Superfactory ® Lean Enterprise Series

1. Lean Leadership Superfactory® Lean Enterprise Series

2. Outline • What is Lean? • What is Leadership? • The Lean Leadership Paradigm • Five Lean Leadership Actions • Summary

3. Leadership Influences Change • “People don’t resist change. They resist being changed.” - Peter Senge • “Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” - Frances Hesselbein • “Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith ENGAGEMENT REALISM DETERMINATION

4. Leadership vs. Management Leadership is not management. • 3 Tenets of Management • Planning and Budgeting • Involves creating timetables to meet commitments and developing specific action steps • Organizing and Staffing • Requires that managers put some structure to the plan which includes staffing requirements, communications and delegation of responsibility • Controlling and Problem-Solving • Entails the monitoring of activities, spotting deviations from the plan and organizing solutions These management process create and maintain order and predictability within the organization. -John P. Kotter

5. Lean Leadership Characteristics A leader needs to be visible as a role model in order to demonstrate his/her breadth of knowledge and understanding of the business environment and the organizational challenges. A leader should display an aptitude for logic and a desire to challenge the status quo or “alleged wisdom” in order to facilitate free flowing decision making. A leader must posses the ability to be a linking agent (facilitator) with a wide array of knowledge and information coupled with an unquestionable trust, professionalism and an open invitation for dissent.

6. Traditional vs. Lean • Lean Leadership • Direction setter • Ensures team goals support vision • Monitors and audits team’s metrics • Sets expectations • Information conduit • Facilitates ‘root cause’ analysis • Technical resource • Provider of forward workloads • Appraises team performance to team goals • Traditional Leadership • Leader plans • Staff meets goals set by leader • Leader produces metrics and feeds back when not met • Rigid enforcement of rules and regulations • Information controller • Sole problem solver • Technical expert • Assignor of work • Performance appraiser

7. Lean Leadership Good leaders motivate people in a variety of ways, three of which are the basis to the “lean” approach. Leaders must define the organization’s vision in a way that highlights the values of their group Leaders must support people’s efforts to achieve the shared vision through coaching, feedback, and role modeling A leader should recognize and reward success

8. 5 Lean Leadership Actions There are five leadership moves, or actions, a leader can perform to provide leadership on the Lean journey. Leaders Must Be Teachers Build Tension, Not Stress Eliminate Fear and Comfort Lead Through Visible Participation, Not Proclamation Build Lean Into Personal Practice