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HIGHLY EFFECTIVE MINDSET AND CULTURAL CHANGE FOR SENIOR LEADERSHIP WORKSHOP "Lean is all about culture change. No, it is ONLY about culture change - not.

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Presentation on theme: "HIGHLY EFFECTIVE MINDSET AND CULTURAL CHANGE FOR SENIOR LEADERSHIP WORKSHOP "Lean is all about culture change. No, it is ONLY about culture change - not."— Presentation transcript:

1 HIGHLY EFFECTIVE MINDSET AND CULTURAL CHANGE FOR SENIOR LEADERSHIP WORKSHOP "Lean is all about culture change. No, it is ONLY about culture change - not tools application. That is the message we carry in the workshop” William Botha Sensei, Workshop Leader

2 WORKSHOP FOCUS This four day workshop for operational leaders, quality leaders, change leaders is the only one of its kind for the highly regulated industries that pulls together or successfully integrates Lean philosophy Management control systems principles and Leadership skills and behaviours in a meta-model that has proven to be highly effective in the space.

3 1. Lean Philosophy The entire program is focused on the Toyota way of doing things with SPECIFIC APPLICATION TO OUR VERY UNIQUE INDUSTRY. We don't build cars - and it would be foolhardy to try and replicate the Toyota experience in our highly-regulated industries. How do we visualize flow with segregated suites? How do we do kaizen with excruciatingly tight change controls? What is single-piece flow when we produce 100,000 tablet lots?

4 2. Management Control Systems Systems which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Management control systems influence the behaviour of organizational resources to implement organizational strategies. Management control system might be formal or informal. “MCS is the link between the gemba and the leader”…William Botha

5 Management Control Systems (cont’d) Questioning about the information that leaders, managers need in order to support the decisions about the change process, as well as the quality regime, ignites a need to understand the theory of Management Control Systems and their architecture. The attendees link their strategic processes to the gemba by using a classic management control system cycle called the Forecast/Plan/Control/Report or "FPCR" cycle. The benefits and requirements of Daily Huddles, Obeya and Review Meetings are discussed in open forum.

6 3. Leadership Skills and Behaviours The workshop equips leaders to focus on “Fixing the System” by identifying which part of the holistic system is flawed and not allowing the mid-managers to support the culture change If mid-managers are being measured by their bosses (bonuses, promoted) based on efficiency measures like standard hours, then the measures need to be refined to match the outcome desired If it is a case of the mid-management not seeing/experiencing the new, desired behaviours, then the senior team needs to get out on the floor and DEMONSTRATE the new, desired behaviours... ) among other possible key activities that they can do.

7 Leadership Skills and Behaviours (cont’d) Nearly half the workshop content relates to some aspect of leadership - creating a vision, communicating it, aligning it, resourcing it the BEHAVING it... and receiving & providing feedback with TPS and MCS. Then non-parochial effective motivation, delegation in a Socratic fashion - way more than just 'change management' with a dash of theory around why change can be difficult for people. Delegate Daily Feedback "Leadership sessions really brought the necessary link between tools, methodology and knowledge“ “The discussion of how to influence culture by changing behaviours was brilliant”

8 Leadership Skills and Behaviours (cont’d) A culture is the prime artefact of sufficient sustained common experience in the group. If this is true, what do we need to do to start changing the culture? Change the experience-base, Yes! We'll unpack the theory behind this daunting task before we put the Betari model on display; the 'missing link' in culture change programs. “The culture diagram will be very helpful in explaining the lean transformation vision”…Delegate Feedback June 2014

9 WORKSHOP STYLE 25% of the workshop consists of theory transfer 75% consists of interactive group simulations which creates the environment for observation, examination and deliberation upon leadership, management and follower- ship We use the simulations to expose the effect of leader behaviour on the gemba and to TRANSMIT leading about lean.

