Always innovating for a better future Lean Leadership.

Always innovating for a better future

LeanLeadership

Always innovating for a better future2

●●●


Our Markets

Sales $0.97 billion – FY12Sales $0.90 billion – FY12

Total Sales $1.87 billion – FY12


Propulsion Control Systems

• Evolution from components to systems supplier

• Organic development and acquisitions grow product breadth

• Key program wins set table for future growth

4

Combustion SystemsActuation Systems

Fuel SystemsElectronic Systems

Electronics

Aero

spac

e


Motion Control Systems

• Aircraft Control Systems Cockpit to Surface Hydraulic and Electric Motion Control Solutions

for Fixed and Rotary Wing Aircraft

• Smart Weapons – Precision Guidance and Stabilization Solutions

• Motion Control and Sensor Solutions for Critical Tier 1 Applications

Secondary Flight Control SystemsPrimary Flight Control SystemsCockpit Control Systems

Aero

spac

e


Renewable & Power Conversion Systems

Wind turbine inverters

Energy storage converters

Solar inverters

Shore power & dynamic positioning inverters

Ener

gy


Engine Systems

Power Generation Overview

Emissions compliance

Gas/air flow control

Engine control

Emissions control systems

Gas flow control

Turbine control

Combustion systems

Generator package control

Ignition systems

Shut-off valves

Ignition systems


Engine Systems

Solutions for Engines


Engine Systems

Energy Segment FY12 Sales

FY12 $970 million


Global Presence, Local Support


Engine Systems

Lean

• Products on-time

• No defects

• Lowest cost

11

Abou

t Woo

dwar

d

Frederick TaylorScientific Method; One-Sized Shovel; “Enforce” – 1880 to 1915

Frank WoollardContinuous Improvement; Lean Tools; “Forgotten” – 1920 to 1950

Taiichi OhnoToyota Production System; Kaizen Respect for People; 7 Wastes – 1950 to 1990

Dr. James WomackJapanese Auto Industry “how?” Machine that Changed the World – 1975 to present

Bob EmilianiFake vs. Real Lean CI + Respect for People“Practical Lean Leadership”1990 to presentW. Edwards Deming

SPC; Quality Methods to Japan“Plan-Do-Check-Act” - 1940 to 1990

David MannLean Leadership & Culture“Creating a Lean Culture”

1980 to present

http://upload.wikimedia.org/wikipedia/commons/9/90/Frederick_Winslow_Taylor_crop.jpg

http://upload.wikimedia.org/wikipedia/commons/9/90/Frederick_Winslow_Taylor_crop.jpg

A systematic approach to identifying and

eliminating waste through continuous

improvement by flowing the product at the

pull of the customer in pursuit of perfection.

What is Lean?

•Directly observe work as activities, connections, and flows

•Systematic waste elimination

•Establish high agreement of what and how

•Systematic problem solving

•Create a learning organization

5 Principles of Lean

•Understanding the current reality of your business

•Reality should be unified

•Tools: Gemba walks, value stream mapping, process mapping, flow diagrams

Directly observe work as activities, connections, and flows

•Anything beyond the absolute minimum amount of materials, manpower, machinery needed to add value to a product or service.

Systematic waste elimination

17

Manufacturing1.Defects2.Overproduction3.Transportation4.Waiting5.Inventory6.Motion7.Overprocessing

7 Wastes + 1

8. Non utilized talents or unused creativity

Engineering1.Errors in documents2.Doing work not needed3.Transport of documents4.Reviews and approvals5.Backlog of work6.Searching for information7.Overprocessing

•Valuing a common way or process with low ambiguity more than you value your own way

Establish high agreement of what and how

•With Lean thinking, problems are opportunities

•Dig until you find the root cause

•5 Whys

• Immediately bring problems to the surface and face them, don’t band-aid or cover up problems.

Systematic problem solving

•The very nature of lean is to change and improve based on learning

•Learn from your improvement efforts

Create a learning organization

Is Lean Leadership the missing link?

• 98% of Lean Initiatives are not pursued to the point of financial benefit

• 50-95% of programs failSupply Chain Digest Jan 30, 2013

“80% of effort in Lean transformations is expended

on changing leaders’ practices and behaviors, and ultimately

their mindset.”

“ . . .the essential purpose of a leader is to do one thing: create change.”

