Lean Manga describing The Lean Brain. For more information visit www.hoshinkanriforest.com or read the book The Hoshin Kanri Forest: Lean Strategic Organizational Design

1. CONTACT ME!
Dr.-Ing. Javier Villalba-Diez
www.hoshinkanriforest.com
h4lean@gmail.com

2. THE ROTHER KATA MODEL DESCRIBES
SOLELY ORGANIZATIONAL LOCAL
BEHAVIORAL PATTERNS. FOR THIS
REASON IS INCOMPLETE.
THE KATA MODEL DESCRIBES A
MECHANISTIC BEHAVIOR PATTERN.
FUNCTIONAL ORGANIZATION DYNAMICS
ARE BY DEFINITION INTEGRATIVE. THIS
MEANS THAT THE COORDINATION OF
MANY PROCESSES NEED TO BE
COORDINATED IN COMPLEX PATTERNS.
THIS CHAPTER DESCRIBES OUR HOLISTIC UNDERSTANDING
OF FUNCTIONAL-STRUCTURAL ORGANIZATIONAL
RELATIONSHIPS THAT CAN BE ACHIEVED THROUGH AN
ORGANIZATIONAL NETWORK PERSPECTIVE.
I CALL THIS THE LEAN BRAIN
THE LEAN BRAIN HAS THE PURPOSE TO DEVELOP YOUR
UNDERSTANDING UPON BEHAVIORAL AND CONNECTIVITY
ORGANIZATIONAL PATTERNS THROUGH AN ORGANIZATIONAL
NETWORK PERSPECTIVE.

3. MY THESIS IS THAT THE CHANGE
TOWARDS A VALUE STREAM
ORIENTED LEAN ORGANIZATION CAN
BE ACHIEVED THROUGH A COMPLEX
NETWORK STRUCTURE.
NETWORKS CAN BE CLASSIFIED BY THREE
CHARACTERISTICS: HETEROGENEITY,
MODULARITY AND RANDOMNESS.
COMPLEX NETWORKS
MATRIX NETWORKS CHAOTIC NETWORKS
MODULAR-CHAOTIC NETWORKS
VALUE STREAM
ORIENTED FRACTAL
NETWORKS
WE WOULD LIKE TO ATTAIN A VALUE STREAM ORIENTED FRACTALITY …
BUT WHAT IS THE BEST WAY TO MOVE RE-DESIGN YOUR ORGANIZATION
TOWARDS A VALUE STREAM ORIENTED FRACTAL NETWORK?

4. COACH, HANCHOU, EXPERT OR LEADER.
REGARDLESS OF THE NAME USED, LEAN
CONSULTANTS AND ORGANIZATIONS RE-
DEFINE THE ROLE OF PROCESS OWNERS,
BUT THEY LEAVE THE STRUCTURAL
QUESTION UNTOUCHED.
THE ORGANIZATIONAL STRUCTURE ITSELF
OUGHT TO BE QUESTIONED!
PROCESS
THE CLASSIC SERIAL
HIERARCHY IS NOT THE
OPTIMAL CONNECTIVITY
PATTERN FOR A VALUE
STREAM ORIENTED
ORGANIZATION.
HIERARCHICAL
MODULARITY IS A
STABILIZATION“POINT”
THAT ALLOWS FOR
CHANGE TOWARDS VALUE
STREAM ORIENTED
ORGANIZATIONS.
THIS NEEDS TO BE
DISCUSSED URGENTLY IN
THE LEAN COMMUNITY.

5. ORGANISMS IN NATURE EVOLVE
TOWARDS STRUCTURES THAT
ENABLE AN OPTIMIZATION OF
RESOURCE ALLOCATION.
IN BIOLOGY, WE CAN FIND
SEVERAL FRACTAL NETWORK
STRUCTURES THAT ENABLE
INFORMATION AND
MATERIAL FLOW.
ORGANIZATIONAL ELEMENTS
ARE MANY TIMES NOT IN
PHYSICAL CONTACT, BUT
THROUGH THE RESOURCES
THEY EXCHANGE.
OUR VALUE STREAM ORIENTED FRACTALITY HAS THE
PURPOSE OF ENABLING EACH PROCESS OWNER TO
GAIN RESPONSE-ABILITY OF HER PROCESS BY
PERFORMING (CPD)nA EACH DAY THE WHOLE DAY.
IN ORDER TO
DEVELOP A VALUE
STREAM ORIENTED
FRACTALITY, THE
KAIZEN NETWORK
SHOULD ATTAIN
CERTAIN
STRUCTURAL AND
FUNCTIONAL
CHARACTERISTICS.

