Building a Lean Culture takes more than just tools training for the front-line. A holistic approach that leaders embrace is more effective. In this webinar we’ll discuss the four critical components for building a Lean Culture, a simple approach to building a roadmap for Lean Transformation and specific actions you can do to address each component in your organization.

1. 4 Components for
Building a Lean Culture
Presented by Tracy O’Rourke

2. About Our Presenter
• Managing Partner at
GoLeanSixSigma.com
• Co-Author of
The Problem-Solver’s Toolkit
• Co-host of the
Just-In-Time Café Podcast
Tracy O’Rourke
/Tracy-ORourke
@RourkeTracy
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3. How to Interact
Answer Polls! Ask a Question!
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4. Where Are You From?
Share your location in the Question area in your
Control Panel!
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5. Our Mission and Core Values
Mission: Revolutionize the way people learn process
improvement -- making it easy for everyone
everywhere to build their problem-solving muscles
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Cultivating Community
We create an inclusive and
positive space where
people around the world
connect with each other to
learn and grow.
Servant’s Heart
At our core we are here
to be of service to
others as guides and
teachers to encourage
people’s success.
Trailblazing Spirit
We have the courage to
challenge and inspire each
other to create a constant
state of awesomeness.

6. We’ve Helped People From…
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7. Learning Objectives
By the end of this webinar you will be able to:
• List the 4 components of building a
Lean Culture
• Differentiate which questions to ask for each
component
• Summarize the role of leaders in
building a Lean Culture
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8. Today’s Agenda
• Why tools are not enough
• An overview of the 4 components
• Leadership’s role in building culture
• Building a roadmap for Lean transformation
• Actions to address each component
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9. Tools Are Not Enough
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10. What is Culture?
A group of norms, behaviors and
underlying shared values that help
keep those norms in place.
- John Kotter, author of Leading Change -
“ ”
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11. A Holistic Approach for Improvement
Real and
Sustained
Lean Culture
Come From
Success in All
Four
Dimensions
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12. Each Floor Connects to Key Principles
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
Lead with humility
and respect every
individual
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13. Each Floor Connects to Key Principles
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
Lead with humility
and respect every
individual
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14. What Is Voice of Customer?
Voice of the Customer: The customer’s needs
and perceptions of your product or service.
• Customers determine product or service
effectiveness
• Process design should focus on customer
requirements
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15. Different Voices Pulling at Process
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Who is the Customer Advocate?

16. Questions to Ask: Customer-Focused Results
1. Who are our customers by process?
2. How can we better understand what our
customers care about?
3. How will we measure what customers care
about?
4. How and when will we assess our performance
against what customers care about?
5. What customer-focused process
improvements will we address?
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17. Each Floor Connects to Key Principles
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
Lead with humility
and respect every
individual
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18. Enterprise Alignment:
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What is it like to drive in the fog?

19. Questions to Ask: Enterprise Alignment
1. Who are we and what is our purpose?
2. Where are we headed and how will we get
there?
3. How can we create alignment with the
strategic plan and goals?
4. How can we use the roadmap to
communicate alignment?
5. How will we communicate our
strategic plan to our staff?
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20. Each Floor Connects to Key Principles
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
Lead with humility
and respect every
individual
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21. What Is Process Improvement?
Working on the process versus working in the process
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22. Some Processes Are Invisible
Do you see a process here?
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23. How Do Processes Get Like This?
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24. Processes Are Like Junk Drawers
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25. Questions to Ask: Continuous Improvement
1. How will we continue to build our employee skills in
problem-solving skills?
2. How will we give our employees time to work on
process improvement?
3. How will we continue to develop our continuous
improvement leaders?
4. How will we maintain focus on continuous
improvement?
5. What systems will we implement to
promote employee problem-solving?
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26. Each Floor Connects to Key Principles
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
Lead with humility
and respect every
individual
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27. Question for You
What characteristics describe a
healthy Lean culture?
• Please enter your response in the Question box
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28. Leadership & Respect - Basic Premises
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Employees did not
create the process
Employees do not have the
power to change the process
on their own
The process makes it
difficult to do a good job
People prefer to
do a good job
The root cause of most
problems is the way the
work is designed
BASIC PREMISES

29. Be Hard on the Process, Not the People
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Errors and problems are clues
and opportunities to improve
Constant pressure to improve
without a method is demoralizing
Processes often cannot handle all
the different scenarios that exist
Encourage awareness of
problems and opportunities
Every process is perfectly designed
to achieve exactly the results it gets

30. Poll #1
Which of the following components need
more attention in your organization?
A. Customer Focus
B. Continuous Improvement
C. Enterprise Alignment
D. Cultural Enablers
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31. The Role of Leaders
In Building A Lean Culture

32. 1. Reduce Fear in the Organization
• Support a blame-free environment
• Focus on the process not the people
• Promote desired behaviors
• Asking why
• Calculated risk-taking
• Making process and problems visible
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33. What Is Tolerated In Your Organization?
Culture is created by what
is tolerated and promoted.
- Dr. Henry Cloud -
“ ”
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34. 2. Build the Problem-Solving Muscle
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35. Leadership Philosophy
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Be a Mentor Not a Hero

36. Question for You
If the mindset should be to build the
problem-solving muscle:
What do leaders need to do
more of (or less of)?
• Please enter your response in the Question box
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37. 3. Be Strategic With All Four Floors
Customers matter
to us.
We align around a
common purpose.
We can always
do better.
We treat everyone
with respect.
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38. A Roadmap for the 4 Components
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39. Questions to Ask: Cultural Enablers
1. How can we reduce fear in our organization?
2. What kind of systems can we put in place to
respect every individual?
3. What can leaders do to build the problem-
solving muscles?
4. What systems can we implement to
demonstrate that continuous
improvement is a priority?
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40. Call to Action
• Share knowledge about the 4 components
• Discuss which components need attention
• Create a roadmap encompassing a high-level
plan to improve each component
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41. Today We Covered
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• Why tools are not enough
• An overview of the 4 components
• Leadership’s role in building culture
• Building a roadmap for Lean transformation
• Actions to address each component

42. Questions?
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43. Getting Started
Learn more by starting some more training!
• White Belt Training & Certification (Training is FREE)
• Yellow Belt Training & Certification (Training is FREE)
• Green Belt Training & Certification
• Black Belt Training & Certification
• Lean Training & Certification
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20% discount on all courses!
*Expires January 20, 2019
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44. Go-Getter Membership
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$199 for 1 year access

45. Book: The Problem-Solver’s Toolkit
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available on Amazon
• The Problem-Solver’s
Toolkit

46. Upcoming Webinar: Jan. 22, 11am PST
Register today at GoLeanSixSigma.com/webinars
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47. Just-In-Time Café Podcast
Tune in at GoLeanSixSigma.com/cafe for the latest
Lean Six Sigma news, easy ways to apply Lean Six Sigma
and interviews with process improvement leaders like you!
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48. Wonder Women of Quality
Join us each month as we highlight another unsung
hero of Quality!
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49. Questions?
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50. Thank You for Joining Us!
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contact@goleansixsigma.com
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templates, infographics and more!
@GoLeanSixSigma/company/GoLeanSixSigma-com /GoLeanSixSigma 50