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Engaging Employees in a Lean Environment: Strategies for Success

Learn how to effectively engage employees in a Lean environment to drive organizational success, with benefits including increased profit, customer satisfaction, productivity, innovation, and employee retention. Discover the four enablers of engagement and the leadership values needed to create a culture of engagement.

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Engaging Employees in a Lean Environment: Strategies for Success

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  1. How do you successfully engage people in a Lean environment?Lesley Fleming, Bourton Group

  2. What is engagement? The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effortto accomplishing tasks that are important to the achievement of organisational goals.

  3. Benefits of increased engagement • Profit • Customer satisfaction • Productivity • Innovation • Retention • Well being • Health and safety

  4. Four enablers of engagement • A strong strategic narrative provided by visible, empowering leadership • Engaging managers who focus people and give them scope, treat them as individuals, coach and stretch • Organisational integrity – values on the wall reflected on day to day behaviours • Employee voice for reinforcing and challenging views, working between functions internally and externally, employees central to the solution Source: “Nailing the Evidence”UKEmployee Engagement Task Force, Bruce Rayton University of Bath School of Management - Nov 2012

  5. The leadership ‘value add’ • Focus • Creating a vision that is inspiring yet achievable • Sharing the vision in a way that is attractive to people • Structure • Creating the infrastructure to deliver the vision and business objectives • Establishing clear roles, responsibilities, processes, methods and standards • Discipline • Managing systems and procedures consistently • Developing and encouraging ways of working to achieve the vision • Ownership • Devolving responsibility, authority and accountability • Being the change you want to see in the world

  6. Focus: organisation needs Reporting route Translating the needs of the organisation into something meaningful that individuals can relate to and contribute towards Deployment cascade

  7. Focus: customer needs Translating the needs of the customer into measures that individuals can influence and see the outcome.

  8. Structure: deployment methodology few Radical Process/ Organisation Redesign Project-based step improvement engagement opportunity Continual incremental improvements many

  9. Structure: tools and techniques Shared toolkit used by all across the organisation in the conduct of everyday business.

  10. Discipline – leadership behaviours

  11. Discipline – team behaviours Display Measure Review People owning continuous performance improvement Work Prioritise Improve Diagnose

  12. Ownership – generating engagement Ref: Tannenbaum & Schmidt “Leadership Continuum” • To be fully engaged, your teams need you to share: • Authority to make changes - within agreed boundaries • Information they can use - understanding the business issues • Resources to adopt Lean - time, tools/techniques, help

  13. Ownership – sustaining engagement high HIGH PERFORMANCE CLUB SUPPORT APATHY STRESS CHALLENGE high low Ref: Blake Mouton Managerial Grid

  14. Discussion and conclusions

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