The Joy of Lean

Dodd Starbird

Description

Has your organization tried Lean already? If so, you surely see and feel the Joy of Lean in your workplace now, right?
Don't worry. If you're not quite to joy yet, you're not alone.
As it attracts more and more attention as a successful business philosophy that can improve results in any type of organization, lean has still sometimes been misunderstood as a method for just cutting expenses. The useful ideas of eliminating waste and driving greater efficiency can pick up a negative spin, with perceptions of job cuts, employees doing more with less, and managers squeezing more productivity from each person. None of that sounds very joyful.
But it doesn't have to be that way. This book will show leaders how to cultivate a positive Lean Culture of Excellence that creates value for customers, profitable growth for businesses, sustainable cost reduction, and fulfilling jobs for employees.
Lean Culture means empowerment.
Lean Culture means better value for the customer.
Lean Culture means better performance for the organization.
Lean Culture means a more engaging, rewarding, and yes, even joyful role for each employee.
And Lean Culture provides the competitive advantages that a team needs to survive and grow.
We call the approach Lean Engaged Team Performance (Lean ETP). It's a purposeful combination of value innovation, process excellence, performance measures, team goals, collaborative norms, organizational structure, enabling technology, and most of all, visionary leadership. And it's hard to achieve and even harder to sustain, but it's worth the journey!
Praise for The Joy of Lean
"For a young growth company, the self-discipline of Engaged Team Performance and a commitment to process improvement do not initially sound too joyful. But all we needed was one team to try. Our leaders and employees came together… operating at the best service levels we had ever achieved."
Jana Schmidt, President and CEO, Ecova, Inc.
"Life is supposed to be an adventure, and work is a core part of that journey. The Joy of Lean will help you develop a culture where everyone takes joy in coming to work every day to contribute something that will change the world for the better."
Dr. Fred Moll, co-founder and CEO, Auris Surgical Robotics, and co-founder of Intuitive Surgical
"The Joy of Lean provides practical advice that every organization should follow when pursuing a Lean transformation. Dodd Starbird delivers the content in an easy to understand, even humorous way that makes this an important and enjoyable read for anyone, not just leaders for whom the book is most intended."
Drew Locher, author of Lean Office and Service Simplified
"Dodd Starbird fixes the limitations of most Lean implementations by shifting focus from eliminating waste to achieving excellence, and it's spot on!"
David Marquet, author of Turn the Ship Around!
"At its heart,The Joy of Lean is about leaders building relationships: relationships with your customer and with your employees. Engaged Team Performance is all about empowering your employees to demonstrate care while attracting new customers, strengthening client relationships, or delivering products and services every day. The Joy of Lean provides the key to any successful business."
Art Bacci, Head Hong Kong Group, Principal International
"Business, especially a growing business, is ultimately about people working with people. The Joy of Lean outlines key principles for driving a culture of business performance. Working with Dodd Starbird's ETP principles, we have been able to deliver sustainable value to our business, and our teams remain engaged."
Beth Rothwell, President, VfD Companies

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Total Quality Management
• Gestion et management
• Economics

Informations

• Publié par: ASQ Quality Press
• Date de parution: 18 novembre 2016
• Nombre de lectures: 0
• EAN13: 9781953079435
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

The Joy of Lean

Also available from ASQ Quality Press:

Kaizen Kanban: A Visual Facilitation Approach to Create Prioritized Project Pipelines Fabrice Bouchereau

The Lean Handbook: A Guide to the Bronze Certiîcation Body of Knowledge Anthony Manos and Chad Vincent, editors

Executing Lean Improvements: A Practical Guide with Real-World Healthcare Case Studies Dennis R. Delisle

Lean Doctors: A Bold and Practical Guide to Using Lean Principles to Transform Healthcare Systems, One Doctor at a Time Aneesh Suneja and Carolyn Suneja

Making Change in Complex Organizations George K. Strodtbeck III

The Quality Toolbox, Second Edition Nancy R. Tague

Root Cause Analysis: Simpliîed Tools and Techniques, Second Edition Bjørn Andersen and Tom Fagerhaug

The Certiîed Six Sigma Green Belt Handbook, Second Edition Roderick A. Munro, Govindarajan Ramu, and Daniel J. Zrymiak

The Certiîed Manager of Quality/Organizational Excellence Handbook, Fourth Edition Russell T. Westcott, editor

The Certiîed Six Sigma Black Belt Handbook, Third Edition T.M. Kubiak and Donald W. Benbow

The ASQ Auditing Handbook, Fourth Edition J.P. Russell, editor

The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships Grace L. Duy, editor

To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press.

The Joy of Lean

Transforming, Leading, and Sustaining a Culture of Engaged Team Performance

Dodd Starbird

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee, WI 53203 © 2016 by ASQ All rights reserved. Published 2016. Printed in the United States of America.

21 20 19 18 17 16 5 4 3 2 1

Library of Congress Cataloging-in-Publication Data

Names: Starbird, Dodd, author. Title: The joy of lean : transforming, leading, and sustaining a culture of  engaged team performance / Dodd Starbird. Description: Milwaukee, Wisconsin : ASQ Quality Press, 2016. | Includes  bibliographical references and index. Identiîers: LCCN 2016041968 | ISBN 9780873899420 (hardcover : alk. paper) Subjects: LCSH: Teams in the workplace--Management. | Quality  control—Management. | Organizational eectiveness--Management. |  Leadership. Classiîcation: LCC HD66 .S723 2016 | DDC 658.4/013—dc23 LC record available at https://lccn.loc.gov/2016041968

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Director of Knowledge Products: Seiche Sanders Associate Publisher: Matt T. Meinholz Managing Editor: Paul Daniel O’Mara Sr. Creative Services Specialist: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

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Printed on acid-free paper

Dedication

This book is dedicated to everyone I’ve encountered on the path to improve organizational performance over the last three decades. While I’ve included a number of their stories here, there are also a number of other, unnamed contributors who helped to form the ideas herein. I’m grateful to every one of them for the experiences that they’ve given me and my team along the journey.

