Transforming Emotion@Lean

TE@L:
Transforming Emotion@Lean
1Essence-Leadership©, 2016
« The companies that
succeed are at the
intersection of the
Science and Arts »,
Steve Jobs
TRANSFORM

Only a tiny portion of Lean Transformations or performance
Continuous Improvement approaches do engage and keep
their promises in the long term, because they don’t embody.
Lean is Leadership expressing from each individual and
team, finding the way of fulfillment through flow with:
« Lean = internal and external leadership » principles.
Toyota is only one example, inspiring in its success, in a specific sector and
culture; succeeding in your Transformation means to find your own unique way!
2
Transforming Emotion@Lean:
Lean isn’t Toyota, it consists in physical
and physiological principles, to live and
experience internally and externally.
All rights reserved www.Essence-Leadership.com©
TRANSFORM

3
16 Videos for a successful engaging Transformation
Lean
is Leadership
Lean
History
Why
Lean
1 2
3 4 5 6
Problem
Solving
9 10 11 12 13 14
15 16
Evolution
Principles
Lean
Uniqueness
Lean
Engine
7 8
Lean
Rollout
Embodying
Lean
Lean
Culture
Management
Rituals
5S
Respect
Standards
Mastery
Quality
Pride
Flow
of Flow
Emotional
Value

4
1- Lean is Leadership, and Leadership is Lean
Inspiring
Organisation
Head
HeartManagement
Operations
Steering
Hands
Lean shall answer to an emotional momentum in
order to engage the full organisation energy.
Mission
Value Added
Uniqueness
Vision
Values
Vibration
Consistency
= Flow
&
Inspirational
Leadership
Optimal
Ways & Means
Optimal
Resources
« Our ability to manage ourselves and handle relationships -our
emotional intelligence- matters twice as much as IQ », Daniel Goleman

5
2- Find the Why of your Lean approach
Turnover
Margin
Market position
Cultural Excellence
Consistency & Purpose
Engagement at all levels
Corporate Identity
Employer Brand
Contribution Dynamic
Delay / Just in Time
Quality
Optimal costs
Markets/Products/Services Evolution
Mergers/Acquisitions/Restructurations
Production processes Evolution
Information Systems Evolution
Reorganisation
Learning organisation development
Quality upgrading
Market repositioning
Emotion@Lean Transformation Program
Flow
management
Management
& Leadership
Styles
Performance
Steering
Organisation,
roles & tasks Prioritisation
& Decision
Cultural
Dimension
« How great leaders
inspire action »- start with
why », Simon Sinek

RELIA-
BILITY
SAFETY
HEALTH
6
3- A short History of Lean
Organisation
Management
World Class
Manufacturing
A management system
based on Quality and
Flow
A management system
covering all
organisation functions
Professional
maintenance
FLOW
MGT
SYSTEMS
Toyota
Production
System
Ford
Lean
Manufacturing
Vauban Castles
Venetian Empire
QUALITY
Statistics Six Sigma
A projects approach
focused on Quality
and Flow
Roman
maritime
empire
Lean Six
Sigma
Lean
Management
World Class
Manage-
ment
Safety
Ergonomics
…
Others
(innovation, hr,
finance…)
OTHER
FUNCTIONS

7
4- Inside the Lean Engine
Lean is in it’s essence the last action principle discovered by Maupertuis
in 1744: « When some change happens in nature, the amount of action
used in this change is always the smallest possible. »
« The vision for Lean, I believe, should be achieving operational
excellence based on a clearly defined value system and a way of
engaging people in Continuous Improvement », Jeffrey Liker
Lean is built
simultaneously
vertically and
horizontally in order
to ensure its
effectiveness and
sustainability
Lean Six
Sigma
Lean
Management
World Class
Manage-
ment
Organisation
Management
rollout
Processes
rollout
External
customers
needs
External
customers
satisfaction
Business unit 1 Business unit 2 Business unit 3
Internal
Customer

