Enviar búsqueda
Cargar
Who is the Lean Staff's Customer?
•
12 recomendaciones
•
16,026 vistas
Mike Rother
Seguir
Empresariales
Tecnología
Denunciar
Compartir
Denunciar
Compartir
1 de 23
Descargar ahora
Descargar para leer sin conexión
Recomendados
The Evolution of Lean
The Evolution of Lean
Mike Rother
What is 'Lean' About?
What is 'Lean' About?
Mike Rother
Toyota Kata
Toyota Kata
Mike Rother
The Wrong Kata
The Wrong Kata
Mike Rother
The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous Improvement
Mike Rother
How Kata Fits In
How Kata Fits In
Mike Rother
Definition of "Lean" - Part 2
Definition of "Lean" - Part 2
Mike Rother
Kata Creates Culture
Kata Creates Culture
Mike Rother
Recomendados
The Evolution of Lean
The Evolution of Lean
Mike Rother
What is 'Lean' About?
What is 'Lean' About?
Mike Rother
Toyota Kata
Toyota Kata
Mike Rother
The Wrong Kata
The Wrong Kata
Mike Rother
The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous Improvement
Mike Rother
How Kata Fits In
How Kata Fits In
Mike Rother
Definition of "Lean" - Part 2
Definition of "Lean" - Part 2
Mike Rother
Kata Creates Culture
Kata Creates Culture
Mike Rother
The Five Coaching Kata Questions
The Five Coaching Kata Questions
Mike Rother
Toyota kata and beyond
Toyota kata and beyond
William Judd
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1
Mike Rother
Toyota kata for continuous improvement
Toyota kata for continuous improvement
Sudipta Lahiri
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0
Mike Rother
Toyota kata-Mike Rother
Toyota kata-Mike Rother
golden kumar Micheal
Kata Walks
Kata Walks
Mike Rother
Activate Your Team
Activate Your Team
Mike Rother
Toyota Kata at University
Toyota Kata at University
Mike Rother
Starter Kata for Coaching
Starter Kata for Coaching
Mike Rother
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Mario Charlin
VSM and Toyota Kata
VSM and Toyota Kata
Mike Rother
10 Golden Rules for Failing with Toyota Kata
10 Golden Rules for Failing with Toyota Kata
Karsten Seydel
Kata Presentation
Kata Presentation
CLT Valuebased Services
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
Mike Rother
Toyota Kata Summary
Toyota Kata Summary
Beth Carrington
How many Lean / Kata coaches do we need?
How many Lean / Kata coaches do we need?
EmielVanEst
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
EmielVanEst
The Agilist's Guidebook - First 150 Pages
The Agilist's Guidebook - First 150 Pages
Chandan Patary
The 4 disciplines of execution
The 4 disciplines of execution
golden kumar Micheal
Introduction to the Improvement Kata
Introduction to the Improvement Kata
Mike Rother
Two Mindset Obstacles to Effective Learning
Two Mindset Obstacles to Effective Learning
Mike Rother
Más contenido relacionado
La actualidad más candente
The Five Coaching Kata Questions
The Five Coaching Kata Questions
Mike Rother
Toyota kata and beyond
Toyota kata and beyond
William Judd
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1
Mike Rother
Toyota kata for continuous improvement
Toyota kata for continuous improvement
Sudipta Lahiri
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0
Mike Rother
Toyota kata-Mike Rother
Toyota kata-Mike Rother
golden kumar Micheal
Kata Walks
Kata Walks
Mike Rother
Activate Your Team
Activate Your Team
Mike Rother
Toyota Kata at University
Toyota Kata at University
Mike Rother
Starter Kata for Coaching
Starter Kata for Coaching
Mike Rother
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Mario Charlin
VSM and Toyota Kata
VSM and Toyota Kata
Mike Rother
10 Golden Rules for Failing with Toyota Kata
10 Golden Rules for Failing with Toyota Kata
Karsten Seydel
Kata Presentation
Kata Presentation
CLT Valuebased Services
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
Mike Rother
Toyota Kata Summary
Toyota Kata Summary
Beth Carrington
How many Lean / Kata coaches do we need?
How many Lean / Kata coaches do we need?
