403 – Career Development

Why become a Lean Leader?

How adopting the Lean philosophy will make you a better Leader

4th April 2012AUA Conference, Manchester

John Evans The Lean University, Cardiff University

The Plan •Why adopting Lean should be essential for all HE personnel

• Doing so will continuously improve the way that you work, ensuring everything you do adds value

Delegates will -

• Have an appreciation for the 5 principles of Lean & how they apply in a HE Environment

• Be able to identify wasteful activity within your organisation & categorise it

• Understand how adopting the Lean philosophy with enhance leadership skills

Five Principles of Lean

Identify Customers & Specify Value

Identify & Mapthe

Value Stream

Create Flow by Eliminating Waste

Respondto

Customer Pull

PursuePerfection

MaximiseThe

Value

So What’s it all About

Muda - Waste

Mura - Unevenness

Muri - Overburden

Is This a Typical Day?

“I’ve produced all this information and no-one uses it!”

“I can’t get on with my job because I am waiting for someone else!”

“My diary is full of meetings where we don’t do anything!”

“That piece of work has disappeared into a black hole!”

“My in-tray is full of overdue work!”

“I’ve been hunting for that information for ages!”

“I’ve sent that back twice and it’s still not right!”

“I haven’t got time to do my job properly!”

The 7 Service Wastes

Can you Identify

A little Game with Post-its & Paper

Examples of Categorised HE ErrorsUnclear Comms. Duplication Inventory Movement

Delay Opportunity LostErrors

• Reinventing the wheel • Over-processing• Different schools doing the same thing

• Poor & ineffective communications• Access to info. • Don't talk to the customers• E-Mails

• People / skills• Resources• Undistributed knowledge• Students

• Internal post• Reports left of desks• Campus structure

• Inability to make decisions• Waiting for approvals• Meetings• Hierarchy

• Fixed term contracts• Pockets of expertise - not shared• People - no career structure• Wasted resources• Funding• Academic/Senior Man. ego

• Poor information management • Circumventing systems or not fit for purpose

Value vs. Failure Demand

Value DemandThe demand customers make for things they want and are of value to them

Failure DemandThe demand caused by a failure to do something or not do something right for the customer

Causes “fire fighting” Creates ‘noise’ in the system

Gives false idea about what customer demand is

Damages customer value Overloads staff

Creates a negative organisational culture

Challenges Faced in HE

Perceptions

Implementation Payback

InvestmentInfluencers/Support

Timing

Mixed Implementation

Their Ideas

Measures

Switzerland

Tools that Resonate

Visual

Does Lean Work within HE?

Current Cardiff University Successes:

• Time reduction 30 – 96%

• Failure Demand reduced by 37 – 100%

• Increased capacity by 43%

• Customer satisfaction increased by 43%• Involvement

93% of schools

75% of divisions

Perusing Perfection: A Typical Day?

“I know and understand what my customers want from me”

“I understand who can help me & how long they need to do their job”

“All my meetings are productive & are used to make decisions”“I know exactly where all work is at any given time no matter who has it”

“All my work meets the agreed delivery time”

“I can find any information I need in 30 seconds”

“All work is right first time”

“I feel I have more control over what and how I do my work”

“Everything I do is value added and valued”

Lean Leader: Personal Reflection

• Real improvements can be done with little effort and cost

• Don’t be afraid of getting things wrong – the answers are there

• Engage all who are involved in the process (if they want to)

• Some people will not change, don’t let them dictate

• Encourage teams to think and act, not individuals forcing change

• Trust and support colleagues - they will come up with solutions

• Upper management involvement is essential to implement sustained change

• Once started it won’t stop

• Start small, think big, communicate

DUNS: Last Exercise

Name:John Evans/evansjd8@cf.ac.uk

What I Did:Listened to a Lean presentation at the AUA

What I Understood:Understood how to identify wastes and categorise it

Next Steps: Apply Lean to cleaning up the office space and files

How was that for You?

How Was That for You?

Contact DetailsAddress: Lean University Team, Cardiff University

McKenzie House, 30-36 Newport RoadCardiff. CF24 0DE

E-mail: lean@cardiff.ac.ukTel: 02920 870 445Presenter’s E-mail: evansjd8@cardiff.ac.uk

Useful Websites

www.cardiff.ac.uk/lean

www.leanenterprise.org.uk

www.leanuk.org

Further Reading

• The New Lean Toolbox Towards Fast, Flexible Flow - John Bicheno

• Lean Thinking: Banish Waste and Create Wealth in your Corporation – James P. Womack & Daniel T. Jones

• Staying Lean - Thriving, Not Just Surviving - Peter Hines, Pauline Found, Gary Griffiths, Richard Harrison

• Lean Lexicon - Chet Marchwinski & John Shook

• Learning to See - Mike Rother & John Shook

• Freedom from Command and Control – John Seddon