Lean Learning: Iowa Lean Consortium Presentation
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Transcript of Lean Learning: Iowa Lean Consortium Presentation
John Shook Lean Enterprise Institute
October 1, 2012
Learning Lean Collaboratively
First, What is Lean Thinking & Practice?
Systemically develop people and continuously improve processes to provide value and prosperity
while consuming the fewest possible resources
Second, Why Learn Lean Collaboratively?• Lean = learning• Successful change requires dispersing learning
through an organization quickly and effectively • Learning collaboratively is a way to scale learning –
in an organization and beyond• So, let’s borrow the learning curve of Lean thinkers
who are succeeding through collaborative learning groups
Third, What is Collaborative Learning?
Two or more individuals – learning partners – intent on learning something together
Collaboration is more than Collaboration is more than sharing physical spacesharing physical space
Learning Collaboratively is more than learning while occupying shared space
Learning collaboratively means more than learning while occupying shared space
Learning collaboratively means more than learning while occupying shared space
Fourth, What is Collaborative Lean Learning
Learning partners actively endeavor to learn together through shared experience...
t
P-D-S-A
LEARNING CYCLES
Collaborative Lean Learning
Knowledge is not only shared but created within a group where members actively endeavor to learn lean together through shared experience.
t
Collaborative Lean Learning
Individuals working together…– capitalizing on one another’s knowledge and
skill, • both technically and socially, •recognizing that learning is not just an individual but also a social act,• to solve a problem, complete a task, or create a product, or answer a question.
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge,
challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners:“What problem are we trying to solve?”
Elements of successful Collaborative Lean Learning
Back to Lean Thinking and Practice: Every Organization Must Address…
• Purpose – Provide value to customers (cost-effectively to thrive).
• Process – Through value streams that are designed, operated, and improved.
• People – By engaging and respecting employees and other stakeholders.
Aligning purpose, process, and people is the central task of management.
13
Lean Transformation
14
Social and Technical
Lean Transformations:People and Process
Social
Lean Transformations:People and Process
Technical
People & Process – aligned by management to achieve purpose
17
Where Do You Start – Either? Both at once?
Change Culture First
Change System First
Lean Transformation
•Know your demand•Know your true capability (capacity)•Create flexibility to get them to match
Capability
MURA (Instability)
Management
TIME
MUDA (Excess)
DemandMURI (Overburden)
19
The Challenge of Any Organization
20
Total System Efficiency and Effectiveness
21
Lean Thinking & Practice:Problems, Challenges, Opportunities
MUDA (Excess)
Demand MURI (Overburden)
In the face of a reality that’s like this:
Challenge to make steady progress:
It’s easier to act your way to a new way of
thinking than to think your way to a new way of
acting.
It’s easier to act your way to a new way of
thinking than to think your way to a new way of
acting.
Lean Transformation
Lean LeadersDevelop people THROUGH getting the work done…
23
People & Process: People learning process – process developing people
Typical thinking observes that people develop processes. True
Also true is that processes develop people.
People enter situations (a company) and learn the processes. Before they develop processes, they learn processes. That learning process develops them.
People are a product of the processes that they work.Those processes, in turn, have people dimensions that entail individual and collaborative learning.
Lean Capability Development
“It’s easier to act your way to a new way of thinking than to think your way to a new way of acting.”
“It’s easier to act your way to a new way of thinking than to think your way to a new way of acting.”
Therefore:Build processes that develop people as they do their work.Manage and lead accordingly.
Therefore:Build processes that develop people as they do their work.Manage and lead accordingly.
Lean Enterprise – the ultimate “social-technical system”
• The process of doing the work is integrated with the process of improving the work
• And…
26
Lean Enterprise – the ultimate “social-technical system”
• The process of doing the work is integrated with the process of improving the work, and
• The operating processes ARE people development processes!
27
A3
Andon
STANDARDCURRENT
CONDITION
Lean managers establish systems to engage everyone to work together in identifying, signaling, and responding to problems.
Achieving Purpose, Solving Problems and Developing Capability --
Collaboratively
Achieving Purpose, Solving Problems and Developing Capability --
Collaboratively
“Stop the Line”•Design a repeatable routine – provide training
–Make success understandable and do-able
•Make it easy to see problems–Anything that interrupts the routine
•Make it clear what to do for problems–Contain and notify (“neither accept nor pass on…”)
•Make it clear what will happen after notification–Help will come within the cycle of work
•Ensure problem-solving and learning –Through structured routines for problem-solving and rapid cycles of learning
john shook31
john shook32
“Do not interrupt while I am running this play.”•This enables me to perform with less chance of error,•We can identify normal from abnormal and solve problems,•We can learn – together – intentionally.
