3rd in a series of live chat's between Emiel Van Est, Prof. Bob Emiliani and David Bovis & guests, to dig into the deeper issues behind organisational transformation, lean and leadership.
2nd in a series of live chat's between Emiel Van Est, Prof. Bob Emiliani and David Bovis (& others in later episodes), to dig into the deeper issues behind organisational transformation, lean and leadership.
1st in a series of live chat's between Emiel Van Est, Prof. Bob Emiliani and David Bovis (& others in later episodes), to dig into the deeper issues behind organisational transformation, lean and leadership.
"Humanity will benefit from a basic understanding of psychology and neuroscience."
That is to say, in any education, service or manufacturing organisation, there's a ton of stuff to be known about the brains behind the minds behind the culture, behind the organisational culture behind the strategy
the brains behind the minds behind the successful deployment of that strategy (Top-floor to Shop-floor communication, co-operation, alignment and relations)
the brains behind the minds behind the policy and process changes required to realise that strategy... for improved margin, profit and ROI.
I felt like sharing. I hope it helps ...
Free 52 page PDF introducing the issues organisations and leaders face when trying to introduce Eastern principles and practices to Western companies.
DUX LEAN ROADMAP
This means strategy must be visually managed with the same discipline as 5S, Kanban or piece part presentation, "to consciously reduce assumption" as part of a ‘psychologically aware’ leadership process.
To ensure the visual management of strategy is effective and becomes a framework to guide development and the application of the ‘tools’, which improve manufacturing performance, it is essential leaders 'lead by example' in thought, word and deed.
Each objective must be broken down into chunks, that people [brains / minds], can associate to and deal with; these ‘chunks’ can then be used as a step by step plan (or ‘road-map’) for organisational development.
In essence this is nothing more than any good ‘Goal setting’ course, aware of the psychology and neuroscience behind the principle of 'Toward' and 'Away from' will explain.
However, to be successfully applied in practice, those leading must understand more than ‘WHAT’ a psychologically beneficial strategy deployment model consists of. For leaders to be truly effective, they must understand ‘HOW’ and ‘WHY’ this approach works at a deeper level.
#strategy #leadership #minds #manufacturing #5s #organisationaldevelopment #leading #process
Get Free Access to Mark Warren's translation of the original Japanese TPS manual here https://duxacademy.duxinaroe.com/courses/tps-handbook-1973
The Dux Introduction (Extract)
... I firmly believe the failure to embed a culture that continuously improves is a 'human factors' issue, more than it is an issue related to the technical understanding of tools and techniques.
We've done a good job of understanding the technicalities ... applying tools and improving performance ... but more often than not, companies do not become 'Lean', that is, they do not manage to replicate the performance standards which have been reported by Toyota and other Japanese companies for the last 40+ years... there is something else going on.
Following >25 years of direct involvement in WCM & Lean initiatives around Europe, I believe the failure to replicate the system in the West comes down to just a few things...
Consciously Create Culture
This is the output from the assessment tool we've developed. It links to our 'Culture' model, which features our BTFA cycle... (Seen below being used in a Government presentation to civil engineering contractors in Holland )
The graph quickly identifies significant issues which undermine overall performance and profit. Low scores reflect multiple issues generally discussed in terms of engagement, ownership, motivation etc., typically addressed through HR initiatives. Big gaps reflect communication issues, emotional mis-alignment, dis-harmony and a lack of shared vision, purpose and values which touch every part of the organisation from sales & finance to production and everything in between.
On the graph above, it's easy to see the Exec team believe they are a great company in respect to their direction and purpose (End Game), with matching scores for their view of empowerment and teamwork in the organisation.
Fascinating to see then, that against 'Team' in particular, the workforce see this as the lowest score in the organisation, second only to skills and the support they receive to improve. With such different opinions, it was obvious the two different groups were pulling in VERY different directions!