10 WORKSHOP THEORY TRANSFER Refresh the profit equation Genchi Gembutsu - Going to the Gemba Leader Standard Work Visuals as Motivation, Motivation Theory Focus on variability (mura) with 5S and Standard Work Obeya (Seeing the Product Move) and Change Models (Plsek, Abrashoff, BOSS, Betari, Cziksentmihalyi) The Socratic Method You Get What You Measure, Management Control Systems The PDCA cycle as basis for Coaching Kata and the Obeya Continuous Improvement with Change Control Tricks and Traps for Kaizen teams

11 WORKSHOP SIMULATIONS "The simulation today were excellent, enhanced learning and created the most insightful way of seeing how we overcome challenges" …Delegate Feedback September 2014

12 WORKSHOP SIMULATIONS "The simulations were all incredibly helpful in seeing different styles of leadership – learning from not only successes but stumbles"....October 2014 Delegate Feedback

13 AIMS AND OBJECTIVES This workshop will address leadership, change management and the human side - models of leadership, management, communication, motivation, delegation and conflict management you need in order to navigate / lead a effective lean deployment. All other courses address tools and systems in isolation from one another. This session brings them together; behavioural, managerial and lean. "Changed my career in Lean"..Delegate feedback June 2014

14 AIMS AND OBJECTIVES The program is aimed at the intricate, fragile and sometimes tenuous relationships, behaviours and habits of those leading and managing the systems - in a manner that invites participation, generates intense energy and withholds the principles and precepts of both good business and good lean. Delegate Daily Feedback ".. this course has made me a better leader, more like the leader I need others to be..." "you have opened my eyes - I can now see how it's all connected."

15 AIMS AND OBJECTIVES The workshop unpacks the required skills that are not normally associated with Lean; stuff like good communications skills, review meetings, management control systems, action planning and then, yes, practical and effective Socratic sales skills - all mixed in with leadership skills that connect desired change target status with required leadership behaviours... all practically related to our regulated industry. Delegate Daily Feedback "This was a practical experience, deconstructing the roles and behaviours of a leader driving lean cultural change" "It gave me a more strategic view and a lot of reflections on my recent past mistakes"

16 Workshop Programme DAY ONE – ESTABLISHING THE CONTEXT The first day will lay the foundation for the following three days; we will discuss and experience the impact of waste, refresh and align our understanding about the classic change models and tools and discover our mutual need for feedback. After the break the attendees will explore variability with a practical exercise they can take home to their facilities to address the most fundamental waste; mura or "variability".

17 Workshop Programme DAY 2 - LEADING HUMANS THROUGH CHANGE The second day of the program focuses upon a crucial aspect of the Lean change process within the cGMP industries; the ability to effectively lead employees through a change program. The attendees discuss the different content theories of motivation and their experiences, as well as ways to present the new required behaviours to their team members. Obeya which is critical to the creation, focusing and sustaining of a team is shared with the attendees who, during the course of the day, will create their own Obeya.

18 Workshop Programme DAY 3 - MANAGEMENT 'LIVE‘ The third day of the workshop delves into the managerial role of the leader and systems within the lean portfolio that enables focused and efficient control of the business. Attendees will learn about management control systems and how to exploit the change control requirements to accelerate change as well as how to delegate effectively. These subjects precede an exercise on locating the waste in the Simulation stream and it becomes self-evident as to why so many managers mistakenly believe that lean is not applicable in the regulated domain. Methods that can be used to visualize waste are debated.

19 Workshop Programme DAY 4 - INTEGRATING LEAN PHILOSOPHY, MANAGEMENT CONTROL SYSTEM PRINCIPLES AND LEADERSHIP SKILLS AND BEHAVIOURS - THE MISSING LINK IN CULTURAL CHANGE Attendees debate the benefits and disadvantages of several of the crucial aspects of Lean on this, the final day, of the workshop; Exploiting the management construct of Takt time, deploying Kaizen effectively in a cGMP environment, becoming addicted to the "Coaching Kata" and experiencing the power of single-piece flow and the effective deployment of Visual factory within regulated suites.

