Escolar Documentos
Profissional Documentos
Cultura Documentos
Understanding the impact of human relationships in the business world and how business leaders think today.
Understanding the lean challenge from a human relationship perspective
Understanding human motivation
Understanding group dynamics
Understanding Organizational Dynamics and Organizational Evolution
The Organizational Structure of Enlightened Leadership
Assessing and Fostering Teamwork in Organizations
Building Organizational Consensus and Overcoming Resistance to Change
Process Improvement and Re-engineering
Visioning
Benchmarking
Understanding Customers and What Customer Satisfaction is All About
Understanding Metric Maps
Recognizing and Rewarding Achievement
Understanding Pull System
Understanding Kanban Systems
Single Minute Exchange of Dies
What is Waste
Visual Management Systems
Lean Leadership on the Front Lines
Implement a code of knowledge that taps the fundamental truths about human
beings, organizations and processes in every industry and situation.
Embrace change and spend little time on rituals and move fast
Revel in victory, not in closing the deal!
Share commandership working within a brotherhood that values and involves all
warriors.
Allow others to be creative, emotionally charged and let them gain recognition.
Never forsake your own personal joy over professional achievement.
Understand the theory of the carrot diet.
Remember that a world class organization is one that is defined as an
organization that dramatically, reliably and continually increases there
productivity over the long run without reducing self esteem and economic status
of the people who work in these systems.
In Order of Priority
People Skills
Conceptual Skills
Technical Skills
People
Interpersonal interactions such as giving and receiving
instructions,negotiating, conflict resolution, team work and group decision
making.
Conceptual Skills
Planning the future activities and monitoring current activities and
reconciling the two.
Technical Skills
Applying the set of standards and rules to solve a problem or to modify an
outcome.
Group Dynamics
Organizational Evolution
Corporate staffs and technical experts begin to form and develop a department
specific perspective and start to become isolated from the real world of product
engineering, materials and manufacturing.
Upper management becomes increasingly isolated from the reality of day to day
business and information begins to become filtered through the various
management levels.
Top leadership will begin to surround themselves with support staff who were
initially hired to help other areas but see there primary function as helping the
top leadership by protecting them from unpleasant news, disturbances and
irritations.
Leaders begin to fall prey to distance related significance and determine the
validity of data according to how close the information source lies.
Lower level groups limit their efforts to sell programs because leadership listens
to those most closely to them.
Lower level groups dont want to get their projects rejected and they start to
attempt to get things done without involving executive management which leads
to further isolation and distrust.
The challenge of a lean structure at the most basic level is to fully engage the
full energy of the organization to achieve critical objectives.
Understand what makes people and groups tick and how to get them involved.
Understand the titanic forces of group and organizational dynamics working
against them.
Lead in stead of being a caretaker of whatever develops.
Understand the inexorable operation of unconstrained organizational dynamics.
Outline what must be done strategically in day to day behavior to halt the
evolution of a traditional organization.
Outline the first steps to begin to evolve the organization into a structure thats
focused on profit and productivity while at the same time people are fulfilled as
they can be from the job they are preforming.
LEVEL 1
Understanding the basic
knowledge upon which all
human behavior efforts must be
based
Develop the transition of the facts and relationships of level one into a
set of consciously developed and internalized management and
leadership principles and metrics.
Develop and enlighten philosophy of work belief within the leadership
that the overwhelming majority of people, if given leadership, respect.
Provide opportunities for need satisfaction and a worthwhile goal that
employees will attempt to succeed.
Develop a understanding of rapid adaptation to change.
Develop a visionary application of beliefs, expectations and direction
that focuses everyone in the organization on critical objectives in an
effective manner.
