Find out the culture in your business
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Transcript of Find out the culture in your business
Performance through Engagement
Welcome
“You can do anything if you put your mind to it!”
Most people will have used some very important lean
tools to create a change in their business.
They will have no doubt also found a lack of success
with trying to sustain this improvement.
The truth is any lean tools need a support structure to
achieve the success they can bring.
This support structure lies in the belief and ability
of your people.
between ordinary change and a Successful one
What’s the difference
Getting someone to become confident! This will only be
through a Learn by Doing approach.
This is where they will gain an experience, an
education! They will get the chance to learn for
themselves, and discover their own pitfalls.
And then together you can clarify and identify the right
way and better way for that individual.
A common failure with a continuous improvement
approach will be one that is inflexible to change.
But what do they gain an education in – Cultural
Change!
Can I improve their ability and belief
How
Because we’ve learnt the hard way…
We have spent many years researching and applying
different ways of working to identify how it can work for
everyone who isn’t the likes of Toyota.
Your approach to Continuous Improvement can be
just as good, if not better; if we build it together!
Should you listen?
Why
Continuous Improvement has been based on many things over
history and of course common sense.
There are elements that data back to the 1500s, when King
Henry III of France watches the Venice Arsenal build complete
galley ships in less than an hour using continuous flow
processes.
And of course lean manufacturing, which we commonly know as
being brought to the forefront by Toyota.
We are certainly not to forget the likes of the Ford Production
System also, that made strides with mass production.
But what do we take from this. Many people will have tried to
copy any of those who have done well. The likes of Honda and
Toyota were and still are copied heavily.
Continuous Improvement
Foreword
A reoccurring issue in plants is the “why doesn’t it work for us
when it does for Toyota?”
What you will find in this presentation is a result of studying for
many years the “how do you make work if your not Toyota etc”
One of the fundamental items you will discover is that you
have to have a bespoke system, that is designed around you
and not copied from someone else, a simply conclusion you
may say? Based on data of failures obviously not.
Herein you will find the brief identification of what you will
need to make Continuous Improvement successful in your
business.
The most fundamental reason for failure is because people
and businesses have wanted Continuous improvement or
Lean, and that’s it.
This often means as a result you have people and teams
and businesses implementing lean tools and techniques.
Which of course they have success with, and create change.
But they soon find them short-lived, they are never
sustainable. And as a result find themselves creating many
different ways of checking and enforcing what has already
been implemented.
Which often in itself drives people to being told what to do.
Which in turn diminishes cultural growth.
Essential
Culture
If you want to take it seriously you need to from the start,
aim to change your culture, that is more important than
continuous improvement alone. You could change your
culture and that only, and it be one that just focusses on one
objective, as an example say that of a greeting culture, and
all people do is greet everyone, hello etc.
The change you will get will become a more sustainable one
than if you were to just implement lean tools.
But of course for maximum benefits, ultimate customer
focus and operational excellence you must aim to
achieve a Culture of Continuous Improvement.
Once your vision, your aim and objectives are aligned to
achieving a Culture of Continuous Improvement (CIC), the
equation for achieving this is quite simple, it is the summation of
these two areas, Lean Fundamentals (LF) and Cultural Enablers
(CE).
LF + CE = CIC
You will in other material find the breakdown of Lean
Fundamentals; the most beneficial lean tools and techniques,
and the Cultural Enablers which have been designed to be a
result from using People Power; an education programme to
dramatically change the leaders, the people within your
organisation, so they can provide a cultural state for continuous
improvement sustainment.
Culture
Continuous Improvement
These two areas combined will provide a change in culture
to one that is continuously improving for great results.
We of course all have a culture in our business now, and we
want to mould that into one that aligns itself with your vision
for continuous improvement.
To identify whether you are achieving your vision the 6 Lean
Fundamentals and the 6 People Power elements have been
amalgamated into a matrix to identify how peoples
behaviour's have changed. The model is a 10 x 6 analysis of
the employees within your business.
10 categories and 6 Behavioural Competencies.
Find more herein.