CURRENT CONDITION
GtS
Gap/
Problem/
OpportunityTools
LEARN TO SEE NEXT TARGETED CONDITION
TARGETED CONDITION
Tools
Tools
GtS
GtS
Capability Development Through Collaborative Problem Solving
No Problem is a Problem!
Collaborative Learning
…members actively endeavor to learn together through shared experience.
t
DO – LEARN – IMPROVE
TRY – FAIL – LEARN
P-D-S-A
LAMDAA3 KATA
LEARNING CYCLES: SPIN THEM FAST SPIN THEM WILLFULLY
OODA
What pitfalls to avoid when you do.
After all, every yin has its yang.
When (and why) not to pursue Collaborative Learning or…
• Groupthink
– Everyone follows an attractive thread
– Design by committee• For example “limiting statements” (S Bahri)
– “Democracy” to the point of lack of leadership
Collaborative Learner Beware…
• Groupthink
– Everyone follows an attractive thread
– Design by committee
– “Democracy” to the point of lack of leadership
• Brainstorming as a group becomes too easy; no individual steps up to:– take ownership– go through the intense pain of truly thinking
something through deeply
Collaborative Learner Beware…
• Groupthink– Everyone follows an attractive thread– Design by committee– “Democracy” to the point of lack of leadership
• Brainstorming as a group becomes too easy; no individual steps up to:– take ownership– go through the intense pain of truly thinking something through deeply
• “Collaboration Fatigue” – Dr. Gigi Hirsch of MIT– Beware the trade-off between inclusiveness
versus effectiveness and efficiency
Collaborative Learner Beware…
Collaborative Learning and Successful Lean Transformation
• We are all teachers. We are all teaching all the time.
• We can teach more effectively, or less effectively. Whether our teaching is more or less effective depends on two things: intention and skill.
• Skill can be acquired, if we simply have the intention.
• Thus, effective “teaching”, effective “learning”, effective “leadership” is, more than anything else, a matter of choice.
How to transform to a lean operating and management system?
Three things:
1.Intent: manifested in a willful decision
2.Process: a means by which the decision can be actualized
3.Practice, practice, practice…– Right practice
– Perhaps with a coach!
john shook41
Practice, practice, practice…But, right practice,
john shook42
Practice, practice, practice…But, right practice, perhaps with a coach
Coaching?
Coaching?
One-on-One Collaborative Learning
ManagerTeam
Member
Manager interacts with TeamMember with Respect:
1)Respects their intellect by providing challenging assignments2) Engages with Team Members to understand their struggles 2) Supports Team Members to over come those struggles3)Ongoing, sustained process to develop capability
Team Member takes responsibility for own Development:1)Team Member defines own career objectives1)Team Member proactively engages organization and management with new ideas2)Team Member takes own initiative3)Ongoing, sustained process to develop capability
Collaborative learning is effective when both mentor and mentee share nearly equal responsibility
Collaborative Lean Learning Example: Toyota Supplier Learning Associations
Collaborative Lean Learning Example:Toyota’s TSSC
TSSC, the Toyota Production System Support Center, mission: Help North American companies to learn the Toyota Production System.
•Over 20 years, TSSC has collaborated with more than 150 organizations to learn TPS.•Organizations demonstrate dramatic improvements in Productivity, Quality, and Lead Time.•Through collaboration and learning with organizations in many sectors, Toyota benefits by bringing this learning back into its own organization.
Collaborative Lean Learning
PDCA Standardized Work for Collaboration (from BAMA Example)
Participant Participant Participant
Try
Learn
Collaborative activityat one location
Each participant takes home
Host
Who is the coach?Who is the architect?What is the process (the Standard Work)?
Focus: xxTarget: xx
Intent is to support deep thinking Self-Learning Individual, intentional PDCA Learning CyclesSupported by skillful coaching
How do I improve this situation?
A D
P
C
Try
Reflect
Struggle to do-Why?!
What is mytarget condition?
Group Learning, Individual learning…
• Early childhood education is largely collaborative as teachers take young students through group discovery learning activities.
• By high school, the learning has become individual-based.
