Lean Psychology: Leveraging Human Nature to Achieve Optimal Improvement

Lean Psychology:
Leveraging Human Nature to Achievee e ag g u a atu e to c e e
Optimal Improvement
Company
LOGO

Learning Objectives
Participants will learn:
 How psychology affects the entire improvement
process, from strategy to execution.
 What you can do to ensure both short- and long-
term success.
H t t th b i d l h How to meet the basic needs people have
through the improvement process.
Specific tactics that leverage human nature to Specific tactics that leverage human nature to
achieve optimal business performance.
© 2011 Karen Martin & Associates 2

Your Instructor
 Early career as a scientist; migrated to
quality & operations design in the mid 80’squality & operations design in the mid-80 s.
 Launched Karen Martin & Associates in
1993.
 Introduced to Lean in 2000.
 Specialize in applying Lean in non-
f i imanufacturing environments.
 Co-author of The Kaizen Event Planner;
co-developer of Metrics-Based Processco developer of Metrics Based Process
Mapping: An Excel-Based Solution.
 Instructor in University of California, San
Karen Martin
Principal, Karen
Martin & Associates
© 2011 Karen Martin & Associates
Diego’s Lean Enterprise program.
3

Why Lean Psychology?
Long term interest in human behavior.
Avid practitioner of hansei (reflection) –
began to notice trends and patterns.
Success in changing my own paradigms
and approach.pp
Growing concern that Lean isn’t being
properly appliedproperly applied.

The Win-Win
A well-executed improvement approach not
only serves the customer and generates
significant return for the organization, it also
meets the psychological needs of
individuals, creating a highly motivated
workforce.

Two Pillars of The Toyota Way
Respect for
H it
Elimination of waste
th h tiHumanity through continuous
improvement
Plan
DoAct
Check
Sakichi Toyoda (1867-1930)

The Change Agent’s Many
“Non-Technical” Hats

The Change Agent’s Most Important Hat:
Psychologist
Psychologist
Ab h M lAbraham Maslow
What motivates people?
What do they fear?

Typical Work Needs
 To belong
 To be needed
 To understand
 To see progress
 To learn
 To create
 To be adequately
compensated To create
 To contribute
 T b h d
co pe sated
 To work in a pleasant
environment To be heard
 To be recognized
environment
 To be safe
Ph i ll
 To be competent
 Physically
 Emotionally (treated well)
10
To Succeed

When needs aren’t met…
Apathy
Turnover / absenteeism
Obstacle creation (overt and/or covert)Obstacle creation (overt and/or covert)
Lawsuits
S b tSabotage

Components for Effective Change
EffectiveEffective
ChangeChange
VisionVision SkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan
ConfusionConfusionSkillsSkills IncentivesIncentives ResourcesResources Action PlanAction Plan
AnxietyAnxiety
GradualGradual
VisionVision IncentivesIncentives ResourcesResources Action PlanAction Plan
GradualGradual
ChangeChange
FrustrationFrustration
VisionVision SkillsSkills ResourcesResources Action PlanAction Plan
VisionVision SkillsSkills IncentivesIncentives Action PlanAction Plan FrustrationFrustration
False StartsFalse StartsVisionVision SkillsSkills IncentivesIncentives ResourcesResources
s os o SkillsSkills IncentivesIncentives ct o act o a
© 2003, Enterprise Mgmt Ltd.

Resistance toResistance to
Changeg

Why people resist change
Poor understanding
Cynicism & skepticism (low trust / faith)
Low involvement
Change fatigue
Lack of consensusLack of consensus
Fear

