1. A Model for Lean Leadership Rob Walley Partner Bourton Group

2. Backwards Brainstorm
What could we do to ensure people are NOT engaged in a Lean Environment?
Pop your ideas onto individual sticky notes
When you’ve got your ideas down, they will be collected from round the group and collated onto the flip chart

3. What is engagement?
The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplishing tasks that are important to the
achievement of
organisational goals.

4. Benefits of increased engagement
Profit
Customer satisfaction
Productivity
Innovation
Retention
Well being
Health and safety

5. Engagement is key to Lean success

6. Lean Leadership Attributes
Set a lean vision, this applies from Managing Director to work group foremen  
Commit to an on-going self-education in Lean, through lean training, reading and deployment
Educate and mentor others in terms of Lean deployment and waste removal
Drive a continuous improvement culture and behaviours
Expect to see team(s) performance represented visually
Identify and remove waste by visiting the place of action and undertaking waste walks
Develop and maintain standards in the working environment and in working procedures and practices
Ensure all improvement activities are documented and best practice is shared

7. Lean Leaders should develop and ensure
What is important?
How it will be deployed?
Will we stick to it?
Are we proud of what we do?
FOCUS
STRUCTURE
DISCIPLINE
OWNERSHIP
Lean Leaders need to set clear priorities and make sure that their teams know what is important. People are heavily influenced by the priorities set by their boss!
Lean Leaders need ensure the right structures, mechanisms, methods, tools and techniques are available for teams to deliver against the priorities they have set.
Lean Leaders need to set clear standards and lead by example. They need to ensure that their teams are sticking to good behaviours and are discouraged from poor ones
Lean Leaders need encourage pride and ownership of the teams work by the team and its members. Leaders need to devolve accountability where they can.

8. Focus: organisation needs
Translating the needs of the organisation into something meaningful that individuals can relate to and contribute towards

9. Focus: customer needs
CTQ Measure 1
Time
CTQ Measure 2
Translating the needs of the customer into measures that individuals can influence and see the outcome.
CTQ Measure 3
Expressed need
Quality
CTQ Measure 4
CTQ Measure 5
Cost
CTQ Measure 6

10. Structure: deployment methodology
Engagement opportunity
Process Redesign driven by centrally led and resourced project team over a longer time scale
Project / programme management experts
Focused participation of process stakeholders, customers and suppliers
Lean Sigma DMAICT specialists
Lean Rapid Improvement Events focused on resolving cross team issues
Lean practitioners /facilitators
Locally generated operational performance improvements led by team leaders
Daily Work Group meetings
Primary Visual Display
3Cs problem solving
5S workplace improvements
few
Radical Process/ Organisation Redesign
Project-based step improvement
engagement opportunity
Continual incremental improvements
many

11. Structure: tools and techniques
Shared toolkit used by all across the organisation in the conduct of everyday business.

12. Discipline – leadership behaviours

13. Discipline – team behaviours

14. Ref: Tannenbaum & Schmidt “Leadership Continuum”
Ownership – Generating Engagement
Ref: Tannenbaum & Schmidt “Leadership Continuum”
To be fully engaged, your teams need you to share:
Authority to make changes - within agreed boundaries
Information they can use - understanding the business issues
Resources to adopt Lean - time, tools/techniques, help

15. Ref: Blake Mouton Managerial Grid
Ownership – sustaining engagement
CHALLENGE
CLUB
HIGH PERFORMANCE
APATHY
STRESS
high
low
SUPPORT
Ref: Blake Mouton Managerial Grid

16. The absence of these leads to Waste
What is important?
How it will be deployed?
Will we stick to it?
Are we proud of what we do?
FOCUS
STRUCTURE
DISCIPLINE
OWNERSHIP
Without a clear direction and set priorities there will be wasted effort, energy and misaligned activity.
Without the right structures, mechanisms, methods, tools and techniques there will be inconsistency, duplication and omission.
Without clear standards being set and consistently managed systems and procedures, poor practices will thrive and there will be variation and conflict.
If responsibility, authority and accountability are withheld from the team, negative behaviors will be reinforced leading to poor performance.

17. Discussion and conclusions