Coaching


Coaching Services

Coaching Workshops

Coaching your Lean Team©:
Leveraging Lean Principles to Achieve
your Business Objectives

Workshop Goal:

Increase participants' understanding of the relationship between organizational culture and successful implementation of Lean Principles.

Workshop Objectives:

Workshop Structure

  1. Workshop Introduction: (Interactive)
    • Why are you here today?
    • When you think about the word Lean or Lean manufacturing, what does that mean to you?
    • Why is Lean important to you? What are its benefits?
    • What do you hope to get out of today's session? What do you need to get out of today's session? (Begin generating a preferred Lean future, include financial targets--what improvements is Lean supposed to result in?)
    • Review basic Lean Principles (begin to make some links with Lean as a culture)
  2. Introduction to Organizational Culture (Interactive)
    • What is organizational culture?
    • Ask for 3-4 definitions from the participants
    • Generate a working definition (with examples)
  3. Characteristics of your organization's culture (Interactive)
    • What kind of culture exists in your organization today?
    • Generate a picture of the current state of your organization's culture (If not an intact work group, generate a picture of the commonalities among those in the room, most likely small to medium sized Michigan manufacturers)
    • What kind of culture do you have now? How has it helped you achieve your business objectives?
    • What are the behaviors that demonstrate your organization's culture? What values and beliefs characterize your organization?
    • Discuss elements of culture, drive to conclusion that culture is "soft" but critical to the effectiveness of all organizations (if culture is so soft, why is resistance so hard?)
  4. Overview of Change efforts (Didactic)
    • Lean, Six Sigma, Total Q, new IT systems are cultures not just technical processes.
    • They fail or under-deliver because:
      • They aren't recognized for what they are
      • They end up competing with each other for resources
      • They contradict each other in terms of alignment and priorities, and the organizations de facto culture.
  5. Introduction to basic social psychology concepts as "enablers" of culture change (Didactic)
    • Make inevitability work for you rather than against you
    • Focus on behavior change rather than attitude change
    • Understand resistance to change
    • Align systems and structures (e.g., aligned performance management system
  6. Introduction to Lean organizational culture (Interactive)
    • What makes a culture Lean?
    • Ask for 2-3 definitions or descriptions of Lean cultures (e.g., what kind of culture is required to support Lean behavior?
    • Define Lean organizational culture
    • Explain values, beliefs and behaviors in a Lean organizational culture
  7. Implementing a Lean Culture (Didactic)
    • What you need to pay attention to in implementing Lean
    • Are you ready to make the leadership shift necessary to make Lean real (authentic) for your people?
    • Define leadership:
      • Communicating the territory
      • Building relationships and facilitating interactions
      • Producing results and outcomes
    • Define coaching as distinct from management and leadership
    • Explain interconnections of the three.
  8. Culture Change for your Organization (Interactive)
    • What do you need to DO to develop Lean culture/ cultural behaviors in your organization?
    • Commitment to execution (no more flavor of the month)
    • Generate a list of action steps for your organization
    • Generate a personal action plan
  9. Services of Lean Coach
    • Do you need a Lean coach?
    • Why might you want a Lean coach?
      • Helping you sustain your Lean initiative
      • Helping you make/sustain your own shift to Lean

       

Back | To Top