EmielVanEst
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
EmielVanEst
The Agilist's Guidebook - First 150 Pages
The Agilist's Guidebook - First 150 Pages
Chandan Patary
The 4 disciplines of execution
The 4 disciplines of execution
golden kumar Micheal
La actualidad más candente
(20)
The Five Coaching Kata Questions
The Five Coaching Kata Questions
Toyota kata and beyond
Toyota kata and beyond
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1
Toyota kata for continuous improvement
Toyota kata for continuous improvement
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0
Toyota kata-Mike Rother
Toyota kata-Mike Rother
Kata Walks
Kata Walks
Activate Your Team
Activate Your Team
Toyota Kata at University
Toyota Kata at University
Starter Kata for Coaching
Starter Kata for Coaching
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
VSM and Toyota Kata
VSM and Toyota Kata
10 Golden Rules for Failing with Toyota Kata
10 Golden Rules for Failing with Toyota Kata
Kata Presentation
Kata Presentation
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
Toyota Kata Summary
Toyota Kata Summary
How many Lean / Kata coaches do we need?
How many Lean / Kata coaches do we need?
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
The Agilist's Guidebook - First 150 Pages
The Agilist's Guidebook - First 150 Pages
The 4 disciplines of execution
The 4 disciplines of execution
Destacado
Introduction to the Improvement Kata
Introduction to the Improvement Kata
Mike Rother
Two Mindset Obstacles to Effective Learning
Two Mindset Obstacles to Effective Learning
Mike Rother
PDCA - Learning Along the Way
PDCA - Learning Along the Way
Mike Rother
The Improvement Kata Pattern
The Improvement Kata Pattern
Mike Rother
The Five Whys - Are We Doing it Wrong?
The Five Whys - Are We Doing it Wrong?
Mike Rother
Kata in the Classroom
Kata in the Classroom
Mike Rother
Top 10 Mistakes in Behavior Change
Top 10 Mistakes in Behavior Change
Mike Rother
The Five Principles of The Toyota Way
The Five Principles of The Toyota Way
Mike Rother
Why Your A3 Needs the IK
Why Your A3 Needs the IK
Mike Rother
How to Use VSM Correctly
How to Use VSM Correctly
Mike Rother
Lean Principles for WAP Portal Design
Lean Principles for WAP Portal Design
VIVOCORP
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing Remarks
Mike Rother
Learning to learn with the improvement kata
Learning to learn with the improvement kata
Meryl Runion Rose
Improvement Kata Roles & Structure
Improvement Kata Roles & Structure
Tyson Ortiz
Destacado
(14)
Introduction to the Improvement Kata
Introduction to the Improvement Kata
Two Mindset Obstacles to Effective Learning
Two Mindset Obstacles to Effective Learning
PDCA - Learning Along the Way
PDCA - Learning Along the Way
The Improvement Kata Pattern
The Improvement Kata Pattern
The Five Whys - Are We Doing it Wrong?
The Five Whys - Are We Doing it Wrong?
Kata in the Classroom
Kata in the Classroom
Top 10 Mistakes in Behavior Change
Top 10 Mistakes in Behavior Change
The Five Principles of The Toyota Way
The Five Principles of The Toyota Way
Why Your A3 Needs the IK
Why Your A3 Needs the IK
How to Use VSM Correctly
How to Use VSM Correctly
Lean Principles for WAP Portal Design
Lean Principles for WAP Portal Design
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing Remarks
Learning to learn with the improvement kata
Learning to learn with the improvement kata
Improvement Kata Roles & Structure
Improvement Kata Roles & Structure
Similar a Who is the Lean Staff's Customer?
PwC The hidden talent May 2015 FINAL
PwC The hidden talent May 2015 FINAL
Jessica Leitch
Term paper guerilla lean - 11157
Term paper guerilla lean - 11157
Vancheesh Hariharan
Business Process Management
Business Process Management
Rod Horrocks
MANAGEMENT 01.docx
MANAGEMENT 01.docx
Saminashafiq
Article on "Winning the War for Talent" by Prof Sattar Bawany in Human_Capita...
Article on "Winning the War for Talent" by Prof Sattar Bawany in Human_Capita...