Reducing Resistance – Improve
Understanding
Clear strategy – established by leadership
 Hoshin kanri
 Value stream maps
Customer Demand:
15patients perDay
(Takt Time1920seconds)
8 hours per day
Referring
Physician
% C&A = 65 %
Hospital
Schedule
Appointment
Cycle Time = 11 mins.
Lead Time = 12 mins.
% C&A = 98 %
6
Pre-register
Patient
Lead Time = 990 mins.
% C&A = 100 %
5 Lead Time = 12 mins.Lead Time = 990 mins.Lead Time = 24 days
1
23
4
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
E Pay Excel ADSSymposium Internet
Waiting Room
Management
System
Fax Order
Solutions
PACSMeditech Auto Fax 50%
Us Mail 25%
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Check-in
Patient
(Admitting)
% C&A = 90 %
5
Send
Reports
(Imaging)
% C&A = 90 %
6
5 mins.
0.0833 hrs.
2 mins.
0.0833 hrs.
1 mins.
0.75 hrs.
10 mins.
0.5 hrs.
15 mins.
0.0833 hrs.
3 mins.
4.13 hrs.
15 mins.
6.08 hrs.
5 mins.
16 hrs.
1 mins.
1.83 hrs.
1 mins.
2 hrs.
3 mins.
LT = 32.5 hrs.
CT = 56 mins.
CT/LT Ratio = 2.87%
Prep
Patient
(Tech)
% C&A = 100 %
2
Check-in
Patient
(Imaging)
% C&A = 98 %
3
Complete
Exam
(Tech)
% C&A = 90 %
2
Transmit
Images
(Tech)
% C&A = 100 %
2
Read/Dictate
Exam
(Radiologist)
% C&A = 95 %
2
Transcribe
Report
(MDI)
% C&A = 75 %
6
Review
Draft/Sign
(Radiologist)
% C&A = 95 %
2
Print
Reports
(Imaging)
% C&A = 99 %
2
30 mins. 5 mins. 248 mins. 365 mins. 960 mins. 110 mins. 120 mins.45 mins.5 mins.5 6 7 8 9 10 11 12 13 14
Rolled First Pass
i ld 29%
yield = 29%

Understanding
Clear communication
 Why is improvement needed?
 Establish a sense of urgency
 Data sells!
 What’s our strategy?
 What do you expect from us?
 How will you support us?
You may need to coach your leadership team.

Pick your Crisis
Shrinking margins Regulatory pressure /
li iCustomer dissatisfaction
Shrinking market share
compliance issues
Rising litigation
Rising costs
Rising competition
Social, economic,
environmental, or
political pressures
Desire to absorb growth
without adding typical
political pressures
Downward
performance trendscommensurate staffing
Impending acquisition
performance trends
(in speed and/or
quality)
Staff burnout
q y)

Reducing Resistance – Why is
Improvement Needed?
Data sells!Data sells!

V l St M i Ch t
Reducing Resistance – Improve Understanding
Clearly Communicate via Charters
Value Stream Mapping Charter
Event Scope Leadership / Coordination Schedule
Value Stream Recruiting, Hiring, & Onboarding Process Executive Sponsor Sherrye Hutcherson Event Date(s)Oct 27, 28 & 29, 2009
Specific ConditionsExternal hires
Value Stream
Champion
N/A
Start/End
Times
Oct 27, 28 8:00 am - 4:30 pm
Oct 29 7:30 am - 2:00 pm
Customer Demand 100 per year
Facilitator Karen Martin Location9 West SeminarFacilitator Karen Martin Location9 West Seminar
Trigger Vacancy
First Step Hiring manager completes VPA
Team Lead N/A
Meals
Provided?
Lunch, morning & afternoon
snacksLast Step Employee completes NEI
Boundaries &
Limitations
N/A
Coordinator Andrew Peacock
Interim
Briefing(s)
Oct 27 & 28 3:30-4:30 pm
Oct 29 1-2 pm
Improvement
Timeframe
Future state will be fully implemented by 2/15/2009
Briefing
Attendees
Tim Burke, Sherrye H and other
Division ManagersTimeframe AttendeesDivision Managers
Event Drivers Mapping Team
1 Cumbersome process as perceived by the customer. Function Name Contact Information
2 Need to free capacity and operate more effectively. 1Staffing Paula Pittman
3 2FCS HR Patty Yager
4 3Talent Management Tad Leeper
5 4HRIS Chris Ritz
Measureable Objectives 5HR Compliance Carl Olsen
1 Reduce LT from req to offer acceptance from 45-55 days to 30 days. 6Comp & Benefits Nyla Cork
2 7Recruiting Sheila Love
3 8Diversity / Affirmative Action Joyce Cooper
4 9Hiring Manager, Call Ctr Deb Emerson
5 10Hiring Manager, Production Ops
Planned Deliverables On-Call Support
1 Current State VSM Function Name Contact Information
2 Future State VSM 1IT Gary Van Osdel
3 Implementation Plan 2Fort Calhoun - Security Herb Childs
4 3
5 4
Potential Obstacles Approvals
1 Executive Sponsor Value Stream Champion Facilitator
2
3 Signature: Signature: Signature:
4 Date: Date: Date: 19

