Accelerating Change:

Lean Leader Development

XYZ Operations
MONTH, 20XX
2 Confidential
File Number- 2
The Lean Leader process is designed to accelerate
Lean implementation efforts in the business.
Identify key individuals in the organization and
those with a passion for driving change using the
Lean tools
Train and mentor these individuals in the principles,
methodology, and toolkit.
Draw upon this team of leaders to facilitate Lean
activities (5S etc) and kaizen events in addition to
existing infrastructure.
Results in sustained, accelerated results; Develops
future leaders; Enhances culture of change.
Introducing the Lean Leader Process
3 Confidential
File Number- 3
The Problem with Traditional Deployment
Site Lean
Focal Point
Lean Event
Leader
Lean Event
Leader
Lean Event
Leader
In an organization with only three
Lean Event Leaders, for example,
only three kaizen events can be
completed at a time.
Activities constrained by number of
Lean Event Leaders available.
Benefits take longer to be realized.
Organizational learning not as
quick.
Lean knowledge resident in Event
Leaders, not the organization.
43 5-S in 1210-Large storage area 1210 LSOP
44 Receiving Prioritization Logist. Inventory
45 R&O OTTR / VSM R&O OTTR
46 Site Level Baseline - Operations Site Wide All
47 Site Level Baseline - Sourcing Site Wide All
48 R&O Placeholder R&O OTTR
49 COGI errors and process improvement Logist. All
50 Lean Tool Leader Process Development All All
51 Site Level Baseline - Invoicing / AR / Finance Site Wide All
52 NSFG (D-Tag) Follow-up Operations OTTR / Inv.
53 Site Level Baseline - Order Management Site Wide OTTR
54 Site Level Baseline - Planning / SIOP Site Wide OTTR
55 Milk Runs to Phoenix X-Cells, Fluidics OTTR
56 Military Shipping Process Improvements Logist. Inventory
57 R&O Placeholder R&O All
58 Site Level Baseline - Inbound Logist. All
59 Site Level Baseline - Outbound Logist. All
60 Site Level Baseline - Consolidation All All
61 Site Level Baseline - Consolidation All All
62 Cell C07 HS&E / F-22 Layout C07 Safety
63 Releasing Production Orders Process Improvement Logist.
64 Improve Level Loading of Shipments from Singapore Receiving OTTR / Inv.
65 Solenoid Cell Standard Work Solenoids OTTR
66 Shipping Prioritization/OTTR Visability Logist.
67 Heat Treat/ Grind Parts in Phoenix Mach Shop OTTR
68 Long Term Receiving Storage Kaizen Receiving Inventory
69 Pilot Pull Signal Builiding / POU Logist.
Status Area SQP Kaizen
Kaizen Hopper
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File Number- 4
The Solution
Site Leader
Operations Engineering Finance Supply Chain Quality HR IT
LL
LL
LL
LL
LL LL LL LL LL LL
LL
LL LL
LL
LL LL
Site Lean
Focal Point
Lean Event
Leader
Lean Event
Leader
Lean Event
Leader
+
43 5-S in 1210-Large storage area 1210 LSOP
44 Receiving Prioritization Logist. Inventory
45 R&O OTTR / VSM R&O OTTR
46 Site Level Baseline - Operations Site Wide All
47 Site Level Baseline - Sourcing Site Wide All
48 R&O Placeholder R&O OTTR
49 COGI errors and process improvement Logist. All
50 Lean Tool Leader Process Development All All
51 Site Level Baseline - Invoicing / AR / Finance Site Wide All
52 NSFG (D-Tag) Follow-up Operations OTTR / Inv.
53 Site Level Baseline - Order Management Site Wide OTTR
54 Site Level Baseline - Planning / SIOP Site Wide OTTR
55 Milk Runs to Phoenix X-Cells, Fluidics OTTR
56 Military Shipping Process Improvements Logist. Inventory
57 R&O Placeholder R&O All
58 Site Level Baseline - Inbound Logist. All
59 Site Level Baseline - Outbound Logist. All
60 Site Level Baseline - Consolidation All All
61 Site Level Baseline - Consolidation All All
62 Cell C07 HS&E / F-22 Layout C07 Safety
63 Releasing Production Orders Process Improvement Logist.
64 Improve Level Loading of Shipments from Singapore Receiving OTTR / Inv.
65 Solenoid Cell Standard Work Solenoids OTTR
66 Shipping Prioritization/OTTR Visability Logist.
67 Heat Treat/ Grind Parts in Phoenix Mach Shop OTTR
68 Long Term Receiving Storage Kaizen Receiving Inventory
69 Pilot Pull Signal Builiding / POU Logist.
Status Area SQP Kaizen
Kaizen Hopper
5 Confidential
File Number- 5
There are many benefits. Here are a few:
- Organizational Benefits:
Increased responsiveness to important business issues.
Culture change occurs faster.
Enhanced organizational learning.
Ability to achieve greater results sooner.
- Individual Benefits:
Play a significant role in transforming the business.
Improved visibility throughout the organization.
Improved facilitation, speaking, coaching, and training skills.
Develop key process improvement skills that can be transferred back to the
individuals job.
