Lean Management Transformation

1. THE LEAN
TRANSFORMATION
3 SUCCESS KEYS
Essence-Leadership, François Durnez,
Sept 15

2. Lean
Transformations
results
after
3
years
2
%
OK
24
%
<
expec-­‐
tations
74
%
with
zero
gains
Business
Programs
versus
expectations
Jeffrey Liker, Mike Rother :
Why Lean Program Fail ?
2007
Gartner Survey Shows
Why Projects Fail
June 2012
20-­‐25
%
OK
75-­‐80
%
NOK
Budget
and
schedule
exceeding
more
than
100%
average
2
LEAN
TRANSFORMATIONS
FAIL
IN
MAJORITY
Transformations
target
deep
cultural
changes
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3. Clear Vision & clear objectives aligned to strategy
Top Management walk the talk role model
Goals measured easily & visible, everywhere
100%
Lack of right skills and roles scopes at the right level
90%80%70%
Gains vs risks/losses/investment ratio motivating
Lack of employee’s engagement
Pragmatic program linked to real shopfloor issues
1-­‐
Is
your
vision
clear
+
passion
?
2-­‐
Are
you
embodying
the
vision
?
3-­‐
Do
you
measure
your
goals
?
4-­‐
Do
you
have
the
right
skills
?
5-­‐
Is
this
solving
your
real
issues
?
6-­‐
Do
results
worth
sacrifice/effort
?
7-­‐
Are
you
really
actions
engaged
?
The
7
keys
to
succeed
in
Inspired
Leadership
3
MAIN
FAILURES
ROOTCAUSES
A
need
to
make
3
levels
consistency…
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4. 97%
of people do not
know values/vision
87%
of employees
are not engaged
70%
of transformation
projects do not
reach their initial
goals
QUALITY
PERFOMANCE
COSTS
RISKS
The lack of
CONSISTENCY
between:
• Vision &
Goals,
• Relations &
Leadership,
• Actions &
Operations
is the main reason
of failure of both
operational
activities and
transformation
projects
44
THE
ENGAGEMENT
AT
THE
HEART
Consistency
between
3
keys
drives
success
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5. VISION
WHERE ?
STRATEGY
WHY ?
RELATION
WITH WHOM ?
ORGANIZATION
HOW ?
EVOLUTION
HOW MANY ?
ACTION
WHAT ?
COMBINING
THE
3
CENTERS
6
KEYS
AT
ALL
LEVELS
TO
SUCCEED
IN
STEERING
&
TRANSFORMING
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6. Build an INSPIRING
roadmap combining
vision, strategy for
break down in right
tactic and goals
Reveal a unique
LEADERSHIP with
authentic & efficient
relationships for a
higher contribution
Focus on cross-
functional KEY
PRIORITIES in link
with the organization
orientation
STRATEGY
ORGANIZATION
ACTION
VISION
RELATION
EVOLUTION
6
THE
ONLY
WAY
TO
SUCCEED
REQUIRES
TO
CONSISTENTLY
INTERLACE
AND
CONNECT
3
LEVELS
ORIENTATION
MANAGEMENT
OPERATIONS
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7. ASSESSMENT & INITIATION
Cultural & Performance
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
PILOT WORKSHOPS
STEERING & LINKING
COORDINATION
WORKSHOPS AND DAILY
ANTICIPATION & EVOLUTION
ORGANI-
ZATION
RELATION
ORGANI-
ZATION
RELATION
STRA-
TEGY
VISION STRA-
TEGY
VISION
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
7
THE
VIRAL
ORGANIC
TRANSFORMATION
DEPLOYS
PROGRESSIVE
INTERCONNECTED
3
LEVELS
STEPS
ORIENTATION
MANAGEMENT
OPERATIONS
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8. STRATEGY
Be Profitable Serve Customers
The breakdown of these
elements guides to key objectives
to be achieved by the corporation
VISION
8
THE
ORIENTATION
LEVEL
INTEGRATES
THE
VISION
WITH
THE
VISUAL
AND
FLUID
FLOWDOWN
Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
A financial and critical
KPI driven allows to:
• Steer main stakes
• Break down by level
A visual and inspiring
vision drives to:
• Engage all teams
• Contribute higher
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9. Alerts
Systems
Management
Loops & Rituals
Activities
Objectives
Business Exec.
Unit Director
Manager
Team Leader
Goals
Means
Goals
Means
Goals
Means
Goals
Means
• Leadership & Team Charta
• Decision & Sharing Rules
• Delegation & Trust Rules
RELATIONORGANIZATION
9
Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
THE
MANAGEMENT
COORDINATES
THE
VARIOUS
ENTITIES-­‐ORGANS
USEFULNESS
BEST
ARTICULATION
Organization structure for
activities efficiency and
talents best growth
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10. THE
OPERATION
OPERATES
SIMULTANEOUSLY
EXECUTION
&
CONTINUOUS
IMPROVEMENT
EVOLUTIONACTION
Step
Step
Continuous
Improvement
Daily challenges
Daily challenges
Daily challenges
Major issue/action
Major issue/action
Continuous
Improvement
Continuous
Improvement
10
A manager and leader role in a team requires to combine both sides:
RUN
EXECUTE
PRODUCE
DELIVER
IMPROVE
CAPITALIZE
GROW
INNOVATE
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11. LEAN
TRANSFORMATION
COMBINES
BOTH
ORGANIZATION
AND
HUMAN
EXCELLENCES
« The key of successful companies stands at the
intersection of Science and Art », Steve Jobs
1
The Science of
Performance
Integrated management
system governance:
Risks, Quality, Finance,
HR, Innovation…
Transformation
programs: Performance,
Lean, World Class…
Project and program
management
The Art of
Leadership
Worldwide leaders
best practices
modeling
Neurosciences
neuronal success
patterns
Emotional intelligence
and personality types
behaviors mastery
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12. Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION
12
LET’S
KEEP
IN
TOUCH
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