Building Lean Capability in an Innovative Way

Alan Roy

An approach in a GBS environment

This session is aimed to:

• Explain the journey GSK GBS has been on to develop capabilities in the organisation and to make Lean thinking and practice a Way of Life

• Provide an overview of our approach to building Role Model Leaders through our Leaders Teach and Coach programme

• Share examples of the Business Impact of having leaders teaching and coaching

• Allow time for Q&A

What we do at GSK...

Pharmaceuticals

We develop and make medicines to treat a range of conditions including: respiratory diseases, cancer, heart disease, epilepsy, bacterial and viral infections such as HIV and lupus, and skin conditions like psoriasis.

Consumer Healthcare

We make innovative consumer products in four categories of Total Wellness, Skin Health, Oral Care and Nutrition. Our portfolio includes well-known brands such as: Horlicks, Panadol and Sensodyne.

Vaccines

We research and make vaccines for children and adults that protect against infectious diseases, including: influenza, rotavirus, cervical cancer, measles, mumps, rubella, hepatitis, polio, tetanus and meningitis.

Implementing a GBS Operating model in GSK 3

Background to Core Business Services

4GSK At a glance

2000 2005 2008 2010 2013 2015 Merger

GlaxoWellcome & SmithKline

Beecham

1st IT Centre Poland

2nd IT Centre

Malaysia

Bill Louv Appointed CIO/SVP

CBS

BSCs OpenWest LondonNorth America

Functional BSCs incorporated

MalaysiaPoland

Costa Rica

Lean Office

Lean capability Build

Kuala Lumpur

Costa Rica

North Carolina

West London PolandPhiladelphia

Global Business Services journey

Business Partners and

Centres of Excellence

Third Party Providers

CaptiveBusinessServiceCentres

CBS – Core Business Services three-tier delivery model captive

Implementing a GBS Operating model in GSK 5

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Content

1. Context 1. What did we want to be different in building capability?2. How did we make it different?

2. Change model1. How did we win the hearts and make leaders feel good2. Leadership Shadow

3. Results1. What have been the results2. What would I do differently

Origins of the GSK Fundamentals of Delivery

LeanVoice of customer

Go and See

Problem Solving

Visual Performance Management

Continuous Improvement

PM

Benefits & Scoping

Implementation Planning

Stakeholder engagement

ODTeam Ways of

Working

Approach to Change

Personal Accountability

Coaching

• Right Brain preference• Appreciative Inquiry• Coaching for capability• People orientation• Consultative• Input oriented

• Left Brain preference• Process orientation• Problem solving – fix it• Training for capability• Goal/results driven• Discipline and rigor

1.1 What did we want to be different in building capability?

• Belt Programme– We had history of “ Belt Programmes” that had not

delivered

– Elitist approach

• Sheep dip approach to building capability

• Pushing capability

• Senior Leaders Run– In 2013 we ran a pilot with 40+ Senior Leaders who

were asked to teach and coach Lean in the workplace rather than the class room.

– We then went from 40 to 300 Senior Leaders

(SVP,VP,VP-1)

• From 2013 onwards we have focused on embedding our Lean capability build through our Leaders teaching and coaching in the workplace based on daily work

• Pull

Capability to be built to solve the priority problems

From To

1.2 How did we make it different!

1. Leaders teach and coach

2. Learning takes place at the workplace over a 3 week cycle

3. Start with the end in mind; our ultimate goal is to embed Lean Fundamentals as a way of life

4. Needed to keep simple. Smaller tool set. We follow a standard coaching framework that allows us to replicate the coaching experience in a consistent way

5. We were serious about results, but we liked to have fun along the way

2.1 We used many more novel channels to connect with peopleA See, Feel, Change approach to win the hearts

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2.2 We kept it very simple for leaders and supported them to help them feel good

1. Coaching Framework

2. Lean and the Change Framework

3. VOC

4. Strategy Deployment

5. Project Management

7. Gemba 8. Visual Management

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2.2 Leadership ShadowThe most senior leader goes first and widely shares

3.1 What have been the results?Some unexpected upsides

• Gave me a better understanding of ADP and I would recommend it to others – VP Finance

• Most importantly has given me much more perspective about how, where and why to apply the techniques - Director IT Infrastructure

• It allows you to build a partnership, a two way relationship, with individuals across the organisation. It helps me develop both my coaching style and also enhances my ADP knowledge too - VP IT

• For the coach, the more rewarding coaching is that which is being done with their own staff. You can see the impact across the team, and can make connections across the team members - Director IT

• This coaching programme gives a pragmatic formula to get to the best outcome. Becoming a coach forces me to go through every tool with my coachees to really understand the full value of it and the benefits it can bring. - VP IT Infrastructure

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3.1 What have been the resultsWe hit the targets on feelings!

