
Plans quickly, acts slowly
Plans slowly, acts quickly
Experts and specialists solve problems
Everybody solves problems

22. Focus is on satisfied customers, improved performance
and a sustainable future.
Lean leaders understand that waste elimination and enhancing value
for the customer and stakeholders are the basic objectives of Lean.

23. The power of collaborative working

25. How many did you get?

26. How many did your group get?

27. How many are there? Teacup Door Cake Fly Truck Mouse Car
Ice hockey player
Bike
Pen
Crane
Chocolate bunny
Clock
Laptop
Cash
Pink elephant
Phone
Teddy bear
Spoon
Poppy
Chair
Bell
Mountain
Rubber duck
25. Bam, LCI, Costain
logo’s…

28. BAM Nuttall Strategy Business structure aligned with customers
Value delivery at group, company and sector level
Leadership and capability built in
Leaders within wider industry and academia to promote Lean construction and support research in future Lean thinking
Deploy and capture benefits

29. Strategic leadership

30. Lean strategy team

31. Architecture of deployment

32. BAM Nuttall Lean strategy Team
Support Culture
Support Deployment
Management Board
Divisional directors
Operations managers
BAM Nuttall Lean strategy Team
Lean thinking in Role Profiles
External Consultants
Where value can be added
Business Process and Quality Department
Project Level
Business Lean Support Manager
Lean Leadership Workshops
Lean Coordinators
LC Training
Divisional Lean sponsor managers
Supply Chain integration at both Lean Leadership & Awareness Workshops
Awareness Workshops
Divisional Lean support coordinators
Central Knowledge Capture and Communication
Customers
Internal
Supply Chain

33. Capability

34. Building broad spectrum capability
Awareness workshops
over 620 people
Coordinator training (Lean Practitioners)
140 trained to date
Leadership workshops
Over 380 people
- Over 1100 BAM Nuttall staff…

35. Leadership within the industry
Get it Right Initiative
ConSIG defect avoidance
Supply chain engagement

36. Why this approach?

37. Senior Management
Middle Management
Delivery Teams

38. Leadership

39. BAM Nuttall Levels of leadership
Implementation leadership
Lean in action
New adopters
Lean in action
Support leadership
Support leadership
Implementation leadership
Non adopters
Implementation leadership
Directional leadership
Support leadership
Lean in action
Support leadership
Lean in action
Late adopters
Implementation leadership
Support leadership

40. Applying Lean thinking to leadership
single point leadership is a constraint - tackle it
do the GEMBA – get leaders at all levels to do this
use multiple pull – don’t just push from the top down
train people in the behaviours not just the tools
create leaders at all levels
align leaders to their customers value chain and the overall value chain
communicate, collaborate, work together
“And if at first you don’t succeed
try, try and try again”
Robert the Bruce

41. Developing and deploying lean leaders Mr David Anderson & Mr Stuart Willis BAM Nuttall THANK YOU