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Seminar AD‐Net May 11th 2013

© IIBLC® vzw 2013‐ All rights reserved 1

Lean & Human

or

Us and Them (P. Floyd)

© International Independent Board for Lean Certification® 2008- All rights reserved

Luc Van LandeghemPresident IIBLC®

IIBLC® npa

Why and what?




Keys to success

• Lean is implemented by people!– Need for common language– Need for structure (cfr. 6 Sigma approach)– Need for knowledge and skills– Need for recognition beyond backyard


Lean certification• Need for certification

– As Lean continues to gain more prominence, we fully expect our future annual studies to show increases in L tifi ti i t i j b tiLean certification requirements in job postings

(Avery Point Group).

– For Lean professionals seeking proof of knowledge and skills

– For companies seeking to recognise employees• Problem:

– Need for INDEPENDENT certificationl


• Non commercial organisation• Developed by independent professionals

– Need for European initiative– Need for standard– Need for programme beyond tools and techniques



IIBLC®

• General– Founded 2008

• Independent– Not for profit organisation (private funds)– Content Committee

• Academics and professionals

St d d


• Standard– Book Of Knowledge (BOK)

• Beyond tools and techniques

International

2013

2013

2013




Lean certification programme• Build-up (progressive)

Level Target group Ed level Test(s)Level Target group Ed. level Test(s)

CGBL® Certified

Green Belt in Lean

Operator/ Supervisor

Takes part in improvement

teams

High school-Bachelor

TheoreticalMultiple choice

CBBL® Certified

Bl k B lt i

Middle mgt.Leads

i tBachelor-

M t

TheoreticalMult. choice


Black Belt in Lean

improvement teams

Master u t. c o cePractical

CChL® Certified

Champion in Lean

Higher mgt.“Lean

manager”

Master-Master+

TheoreticalMult. choice

Practical

Evolution exams

Run-in


Run-in



Exams (Mar. 2013)



Us and Them (P. Floyd)



Quote 1• Driving this project, I have had the opportunity to

measure the impact and the importance of the 4Cs:– Commitment, which was really a prerequisite for a successful

projectproject– Major role of Communication, in order to reinsure people and

dissipate any ambiguity– Involving people in the new process design /co-production has

been the key to make new process quickly and deployed and sustainable

– Keeping consistency, was also very useful. The Executive Board support and the regular and clear messages sent were keeping team focused and engaged.


g g• As a conclusion, I would just say, this project for me was

exciting, engaging and source of substantial experiences. It has had visible and measurable effects for companybusiness. But, overall, I discovered that lean is about change management, lean is about people.

Quote 2

• Listening is key in order not to lose any ti f i tsuggestion for improvement

• I tried to let everyone express his ideas, and respect between team members enabled to discuss any kind of suggestions and to accept or reject it without conflict between


accept o eject t t out co ct bet eeteam members



Quote 3

• I clearly understood that in order to lead successful projects people andsuccessful projects, people and communication management are far more critical than technical details. I mean: if I don’t remember the formula for how many kanban I need, it’s quite simple to find it; but if I’m not able to deal with people issues or properly


manage communication paths … the result can be a disaster, and there aren’t ready-to-use recipes to quickly recover!

Agenda• People

– Management– Employees

• Process– Structure


– Tools/techniques– Sustainability



Remember this?


People/Management

• Need for knowledge of mission-vision– Rotations? HandoverRotations? Handover– Lean is NOT “the next quarter”– Lean is NOT “a menu”– Need for an improvement PLAN

• Change of paradigm– Employees are part of the solution

C fid


– Confidence– Mgr. as coach

• GEMBA walks• What can I do for YOU?



People/Management

• Continuous support– Put your money where your mouth is– Board meetings– Failure IS an option (©Mythbusters)

BUT: Is management READY for the change?


• Is management READY for the change?– Necessary competences?– Formal education?

People/Employees

• Part of the processT i i• Training– Already acquired? (elsewhere?)– If/when necessary

• Long-term program– Saturation?– Intimidation?


t dat o ?

• Practice, practice, practice!– Visible results– Celebrate success



Tips

• Sometimes you better wait!!– < frustration< frustration– < “Chronicle of a Death Foretold” (G. Márquez)

– < resistance next project• Think big/start small

– Principle of the oil slick• Formula of the final result:


Rs = Qs x AResults = Quality Solution x Acceptance

Process/Structure

• Who does what?S– Sponsor

– Champion– Black Belt– Green Belt

• Advantages:


– Clear for everybody– Part of the company structure

• BUT: responsibility = authority



Process/Tools & techniques

• When needed• Local interpretation

– It’s not about names!– Adaptation to local situation

• Are not the start of the transformation!F t l d t h i


• Focus on tools and techniques– Why?– Formal education?

Process/Sustainability

• Standard work– SOP’s, checklist, ..., ,

• New employees– This is how we do things– Role of HR department

• Choice of “KPI” by management• Be proud!!

– Celebrate every succes


Celebrate every succes– Show and tell

• Clients• Suppliers• Others (visits)



The most important


[email protected]


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