1. How do you successfully engage people in a Lean environment
How do you successfully engage people in a Lean environment? Lesley Fleming, 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.
CIPD reported in 2010 that only 8% of employees were strongly engaged
UK ranked 9th out of 12th largest economies (GDP) in 2009
Four out of five employers are seeking to increase levels of emgagement

4. Benefits of increased engagement
Profit
Customer satisfaction
Productivity
Innovation
Retention
Well being
Health and safety
CIPD findings January 2010
engaged employees perform better
the majority of engaged respondents were rated ‘good’ in their last appraisal
engaged employees are more innovative than others
engaged employees are more likely to want to stay with their employer
in the sample, 35% indicate that they would like to continue working for their employer for five or more years, compared with 17% who want to leave within the next two years
engaged employees enjoy greater levels of personal well-being
engaged employees perceive their workload to be more sustainable than others
one-third of employees are ‘fit-performers’, enjoying high levels of personal well-being and performing well
our data indicate that excessively high levels of engagement might lead to ill-health and burnout.

5. Four enablers of engagement
A strong strategic narrative provided by visible, empowering leadership
Engaging managers who focus people and give them scope, treat them as individuals, coach and stretch
Organisational integrity – values on the wall reflected on day to day behaviours
Employee voice for reinforcing and challenging views, working between functions internally and externally, employees central to the solution
Source: “Nailing the Evidence” UK Employee Engagement Task Force, Bruce Rayton University of Bath School of Management - Nov 2012

6. The leadership ‘value add’
Focus
Creating a vision that is inspiring yet achievable
Sharing the vision in a way that is attractive to people
Structure
Creating the infrastructure to deliver the vision and business objectives
Establishing clear roles, responsibilities, processes, methods and standards
Discipline
Managing systems and procedures consistently
Developing and encouraging ways of working to achieve the vision
Ownership
Devolving responsibility, authority and accountability
Being the change you want to see in the world

7. Focus: organisation needs
Goal
Objectives
Strategies
Plans
Actions
Deployment cascade
Reporting route
Translating the needs of the organisation into something meaningful that individuals can relate to and contribute towards

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

9. 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

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

11. Discipline – leadership behaviours
Sustaining the Lean environment
Power
Pain
Vision
Resources
Organisation / individual impact
Scope
Public / private role
Consequence management
Monitoring activities
Sacrifice

12. Discipline – team behaviours
Display
Measure
Review
People owning continuous performance improvement
Work
Prioritise
Improve
Diagnose

13. 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

14. Ownership – sustaining engagement
CHALLENGE
CLUB
HIGH PERFORMANCE
APATHY
STRESS
high
low
SUPPORT
At a given time, and in relation to a given task:
High support and low challenge is the comfort zone. We are not stretched, and performance improvement is not a prime concern. Lean is of academic interest
High challenge and low support is stressful. This occurs when we are trying to do something that we are not equipped to do or do not have the capacity. This will not generate sustainable improvements.
Low challenge and low support has the effect of inducing apathy. There is little stimulation and little interest, goals can become invisible. It can be a depressing environment with problems tolerated.
High support and high challenge is where learning and achievement go together. Stretching targets are more likely to be accepted and delivered because people have the resources and enthusiasm to meet them
Ref: Blake Mouton Managerial Grid

15. Discussion and conclusions