Metric Maps
Pareto Charts
Check Sheets
Focused Communicated Planning
Consensus Decision making
Flow charts
Structured team oriented problem solving
Process re-engineering
QFD
One by one piece flow
SMED
DOE
SPC
Extensive Sharing of Cost and Performance data at all levels
Pokayoke
Empowered, well trained employees
FMEA
Concurrent Engineering
Process Elements
Inputs
People
Information
Materials
Machines
Computers
Energy
Policies
Procedures
Skills
Forms
Environment
Corporate Culture
Events
Work
Motion
System Changes
Outputs
Changed Materials
Finished Products
Scrap
New Information
New Systems
Less energy
Processes
Prevent problems
Planning, Patience
Evolutionary
Employees Do
Small Steps
Everybody Helps
Results
Fix Problems
Fight Fires
Revolutionary
Management Does
Giant Leap
Dirty Harry Syndrome
Mega Processes
Planning ahead to design your product or service for low cost, high quality, defect free
manufacture for delivery.
Rigorously training employees in job skills so they will not make technical errors.
Continuously focusing on the elimination of all sources of micro process errors and flaws.
Working to improve the overall efficiency of the total system.
To design the organizational structure to demand, expect, coach, structure and facilate each
and every employee to find ways to more effectively preform day to day processes.
Dont denigrate the impact of cumulative small improvements on competitiveness and
defect elimination.
Plan-Do-Check-Act
Its a (12) Step Plan
(1) Key Step
Act
Plan
(9) Key Steps
Do
Plan-Do-Check-Act
Its a (12) Step Plan Not a (4) Step Plan!!!
1.
Identify Outputs
2.
Identify Customers
3.
4.
5.
6.
7.
8.
Identify Benchmarks
9.
10.
11.
Evaluate Effectiveness
12.
The (7) Quality Control Tools That are Used with The PDCA
System for Process Improvement
1.
Run Charts
2.
Histograms
3.
Control Charts
4.
5.
Flowcharts
6.
Pareto Charts
7.
Scatter Diagrams
1.
The incorporation of devices in a process that detect-sense and identify errors before
they occur.
2.
Have an assumption that a re-occurring error has either happened or will happen.
3.
Focus on predicting the occurrence of the error before it occurs so corrective action
can be ready and waiting.
4.
Visioning
The plan that outlines the transformation from management by crisis to enlightened
leadership at some indeterminate but foreseeable future.
Something that allows the employees to stretch and make the emotional connection so
they can connect it with a Pride of Ownership.
Unique to every organization as there is no one exact approach that right for every
situation, organization, industry or leader.
The Leader must first bring the compassion for other people, before outlining the
vision.
The leader must understand the battle to be fought before designing his/her army.
The vision should be defined and stated to employees about six months after taking
over and organization.
The vision should not be judged not on its wording, grammatical correctness or
inspirational content but on how well it becomes accepted, assumed and practiced
element of the organizational culture, management system and leadership philosophy.
2.
3.
It is Emotionally Inspiring.
4.
5.
It Demands Excellence.
6.
7.
8.
9.
It must recognize that the organization is full of hard working, creative, determined
people who are just waiting to be lead to excellence.
10.
The must be a realization that the organization the vision is to be presented to is rife
with cancer of traditional management.
Ensure that you have examples of the unspoken vision in action and reward and praise
them loudly, prominently and aggressively.
2.
3.
Discourage and punish counter vision behaviors immediately and consistently from
day one.
4.
Get honest feedback as to how well the leader is walking the walk after having
talked the talk.
5.
Look for two or three outspoken radicals for feedback as they are usually brutally
candid, cannot suppress candor and will even risk alienating executives. However
these folks usually see a lot at a very real level and are not afraid to talk about it.
6.
7.
Go out into the organization and give short informal five to ten minute campaign
stump speeches to various groups in the organization to share the vision.
Benchmarking
What is Benchmarking:
2.
3.
4.
5.
6.
7.
8.
9.
Satisfy (at the very least) or astound (at your very best)
your customer base
1. Excitement
2. Performance
3. Basic
Performance:
The stage where the customer expects a certain level of performance from
the product or feature
Basic:
The stage where the product is mature and the customer knows the
product is easily obtainable and the have specific performance
expectations
Metric Maps
A cascading series of key measurements that focus on details to predict or cause the
metrics above them
A tool that employees and management uses to measure the smallest level of detail in
key processes so employees know what to work on.
