Case Study Business Performance & The 16 Habits of Lean Leaders
Perform means get the results. Of course, being coached in the art of lean tools and leadership competences, but always working on a problem. (that’s the short version of what TPS is in the value stream).
The wisdom statement behind Habit 8 is “progress means knowing where you are on the road map”. What does this mean?. In short it means you do a lot of measuring, analysis and visual management. Each Top-Team member had to show on the white boards their figures and numbers. Using A3 we listed over 30 causes of the profitability and lead time problems. When it came to A3 project number 2, which addressed the problem of inappropriate behaviour of the Top Team we had over 60 causes!. Not surprising for anyone who understands the problems at work are not the robots or processes, but the people!.
The key goal of Habit 8 is to measure so as to be able to understand. I think that is self-evident for this short article here. By getting the Top Team to move from BS management to knowing and understanding the numbers and behaviours, we improved communication and started to build a team. The team, gradually created a matrix of behaviours and performance measures which allowed them to have value enriching conversations on what the issues were and solve them.
In PART 3 of this case study, I will go through the Habit 7 – The Habit of focusing on Facts and Foxes.
Build you organisation by allowing your people to focus on structured problem solving.
What Toyota focuses on is “Developing People through Problem Solving”, with a great deal of support mechanisms around the word “support”.
In the case of this business, the support came from the 16 Habits.
I hope this case study has shown how this system works and why it work.
If you would like to know more, please contact me, Mark Forkun on: firstname.lastname@example.org