5- The Lean transformation is mostly Cultural
1980-1990
KNOW
Tools
8
2 % SUCCEED
24 % <
expectations
74 % with
0 gains
Jeffrey Liker, Mike
Rother : Why Lean
Program Fail ? 2007
26% OF LEAN TRANSFORMATIONS
MAINTAIN > 3 YEARS
20% OF JAPANESE CORPORATIONS
HAVE SUCCESSFULLY ROLLED OUT
LEAN - TPS
Gartner Study : Why
Projects Fail
June 2012
25% OF BUSINESS
PROGRAMS SUCCEED
25 % OK
75 %
failures
2000
KNOW HOW
Experience
& Systems
2010
KNOW HOW
TO BE
Culture
2015+
KNOW
HOW TO
BECOME
Uniqueness
Discovering a culture rich of
values, Nathan Algren in
The Last Samurai

9
6- The Lean Rollout is a Systemic approach
2- Broadcast an Inspirational Leadership:
• Training of the collective dynamic
• Coaching starting from key people
• Individual and Collective strengthening
simultaneously by complementarity approach.
Head
Heart
Hands
Management
Operations
Steering
3- Actions Training on the shop
roll out with growing internal autonomy:
• From training to instantaneous ownership
• Engineering and council starting from shop floor
in a coaching attitude for a viral dimension.
1- Define strategy, vision and its flow
down at each level:
• Engineering of rollout approach
• Council and coaching for consister evolution
of the Management System.
« The whole is greater than the sum of its parts », Aristotle
Engineering Council Training Coaching

10
7- Evolve from Lean Management to Embody Emotion@Lean
Quality Flow
TE@L
Gestion de soi
Social
Awareness
Relationship
Management
Know How
AnalyticalIntraPersonal
Value Flow down
Management Rituals
Problem Solving
5S
Standards
InterPersonal
Knowledge
Self
Awareness
Self
Management
Emotional Intelligence model from
Daniel Goleman
1/32/3
Why How What
« Be the change you want to see
in the World », Mohandas Gandhi
Losses
Costs
Mgt Rituals
Problem
Solving
5S Standards
95%
85%
Human
Capital
Mainte-
nance
Safety…
Building a consistent Management System:
PILLARSFOUNDATIONS
99%

11
8- Engagement through the Management Rituals
Steering a
team is like
steering a
plane,
starting by
yourself
Balance between
Challenge and Support.
The Management rituals target to experience a collective adventure -not ‘taming’, but really
tying deepening team links for higher achievement:
« What does make your, at the end of the cycle -hour, day, week-, individually and as a
team, are satisfied of yourself? »
Confidence
Dedication
Following indicators:
• Hourly measure
• Gives indication on status
• Going upper in the
management for follow-up
and decision.
Risks:
• Reporting, ‘policing’, wear
• False indicators.
Progressively building a
real and deep relationship
quality & confidence.
What are the indicators
concerning yourself ?
How was your day in terms
of internal states, main
leverages for external
efficiency?

12
9- Overtaking through Problem Solving
Solving a
problem means
to become
imbued with a
riddle
Understanding
Head Heart Hands.
How are you dealing with a
challenge? Through
thinking, or by internal
sensing through the body, or
by letting time to sensation
and intuition to get out?
Patience
Problem solving:
• Understanding the root
causes
• Learning and Improving:
Base Plan Do Check Act.
Risks:
• Enforcing the expert
solution
• Lasting over time.
Labor Sciences:
It’s the gap between expected
and reality that is to reduce.
Plan Do Study Act (replacing
control by study and
understanding).
Identifying
the problem
Understanding
the problem
Looking for
root causes
Counter
Measures
A3
The problem solving approach always targets to improve the way to grasp reality:
« The method is the work of an intelligent being who experiences
strategies to address uncertainties. The method is the one which is used to
learn, it is also the learning », Edgar Morin
Reality Expected
Certainty

13
Applying
5S, means
living the
art of void
A lifestyle for a daily
‘hygiene’ Wellness
Only keep what is essential.
Detach from the
superfluous without being
extremist. To empty
oneself, in order to find
balance.
Safety
Détermination
5S:
• Sorting, Setting, Shining,
Standardising, Sustaining
• A neat, clean and efficient
area.
Risks:
• Rigidity, Requirement
• Deshumanisation.
5S continuous dynamics :
moving from daily 5S to
continuous improvement.
Highlighting gaps in order
for the shared work area to
be a basis of safety and
usability.
10- Respect with 5S
5S, is partly the job G. Clooney in the movie Up In the Air : in his way of
life, giving lectures to free from weights. With two stereotypes away from
Lean: do not -like him- flee relations, and do not make -as himself- layoffs.