A tool that provides immediate feedback on key processes so that problems, resources,
coaching and leadership can be applied to correct the process problem or issue
The CEO/President develops the highest level metrics for the organization.
The employees who work on the micro processes are the ones to fill the metrics out.
Make sure the metrics are reviewed daily by the highest level of management so
employees know that upper management is concerned with their daily job function.
Do ever let the metric stop being filled out and forgotten about. This is a kiss of death
to process improvement.
Realize that employees prefrom hundreds of task each day to achieve his/her job that a
supervisor or manger never see and not everything can be tracked.
Make sure every plan, task problem, achievement and issue is driven or evaluated in
terms of its impact to the metrics.
The must be reviewed and attended to as the first and last item in every meeting.
Every month or two each team or group that is working on their metrics needs to be
brought up to speed in a meeting as to how their metrics are effecting up-line metrics
Make sure the metrics for each level of the organization are posted for viewing for
every tem, area or department in a conspicuous area.
Make sure the metrics are viewed as more important to your organizations success
than all the product displays in the front lobby.
Review the metrics 5-10 minutes every day with team and area personal that impact
the metric.
Realize that Performance appraisals and merit pay increases are hard to reconcile with
lean leadership.
These systems are artifacts of traditional, authoritarian, Big Brother will let you know
how you are doing and you better be doing well caste based management style.
They are systems that where the determination of quality, quantity, attitude is adjusted
to fit into a forced distribution as required by the organizations compensation
department.
All sorts of of different supervisors, each with different training, experiences, people skills,
business knowledge, and familiarity with what there their subordinates are doing are told to place
different groups of employees on the same scale.
Each supervisor has a different philosophy of people in general, vary expectations about specific
people and types of people, each with a different personality.
Each evaluator sees different attributes, weighs them differently, and has a different agenda
bei8ng served by the appraisal process.
Some supervisors and managers are tough assessors, others are easy.
Employees who in the past got good rating continue to get good ratings and those who got bad
ratings continue to get bad ratings.
What supervisor really knows whats going on? How many hours does the supervisor actually
spend closely observing an employees behavior and analyzing the cause and effect of that
behavior.
Money is not one of the five basic needs of survival thus it does not work as a motivator
Many employees will view that there inequities in the system, as non performers getting rewarded
on a basis of luck or special relationships.
People will only feel like superstars and will only work like superstars, when you treat them like
superstars and they know you expect them to be superstars.
There is a time bases problem as humans tend to notice, recall or attend to recent events than more
past events.
If organizations reward employees for obtaining objectives and punish them for missing them,
employees will tend to be inclined not to be risk takers when the reward is not attractive enough
to inspire risk taking.
Appraisals hurt teamwork, After all, if its a contest why help a foe!!
Almost all people universally say that they find appraisals humiliating, degrading, off target, ill
informed and insulting.
360 degree feedback will only allow employees not pick people that are potentially dangerous
to them.
Give each employee no matter what level in the organization exactly the same salary
increase and or bonus each year.
Develop a formula which is based on the the most meaningful metric maps.
Executives should never be given larger dollar amount of rewards in terms of the
formula to eliminate hostility.
Pay employees at least in 65th percentile of similarly experienced and skilled people in
other companies in the same geographic region.
Update the pay scales every two years to make sure employees are not falling behind
their peers in other organizations.
Pull Systems
Realize there is no Quick Fix to implementing Lean Leadership and systems, it does
not exist. You have to pay the price to get to the next level.
Just in Time is a system that applies to all processes within an organization, not just
the supply delivery.
JIT a system that produces exactly what you need, when you need it
There are many cases which the optimum lot size for a particular operation is greater
than one, so dont take the one of one by one as a universal constant.
Less in terms of inventory or lot sizes is always better if it improves overall costs,
productivity and cycle time.
There are expectations, when technology, availability of resources, and process limits
profit very small lot sizes
A Pull system forces a great many enlighten management practices and leadership
actions at all levels of the organization.
Pull Systems
There is only one way to assure optimum speed and lowest cost in paper, data, service
and product flow, a pull operating system.