Understanding
Waste is at the root of most workplace frustration
d i t l d i t d t t l fli tand interpersonal and interdepartmental conflict.
Use this reality to sell the need for improvement.
“Think about the last time you left work feeling
y g
frustrated? What was the real reason?”
20

Psychology 101
People resist change unless you address
“WIIFM.”
If change isn’t viewed as a personal
improvement for the worker it’s unlikely to
be embraced and sustained.
21

Understanding
The entire workforce must eventually be exposed to
L i i l d t l d d t d h thiLean principles and tools, and understand why this
approach is different.
M d iMy advice:
 Provide as much upfront training and exposure as
possiblepossible.
 Include a simulation – let them experience a
transformation.
 Provide leadership overviews that include discussions
about their roles and responsibilities, and key success
factors Help them gain alignment
factors. Help them gain alignment.
22

“Going to the gemba” heightens
awareness and creates understandingg

Low involvement
Change fatigue
Fear

Cynicism & Skepticism Goes with
the Terroritory
“How many improvement approaches
have been attempted here over the past
10-20 years?”
“Is the work environment fundamentally
more pleasant than it was 10-20 yearsp y
ago?”
 Lower stress
 More teamwork and comraderie
 Greater fulfillment
 Greater fulfillment
25

Tactics for Dealing with Cynicism
& Skepticism
Don’t expect people to check it at the door.
Draw it out – invite them to admit it.
Ask them to “get in the car one more time and
come along for a ride.”
Acknowledge that the “proof’s in the pudding.”
Make sure all changes are improvements and
not merely changes.
f ’ ’ If it doesn’t improve the worker’s ability to be
successful, it’s merely change.

Low involvement
Change fatigue
Fear

Reducing Resistance – Invite / Require
Involvement from All Stakeholders
The workers know best!
All i t t b hi hl f ti lAll improvement must be highly cross-functional.
Cross-functional problem-solving builds a sense of
b l i id th t it t b tibelonging, provides the opportunity to be creative,
and generates a feeling of accomplishment.

Maslow’s Hierarchy of Needs
Aided by cross-functional
improvement activities

Improvement Roles
Who? Accountability ToolWho? Accountability Tool
Senior What has to Value Stream
rategic
Leadership happen Mapping
Middle
Management
Str
Frontline
Workers
How it will
happen
Just-do-its
Kaizen Events
P j t
Management
actical
Projects
Ta

Improvement Roles and
Responsibilities
Leadership – set strategy (what needs to
happen)
Frontline workers – determine tactics (how(
it will happen)
Improvement professionals – CoachImprovement professionals Coach,
Teacher, Facilitator.
Not Toyota like: “Getting your employeesNot Toyota-like: Getting your employees
to buy into the change that you want to
implement to improve the operation ”
implement to improve the operation.
31

Cynicism & skepticism (low trust/faith)
Low involvement
Change fatigue
Fear

Change Fatigue

It’s a marathon, not a sprint
Help leadership develop realistic expectations
regarding results and the resources needed to getregarding results and the resources needed to get
there.
 “How long has this been a problem? It may not get How long has this been a problem? It may not get
solved overnight.”
Allow “absorption time”; schedule regular hanseip g
sessions.
Pacing is key - avoid “organizational implosion” by
attempting too much too fast.
Check in with the customer (workforce) frequently
and adjust accordingly.
34

Low involvement
Change fatigue
Fear

Consensus-Building Tactics
Alignment around strategy.
Improvement is well-defined and well-
communicated.
Cross-functional teams.
Upfront and periodic input from teamUpfront and periodic input from team
member’s peer groups.
R i d t ti t id th tReview and testing outside the team.
Interim briefings between teams and
leadership.
36

Interim Briefings
Periodic updates
 Discoveries
 Direction team is taking – process check
Minimize the surprises; get buy-in as the
team moves along; reduces rework by theg; y
team
Venue for challenging policiesVenue for challenging policies