Behavioural Competencies
Vision Lead from the Front Communication Inspire Worldwide
Solutions
Empowerement Operational Performance
Appraisal and Autonomy
Best PracticeCustomer
Focus
The 10 categories shown to the right are a
combination of the sub headed.
They are the educational areas on changing
people and changing processes.
The directional improvement in people and
all processes biased towards continuous
improvement methodology develops your
culture.
Lean Fundamentals and People Powers
Categories
Vision
Long term thinking
Lead from the Front
Leading and Managing people
Communication
Engagement and Awareness
Inspire
Stimulated Change
Worldwide Solutions
Problem Solving
Empowerment
Team working
Operational Performance
Equipment and workplace
effectiveness
Appraisal and Autonomy
People Development
Best Practice
Results drive and momentum
Customer Focus
Operational Excellence
Your people are then aiming to focus on these behavioural
competencies for each of the categories.
Each behavioural step upwards develops your business, and
advances towards achieving a culture change of continuous
improvement, this change is driven through the 6 factors
competencies.
The desired culture of continuous improvement is obviously
one where your chosen approach in all categories is one
that is Habitual.
Steps
Behavioural Change Behavioural Competencies
There is scoring criteria for each Category within each
Behavioural Competency, from Embryonic up to Habitual. In
total a scoring system comprised of 60 elements.
It can be identified how behaviour is changing and thus
how your culture change is developing.
How well are you achieving your vision?
Assessment
Each category and behaviour has scoring criteria for
observation, assessment and direction.
You will see below the example developed so far for Lead
from the Front.
How well are you achieving your vision?
Assessment
1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - HabitualLead from the Front (PP)
Team member, who may have supervisory responsibility
Monitoring performance against objectives
Acts as role model to team. Shapes team for optimum cultural effectiveness.
Leads a coaching and mentoring Continuous Improvement Culture.
Focuses organisation to support the Continuous Improvement Culture strategy of Every person, every process, everyday - improving.
Example of 10 x 6 matrix1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual
Customer Focus (Output PP & PFG)10
X X X X X X
Best Practise (Audit PFG)Delivering results/commitment to achieve9
X X X X X X
Appraisal + Autonomy (PP)Developing oneself and others8
X X X X X X
Operational Performance (OEE, SIR PFG) Equipment Effectiveness and Workplace Standard
X X X X X X
Empowerment (PP)Team working6
X X X X X X
Worldwide Solutions (PFG) Problem Solving5
X X X X X X
I nspire (PP)Continuous improvement and leading change. 4
X X X X X X
Communicate (PP) and (Comm Centre PFG)Engagement + Awareness3
X X X X X X
Vision (VSM PFG)Strategic thinking/depth and breadth of thinking2
X X X X X X
Lead from the Front (PP)Managing people1
X X X X X X
CONTINUOUS IMPROVEMENT CULTURE - BEHAVIOURAL COMPETENCY MATRIX
Cultural C
hange
Example Score Chart
ReportingCompetency Score
Training Score (0-4) 1 - Embryonic 2 - I nfancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual Total Score
Customer Focus (Output PP & PFG) 0 6 8.5
Best Practise (Audit PFG)Delivering
1 5 7
Appraisal + Autonomy (PP)Developing oneself and
2 4 5.5
Operational Performance (OEE, SIR PFG)
3 3 4
EmpowermentTeam working 4 1 0.5
Worldwide Solutions (PFG) Problem Solving
0 1 2.5
I nspire (PP)Continuous improvement and leading change.
1 3 5
Communicate (PP) and (Comm Centre PFG)Engagement + Awareness
2 4 5.5
Vision (VSM PFG)Strategic thinking/depth and breadth of thinking
3 5 6
Lead from the Front (PP)Managing people
4 6 6.5
Overall Score 30
16
Each individual can be scored based on their achievements to each of the statements.
The scoring also takes into consideration their current training. As a consequence of a trained person scoring lower than expected the scoring will highlight this with an extrapolated score vs. those who score higher with less training.
Briefly a person with less training will score higher if they achieve the same behavioural competency as someone who is trained more.
Progress
Reporting
Change, or Cultural Change
The choice is yours
http://www.performancethroughengagement.com/
Join the adventure