Centre for Executive Education
Winning the war for Talent - Human Capital_Sept-Oct 2007
Winning the war for Talent - Human Capital_Sept-Oct 2007
Centre for Executive Education
TakeON! Management Matters brochure
TakeON! Management Matters brochure
GrantCostello
Stella Ihenacho: The Agile People Manager
Stella Ihenacho: The Agile People Manager
Edunomica
How to become CEO of your programme webinar, 27 September 2019
How to become CEO of your programme webinar, 27 September 2019
Association for Project Management
Perspectives on Sales Leadership - The sales Leadership / Management Dilemma
Perspectives on Sales Leadership - The sales Leadership / Management Dilemma
Carpedia Consulting
Leading IT Projects
Leading IT Projects
Shohin Aheleroff
Tw22
Tw22
NIDA Business School
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
eugeniadean34240
Velocity in leadership development
Velocity in leadership development
Talentonic HR Solutions Private Limited
Blog 04.2015
Blog 04.2015
BalmerLawrie
Strategic Management Module.pptx
Strategic Management Module.pptx
DrSumathy1
Return of the Manager white paper
Return of the Manager white paper
Roper Peckham-Cooper
Time to join the revolution: Agile change in financial services
Time to join the revolution: Agile change in financial services
Accenture Insurance
Leading Change
Leading Change
Kelly Services
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Wellingtone
Similar a Who is the Lean Staff's Customer?
(20)
PwC The hidden talent May 2015 FINAL
PwC The hidden talent May 2015 FINAL
Term paper guerilla lean - 11157
Term paper guerilla lean - 11157
Business Process Management
Business Process Management
MANAGEMENT 01.docx
MANAGEMENT 01.docx
Article on "Winning the War for Talent" by Prof Sattar Bawany in Human_Capita...
Article on "Winning the War for Talent" by Prof Sattar Bawany in Human_Capita...
Winning the war for Talent - Human Capital_Sept-Oct 2007
Winning the war for Talent - Human Capital_Sept-Oct 2007
TakeON! Management Matters brochure
TakeON! Management Matters brochure
Stella Ihenacho: The Agile People Manager
Stella Ihenacho: The Agile People Manager
How to become CEO of your programme webinar, 27 September 2019
How to become CEO of your programme webinar, 27 September 2019
Perspectives on Sales Leadership - The sales Leadership / Management Dilemma
Perspectives on Sales Leadership - The sales Leadership / Management Dilemma
Leading IT Projects
Leading IT Projects
Tw22
Tw22
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
Velocity in leadership development
Velocity in leadership development
Blog 04.2015
Blog 04.2015
Strategic Management Module.pptx
Strategic Management Module.pptx
Return of the Manager white paper
Return of the Manager white paper
Time to join the revolution: Agile change in financial services
Time to join the revolution: Agile change in financial services
Leading Change
Leading Change
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018
Más de Mike Rother
Developing Scientific Thinking in Your Team
Developing Scientific Thinking in Your Team
Mike Rother
Make your A3 work as it should!
Make your A3 work as it should!
Mike Rother
A Definition of Lean
A Definition of Lean
Mike Rother
Turning Value Stream Maps into Reality
Turning Value Stream Maps into Reality
Mike Rother
Toyota Kata Five Question Card
Toyota Kata Five Question Card
Mike Rother
Scientific Thinking for Everyone
Scientific Thinking for Everyone
Mike Rother
Starter Kata for Scientific Thinking
Starter Kata for Scientific Thinking
Mike Rother
The Toyota Kata Starter Kata
The Toyota Kata Starter Kata
Mike Rother
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
Mike Rother
How to Use VSM Correctly
How to Use VSM Correctly
Mike Rother
What Kills Our Curiosity?
What Kills Our Curiosity?
Mike Rother
About the Toyota Kata Research
About the Toyota Kata Research
Mike Rother
Learning New Skills
Learning New Skills
Mike Rother
Two Mindsets
Two Mindsets
Mike Rother
Improvement Kata Reference Guide
Improvement Kata Reference Guide
Mike Rother
Improvement Kata Flowchart
Improvement Kata Flowchart
Mike Rother
PDCA FAST START
PDCA FAST START
Mike Rother
Más de Mike Rother
(17)
Developing Scientific Thinking in Your Team
Developing Scientific Thinking in Your Team
Make your A3 work as it should!
Make your A3 work as it should!
A Definition of Lean
A Definition of Lean
Turning Value Stream Maps into Reality
Turning Value Stream Maps into Reality
Toyota Kata Five Question Card
Toyota Kata Five Question Card
Scientific Thinking for Everyone
Scientific Thinking for Everyone
Starter Kata for Scientific Thinking
Starter Kata for Scientific Thinking
The Toyota Kata Starter Kata
The Toyota Kata Starter Kata
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
How to Use VSM Correctly
How to Use VSM Correctly
What Kills Our Curiosity?
What Kills Our Curiosity?
