Training to help you get the most from your systems for continuous process improvement
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Bookmark = culture
What is lean culture?
Lean culture is when continuous improvement is done with people, not to people.
There are 3 primary cultural enablers
What's the difference between lean management and lean culture?
Lean culture is the sum of individuals' habits
Lean management is a systematic way to shape those habits
"Culture eats strategy for breakfast." ~ Peter Drucker
Bookmark = leadership
There are hundreds of books on the subject of lean leadership.
Rather than trying to recap teachings from those books, see our Suggested Readings for Lean Management.
Because the focus of this web site is lean tools, let's talk for a moment about...
Lean Tools for Lean Leadership
1) The higher you go up the ladder, the higher the importance of making complex decisions
So the types of lean leadership tools that might most benefit your own responsibilities might include:
Decision Making tools
Problem Solving tools
Lean Management tools
Value Stream Management
Strategic Deployment tools
Team Leadership tools
2) The higher you go up the ladder, the lower the percentage of time spent doing routine things
Who needs standard work?
And what do leaders do with routine things?
Delegate them... right?
And delegated routine things need to be standardized, right?
Bookmark = lean-team
Popular ways to organize your process improvement teams
1) Daily Accountability Teams
The backbone of your lean daily management system
One of the most noticeable differences between a new vs. a mature lean organization
is the percent of improvements generated by their Lean Daily Management System.
In a mature lean organization:
Any improvements that are within the control of a single team
should routinely and systematically be found and improved by that team.
Still managing the old way?
Have you tried
Lean Management Systems?
Every team member not only knows which tools to use to solve diverse problems, but also understands the underlying lean principles, and comes up with creative ways to apply them to unique challenges.
A much larger percentage of ideas for cross-team improvements are generated and trickled up from the Daily Accountability Teams.
All other types of teams
are needed only for processes that cross team boundaries.
In a less mature organization:
Opportunities for improvement come much more frequently from lean leadership or "outside eyes" that have become more adept at learning to see opportunities to eliminate waste
and therefore each of the following types of cross-functional teams
have even greater importance in the early stages of an organization's lean journey.
The effectiveness of any team
2) Kaizen Event Teams
A Kaizen Event is one popular way
to achieve dramatic process improvements in a very short time (less than a week),
by sequestering a team of representatives for all process stakeholders —
who then focus 100% of their effort to perform an intense burst of improvement.
Daily Kaizen vs. Kaizen Events
also known as Quality Circles, Process Improvement Teams, and many other names, and some organizations don't even have a name for these teams. Every team is simply organized, managed, and expected to continuously improve in measurable ways as part of their routine responsibilities.
Kaizen Events demand the full-time attention of a cross-functional team
3) A3 Charters
The A3 Problem Solving Method can be done by sequestering the team (similar to a kaizen event), or (more commonly), can be led by a champion who meets with individuals and small groups of stakeholders on a more flexible time schedule.
A3 Problem Solving is a flexible, time-effective, and popular way to organize a cross-functional improvement effort — often without the need to form a team.
It is a simple, (easily-duplicated and managed) method to systematically:
4) 8D Problem Solving
provides a systematic way for a team to resolve an issue that has uncertain root causes
in a way that ensures that root causes have been identified and verified,
8D is most often used in conjunction with Corrective Action Reports
if (and only if) the root cause is uncertain. Other problem methods are more appropriate if the focus is only upon decision making or problem prevention.
5) Chartered Six Sigma Teams
Another approach to solving a problem that has uncertain root causes is to charter a Six Sigma Team
to Define, Measure, Analyze, Improve, and then Control the improved process
usually using statistical analysis and data-gathering techniques that are appropriate for more mature organizations that have already 'picked the low-hanging fruit' by using simpler lean methods.
6) Process Improvement Teams
Lean Teams for Process Improvement
Too familiar perhaps... because these 1950's approaches to team organization are only appropriate for large, complex projects — like:
For most lean implementation missions, there are usually better approaches.
7) Value Stream Teams
All of the above types of teams put the cart before the horse
if the mission of the team was not first chartered by the Value Stream Team.
The purpose of a Value Stream Team
is to identify which priorities will yield the most value to the flow of value through the entire value stream
not just some sub-optimized sub-set of it.
8) Hoshin Policy Deployment Teams
The purpose of Hoshin Policy Deployment Teams
is to ensure that every team in the entire organization is optimizing their efforts
to support a synergistic Strategic Plan.
Different Hoshin Teams might use any or all of the various problem solving tools and methods
at different times and for different purposes.
Word templates to define YOUR Team Roles
Your Systems2win continuous improvement tools include several Word templates
And then your personalized PDF's
are then distributed
the same way
Free Lean Leadership Templates
When you download your free trial, you get...
- A dozen templates that your teams will use for process improvement
with a 60-day trial period
- A dozen templates that you will use for lean leadership
with no expiration date
Use your new lean leadership templates for the rest of your career — free
because our gamble is that once you become familiar with your Systems2win templates that have
- consistent, standardized features, help, and training
- language translations for your global team
- live technical support
you will wonder aloud...
"Why are we paying our expensive lean leaders
to try to invent, re-invent, and support inferior tools?"
Your lean leadership templates
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