Inside-Out Lean Transformation Engaging People to Deploy...
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"Contains Confidential and/or Proprietary Information. May Not Be Copied or Disseminated Without Expressed Written Consent of The Goodyear Tire & Rubber Company.” Inside-Out Lean Transformation Engaging People to Deploy Lean Principles Norbert Majerus, Lean Champion
Transcript of Inside-Out Lean Transformation Engaging People to Deploy...
"Contains Confidential and/or Proprietary Information. May Not Be Copied or Disseminated Without Expressed Written Consent of The Goodyear Tire & Rubber Company.”
Inside-Out Lean Transformation
Engaging People to Deploy Lean
Principles
Norbert Majerus,
Lean Champion
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Goodyear Lean Results
Safety, quality – all time high
1,500, 95%, 100%
75%
3x
Better engagement
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We pay for the use of their brain
anyway ….
After all, that is what engineering work is about
But do we engage them to also work on improving HOW they work
.. and how do we encourage them to change their behavior?
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What I learned from Toyota
TPS
How to engage people
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Wil James - Toyota Plant Manger at AME 2017: “You must be good with people before
you can get good at lean”
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What is more important
Learn the process??
Learn to manage people?
What is MORE DIFFICULT?
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Mike Crossen
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My (
pe
op
le)
pro
ble
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Organizations, cultures … do not
change: People DO
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My Answer - Why lean initiatives
struggle:
What in your company cannot be copied???
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(my) Desired State9
FOUNDATION
Ideal State
CO
NTI
NO
US I
MPR
OV
EM
EN
T
RESPEC
T FO
R P
EO
PLE
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Current State10
FOUNDATION
CO
NTI
NO
US IM
PR
OV
EM
EN
T
RESPEC
T FO
R P
EO
PLE
Average of
70% of people
are not
engaged*
*Jerry Solomon - Lean Frontiers conference, San Antonio 2016
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Agenda
Inside OUT Transformation
The Change Management
Process
Upside Down Leadership
ME – the lean change leader
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Bottom Up Transformation
Top Down Transformation
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Bottom Up Transformation
Top Down Transformation
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Lao Tsu – Founder of Taoism (6th century BC)
Go to the people. Live with them. Learn from
them. Build with what they have. But with the
best leaders, when the work is done, the task
accomplished, the people will say: “We have
done this ourselves”
14Inside Out Transformation
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Who is the best positioned to make
recommendations about changing the
work people do?
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It is easier to teach the process experts the
lean principles than it is to teach an
outsider the process and the culture
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Inside Out Transformation
1. Learn the principles
2. Teach the principles to the people who do the work
3. Engage the people and coach them through the transformation
4. Help sustain the gains
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Goodyear 11 Steps to a Lean Culture
1. Do your homework
2. Get leverage
3. Engage the right people to lead the change
4. Develop a vision and make plans
5. Get support
6. You cannot overcommunicate or overtrain
7. Deal with resistance
8. Engage the employees
9. Do good things and talk about them (German proverb)
10. Remember PDCA (Plan/Do/Check/Adjust)
11. Sustain the change
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Engaging Associates 18
“Your Toyota is
my Toyota”
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31,419
36,500
28,000
29,000
30,000
31,000
32,000
33,000
34,000
35,000
36,000
37,000
PLANT PERFORMANCE MARKET DEMAND
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Why Engage the People
They know the process
You cannot just replace them
They can improve and sustain the change
Engagement motivates people
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HOW to Engage the People
Communicate, teach (WHY)
Listen to the concerns
Focus on the influencers first
Go see – build trust - help and support
Thank and reward
Show respect
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Respect
People come to work to do a good job
If they cannot, look at process, training, qualification, equipment …
Help the people be successful (ALL)
People deserve a safe work environment
Remove waste from their work
Ask questions, do not give answers
Learn to manage the round peg in the square hole – (google)
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Leadership 23
W h e n b o t t o m l e v e l g u y s l o o k u p , t h e y s e e o n l y … . . . . .
*Inspired by unattributed graph
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Lean Leadership 24
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Leadership Support 25
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Take ownership of
the work process
and continuously
improve that process
by gaining deeper
understanding of
that process
MotivationMake Work Easier
Stress ControlLean enables healthy active coping
ConditionPositive reinforcementTHANK YOU
Cognitive DissonanceFocus on behavior – beliefs will follow
Arnoud
Herremans
Change
Scientist*
* LPPDE 2016 - Philadelphia
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27My Personal Transformation Was The Hardest
Cognitive Dissonance – BELIEFS >>> // <<< BEHAVIORS
Train the
associates
Change
behaviorsBeliefs
followed
Change the behavior – beliefs will follow
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How to Engage Leaders to Become
Lean Leaders
Tell them … ineffective >> Show them
Opportunity for self development
Focus on behaviors – ask them to teach
Take less time to direct/manage – and more time to
coach, improve, develop people
Move from the “doer” to the enabler/influencer
Seeing the right behavior helps
Middle management – hard but important
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Magic Triangle 29
A3 – Problem Solving
Visual Management
Go See
Visual controls
Leader Standard WorkAccountability
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30“The key to successful leadership is
influence, not authority. " ~ Ken Blanchard
Lean leaders must learn to lead without authority
What about the leader of the lean initiative?
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I did not believe lean could have an impact in R&D
Did not like a job that had anything to do with people
CTO – favor – help teach it, then engaged me through his
example
I had to change first – starting with the behaviors – belief came fast – I wish I had learned this earlier in my career
The change leader and the project manager
31My Personal
Transformation Was
The Hardest
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Advice to Lean Transformation Leaders
Say “no” 3 times
You are a change agent – not a project manager
Get an education
Do the transformation with YOUR people – inside out and upside down –
use consultants to teach
Have the right expectations
Long journey
Many restarts and pivots
Rarely the right recognition
Learn to respect people – earn the respect of the organization –
appreciate the respect you deserve
Become a teacher and a coach – you will need it!
This can be done and YOU can learn it
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So – Why would anybody want do this?
It will make you a better person and an awesome leader
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Key Messages
Successful lean implementations change the people and the
process
The people who do the work must be engaged to improve
the work
Respect for people assures the engagement
Leaders support is insufficient – they must change
The lean change agent plays a crucial role – a little education
like this goes a long way
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"Contains Confidential and/or Proprietary Information. May Not Be Copied or Disseminated Without Expressed Written Consent of The Goodyear Tire & Rubber Company.”
Norbert Majerus
Lean Champion
The Goodyear Tire and Rubber Co
330 796 2318
330 801 3184