About the Toyota Kata Research
About the Toyota Kata Research
Learning New Skills
Learning New Skills
Two Mindsets
Two Mindsets
Improvement Kata Reference Guide
Improvement Kata Reference Guide
Improvement Kata Flowchart
Improvement Kata Flowchart
PDCA FAST START
PDCA FAST START
Último
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
Abortion pills in Kuwait Cytotec pills in Kuwait
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
P&CO
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
Eric T. Tung
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMAN
IlamathiKannappan
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
amitlee9823
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Dipal Arora
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
AmzadHosen3
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
dollysharma2066
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Dave Litwiller
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
daisycvs
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Dipal Arora
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
rwgiffor
Uneak White's Personal Brand Exploration Presentation
Uneak White's Personal Brand Exploration Presentation
uneakwhite
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
priyanshujha201
Russian Call Girls In Gurgaon ❤️8448577510 ⊹Best Escorts Service In 24/7 Delh...
Russian Call Girls In Gurgaon ❤️8448577510 ⊹Best Escorts Service In 24/7 Delh...
lizamodels9
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Service
ritikaroy0888
Falcon Invoice Discounting platform in india
Falcon Invoice Discounting platform in india
Falcon Invoice Discounting
Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...
Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...
lizamodels9
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
kapoorjyoti4444
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
allensay1
Último
(20)
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
unwanted pregnancy Kit [+918133066128] Abortion Pills IN Dubai UAE Abudhabi
Value Proposition canvas- Customer needs and pains
Value Proposition canvas- Customer needs and pains
How to Get Started in Social Media for Art League City
How to Get Started in Social Media for Art League City
A DAY IN THE LIFE OF A SALESMAN / WOMAN
A DAY IN THE LIFE OF A SALESMAN / WOMAN
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Electronic City Just Call 👗 7737669865 👗 Top Class Call Girl Servi...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
Call Girls Navi Mumbai Just Call 9907093804 Top Class Call Girl Service Avail...
John Halpern sued for sexual assault.pdf
John Halpern sued for sexual assault.pdf
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
FULL ENJOY Call Girls In Majnu Ka Tilla, Delhi Contact Us 8377877756
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Quick Doctor In Kuwait +2773`7758`557 Kuwait Doha Qatar Dubai Abu Dhabi Sharj...
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Famous Olympic Siblings from the 21st Century
Famous Olympic Siblings from the 21st Century
Uneak White's Personal Brand Exploration Presentation
Uneak White's Personal Brand Exploration Presentation
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
Russian Call Girls In Gurgaon ❤️8448577510 ⊹Best Escorts Service In 24/7 Delh...
Russian Call Girls In Gurgaon ❤️8448577510 ⊹Best Escorts Service In 24/7 Delh...
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Service
Falcon Invoice Discounting platform in india
Falcon Invoice Discounting platform in india
Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...
Call Girls In DLf Gurgaon ➥99902@11544 ( Best price)100% Genuine Escort In 24...
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
BAGALUR CALL GIRL IN 98274*61493 ❤CALL GIRLS IN ESCORT SERVICE❤CALL GIRL
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Call Girls Service In Old Town Dubai ((0551707352)) Old Town Dubai Call Girl ...
Who is the Lean Staff's Customer?
1.
© Mike Rother
THE LEAN ARMY Who IS THE LEAN STAFF’S CUSTOMER? FOR DISCUSSION Mike Rother July 2013 Copyright © 2013
2.
© Mike Rother
THE LEAN ARMY 2 Focusing on managers may be a prerequisite for ge;ng con<nuous improvement, adapta<on and even innova<on integrated into the opera<on of organiza<ons. If the Lean Army doesn't make this shiG then either (1) organiza<ons may con<nue having difficulty seeing that improvement is a manager's role, or (2) some group other than the Lean community may bring it in. Will the Lean Army move beyond the “Lean” space and into general management?
3.
© Mike Rother
THE LEAN ARMY 3 Over the past 15 years, organizaGons worldwide have built an army of internal Lean staff persons to support Lean transformaGon. This Lean army has extensive knowledge of Lean pracGces and can apply them to all sorts of work processes and value streams. However, there’s also a growing consensus that the Lean effort isn’t working as planned. In short, Lean has tended to remain a task-‐force acGvity rather than being integrated into how organizaGons manage themselves day-‐to-‐day. Background
4.
© Mike Rother
THE LEAN ARMY 4 This may be a good Gme for some PDCA; to reflect and adjust. With that in mind, this SlideShare raises the quesGons… What role should the Lean staff play? Whom should the Lean army be serving? It’s a good Gme for the Lean Community to reflect
5.