6. TO TRANSFORM THE ORGANIZATIONAL
CONNECTIVITY INTO A VALUE STREAM
ORIENTED FRACTAL STRUCTURE, BRINGS
THE ADVANTAGES OF“SMALL WORLD”
ARCHITECTURES WITH IT.
EMPIRICAL DATA SHOW
THAT“SMALL WORLD”
ARCHITECTURES DELIVER
THE HIGHEST DEGREE OF
ORGANIZATIONAL
LEARNING RATES.
THE KAIZEN CHANGE
MANAGEMENT
ASSOCIATED TO THIS
PROCESS OUGHT TO BE
MANAGED PROPERLY.

7. IN A WORLD WHERE A WIDE EMPOWERMENT IS
SOUGHT AFTER, THE LIGHTHOUSE APPROACH
TOWARDS CHANGE MANAGEMENT IS NOT ONLY
OBSOLETE BUT ALSO NOT SUITABLE FOR
MANAGING THE COMPLEXITY AND DYNAMIC
RELATED TO THIS EVOLUTIONAL PROCESS.

8. THE PATTERN OF A SYSTEM
THAT IS NOT IN
EQUILIBRIUM MAY SHOW
CIRCULAR CAUSALITY.
DIFFERENT SYSTEM
ELEMENTS COOPERATE AND
LIMIT THE BEHAVIOR OF THE
SYSTEM SIMULTANEOUSLY.
THIS THOUGHT
BREAKS THE YEAR-
LONG PARADIGM OF
LINEAR CAUSALITY
THAT LIES BEHIND TOO
MANY MANAGEMENT
MODELS.

9. IT DOES NOT
MATTER HOW
HARD A LEADER
TRIES TO CONTROL
A SYSTEM…
… SHE WILL NEVER
SUCCEED.
THE ONLY THING SHE CAN
DO IS BRING IT CLOSER TO
ITS PRINCIPLES.
TO CREATE A (CPD)nA TREE IS A
POSSIBLE ORGANIC WAY TO GET
CLOSER TO THE TRUE NATURE OF
PROCESSES.
THERE IS ONLY ONE
SIMPLE RULE…
1 (CPD)nA
1 PROCESS KPI
1 PROCESS OWNER

10. IN THE HUMAN BRAIN MORALITY
LIES WITHIN THE ORBITOFRONTAL
CORTEX. AN AREA RIGHT ABOVE
YOUR EYES.
THE ORBITOFRONTAL CORTEX CAN
ONLY FUNCTION IF ENOUGH
SEROTONIN AND DOPAMINE IS
DELIVERED FROM THE HYPOTHALAMUS.
LEADERS THAT ARE IN POWER
POSITIONS NEED THOSE VALUABLE
RESOURCES FOR DECISION MAKING.
UNDER CERTAIN STRESS FACTORS, THESE
RESOURCES ARE NEEDED AND MORAL
JUDGEMENT IS NOT A TOP BEHAVIORAL
PRIORITY.
LEADERSHIP IS ACHIEVING GOALS
WHILE INCREASING TRUST.
THE SELF INDUCED NEED OF POWER,
MAKE CERTAIN LEADERS UNABLE TO
FULFILL SUCH PREMISE AND
THEREFORE UNABLE TO LEAD.
THE NEED OF POWER IS THE NR. 1 REASON
WHY LEAN ACTIVITIES FAIL!
AS A PHILANTRHOPIST, I AM INTERESTED IN THE
STRUCTURE OF POWER IN ORGANIZATIONS.
POWER BRINGS OUT THE BEST AND WORST OF PEOPLE!

11. IN MY NEXT COMIC I WILL PRESENT A
6-STEP MODEL THAT WILL ALLOW YOU
TO BEHAVE AS A KAIZEN SAMURAI.
KIBISHII
SPIRITUAL
STRENGTH
NEMAWASHI
PREPARE THE
GROUND
SOGO IZON
UNIVERSAL
INTERDEPENDENCY
MUSHIN
EMPTY
MIND
KATA
BEHAVIORAL
PATTERN
REPETITION
LEAN
METHODS
THE LAST HYPE
LOOKS SOMETIMES
MORE ATTRACTIVE AS
OLDER CONCEPTS.
BUT
SOMETIMES,
WHEN WE
BITE…
… THEY
ARE EMPTY!
SEE
YOU
SOON!