While they sometimes learn from us, we learn from them every day.

v

Contents

List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii

Prologue – A Lean Parable: Eïciency is the Best Form of Job Security! . . . . xv

Introduction Lean Culture and Engaged Team Performance . . . . . A Short History of Process and  Performance Improvement . . . . . . . . . . . . . . . . . . . . Purposeful Culture Design . . . . . . . . . . . . . . . . . . . . . . . Engagement Deîned. . . . . . . . . . . . . . . . . . . . . . . . . . . . The Power of Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Grand Paradox of an Eïcient Culture. . . . . . . . . . Lean Culture by the Steps . . . . . . . . . . . . . . . . . . . . . . . . Lean Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 1

Find Your Purpose: Commit to Change . . . . . . . . . . . . Why Change? Why not! . . . . . . . . . . . . . . . . . . . . . . . . . . First, Find Your Purpose . . . . . . . . . . . . . . . . . . . . . . . . . A Vision of Perfection. . . . . . . . . . . . . . . . . . . . . . . . . . . . The Frozen Middle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A Moment of Truth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . It Takes Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Moving Forward with a Purpose . . . . . . . . . . . . . . . . . . Leadership with a Purpose . . . . . . . . . . . . . . . . . . . . . . .

vii

1

3 5 6 8 10 11 12

13 14 15 18 19 20 21 22 22

viiiContents

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Identify Opportunity: Measure and  Analyze the Process . . . . . . . . . . . . . . . . . . . . . . . . . . The Need for Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Path to Improvement . . . . . . . . . . . . . . . . . . . . . . . . The Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Do We Really Need a Time Study?. . . . . . . . . . . . . . . . . The Time Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Time Study Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Back to Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Quality Today . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Quality Principles for the Future . . . . . . . . . . . . . . . . . . Leading as You Measure and Analyze the Process . . .

Drive Value: Streamline the Process . . . . . . . . . . . . . . EZB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Spirit of Lean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Crappy Handos. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5S: Workplace Organization . . . . . . . . . . . . . . . . . . . . . . The Opportunity Matrix . . . . . . . . . . . . . . . . . . . . . . . . . Flex Work in a Call Center. . . . . . . . . . . . . . . . . . . . . . . . Flex Work and Priority Protection . . . . . . . . . . . . . . . . . Contact Center Pressure. . . . . . . . . . . . . . . . . . . . . . . . . . Leading Lean Process Streamlining . . . . . . . . . . . . . . . .

Control the Process: Make the Work and  Data Visible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Visual Work and Data . . . . . . . . . . . . . . . . . . . . . . . . . . . Collaborative Norms . . . . . . . . . . . . . . . . . . . . . . . . . . . . Rolling Whiteboards Are Expensive! . . . . . . . . . . . . . . . Trend Charts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Freedom Through Tyranny . . . . . . . . . . . . . . . . . . . . . . . Leading Visual Data and Integrating the  Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Transform: Organize the Team . . . . . . . . . . . . . . . . . . . A Functional Organization . . . . . . . . . . . . . . . . . . . . . . . Customer-Focused Teams . . . . . . . . . . . . . . . . . . . . . . . . Launching the Pilots . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

23 23 23 23 24 24 25 26 32 37 38 39 40

43 43 48 50 51 52 54 55 55 57

59 59 62 64 65 66

6

7

69 69 71 73

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Contentsix

Pilot Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Organizing the Whole Department . . . . . . . . . . . . . . . . Leading the Transformation: Organize the Team. . . . .

Engage! Set Team Goals . . . . . . . . . . . . . . . . . . . . . . . . . The Team’s Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mission 24 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Productivity Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Individual Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A New Way of Measuring Productivity . . . . . . . . . . . . Stealing Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Changing Negative Culture to Positive. . . . . . . . . . . . . Leading Team Goal-Setting . . . . . . . . . . . . . . . . . . . . . . .

74 75 77

81 81 82 84 85 87 93 94 95

Implement Change: Lead the Transition. . . . . . . . . . . 97 The Uphill Battle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 A Downhill Battle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Rebellion or Revolution? . . . . . . . . . . . . . . . . . . . . . . . . . 100 Revolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Circles and Triangles . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Leading Engagement in Change . . . . . . . . . . . . . . . . . . 102

Stand The Test of Time: Sustain Lean  Engaged Team Performance . . . . . . . . . . . . . . . . . . . 105 Process-Only Focus Leads to Failure . . . . . . . . . . . . . . . 105 Culture Crash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Resourcing a Sustainable Transformation . . . . . . . . . . . 108 Expanding the Lean Culture . . . . . . . . . . . . . . . . . . . . . . 112 Strategy Deployment and Leader Standard Work. . . . 112 Sustaining Strategy Deployment . . . . . . . . . . . . . . . . . . 115 Leading and Sustaining Lean Culture . . . . . . . . . . . . . . 116

Conclusion: New Lean Tools and a New  Lean Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 A Lean Culture of Value Innovation . . . . . . . . . . . . . . . 122 A Value Innovation Strategy . . . . . . . . . . . . . . . . . . . . . . 123 The Future of Lean Culture and Engaged Team  Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126