Building a Continuous Improvement Culture Tracy ORourke Managing Partner GoLeanSixSigmacom Lean Six Sigma Green Belt Instructor UC San Diego Extension The Role of Leaders In Building A Continuous Improvement Culture ID: 1019736
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1. The Role of LeadersIn Building a Continuous Improvement CultureTracy O'Rourke, Managing Partner, GoLeanSixSigma.com; Lean Six Sigma Green Belt Instructor, UC San Diego Extension
2. The Role of LeadersIn Building A Continuous Improvement Culture
3. About Our PresenterManaging Partner at GoLeanSixSigma.comCo-Author ofThe Problem-Solver’s ToolkitCo-host of theJust-In-Time Café PodcastUCSD Lean Six Sigma Green Belt InstructorTracy O’Rourke/Tracy-ORourke@RourkeTracy
4. Today’s AgendaWhy tools are not enoughAn overview of the 4 componentsLeadership’s role in building cultureBuilding a roadmap for Lean transformationActions to address each component
5. Tools Are Not Enough
6. Changing MindsetMany organizations add Lean tools on top of existing management routines and thinkingProjects and Workshops ≠ Continuous ImprovementLean Tools AppliedExistingManagement Mindset and PracticesLean tools appliedExisting management mindset and practices
7. A Holistic Approach for ImprovementReal and Sustained Lean Culture Come From Success in AllFour Dimensions
8. Each Floor Connects to Key PrinciplesCustomers matterto us.We align around a common purpose.We can alwaysdo better.Lead with humility and respect every individual
9. Customer Focused ResultsWho is the Customer Advocate?
10. Questions to Ask: Customer-Focused ResultsWho are our customers by process? How can we better understand what our customers care about? How will we measure what customers care about? How and when will we assess our performance against what customers care about? What customer-focused processimprovements will we address?
11. Each Floor Connects to Key PrinciplesCustomers matterto us.We align around a common purpose.We can alwaysdo better.Lead with humility and respect every individual
12. Enterprise Alignment: What is it like to drive in the fog?
13. Questions to Ask: Enterprise AlignmentWho are we and what is our purpose? Where are we headed and how will we get there?How can we create alignment with the strategic plan and goals?How can we use the roadmap to communicate alignment?How will we communicate ourstrategic plan to our staff?
14. Each Floor Connects to Key PrinciplesCustomers matterto us.We align around a common purpose.We can alwaysdo better.Lead with humility and respect every individual
15. What Is Process Improvement?Working on the process versus working in the process
16. Processes Are Like Junk Drawers
17. Questions to Ask: Continuous ImprovementHow will we continue to build our employee skills in problem-solving skills?How will we give our employees time to work on process improvement? How will we continue to develop our continuous improvement leaders? How will we maintain focus on continuous improvement? What systems will we implement topromote employee problem-solving?
18. Each Floor Connects to Key PrinciplesWe align around a common purpose.We can alwaysdo better.Lead with humility and respect every individualCustomers matterto us.
19. Leadership & Respect - Basic PremisesEmployees did not create the processEmployees do not have the power to change the process on their ownThe process makes it difficult to do a good jobPeople prefer to do a good jobThe root cause of most problems is the way the work is designedBASIC PREMISES
20. Be Hard on the Process, Not the PeopleErrors and problems are clues and opportunities to improveConstant pressure to improve without a method is demoralizingProcesses often cannot handle all the different scenarios that existEncourage awareness of problems and opportunitiesEvery process is perfectly designedto achieve exactly the results it gets
21. 1. Create Ideal ConditionsReduce fearSupport a blame-free environmentRecognize behaviors that create a search for the guiltyFocus on the process, not the peopleRecognize and promote desired behaviors Asking whyCalculated risk-takingMaking process problems visibleEncourage experimentation
22. What Is Tolerated In Your Organization?Culture is created by whatis tolerated and promoted.- Dr. Henry Cloud -“”
23. 2. Build the Problem-Solving Muscle
24. Question for YouIf the mindset should be to build the problem-solving muscle:What do leaders need to do more of (or less of)? 24
25. 3. Be Strategic With All Four FloorsWe Treat All People With RespectCustomers Matter To UsWe Align Around A Common PurposeWe Can Always Do BetterCustomers matterto us.We align around a common purpose.We can alwaysdo better.We treat everyone with respect.25
26. Stop – Start – ContinueWhat do you want to START doing to help create a stronger Continuous Improvement culture? What do you want to CONTINUE doing to create a stronger Continuous Improvement culture?What do you want to STOP doing to help create a stronger Continuous Improvement culture?
27. Possible Roadmap Actions Customer Focused ResultsEnterprise AlignmentContinuous ImprovementCultural EnablersMap Value Streams and Core ProcessesIdentify customers by processIdentify customer metrics by processIdentify opportunities for improvement from the Voice of CustomerGather feedback from customers on processesBuild Vision, Mission, Values with Continuous Improvement Develop ScorecardsIdentify 6-18 Month Initiatives Build a 12-18 month roadmap around executing the four components of Continuous Improvement cultureBuild and execute a communication planEstablish infrastructure and roles for supporting Continuous ImprovementDesign and Deliver Continuous Improvement TrainingSelect and Execute Projects Celebrate Success with Continuous Process ImprovementPlan Leadership and Employee Engagement Conduct Training for Leadership DevelopmentEmployee Engagement SurveyTrack Progress on Continuous Improvement and Make adjustments as needed
28. A Roadmap for the Four Components
29. Call to ActionShare knowledge about the 4 componentsAssess your own cultureDiscuss which components need attentionCreate a roadmap encompassing a high-level plan to improve each component
30. 3. Be Strategic With All Four FloorsWe Treat All People With RespectCustomers Matter To UsWe Align Around A Common PurposeWe Can Always Do BetterCustomers matterto us.We align around a common purpose.We can alwaysdo better.We treat everyone with respect.
31. Examples of UCSD Project PresentationsGo to GoLeanSixSigma.com website. Go to “Free Resources” Tab. Go To “Webinars”. Go To “Success Stories” OR: Go to website and search by presenter name with the search function