2. Reinforce with formal mechanisms(System & Structure)
3. Developing Talensts & Skills
4. Role Modelling
Name the 5 Lenses
2. Organization & Skills
3. Process Efficiency
4. Mindsets & Behaviours
5. Performance Management
What is LEAN?
RBS Lean is the way we make sure everything we do is better for our Customers... and us
Where did Lean Start?
Henry Ford, 1913. He called it "Flow Production(standard work + Conveyance). Only problem was lack of Variety.
Toyota's Lean History...
1950's -way behind U.S. car manufacturing. Took 9 times as long to make a car, could not pay employees. Forced to be innovative & focus on Customer. 1970- 9th largest in the world. 2009- #1.
Lean Implementstion in Finance were not successful because...
1.Visibilty(harder to see the work) & 2.Variabilty(can only Min. so much, so need to manage) of Processes. 3. Tried to pick and choose Lean tools(it only works as a complete process).
Timeline for Lean...
1913 - Henry Ford - "Flow Production"
1950 - Toyota - Coudn't pay the bills
1980 Manufacturing Suppliers
1990 - Other Manuf Sectors. & Raw Mat's.
2000 - Banks, Ins, Hospitals, Retail , Airlines
Why do 70% of transformations fail?
Employee Resistance (27%)
Senior Management Behaviour not supporting change (23%)
Insufficent Resources/Budget (10%)
Other Obstacles (10%)
(6 P's) Describe the Behaviour & Action behind "Process"...
B. Role Model Standards(Use KPI's)
A. more than 10% of time on the floor. Regularly participate in front line CI sesions.
(6 P's) Describe the Behaviour & Action behind "Problem Solving"...
B. Go & See. Spend a few hr/wk w/ frontline staff to understand Prob's only you can solve.
A. Engage Employee's in P.S. ensure P.S. is Fact Based and Root Cause oriented.
(6 P's) Describe the Behaviour & Action behind "Performance"...
B. Engage in Constructive, Demanding Perf. Dialogues to show commitment to reaching Improvement targets.
A. Ask about frontline perf. of transformation areas. Ensure Root Cause of Perf gaps are uncovered.
(6 P's) Describe the Behaviour & Action behind "Partnering"...
B. Make sure Leadership team is alligned around new way of working.
A. Ensure teams are staffed accross different areas. Develop HR rotation programs across all areas.
(6 P's) Describe the Behaviour & Action behind " Purpose"...
B. Spread the Gospel. Keep repeating why we need to change in an emotionally engaging way.
A. Write a Compelling Change Story. Regularly tell and reiterate my change story.
(6 P's) Describe the Behaviour & Action behind "People"...
B. Actively Demenstrate that you want to make your frontline successful. (solve not punish, coach not tell)
A. Structured Feedback Sessions w/ Dir Reports. Regular Coaching Sessions w/ Team Members.
10 key Design Elements of a Lean Transformation:
1 Performance Board (6 RCPS System
2 Production Meeting (7Visible Centre
3 SOP's (8 P.C.'s
4 Visual Mngmnt (9Engmnt/Capability
5 DILO (10 Team Room
8 questions we should ask through the prgression of the Lean Project...
What do Cust's want? What do our cust's want? Where dop we stand(competitors)? Where do we bring value(process/area)? Complaints/what cust's want to see different? Current Cust eperiance delivered? OP Perf. figures impact CSAT? Validate benefits of project from Cust perspective?
6 areas we can find data to understand Customer point of view...