Everything I Know About Lean I learned in First Grade – by Robert Martichenko
IBM Collaborates with State to Bring PDCA to Vermont 1-8 Schools
What will you do?
Find someone to learn with:
…NOW Assignment
What will you do?
Assignment – One Minute
One thing you will do this week about the one thing you wish to change
“One idea, one person, every day”
Dr. Sami Bahri
Follow the Learner: Dr. Sami Bahri
“Learn at least one “green” thing every day”- YellowYellow is theory- RedRed is to avoid- GreenGreen is to do
What will you do?
Assignment – One Minute
One thing you will do this week about the one thing you wish to changeOne more minute: share that with the learning partner sitting beside you and discuss how your partner can help you with that problem
The following slides contain supplemental Information about the Lean Enterprise
Institute and its mission, basic approach, and major activities.
Lean Enterprise Institute
• Founded in 1997 by Dr. James Womack, principle scientist of the MIT research that resulted in “The Machine That Changed the World”
• Non-profit education and research institute• Based in Cambridge MA, with 17 global
affiliates• Over 230,000 members from all industries• Mission: Advance Lean Thinking and Practice in
all things, everywhere
Lean Enterprise Institute
Industry Networking
Education: public and in-house workshops
Digital books, courses, social
networking
www.lean.org community with
over 200,000 members
Publications
Coaching
Since its founding in 1997, LEI has …
•Changed the language of management •Registered over 230,000 Lean Thinking Practitioners and Leaders to its online Lean Community.•Sent over 100 e-letters to over 150,000 subscribers•Trained almost 20,000 people at public workshops•Moderated eight online Forums with nearly 17,000 subscribers.•Delivered onsite training to over 2,000 people at over 100 companies.•Partnered with companies committed to implementing and spreading the methodology for creating a lean enterprise through experiments and shared learning.•Collaborated with over 50 independent faculty members.•Developed over 40 workshops for executives, managers, and technical professionals at every experience level in manufacturing, service, healthcare, and administrative value streams. •Produced 20 webinars on a wide range of lean management topics.•Produced 20 publications and sold over 600,000 books, workbooks, and training aids. •Hosted eight major Summit conferences with more than 7,000 attendees. •Created a web site with thousands of pages of resources•Founded the Lean Educators Academic Network.•Founded the Healthcare Value Leaders Network, including the first Healthcare Transformation Summit.•Formed the Lean Global Network, a network of 17 not-for-profit institutes on six continents. And supported over 40 world-wide events since LGN was officially formed in 2007.
Lean Production, Lean Thinking, Lean Practice, Lean Learning
Co-Learning Hands-on Collaboration
Lean Community
Management Systems
Operating Systems
Publishbooks, web,
apps
DevelopEducationprograms
Share learning withcommunity
Lean Enterprise Institute
Individuals, Organizations
Individuals,Organizations
LEI
Lean ThinkingEverywhere
LEI establishes a limited number of collaborative learning partnerships with organizations committed to lean transformation.
Lean Transformation Model Lean Transformation Model
PROCESSPROCESSIMPROVEMENTIMPROVEMENT
Continuous, Continuous, real, practical real, practical
changes to changes to improve the way improve the way the work is donethe work is done
CAPABILITY CAPABILITY DEVELOPMENTDEVELOPMENT
Sustainable Sustainable improvement improvement
capabilitycapabilityin all people in all people at all levelsat all levels
SITUATIONAL APPROACHSITUATIONAL APPROACH- Value-Driven Purpose - - Value-Driven Purpose -
““WHAT PROBLEM ARE WE TRYING TO SOLVE?”WHAT PROBLEM ARE WE TRYING TO SOLVE?”
Lean Thinking and PracticeLean Thinking and Practice
Clear Roles and Clear Roles and ResponsibilitiesResponsibilities
LEADERSHIPLEADERSHIPMANAGEMENTMANAGEMENT
LEI High-Level Transformation Model• Basic Approach in all cases: PDCA – The art and craft of science
• Specific Approach in each case: Situational, determined by asking
– “What problem are we trying to solve?” What business need?