© Mike Rother
THE LEAN ARMY 5 Lean Staff Value-‐Stream Manager One view is that the Lean army’s customer is Value-‐Stream Managers VS Map Unfortunately, this would help create a Lean organizaGon only if Lean were purely a technical implementaGon issue. Today we know that Lean is as much an issue of mindset and culture change, which requires daily pracGce across the organizaGon. A value-‐stream manager can lead the design of a future-‐state value stream and help ensure that improvement efforts align to that challenge, but a value-‐stream manager (if that posiGon even exists) can’t coach and guide daily pracGce throughout a value stream. Change will not happen.
6.
© Mike Rother
THE LEAN ARMY Lean Staff 6 Process Supervisor and Team External Customer Another view is that the Lean army's customer is the Work Processes Here too, it’s a similar problem. The Lean staff cannot be at every process every day. Furthermore, the work processes report to the organizaGon’s managers, not the Lean staff. Change will not happen.
7.
© Mike Rother
THE LEAN ARMY 7 Yet another view is that we should get Senior Managers to do more to lead the Lean charge Of course senior leaders should iniGate adopGon of Lean, provide strategic direcGon and model the behaviors. However, this viewpoint is a kind of “let’s not change anything” stance, i.e., the Lean army can keep doing what it's doing and senior managers need to get behind it more. The idea seems to be to use senior managers to force change among managers who should be doing Lean but aren't.
8.
© Mike Rother
THE LEAN ARMY 8 Here’s another viewpoint: Maybe managers are thinking of Lean as an episodic side acGvity that isn’t their job because it's not seen by them as something that helps them reach their goals. If we take this viewpoint, then an adjustment for the Lean army is to reposiGon itself as a service and support funcGon to middle managers; to help those managers be successful! ANOTHER WAY TO LOOK AT IT
9.
© Mike Rother
THE LEAN ARMY 9 Proposal for discussion: THE LEAN ARMY SHOULD SERVE MIDDLE MANAGERS Building on achievements of the last 15 years, Lean staff departments should posiGon themselves to more directly help middle managers achieve goals and be successful. This has a beier chance of integraGng Lean into the fabric of an organizaGon, because middle managers may have more influence on an organizaGon's capability than any other group. Since managers are teachers every day, they are the primary actors who create and perpetuate an organizaGon's culture. Managers are also the link between the strategic policy level of senior leaders and execuGon in the rest of the organizaGon. Managers drive what and how the operaGonal level executes.
10.
© Mike Rother
THE LEAN ARMY 10 STRUCTURED PRACTICE TO DEVELOP NEW HABITS The Improvement Kata paiern is a fundamental way of working at Toyota and there are several acGviGes where this paiern gets uGlized and reinforced. These include daily management, daily problem solving, quality circles, improvement events, standard work, ‘Toyota Business PracGces’ and A3s. However, the Improvement Kata paiern is actually lodged in Toyota's people; specifically in its seasoned coaches who guide learners in repeaGng this way of thinking and acGng. Just copying those visible Toyota acGviGes – such as A3s – without bringing along the underlying coaching is unlikely to change much. Mindset change and skill development come from correct pracGce of a paiern, not just from parGcipaGng in Toyota-‐style acGviGes. Teams and organizaGons outside Toyota will require more structured rouGnes for beginners to pracGce, and for turning their middle managers into coaches.
11.
© Mike Rother
THE LEAN ARMY 11 MANAGERS TEACH LEAN HABITS, OR NOT
12.
© Mike Rother
THE LEAN ARMY 12 THE NATURE OF WORK MAY BE CHANGING Many management pracGces of the 20th Century evolved to ensure that repeGGve tasks got done efficiently and equipment uGlizaGon was maximized. Not much creaGvity is needed in the organizaGon in that case, and our workplaces are full of managers who have been trained and are pracGced in a command-‐and-‐control model. Today many companies are valuing skills, mindset and organizaGonal culture that's characterized by goal-‐oriented creaBvity -‐-‐ just like the capability that's developed by pracGcing the Improvement Kata -‐-‐ as they deal with disrupGve technologies and fast-‐moving compeGGon.
13.
© Mike Rother
THE LEAN ARMY 13 THE ROLE OF MANAGERS MAY BE CHANGING And they can use our help There was a Gme when a managerʼs job was to organize the work, assign the right people to the necessary tasks, monitor the results and ensure the job got done as ordered. A main focus was task efficiency. Todayʼs more complex and dynamic environment means managers have to work with their people not just to maximize task efficiency, but to develop and apply skills for achieving new goals and meeGng challenges along unpredictable paths.
