An individual effort focusing on human capital development as the catalyst for implementing lean principles.

1. The Essence of Continuous Improvement
An Ideal Role for Human Resources John Hansen
MBA610 Issues in Human Resources
John Vesco – Concordia University
19 December 2011

2. Convergence of Philosophies
A brief history of the evolution of Continuous Improvement.
prior to 1915 1915 to 1985 after 1985
Eli Whitney c. 1790 Walter Shewhart c. 1920 John Krafcik 1988
- Idea of interchangeable parts. - “Statistical Control” “Control - Coined phrase in article
Charts” “Triumph of the Lean Production
Frederick Taylor c. 1890
System.”
- “Time Study” “Scientific Mgmt.” William Deming c. 1950
- “PDCA Cycle” “14 Points” Bill Smith 1986
Frank Gilbreth 1911 - Motorola engineer introduced
- “Process Charts” “Motion Sakichi Toyoda c. 1960 concept of “Six Sigma.”
Studies” - Founder of Toyota Ind. and
“Just-in-Time Production.” Allied Signal & Maytag c. 1990
Lillian Gilbreth c. 1915 - Independently developed
- Introduced psychology to work Eiji Toyoda c. 1970 systems combining concepts.
production/efficiency. - Instrumental in developing
TBM Consulting Group
“Toyota Production System.”
Henry Ford c. 1910 c. 2010
- Innovator of assembly line - Durham, NC firm with
production on a grand scale. registered phrase “LeanSigma®.”
Sources: IBM Global Business Services, Strategos, Inc., and Wikipedia.

3. An Abundance of Ideas and Pieces?
Sifting through the terminology and processes can be daunting.
DMAIC The integration of social
sciences, psychology, mathematical
Kaizen Event sciences, analytical science, production
processes, and management principles
Value Stream Mapping are bound to complicate any continuous
improvement framework.
Lognormal Distribution
PDCA Cycle
Solution matrix
SIPOC Map
Frequency Plot
Central Limit Theory
EWMA Charts
MANOVA
Source: MiC Quality.

4. Getting Lost in Convoluted Information
“It’s not about a set of tools, procedures or logical steps…
(it) is a thought process, a culture, or belief system.”(2)
Two Vital Training Roles HR Must be Instrumental In Executing.
• Continuous Improvement Training(1)
• Optimizing Your Peoples’ Performance
• Engaging Your Employees – “Valuing Their Brains
and Hearts” (1)
• Respect for People Training(1)
• Educate and Train on skills and
behaviors for such
• Develop Leaders who will
embody these virtues(3)
Sources: (1)Beyondlean.wordpress.com. (2)Bizmanualz Editor, and (3)Vermont Manufacturing Extension Center.

5. Specific Goals HR Expertise is Important
Actions–training topics to facilitate Organizational Development.
Define the Knowing “what” to change begins with knowing “what” is.
Current State • Employee Involvement Surveys • Personality Testing
Identify Key Who are the “informal leaders” others go to.
Individuals • Social Network Analysis (composition of the networks in your organization)
Training & Begin with formal and informal leaders (including top management)
Delegating • Levels of Learning • Levels of Empowerment • Secure Buy-in • Nurture Advocacy
Value-Driven Change for the sake of change is destined for failure.
Innovation • Creativity is not innovation – Understand potential effect and value
Targeted Organization wide implementation is costly and more difficult.
Implementation • Focus on a group with higher responsiveness and synergy
Knowledge
A portal for access to, and conveyance
Base of, solutions, information and ideas.
Sources: Benjamin Bloom “Taxonomy of Learning,” Dr. Andrew Fleck “Using SNA as an OD Tool,” Andrew Papageorge “GoInnovate,” Phillip Van Hooser “Leadership Journey,” Vermont Manufacturing Extension Center.

6. Bringing It All Together
How the specific goals contribute to the two training roles.
Respect for People Training Continuous Improvement Training
• Employee Involvement Surveys • Levels of Learning
• Identifies a starting point. • Train to the appropriate
comprehension level of students.
• Personality Testing
• Understand Behavior Tendencies. • Value-Driven Innovation
• Avoid frustration with “They don’t
• Social Network Analysis
listen to any ideas.”
• Who do people go to for help?
• Nurture Advocacy
• Levels of Empowerment
• Delegate to the appropriate level of
• Secure Buy-in
ability.
• Targeted Implementation
• Focus on those ready and willing to
become “Change Agents.”
Sources: Benjamin Bloom “Taxonomy of Learning,” Dr. Andrew Fleck “Using SNA as an OD Tool,” Andrew Papageorge “GoInnovate,” Phillip Van Hooser “Leadership Journey.”

7. Initiating Your Change Management Efforts
Brief description of the cornerstones of planning efforts.
Continuous Improvement programs
Gather Preliminary Information are a vehicle for organizational
Sampling of thoughts, ideas, personal Through the context of Vision, Mission development and change.
observations, and available data. and Values.
The analytical tools and scientific
processes are intended to help reveal
Develop Training Plans and Survey Topics constraints and facilitate objective
decision making.
Preliminary plans on individual development, topics of interest, and concerns.
The ultimate goal is the development of
your people and the growth of your
Devise a Project Plan organizational culture.
Cost Benefit Analysis, Action Plans (SMART Goals), and Timelines-Schedules.
Seek Top Stakeholder Commitment
Convey how these efforts align with Power of persuasion is in the value
Vision, Mission and Values. (includes $) that you convey.

8. The Essence of Continuous Improvement is Enhancing
Human Capital through a deliberate, structured process.
Utilize the expertise of Human Resource professionals to
design, deliver, and manage training with an emphasis on optimizing
performance, engaging employees, enhancing respect, and developing
leaders who embody these principles.
The passion of Change Agents is contagious when seen in daily actions
displaying consistency, assertiveness, and fair-mindedness.

9. Time for Questions
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