Week 2 Flashcards
Lean Sensei
The Lean sensei is critical to the organization. It is a full-time position managing the Lean projects and kaizen events; this is the Lean sensei’s primary role.
A Lean sensei:
• Works with management and leadership to set strategic improvement priorities based on Lean principles for the business
• Executes specific Lean kaizen events and Lean projects
• Coaches the organization and individuals towards continual improvement through thought-provoking questions and expert knowledge of Lean approaches and tools
Roles
Strong Frontline Facilitators Champions and Sponsors Process Owner Individual Lean Sensei
Individual role
Lean is ultimately about the individual. The concept of kaizen means change for the better and one of the fundamental precepts of this is that many small changes add up to create great improvement. So individuals should be respected and empowered to improve their own work.
Project Charter Definition
- Contract terms and conditions
- States expectations
- Defines support needed
- Living, changing document.
Project Charter Benefits & Consequences
Benefits: - keeps everyone on same page - point of reference - keep from drifting Consequences of not using one: - no one will be working with same expectations.
Project Charter, Reasons people don’t use one
- They believe it is more work.
- Do not see the benefits of it.
Business Case reasons
- Justifies why the project is needed.
- Aligns strategic objectives with reason for doing it.
- Identifies specific business goal impacted.
- Identifies consequences of NOT doing project
- Creates sense of urgency; expressed in terms of money.
Problem Statement
- Translate the business case to local level.
- “what is the primary issue my team will focus on?”
- Secondary project “Y”s are tied to primary “issue”.
- Define in terms of costs, gaps, or something that is going to bring pain (if not solved).
Goal Statement
Links to problem statement
- what fixes the problem
- is the target condition or desired state
- Define how much the problem will get fixed but don’t sell more than 50%.
SMART goals
Acronym: S pecific M easurable A ttainable R ealistic T ime-based
Scope
- Brief
- Identify the problem process
- Set boundaries
- problem begin and end
- What will NOT be included
Constraints
Where you need help - Champion - Supporters -- IT -- Finance - not having resources -
Champions and Sponsors Roles
Authority to make decisions
- Champions: generally top of organization
- Sponsors: little more local to the process
Team member roles
Clearly define the roles and responsibilties of members.
- Internal staff
- direct customer who receives the process
- Suppliers
Start with 5-7 people
Milestones
- high-level action plan
- done with tollgate deliverables
- is aligned with each DMAIC
- includes timelines
Six blocker (name the item headings)
Business case Problem Statement Project Scope Goal Statement Milestones Players
TEAM (acronym)
Together
Everyone
Reaches
More
Benefits of teams
- Involve people with diverse backgrounds
- No individual winners or losers
- Trust built by getting to know one another, rapport in understanding one another as people.
It is to understand the true intent of our colleagues. - Involve people from many areas
- Better buy-in when multiple areas are present
- Must be supported by data.
- Total buy-in happens when making decisions through observations, data collection, brainstorming, and trial
- More will volunteer for teams
- Every team needs an expert facilitator.
Stages of Team Building (4 steps)
Forming Storming Norming Performing Author 1965 - Bruce Tuckman
Stage: Forming
the intial coming together
Stage: Storming (what causes storming?)
It is the most complex of 4 stages;
- differing perspectives,
- differing ways of communicating,
- role confusion & disagreement
- different personality types
Stage: Storming (what to do in this stage)?
- Listen to the team, determine sources of conflict.
- Challenge team to address those conflicts.
- Direct and maintain focus on resolving problem.
- Remind team that conflict is natural AND necessary.
Stage: Norming (what is it)?
- Team aligns around the problem statement and team roles.
- This is caused by resolving conflict of “storming” stage.
Stage: Norming (what to do)?
Focus on analyzing the problem AND developing an improvement plan.
Stage: Performing
The team is working together to implement changes and improvements.
Lean process should:
- keep team on-task.
- recognize improvements
- share results with team and stakeholders
Five principles of effective meetings:
- create agenda
- set rules
- follow-up
- encourage active listening
- Balance participation
Five meeting agenda items:
- defined purpose (problem, opportunity, deliverables)
- list topics
- ensure time for questions and discussions
- summarize decisions made
Best admin for a meeting
- before, communicate agenda
- schedule and verify availability
- prepare for the meeting
Meeting follow-up (meetings not over when they are adjourned)
- reach consensus on what occurred
- members understand newly assigned tasks
- leader clarifies expectations
- owners, sponsors critical stakeholder are informed about progress.
Active listening
- paraphrase concepts in your words
- ask questions to clarify
- gesture to confirm understanding
- convey messages in plain language
- read body language - are they engaged?
- ask questions to stimulate discussion
- use open ended questions to avoid single word answers.