14.
© Mike Rother
THE LEAN ARMY 14 QUESTIONS FOR THE LEAN ARMY What does it mean to think of middle managers as our customers? What is their perspecGve? What are their needs and responsibiliGes? What is important to them? What should be the focus of coaching that middle managers get from lean staff? Following are some thought starters…
15.
© Mike Rother
THE LEAN ARMY 15 Let's start changing our mental picture about the role of Lean staff departments The Lean staff’s role is not to do Lean, but to support the manager in doing Lean as appropriate for achieving the manager's and the organizaGon's goals. Start thinking of the primary role of Lean staff as guiding and coaching managers. "We rise by li+ing others” ~ Robert Ingersoll FIRST An important element of how organizaGons deliver value is through managers achieving the necessary performance in their operaGonal teams. Excellent results are a result of excellent management.
16.
© Mike Rother
THE LEAN ARMY 16 Lean shouldn’t be a separate acGvity Vice President COACH to D COACH to C COACH to B COACH to A LEARNER to E LEARNER to D LEARNER to C Value-‐Stream Manager Department Manager Process Supervisor Process Operator LEARNER to B ConGnuous improvement is a manager's job. Each manager is responsible for gepng the process to the next required level of performance, and there is a business imperaGve underlying the effort.* *Text paraphrased from a blog post by Mark Rosenthal (The Lean Thinker)
17.
© Mike Rother
THE LEAN ARMY 17 In addiGon to its Lean experGse, the Lean army should acquire coaching-‐level proficiency in an Improvement Kata and Coaching Kata In order to effecGvely coach middle managers the Lean army needs more than technical Lean experGse. We also need to be able to coach managers on how to guide their teams through a systemaGc, scienGfic process for achieving challenging goals, which in turn makes the manager successful. SECOND
18.
© Mike Rother
THE LEAN ARMY 18 It's Coaching the Coach Once a Lean Staff Person develops enough skill themselves with the Improvement Kata and Coaching Kata, they observe coaching cycles between a manager and learner and help the manager develop their coaching skill. This role is called the “Second Coach.”
19.
© Mike Rother
THE LEAN ARMY 19 Let’s adjust our terminology to beier align with the language of managers. Some examples: "Developing People" This doesn’t excite managers because there’s no connec<on to tangible results. Since employees easily move to other companies it also means we may be training and benefi;ng our compe<tors. Don’t Say This Why "Make teams bePer at achieving goals and meeBng challenges" Say This Instead "PDCA” "ExperimenBng” "Be more accepBng of failures" These phrases sound bad to managers because it seems like their teams will never reach the goal. "Iterate rapidly toward a measureable goal with an achieve-‐by date" THIRD
20.
© Mike Rother
THE LEAN ARMY 20 This is a change in semanGcs, not intent, that can help to evolve the Lean Army's thinking The idea is to adjust how we express and label the thinking to be]er suit the mindset and experience of our customer. We're s<ll talking about developing the capabili<es of people (through coaching at all levels) but doing so by saying that using a good process of coaching has the inten<on of making a team be]er at something the manager cares about: Achieving goals.
21.
© Mike Rother
THE LEAN ARMY 21 CONCLUSION The Lean staff should operate on and through middle managers, not apply Lean to processes separately from them.
22.
© Mike Rother
THE LEAN ARMY 22 Managers Staff leads Lean ac<vi<es through applying Lean tools and techniques in periodic workshops, projects and training. Managers verbally support Lean, but keep managing as usual. Staff develops and supports middle managers through coaching: -‐ Teach middle managers the Improvement Kata and Coaching Kata pa]erns through prac<ce. -‐ Provide Lean tools exper<se as needed to reach manager’s goals. Current Roles Target Roles Proposed emphasis Managers coach their teams daily in prac<cing an Improvement Kata and using Lean techniques to achieve goals and meet challenges. Current emphasis in Lean The Lean Staff A SHIFT IN FOCUS
23.
© Mike Rother
THE LEAN ARMY 23 Shiqing focus to coaching managers is a great opportunity and role for the well-‐trained Lean army to play! We in the Lean army tell our students that PDCA and Change are difficult but necessary. It will be interesGng to see how we apply that kind of PDCA to our own efforts. Imagine the potenGal for Lean transformaGon if the Lean army reposiGons to coach middle managers.
Descargar ahora