Motion
Waiting
Over Processing
Quantity Waste
Inventory or WIP
Moving Things
Making to Much
Quality Waste
Fixing Defects
Pull Systems are low tech and organized around and concentrated on, small
low productivity improvements in processes.
The come in various shapes and sizes and serve many purposes.
There are many types such as WIP Kanbans, Transportation Kanbans, Buffer Kanbans
and so on..
Design processes based on TAKT time and try to level the output of each step in the
process to the same output..
Design operator activities to be leveled as close to the TAKT time as possible even if
this means elimination of an operator in the process.
Only production control and or scheduling personnel can use create kanbans
The use of TAKT time and machine and operator cycle time leveling.
2.
3.
4.
It is focused on the actions of a single worker to produce a single piece of output and
is especially powerful when the work is repetitive.
5.
6.
7.
8.
SWCS are done separately for all workers even if multiple operators exist and are
completed and time studied by the operators performing the task.
It forces the person making the suggestion to study the work area and process in order
to draw a before and after sketch no matter how crude.
2.
It keeps the suggestions within a work group and it is unusual that casual tanperers
will change the KAS sheet.
3.
4.
5.
The analysis and implementing of equipment and process changes to reduce the setup
and changeover time of changes tools in and out of machines.
Die exchange is the generic term for removing a drill, cutter, punch, mold or die from
a machine and replacing it with another type on machines that are capable of
producing more than one part.
Its an extension of the Standardized Work Sheet but applied to the tool changeover
instead of the operator.
Intended to reduce lot sizes because the larger the lot the more inventory must be
purchased and stored, lost, damaged or made obsolete, more space required, more
storage materials must be purchased and labor and handling cost increase.
Broken down into internal and external actions and doing the external activities before
the tool is actually changed.
A system in that the status of the system is clearly evident through easy to observe
visual signals.
Proven to get more quality improvement and rework labor reduction from labeling
than any other single improvement.
Its a form of error proofing in its lowest tech, lowest cost and easiest method.
Potential use of lights to show when work stations are getting low on parts
red,yellow,green.
A Kaizen Display board that shows all the results of the Kaizen events, team metrics,
cross functional training matrix, customer feedback reports and other key information.
The board is also used for those 5-10 minute informational kick-off meetings.
2.
3.
4.
5.
6.
7.
Dont expect that you can change your organization unless youre the CEO/President
but your area of responsibility will improve.
Change happens in the trenches but must be lead from the top.
You can almost guarantee world class success in those areas of the organization that
you lead.
Lead change only in those areas where you can exert significant and long lasting
influence. It helps spread the word to other areas.
1.
You cannot exactly predict every outcome and paying attention to the details can spell
the difference between success and disaster.
2.
Control from the bottom up as complex systems operate as the sum of the actions and
interactions of individual entities operating in real time.
3.
4.
Entity Excellence Comes Only From Challenge and Achievement. Entities or people
only change and improve when they are challenged.
5.
Grow by Chunking. Change often fails because the initiator tries to hard, too fast and
with two large a part of the organization.
6.
Encourage Errors. Mistakes are going to happen, but be afraid to fail a few times.
7.
8.
2.
3.
4.
5.
6.
7.
8.
9.
Do not worry if you are not sure what you are doing
Understanding the impact of human relationships in the business world and how business
leaders think today.
Understanding the lean challenge from a human relationship perspective
Understanding human motivation
Understanding group dynamics
Understanding Organizational Dynamics and Organizational Evolution
The Organizational Structure of Enlightened Leadership
Assessing and Fostering Teamwork in Organizations
Building Organizational Consensus and Overcoming Resistance to Change
Process Improvement and Re-engineering
Visioning
Benchmarking
Understanding Customers and What Customer Satisfaction is All About
Understanding Metric Maps
Recognizing and Rewarding Achievement
Understanding Pull System
Understanding Kanban Systems
Single Minute Exchange of Dies
What is Waste
Visual Management Systems
Lean Leadership on the Front Lines