– “Where can we run initial trials?” - even when going big
• TWO Pillars: Process Improvement and Capability Development
– Process Improvement Change
• Start with the work – find problems, gaps, obstacles
– Individual level, system level
– Capability Development
• Problem-solving, improvement capability
• At all levels
• Ownership clarity: Clear Roles and Responsibilities
– Internal: executive sponsor, improvement leader, team members
– External: project coach, mentor, architect
Transformation Model Questions
1. What problem are we trying to solve? What is the purpose of this transformation?– At both macro and micro levels
2. What specific process improvements are being implemented? How is the actual work being improved?
3. What capability enhancements are required and being achieved?
4. What role is leadership taking? Is ownership clear?
5. What basic philosophy or thinking underlies this transformation?
External Support for Lean Transformations
• “The value of external support of any Lean Transformation is determined by happens after the support ends” – Dan Jones So: Define what should ideally happen when support
ceases. Then: Determine what needs to happen for that to
happen?• LEI engagement with any organization is defined by the answer
to those questions. Define (together with the organization) the ideal and target
conditions Then provide support:
As little as possible As much as necessary
FOCUS
Sr.Mgmt.
FrontLines
MiddleMgmt.
System KaizenSystem KaizenEliminate Eliminate Muri and MuraMuri and Mura
Point KaizenPoint KaizenEliminate MudaEliminate Muda
67
Different Responsibilities at Different Levels
VALUE-CREATING FRONT LINES
SENIORMANAGEMENT
MIDDLEMANAGEMENT
MUST PROVIDE VISION AND MOTIVATION
MUST “DO”
MUST LEAD THE ACTUAL OPERATIONAL CHANGE
Likes the involvement
Likes the results
Often left battered and confused…
Role Impact
68
Lean Transformation: Impact and Roles of Different Organizational Levels
The right focus and process at the right level
VALUE-CREATING FRONT LINES
SENIORMANAGEMENT
MIDDLEMANAGEMENT
MUST PROVIDE VISION AND INCENTIVE
MUST “DO”
MUST LEAD THE ACTUAL OPERATIONAL CHANGE
Likes the involvement
Likes the results
Needs the right tools and skills to be successful
Role Impact
Problem:MUDA
Problem:MURA & MURI
Problem:MURI & MURA
69
Muri: overburdenMura: variationMuda: waste
The right focus and process at the right level
VALUE-CREATING FRONT LINES
SENIORMANAGEMENT
MIDDLEMANAGEMENT
MUST PROVIDE VISION AND INCENTIVE
MUST “DO”
MUST LEAD THE ACTUAL OPERATIONAL CHANGE
Likes the involvement
Likes the results
Needs the right tools and skills to be successful
Role Impact
Problem:MUDA
PDCA process:Hoshin Kanri
PDCA processVSM and A3
PDCA process:Standardized Work
Problem:MURA & MURI
Problem:MURI & MURA
70
Muri: overburdenMura: variationMuda: waste
Purpose(Why)
People(How)
Process(What)
•Horizontal flow of value at the pull of the customer•Workplace Management through Standardization & Visualization•Relentless elimination of waste, overburden and unevenness•Lean Tools and Practices
• Make People Before Making Products
• Engaged and Involved• Challenging & Coaching• Teamwork
Mission/ValuesVision/True North
Line of SightStrategy Development and Deployment
Lean Enterprise
Capability to ID &
SolveProblems
PDCA Thinking
Plan-Do-Check-Act Improvement Cycle
Plan-Do-Check-Act Learning Cycle
Study
Adapt
Fast Cycles
LEI has sponsored the founding of three organizations to promote lean thinking
through a collaborative process
•Lean Global Network to advance the application of lean thinking in every endeavor, everywhere•Lean Education Academic Network - LEAN - to advance lean thinking in education•Healthcare Value Network to advance lean thinking in healthcare
The Lean Global Network
LGN is a network of non-profit, mission-driven institutes taking responsibility for bringing lean thinking and
practices to their countries and the world
We believe lean thinking and practice can:– Improve the performance of organisations and raise living
standards– Meet growing aspirations while minimising resource use and
environmental impact– Provide more fulfilling work and continuing development for
everyone– Enable consumers to create more value in their increasingly
busy lives
Lean Global Network
Lean Global Network
LGN – A Global Network of Lean Enterprise Institutes
Global Collaboration
John Shook
• Currently leader of the Lean Enterprise Institute• Eleven years with Toyota in Japan and the USA
• Production and management system transfer• Engineering and PD system transfer• Toyota Production System dissemination
• U of Michigan – seven years Director of “Japan Technology Management Program”; created and taught Industrial Engineering “lean” course
• Consultant for 15 years