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12 Ways To Start Building a Continuous Improvement Culture

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March 2011 Webinar Slides from Jeff Hajek and Tim McMahon on Builiding a Lean Continuous Improvement Culture

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12 Ways To Start Building a Continuous Improvement Culture

  1. 1. 12 Ways to Start Building a Continuous Improvement Culture<br />Presented by<br />Jeff Hajek<br />Gotta Go Lean<br />Tim McMahon<br />A Lean Journey<br />Version 3/9/2011<br />
  2. 2. Introduction<br />
  3. 3. Many Small Wins, Rather than the Occasional Big Win<br />Regular uninterrupted activity is required of all people in the organization.<br />Small wins keep up the enthusiasm and reinforce habit.<br />Images courtesy of Wikimedia Commons <br />http://commons.wikimedia.org/wiki/File:Chocolate_cupcakes.jpg<br />http://commons.wikimedia.org/wiki/File:Tartachocolate.jpg<br />
  4. 4. Plan for 10% Improvement Time<br />Improvement doesn’t happen by accident.<br />Must have projects ready-many unplanned opportunities.<br />Improvement time is invested, not spent.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Stoppuhr.jpg<br />Poll<br />
  5. 5. Attitude Toward Failure<br />Everyone fails from time to time.<br />Do you punish or treat it as part of learning?<br />Failure can not be avoided. It is necessary learning that must occur.<br />Make Failure OK!<br />Additional Reading: Make Failure Acceptable<br />http://www.aleanjourney.com/2009/07/make-failure-acceptable.html <br />Image courtesy of Wikimedia Commons <br />http://commons.wikimedia.org/wiki/File:Tacoma-narrows-bridge-collapse.jpg<br />
  6. 6. Don’t Harvest (All of Your) Gains<br />Don’t eat your seed corn.<br />Put some gains in reserve to make future improvements.<br />10% of time should be spent on improvement efforts.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Barton_Stacey_-_Harvesting_-_geograph.org.uk_-_942829.jpg<br />
  7. 7. Emphasis on Team<br />In the US we love heroes.<br />Teams are greater than the sum of the individual parts.<br />Teams need to be mentored and developed.<br />Additional Reading: Not All Groups are Teams<br />http://www.aleanjourney.com/2009/06/not-all-groups-are-teams.html <br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Chicago_Cubs_team_picture,_1906.jpg<br />
  8. 8. Standardize Your Systems<br />Create a foundation for success.<br />5S<br />Process documentation<br />Operations reviews<br />Daily management<br />Stand-up meetings<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Pouring,_Take_Two.jpg<br />
  9. 9. Measure Performance<br />It is true you get what you measure.<br />Performance measures need to be aligned with what you want to achieve.<br />Drive good behaviors.<br />Think long term.<br />Image courtesy of Wikimedia Commons <br />http://commons.wikimedia.org/wiki/File:Fotothek_df_n-18_0000164_Mikrometerschraube.jpg<br />Poll<br />
  10. 10. Reward Success<br />Teams should know they are appreciated.<br />Financial: bonuses, raises, promotions, commissions<br />Non-financial: parking spaces, days off, free lunch<br />Recognition<br />Must be linked to actions to get better. (No magical improvements.)<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:The_Presidents_Cup_golf_trophy.jpg<br />
  11. 11. Go to the Gemba<br />Go see for yourself at the place where the work is done.<br />Going to the Gemba gets the entire team involved in identifying and solving problems.<br />It is grounded in fact finding using actual conditions from the actual workers who perform the work.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Hyundai_car_assembly_line.jpg<br />Article: The Importance of Going to the Gemba<br />http://www.aleanjourney.com/2009/09/importance-of-going-to-gemba.html <br />
  12. 12. Don’t Make All the Gains for the Company<br />Splitting the pie…<br />Shareholders<br />Execs/managers<br />Vendors<br />Employees<br />Customers<br />Governments<br />Partners<br />Who decides what is fair?<br />Best bet: grow the pie!<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Tarte_au_fromage_blanc.png<br />
  13. 13. Develop People<br />Encourage and foster learning and teaching at all levels.<br />Build knowledge in problem solving thinking and countermeasures.<br />Encourage continuous improvement.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:Human_evolution.svg<br />
  14. 14. Commit to the Long Haul<br />Focus on education.<br />Mistakes are OK during learning process.<br />Small changes every day.<br />Everyone participates.<br />You are never done.<br />Image courtesy of Wikimedia Commons http://commons.wikimedia.org/wiki/File:The_Long_Road_Ahead.jpg<br />
  15. 15. Conclusion<br />Many Small Wins, Rather than the Occasional Big Win<br />Plan for 10% Improvement Time<br />Attitude Toward Failure<br />Don’t Harvest (All of Your) Gains<br />Emphasis on Team<br />Standardize Your Systems<br />Measure Performance<br />Reward Success<br />Go to the Gemba<br />Don’t Make All of the Gains for the Company<br />Develop People<br />Commit to the Long Haul<br />
  16. 16. Follow-up Information<br />http://www.ALeanJourney.com<br />Creating a Lean Culture<br />The Tipping Point of Lean Culture<br />Sustainability: Ten Factors for Making Culture Change Stick<br /><ul><li>http://www.GottaGoLean.com
  17. 17. Lean Training System
  18. 18. http://www.Velaction.com
  19. 19. PowerPoint from $8.99
  20. 20. DVDs from $24.99
  21. 21. Exercises, student guides, Lego training, tutorials and more</li></li></ul><li>Questions<br />Jeff Hajek<br />Info@Velaction.com<br />www.GottaGoLean.com<br />1.800.670.5805<br />Tim McMahon <br />http://linkedin.com/in/timothyfmcmahon<br />860-469-LEAN (5326)<br />
  22. 22. Copyright Terms<br />You may modify this presentation for use within your own organization.<br />You may distribute this presentation within your own organization.<br />You may not distribute this presentation, its derivative works, or images contained within it outside of your own organization.<br />

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