20 Providing Daily Feedback An important aspect of the workshop is to provide delegate feedback that is specific to each individual: Day One Daily Feedback November 2014 Day 4 Daily Feedback November 2014

21 Providing Daily Feedback (cont’d) "Enjoy the mood of the workshop, feeling emotions through the day. Grasp better what motivates others than me." "The motivation section really enhanced the training, it's a powerful tool to build a powerful team. Today an improved sense of participation and an increased motivation to change things." "Feedback sessions are [my] most powerful take-away" "Their review of our performance as leaders in the simulation was very helpful, especially the feedback from [fellow attendees]"

22 Assessing Delegate’s Understanding of the Workshop Material The attendee's understanding of the material is mutually evaluated by their peers during the course, and reflected in feedback from those peers to the attendee at the end of each day. Since the session is simulation based, the peers are able to observe each other in a simulated environment - far better than a test of theoretical knowledge, this system is able to properly appreciate practical, applied, and thus real understanding of the materials.

23 Focus on Leader Behaviour Culture is derived from exposure to new expectations as DEMONSTRATED by leaders over long periods of time. (Note: not ed, presented, conference called, yelled, remonstrated but DEMONSTRATED). These experiences by the employee population, if similar enough from several different leaders, and observed by sufficient people over long enough period of time, change those peoples belief sets. These beliefs drive values and ethics, that drive their own behaviours, that are then experienced by others and it becomes a virtuous cycle. Sometimes leaders just give up too early. Or they don't engage the senior leadership team and then they are the only ones picking up trash in the hallway, or asking the gemba employees sincere questions, or attending the kaizen report-outs...

24 Focus On Leader Behaviour (cont’d) Organizational culture is an artefact of consistent behaviours, and behaviours become consistent when they are demonstrated by credible leaders; which is why we focus on leadership skills like listening, Genchi Gembutsu and the Socratic method. It is the lack of these crucial skills (plus management controls) that corrodes the tool delivery to the point that they become irrelevant. We spend most of our time in the workshop on leadership and management controls than tools (for that exact reason) and leaders can also understand the 'why' about the system of lean deployment and can lead and support it properly.

25 WORKSHOP QUESTIONS "One of our biggest challenges is engaging the supervisors and middle managers as it’s this group that have to drive the shop floor folks. What will your leadership workshop discuss about this" "... and who drives the supervisors? Supervisors and mid- managers copy the examples provided to them by their superiors. Their superiors demonstrate every day what behaviours are acceptable, or not. Relentless, persistent consistent carefully-modelled 'change value' behaviours by leaders over time will ALWAYS permeate the organization and become reality in the suites. These are the truths we share in the workshop"

26 WORKSHOP QUESTIONS (cont’d) "Are we ready as LEADERS to join the workshop and take this step towards cultural change" "A company is never ready for cultural change. Any large group tends towards inertia. Inertia, in a cultural sense, is the status quo. The choice is whether the company wants a specific culture to develop, or is willing to accept whatever culture does develop. Given sufficient time a culture not of the leadership's choosing will form unless they as a group, decide what the future culture should look like, define what behaviours support the new culture and commit to demonstrating those behaviours, and those behaviours only, in front of the employees."

27 WORKSHOP SUMMARY To summarise the workshop is about Revealing to leaders how their behaviours influence the roll-out or development of a lean culture especially on the gemba It's also about exposing senior practitioners to the potential of using good leadership skills and behaviours when they’re deploying their tools and systems And it is beneficial to everyone to understand how the tools and systems are connected and contrive to produce a financially viable culture for the company - the meta system.

28 About the Workshop Leader Military Leader Business Manager Director of Pharmaceutical Manufacturing Plant Manager Senior Director President William Botha is acknowledged by his peers as a results- oriented world class sensei in lean leadership and manufacturing in highly regulated industries and has highly successful experience in all three domains and from both sides of the spectrum - as OpEx practitioner, OpEx Leader, consultant and Operations Manager and Leader


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