- Leader / Manager Benefits:
Develop your key talent makes your team better.
Develop key skills for solving critical problems in your organization.
Achieve more effective results on your problems.
Why a Lean Leader Program?
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File Number- 6
How the Program Works
Candidate
identified
Conduct skills
assessment
Lean mentor /
coach assigned
Develop training
plan to address
skills gaps
Begin learning
process
1. Technical
2. Leadership & Change Management
Formal process for developing Lean Leaders.
Training plan designed to accommodate candidates needs.
Addresses personal and business needs.
Deliberate, repeatable process yields a consistent outcome:
Strong Lean leadership within the organization.
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File Number- 7
Identifying Lean Leaders
Candidate
identified
Conduct skills
assessment
Lean mentor /
coach assigned
Develop training
plan to address
skills gaps
Begin learning
process
1. Technical
2. Leadership & Change Management
Identify potential Lean Leaders through two primary channels:
- Top-Down Approach: Those currently in leadership positions (ie. Dept Managers,
Area Supervisors, Lead contributors, etc).
- Bottoms-Up Approach: Those with a passion and desire to learn about and
implement the Lean tools (ie. Engineers, Specialists, Cell Members, etc.).
Clearly communicate the process, expectations, and outcomes of the
program to candidates.
Obtain mutual agreement from all parties (Individual, Manager, CI/
Lean Team).
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File Number- 8
Assign a Mentor
Candidate
identified
Conduct skills
assessment
Lean mentor /
coach assigned
Develop training
plan to address
skills gaps
Begin learning
process
1. Technical
2. Leadership & Change Management
Once candidates have been identified and engaged in the
program, an experienced Lean practitioner will be assigned to
mentor and coach the future Lean Leader.
Both will work to develop a learning plan.
Mentor will provide valuable coaching and advice on
techniques, tips, and procedures to enable the future Lean
Leader to be successful.
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File Number- 9
Develop a Customized Learning Roadmap
Candidate
identified
Conduct skills
assessment
Lean mentor /
coach assigned
Develop training
plan to address
skills gaps
Begin learning
process
1. Technical
2. Leadership & Change Management
A skills assessment will be completed for each individual.
- Provides a customized learning roadmap.
- Evaluates fundamental coaching, facilitating, and training skills.
- Also evaluates technical competency.
Mentor and individual together will develop a formal learning
plan to close any fundamental gaps and accelerate benefits to
the business.
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File Number- 10
Leadership & Change Management Skills
All Lean Leaders need a basic foundation of
leadership and change management skills:
- Facilitation
- Coaching
- Training
Skills learned through two methods:
- Classroom learning: Provided through a Lean Development /
Learning Management System (LMS). (Bi-weekly sessions)
- Experiential learning: On the job training provided through actual
experience in kaizen events.
Develop fundamental business skills that will serve
both the individual and the organization well.
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File Number- 11
Technical Skills
Technical learning is accomplished through a crawl,
walk, run methodology:
- Crawl Phase: Participate on kaizen events; Receive instruction;
and Complete professional readings and other assignments.
- Walk Phase: Shadow mentor through execution of kaizen events;
Begin leading portions of kaizen events; and Receive and
incorporate developmental feedback, key tips, and techniques.
- Run Phase: Lead kaizen events; Identify and develop others in
the process; and Deliver results.
Each Lean Leader will go through each phase and
be evaluated by their mentor for readiness.
This process ensures capable and proficient Lean
Leaders are developed who provide results to the
business.
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File Number- 12
Technical Skills (continued)
Lean Leaders learn the technical skills through a
progression of the tools. Fundamental skills are
addressed and learned first and advanced skills later.
- This ensures two things: (1) Solid understanding of fundamentals on
which to build upon; (2) Matches the deployment within the business.
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File Number- 13
Technical Skills (continued)
Lean Leaders are evaluated on each of the tools. As
mastery is achieved, they move to the next tool, and
the next, and so forth.
- Completion of every tool is not a requirement of the program.
- Suited to needs of business and individual desire.
Cycles of learning will vary based on the individual
and the difficulty of the tool.
Measurement and progress tracked using evaluation
tools.
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3.6 Smith Bill C07 Member ISC Jan 07 5 5 5 5 5 5 5 5 5 3 5 5 3 3 2 5 5 4 5 1 1 1 4 4 4 4 3 2 2 1 1 4 5 4
3.5 Thomas Kurt Ball Player MM Jan 07 4 4 4 4 4 4 4 4 4 3 5 5 1 2 2 3 3 4 5 2 2 1 4 4 4 4 3 2 2 1 5 4 5 4
1.1 Green Dennis Former Coach FIN Jan 07 1 1 1 1 1 1 1 1 1 1 2 2 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
14 Confidential
File Number- 14
Accelerates Lean implementation and change in the
organization.
Business wins through accelerated benefits.
Individual wins through growth and development.
Results:
- Sustained, accelerated results.
- Development of future leaders.
- Enhances culture of change.
- Drives problem solving and organizational learning within
business.
Summary
15 Confidential
File Number- 15
Bekki
Chris
Josh
Dave
Rick
Jason
Robert
Jeff
Val
Jack
Laurel
Dave
Candidates ?