3.1 What have been the resultsComputer accounts example (Poznan)

• Results - Significant improvement in incident resolution and fewer incidents • How did we get there? - Implemented problem solving tools; brainstorming and A3 thinking which drove more structure and new solutions, e.g., creation of knowledge base • What’s next? - Service is operating more effectively. Team now has (3 fewer staff) & yet can still do more • Key learning - The people doing the operational support are key to a successful service and always have the best ideas to drive continuous improvements

ADP Tools

In May, first time ever the team achieved SLA of 93% which is about 20% better! We actually now have a smaller APS team this year (3 fewer staff), and yet can still do more. ADP allowed us to do more with less.”

Although our team is spread around the world (Kuala Lumpur, Poznan, UK, US) we made it! It was great experience to work as a one big team to achieve one big goal . Additionally this proved me again that the people who are doing the operational job are the most important for success, and have the best ideas. “ - Grzegorz Kwiaton (IT Manager, Access Prov Services US & EU)

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3.2 What would I have done differently and what would I repeat

• Started Leaders Coaching earlier on our journey

• Captured all senior leaders

• Have our rewards systems more aligned

• Simple materials

• Tie to daily work

• Change approach

• Senior leader goes first

• Aligned Lean Consultants to support

• Use great external materials

Do differently • Repeat

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Questions

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Appendix

TeachUnderstand and share

principles drawn from the references

Share examples (personal is best!)

Where Gemba fits in the Change Framework

Learn by DoingGo and try it – try for 3 weeksThe activity that produces

evidence of learning Coaching

Reflect on learnings and next steps

Embed the learning building upon previous modules

Make Gemba a part of your way of working

Understand “Gemba

with purpose”Where appropriate

complete the Evidence Sheet

Chapter 7 (Leaning Lean Management: The Sensei and Gemba Walks) in Creating a Lean Culture

Chapter 2 (Mental Models) in Getting the Right Things Done

ADP Summary slide pack (this pack)

Link to ADP Web site

Input Process Output

Making a Habit of Gemba

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A simplified tool set that is aligned to daily work

1. Coaching Framework

2. Lean and the Change Framework

3. VOC

4. Strategy Deployment

5. Project Management

7. Gemba 8. Visual Management

9. Problem Solving

6. Change Management

Evidence Sheet

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TeachUnderstand and share

principles drawn from the references

Share examples (personal is best!)

Learn by DoingGo and try it – try for 3 weeks

CoachingReflect on learning`s and next

stepsEmbed the learning building

upon previous modules Finally record evidence for

Practitioner confirmation on Evidence sheet

Leaders routinely teach and coach Lean

Leaders make Lean part of their way of working

Understand how Lean makes a difference

Coachee becomes an Lean practitioner and in turn coaches some one else

Coach may also use this process to become Lean Practitioner

Book - Creating a Lean Culture by David Mann

Book - Getting the Right Things Done by Pascal Dennis

9 x Lean Summary slide packs

Evidence Sheet for accreditation

Link to Lean Web site for each module

Examples of Fundamentals in use

Inputs Process for each of the 9 modules

Outputs

We made sure the capability was applied to the daily work

A light touch 2014 Confirmation Process as we wanted Leaders to aspire to coach lean

• Candidate completes Evidence Sheet with 10 examples of Utilising the Fundamentals and 5 examples of Coaching/Embedding

• Coach approves and does 3 things by Month End– Submits Evidence Sheet to team site in the appropriate month– Ensures the Fundamentals tracker is up to date on the team site– Sends short email to panel chair with name

• Panel Chair will invite Coach to the following months panel. Panels are scheduled around the second week in the following month – dates are on last slide

• Chair person allocate a 10 minute slot for Coach to present Candidates work – 5 minutes for Coach to outline the Candidates progress picking out no more than three highlights and 5 minutes for Q&A

• Coach presents at panel....makes them feel proud!

• Coach then communicates outcome of Panel to Candidate, who also receives a Congratulatory Letter from Bill Louv( President of GBS)

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We invested time with the leader and the coach at the start to make expectations clear

Desired outcomesLeaders

teaching and coaching Lean as part of their way of working

Coachee becomes an Lean practitioner and in turn becomes a Coach

Leader chooses to become an Lean Practitioner

Process to become an Lean Practitioner1. Collate progress on Evidence sheet (provide examples of each of the Fundamentals used)2. Accreditation requires effective use of 10 and coaching of 5 Fundamentals (contained in the 9 Modules)3. Evidence sheets and further information on team site

A blend of inputs worked well

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And there are lots of great materials out there!Week 0 1 4 7

1 – Using a Mentor as required and other support

Next Module

Teach CoachSlides

Prepare1

BooksExperience

45 mins 45 mins

SlidesBooks

Experience

LearnBy discussion

LearnBy doing

SlidesBooks

Experience15 mins

LearnBy reflection

Leader

Coachee

Evidence sheet

Teach CoachSlides

Prepare1

BooksExperience

45 mins 45 mins

SlidesBooks

Experience

LearnBy discussion

LearnBy doing

SlidesBooks

Experience15 mins

LearnBy reflection

Leader

Coachee

Evidence sheet