Dennis Pawley,“Hitchhiker's Guide to Lean”


Engine Systems

Lean Leadership

• Leaders must be teachers

• Build tension, not stress

• Eliminate fear and comfort (experimentation & innovation)

• Lead through visible participation, not proclamation

• Build lean into personal practice


Engine Systems

24

Leaders must be teachers

• Learning is critical in a lean organization

• Leader’s responsibility is to develop (coach) members who are themselves learners and teachers

• De-emphasize individual solutions/ideas & promote Team thinking (Contributions from everyone) Common ideas (Collaboration) Principles (Ethical behavior)

• Ethics & Integrity are used to help people make tough decisions

Problems are opportunities to learn, not just a crisis to be solved.


Engine Systems

Leaders must build tension, not stress

• Leaders create change

• Leaders create a sense of urgency thru tension, not stress

• People feel stress when conditions are nearly impossible, pressures are immense, and there is no clear path forward.

• People experience tension when they sense a gap between the current reality and the ideal state.

H x V x F > RH = Hatred of current reality

V = Vision of the ideal stateF = the courage to take First stepsR = the Resistance to change that exists

within an organization


Engine Systems

Eliminate fear and comfort

• Remove the fear of experimentation

• Encourage innovation

• Eliminate the comfort in status quo

• Characteristics of a fear-free environment: Physical safety Emotional safety Professional safety

• Five Whys

27

Challenge the member (5 Whys)

Ask for more (7 Ways)

Ask for evidence (data on the Gemba)


Engine Systems

Lead thru visible participation, not proclamation

• Must lead by pulling members thru the change process, not pushing them

• Commitment and active engagement Participating, not watching from sidelines Members will see the leaders activities as priorities Thru participation, leaders directly observe how lean is

being understood (or not understood).

• A Servant Leader is someone who identifies and meets the legitimate needs of their people and removes all barriers so they can serve the customer.

As 5S is foundational for Lean, SERVANT LEADERSHIP is

the foundation for Lean Leadership

information sharing

building common vision

self management

high levels of interdependence

learning from mistakes

encouraging creative input from every team member

questioning present assumptions and mental

models

Compassion

CompetenceIntegrity


Engine Systems

Build lean in to personal practice

• Lead by example

• Company culture is a direct reflection of the values, philosophy and personality of the leaders

• What you do must support what you say or there will be confusion.

• Standardization: apply lean to how you go about your daily and weekly activities. Structured processes for activities Structured flow for time management 5S

• Reflection: Look back to see what was effective

34

Reflection

Scientific Method

Lean Leaders are Teachers

Dangers of a “Knower”

Advantages of a “Learner”

How do Lean Leaders Think?

“Employees are offering a very important part of their lives to us. If we don’t use their time effectively, we are wasting their lives.“

Eiji Toyoda “To the greatest extent possible we should have

people working on things that matter.“

Bob Emiliani

36

Is it working?

Does anyone know?

Did I mess

with it?

Will it blowup in my hands?Can I blame

someone or something

else?

I’m in trouble!

Take credit.

No problem!

I’m an idiot!

Look the other wayCover it up.

YES

YES

YES

YES

YES

NO

NO

NO

NO

NO

37

Climate and Culture

Culture: values, beliefs,

assumptions and behaviors

Respect for the IndividualIntegrity & Ethics

AccountabilityTeamwork

Customer SatisfactionInitiative

Results Driven

O U R B E L I E FS , VA LU E S &

P R I N C I P L E S

Woodward Total Rewards

StrategyWO R K C O N T E N TTitleJob Tools/TechnologyVarietyChallengeAbility to ActPerformance Expectations & FeedbackMeaningful Work

C A R E E RCareer Development

Learning & DevelopmentEmployment Security Through

Growth and Skill AttainmentPromotional Opportunity

Global Experience/Mobility

I N D I R EC T F I N A N C I A LBenefits

Non-cash RecognitionCompany Ownership

D I R EC T F I N A N C I A LBase/Fixed PayIncentives/BonusCash RecognitionPay PracticesMarket Pay Process

Employment BrandCompany Reputation & Success

Corporate Citizenship & Social ResponsibilityWork Climate & Member Experience

Communication & Social SystemWork-Life Effectiveness & SupportLeadership Effectiveness & Boss RelationshipTeam & Peer RelationshipsWorkplace of the Future

A F F I L I AT I O N


Engine Systems

Woodward – CSU Partnering

• PLI

• Energy Conversions Laboratory Donations Engine Controls Experiments

• Business Program

• System Engineering Contribution for Program Chair Syllabus

• Interns

40


Abou

t Woo

dwar

d

Always innovating for a better future Lean Leadership.

Documents

Transcript of Always innovating for a better future Lean Leadership.