Low involvement
Change fatigue
Fear

Types of Fear & Countermeasures
Fear Countermeasure
Job loss • “No one will lose a paycheck due to
improvement ”improvement.
• “Your job may change but your
paycheck is assured.”
• Job loss only due: to 1) poor
f 2) k t d tperformance, 2) market downturns.
Incompetence • Training, training, training
• Confidence leads to competence
Loss of control (leadership) • Adequate workforce skill development.
• Help them see how freed time will
enable them to be more effective
leadersleaders.
Improvement won’t be adequately
resourced (workforce)
• Leadership commitment
Chaos sustainability permanence • Pilots; experiments
39
Chaos, sustainability, permanence,
failure
• Pilots; experiments
• Monitoring
• Continuous improvement

A Spirit of
ExperimentationExperimentation
Reduces Resistance
t Ch d tto Change due to
“Fear of Permanence”
Plan
PDCA reduces risk of
failure
Do
Check
Act

Cultural Transformation Process
Results
Actions The Results Pyramid
Partners in Leadership
Beliefs
p
Experiences
Experiences

Creating New Experiences
Scientific method (PDCA)
Leadership setting clear strategy via hoshin
kanri and value stream maps.
Leadership staying out of the weeds – frontline
workforce designs and implements tactical
solutionssolutions.
Cross-functional collaboration.
D di t d ti f ki i tDedicated time for making improvements.
Rapid, consensus-driven improvement.
R l t ti iti ff ti t i i
Relevant, time-sensitive, effective training.
42

If you expect resistance,
ill t i tyou will get resistance

Miscellaneous Thoughts
and Observationsand Observations

Psychology 101
We seek pleasure and avoid pain.

Observation #1
If it’s too hard to do, we will
delay or avoid doing it
 Builds up work-in-process
 Prolongs lead times
Aim for work simplification –p
make it easy to be
successful, difficult to fail.,

Observation #2
The more you create ay
“safe haven” for
people to tell thep p
truth and share their
feelings, the fasterg
the improvement, the
greater the results,g
and the deeper the
organizational healing.
g g

Observation #3
When processes
are monitored, we
perform differentlyperform differently
Post metrics!
 Especially leading
indicators

Observation #4
Most inspection (reviews, approvals, audits,
t ) i d d i l k f t t fetc.) is grounded in lack of trust or fear.
 Low faith in process reliability
 Low confidence in people performing the work
 Fear of losing control
 High “need to know”
 Risk aversion
 Fear re: outcome

Observation #5
People want to perform well
Most people will do
h t it t k twhatever it takes to
get their jobs done,
hi hwhich may cause
them to:
 Ignore policies and
procedures
I l i Ignore regulations
 Cut corners
The right process will produce the right results.

Observation #6
Poorly designed processes are typically
behind interpersonal and interdepartmental
tension – not personalities.
Poorly designed processes are behind poor
process performance.

Observation #7 – Words Matter
Words greatly impact “group think” and
i di id l h lindividual psychology.
 Help staff transform their thinking and speech
f “N b ” t “Y if ”from “No, because…” to “Yes, if…”
 Sensitize people about the word “can’t”:
/ “ ” Disempowers / creates “victim thinking”
 Closes off possibilities
 Stifles innovation and creativity Stifles innovation and creativity
 They (and possibly you) will need to break
habits
habits.

In Summary
If used properly, Lean principles and tools
are 100% grounded in leveraging human
nature to achieve:
 high functioning organizations
 that perform optimally, and
 that everyone wants to work for
 and do business with.

What can you do to become a
better psychologist?
Reflect
Be fully present
 Listen deeply – use every sense
 Observe
ExperimentExperiment
Be an active learner
Read Read
 Take classes
I l d h l i k di i
 Include psychology in work discussions
54

Learning Objectives
Participants will learn:
 How psychology affects the entire improvement
process, from strategy to execution.
 What you can do to ensure both short- and long-
term success.
H t t th b i d l h How to meet the basic needs people have
through the improvement process.
Specific tactics that leverage human nature to Specific tactics that leverage human nature to
achieve optimal business performance.

Lean Resources
The Toyota Way, Jeffrey Liker
Lean Thinking, Jim Womack
Lean Hospitals, Mark Grabanp ,
The Kaizen Event Planner, Karen Martin &
Mike OsterlingMike Osterling

Recommended Resource

For Further Questions
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Lean Psychology: Leveraging Human Nature to Achieve Optimal Improvement