As this week progresses and everyone scrabbles to complete their work and commitments for 2013, and set themselves up for next year, we at Lean mentor International wanted to wish all our visitors, connections, friends, colleagues and clients a Very Merry Christmas and A Highly Successful 2014.
The journey to lean excellence does not come easily, it takes dedication, commitment, pig headed rigor and a level of humility, plus an honest focus on wanting to develop your people so they become resourceful, systematic and creative in their problem solving and continuous improvement efforts.
Here’s what my Toyota Sensei would have given to me at Christmas on leading lean with IMPACT.
Leading Lean through the 12 Days of Christmas:
On The First Day of Christmas, my sensei gave to me – An Inverted Organisation focused on Learning & Continuous Improvement.
On The Second Day of Christmas, my sensei gave to me – Two Hansei Sessions.
On The Third Day of Christmas, my sensei gave to me – Three Successful Business Fundamentals.
On The Fourth Day of Christmas, my sensei gave to me – Four Forms of Routine Plan Do Check Act.
On The Fifth Day of Christmas, my sensei gave to me – Five Golden Values.
On The Sixth Day of Christmas, my sensei gave to me – Six Scientific Experiments.
On The Seventh Day of Christmas, my sensei gave to me – Seven A3 Reports to Challenge Understanding.
On The Eighth Day of Christmas, my sensei gave to me – The Eight Steps of Systematic Problem Solving.
On The Ninth Day of Christmas, my sensei gave to me – Nine Principles of Leading Lean.
On The Tenth Day of Christmas, my sensei gave to me – Ten Lean Leaders Teaching & Coaching.
On The Eleventh Day of Christmas, my sensei gave to me – Eleven Wastes of Management & How to eliminate them.
On The Twelfth Day of Christmas, my sensei gave to me – Twelve Leaders Routines, Standards and Patterns.
(1) An inverted organisation where leaders are servants and supporters to the members who added customer value. Designing the system, so members can be successful in their roles.
(2) Daily Hansei, min 2 x day self-development, self-reflection – Personal Kaizen
(3) Fundamental Focus on Company Purpose, Process Capability & People Development
(4) PDCA forms of Planning or predicting and outcome, Doing and understanding what is happening, Checking or evaluating against your prediction and Act or What will you do next.
(5) Golden Values – Respect for People, Teamwork, Kaizen, Challenge & Go, See Touch
(6) Scientific experiments, testing and trialling to evaluate improvements and changes that push the capabilities of both people and processes.
(7) Reviewing Seven A3 Reports at a time with the creators enables the leader to understand their thinking, methodical approach and capability to develop into a lean leader.
(8) The critical 8 steps of Systematic Problem Solving is taught through challenge and questions, not through the leader providing an expert solution. When everyone follows the same steps rigorously the leaders can focus on improving the weaker areas of problem understanding.
(9) Nine Principles of Leading Lean are (1) Genchi Gembutsu (Go Look Touch), (2) Focus on The Long Term, (3) Customer Value Orientation, (4) Be Visible through Shop Floor Management, (5) Shu-ha-ri Learning, (6) Systems Thinking, (7) Creating Flow, (8) Lead with Questions, (9) Goal Deployment
(10) Leaders are Teachers and Coaches of The Way, The System and Learning Patterns.
(11) Understanding why they exist and eliminating the 11 Wastes of Management are key to developing Leaders who Add Value in an organisation.
(12) Leaders and Managers should have routines and standards that create learning patterns and systematic habits, so they learn to think intuitively through years of developing lean leadership mastery.