14
Being a
martial art
master for
oneself
Being on the way to
continuous improvement.
Our standards are our
internal best practices in
terms of centering,
management, emotions and
thoughts.
Evolution
Standards :
• Best way to perform an
activity
• Focus on key elements
• Majority visual
Risks:
• Procedural, enclosing
• Static, binding.
A living and not static
standard, tool for learning
and collective sharing, the
core business.
It highlights the indicators
and key points in order to
grow as a team.
11- Mastery is built from Standards
Mastery is achieved by repetition in order to
discover extra millimeters, until it becomes a
norm, an ‘autopilot’ mode. Like Tom Cruise in his
practice of sword, in The Last Samurai.
Perseverance

15
Loving the
well done
work, like a
work of art
« Do what you love »,
Steve Jobs.
« The beautiful gesture » in
luxury sector; This consists
in doing ones job carefully,
with the heart, the best we
can. At each moment, the
operational Quality.
Quality:
• Many operational quality
• Stopping quality at error
• Helping to error reduction.
Risks:
• ISO auditor attitude
• Control, normative.
True pride is the opposite to
be pretentious, it is the
satisfaction feeling to have
performed the best ones
work, And to have honored
ones talents and qualities…
… And to grow together.
12- Pride is a the origin of Quality
Desiree Quality Expected Quality
Delivered Quality
Perceived
Quality
Company Customer
Wholeness
Self esteem

16
Living inside
the flow,
beyond
space and
time
Internal Emotional Flow
« The most striking feature
of the ‘individual flow’
internal state is the fact to
be auto-telic, it is its own
end in itself, » Mihaly
Csiksenmihaly
Alignment Going to Flow :
• From Push to Pull
• Almost an infinite set of
tools: VSM, Kanban,
SMED…
Risks :
• Time pression
• Time obsession
According to a Mc Kinsey
study over 5,000 + CEO,
the flow state is
experienced in 10% of time,
this one leading to
productivity x5: doubling the
time of flow state leads to
double global productivity!
13- The psychological Flow State as Process Flow natural state
In order to experience true Lean Flow, let’s come back to
internal state in which Lean founders were at the design of
Lean. It concernes tools to perceive space and time, from a
state outside space and time, real source of efficiency
Relationship Flow Process Flow
Presence

17
14- The Focus on Value is an Emotional Transformation
Excess
Unreasonable
Diving and
drowning into ones
emotions
ValueMuri Mura Muda
Variability
Unevenness
Oscillating
between extreme
emotions
Equanimity
Live our values =
be balanced
between emotions
Strategic
Flow down =
alignment and
optimisation on
Values and
Costs
7+1 Muda: The 8th and most important Muda is talents
unused, these are people outside of their values!
Value Stream Mapping to flow down
beyond space and time…
Quality HR
Finance
Operational Efficiency
Stock
Cycle time
Waiting time
Lead time
Time
Cost Shifts
Workers
Losses
Wastes
Denying ones
emotions and
losing ones values
Time
Costs
…

18
15- The Evolution principles in breakthrough and continuity
•What we do remember of our past professional successes is to
contribute to evolution (new products, services, achieving exceptional
results, overtaking challenges, growing other teams…)
•Evolve is a demanding discipline mixing breakthrough and continuous
approach in order to perform a jump of evolution the stabilizing:
Step
Step
Daily Challenge
Daily Challenge
Daily Challenge
Punctual Action
Punctual Action
Continuous
Improvement
Continuous
Improvement
Time
Maturity and Complexity
Continuous
Improvement

•Lean is based on the universal principle that each individual fully
lives ones own physiological values to fulfill ones mission.
•If you want to fail Lean, apply Lean tools; Oppositely, get inspired
from Lean and find you own and unique way to Lean.
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16- Human is at the Heart of the Emotion@Lean Uniqueness
Top Down
Individual
Benevolence
Collective
Challenge
Encouragement
Flow
Equanimity
Push
•The Lean success is 75% internal.
•Lean is only human development, and only works when individuals
and teams are in optimal - alignment - flow state.
« Comparison is ignorance; and imitation is suicide », Ralph Waldo Emerson
3
2
1
Pull
(Attract)
Operations
Operations

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