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Training to help you get the most from your systems for continuous process improvement
Popular ways to organize your lean teams:
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Lean culture is when continuous improvement is done with people, not to people.
There are 3 primary cultural enablers
1) Ethical Lean Leadership
Executive leaders that are role models and mentors for lean principles
2) People development and empowerment
Your most valuable assets are the ones that think
3) Environmental and safety systems
That reflect honest respect for individual & community well-being
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
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...
1) The higher up the ladder, the higher the importance of making complex decisions
So the types of lean leadership tools that might most benefit the responsibilities of senior leaders might include:
2) The higher up the ladder, the lower percent of time spent doing routine things
And what do leaders do with routine things?
Delegate them... right?
And delegated routine things need to be standardized, right?
Who needs standard work?
Popular ways to organize your process improvement 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.
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.
Still managing the old way?
Have you tried
Lean Management Systems?
The effectiveness of any team is determined primarily by the effectiveness of your Change Agent.
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 for a very intense burst of improvement.
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:
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, and that both interim and permanent corrective actions are validated for effectiveness and instituted in a way that prevents a similar situation from ever recurring or escaping again.
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.
Another approach to solving a problem that has uncertain root causes
is to charter a DMAIC 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.
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.
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.
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 that are intended to serve as a starting point for your Continuous Improvement Leaders to create PDF's of YOUR company’s continuous improvement leadership roles:
And then your personalized PDF's are then distributed the same way that you store and distribute all of your company’s policies.
When you download your free trial, you get...
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
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 are used by lean leaders at every level of your organization
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When to use these tools
in a Typical Lean Journey for Lean Transformation
Road map for a typical