Creating Valuable Human Capital to drive Lean through Lean Champion training
The Lean Champion training is especially for Leaders and Managers to learn and understand the Lean A3 problem solving approach. It also provides training on other skills that Leaders and Managers need to lead change in their organization. These skills include employee coaching skills, Go See skills and Daily Management huddles.
The Lean Champion training has two key focus areas. The first is to allow Lean Champions to learn through experience, how problems are solved using Lean tools and techniques by taking them step by step through the Lean A3 problem solving approach. This training makes use of many practice activities and 3 simulation runs to integrate the knowledge and learning of key Lean tools together with the Lean A3 approach using a simulated business process that needs to be improved. The second focus area is on soft-skills related with Gemba Walk, development of Visual Boards/Stand-up Meetings (aka. Huddles) and developing Continuous Improvement (CI) coaching skills. The last session is dedicated to a time of discussion related with selecting of projects for the subsequent Lean Lead training course. The individuals who will be assigned to lead these Lean Lead projects and the associated project sponsors will also be identified.
The course objectives are as follows:
1. Understand the case for change and the elements of change management
2. Learn how problems are solved using the Lean A3 Problem Solving Approach
3. Understand what your role is as a Lean Champion
4. Learn Coaching Skills to support a continuous improvement environment
5. Understand how to establish Visual Boards & Stand-up Meetings
6. Learn how to Gemba Walk your workplace
7. Undertake a discussion to select and assign project work for the Lean Lead training class*
The case for change must be made clear to all the leaders in the organization. The change to become a Lean Enterprise must involve proper change management hence this is emphasized, to overcome all resistance to change and to empower the workforce.
As the leaders lead the organization they must also solve problems that they encounter in the organization. They must also be able to coach their employees how to resolve process problems.
The role of a Lean Champion is reinforce the Lean Ways of Working in the organization. As these leaders change the way they work in the organization, the organizational culture changes to a lean oriented culture.
Coaching of employees is crucial. This is to help them to make observations and to continuously learn. Constant learning and improvement through reflection is vital to make an organization a Lean Enterprise.
Many problems can be resolve through improve communications and collaboration, and Visual Boards and Huddles (Stand-up meetings) can be established to resolve process issues by making gaps visible and creating an action oriented mechanism to act whenever these gaps emerge.
Going to the gemba is always important for leaders to understand the real situation and to know the real challenges at the front-lines of the organization. It is necessary to go to gemba to find the root-cause of issues. Leaders must learn how to do this the right way.
The next step after the class is for work on problems to begin so that actual improvements can be made and better performance can be demonstrated as a result of these efforts.
*This is optionally done prior to the Lean Champion Training
What is a Lean Champion?
A lean champion is a person who is an operations or business specialist who has attained substantial practical experience in the many facets of lean management, process improvement, and the many lean tools & techniques. He/she tyoically possesses problem solving skills in different areas of a business. He needs to have leadership skills and is able to motivate employees to make improvements on a continuous basis to achieve team and organizational goals.
Deploying a Lean Champion
One of the vital ingredients of having a successful lean program is to have effective Lean Champions. Lean Champions are selected carefully on a pull basis rather than push. In fact organizations who have a thriving lean program are often driven internally by management champions. Lead Champions lead the way. They spot improvement opportunities. They motivate employees to do something about the issues they face. They act to remove obstacles that are in the way to success.
This is an excellent video on what Lean Thinking is about with the various illustrations of many small improvements that make a difference to the customers - here
Thank you for your interest in our services. We will be happy to answer any questions you may have. Feel free to contact us:
Eagles Wings Consulting Pte Ltd
Tel: 9735 1136
Why Eagles Wings Consulting?
* Lean, Six Sigma, Agile & Service Design
* Leadership and ground level experience
* Operating since 2004
* Based in Singapore
* Training, Consulting & Coaching
* Clients from many industries including Health-Care, MRO, IT, Education, Government, Oil & Gas, Manufacturing, Finance, Telecoms and many others
The Kata of Karate
The word 'karate' comes from the word 'kata'. Kata can be thought of as a practiced routine set of actions that one has internalised, which become a habit, almost an unconscious way of doing things. Toyota kata is hence an internalised routine method of learning from trials, making adjustments that are necessary, and implementing the next improvement in moving from the current condition towards a target condition. It is the real Plan Do Check Act (PDCA) actions that allow us to continuously improve.
Lean IT: What is it?
It is actually, quite a large subject. I will endeavour to describe what Lean IT is all about in several articles over the next few months. I will begin by referring to the many tools & techniques of Lean. In Lean (whether Lean IT or Lean used in other functions/industries) there are many tools and techniques. Broadly these tools & technqiues can be categorized into 5 main groups, for Problem Solving, Improving Process Flow, Direction Management, Daily Management and Building Continuous Improvement Culture