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Servant Lean LLC

Servant Lean LLC. Center for Distinctive Competencies. Center for Distinctive Competencies. Vision Institute a consistent approach of executing value creation founded in staff competencies, enlightened leadership, and human spirit. Center for Distinctive Competencies. Purpose.

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Servant Lean LLC

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  1. Servant Lean LLC Center for Distinctive Competencies

  2. Center for Distinctive Competencies VisionInstitute a consistent approach of executing value creation founded in staff competencies, enlightened leadership, and human spirit.

  3. Center for Distinctive Competencies Purpose Believe in and develop the value of each staff member Unleash enlightened leadership in each staff member Develop staff competencies in: Value creation Critical thinking System thinking Leading transformation Align the cause of the staff to the purpose of the organization

  4. Center for Distinctive Competencies Strategic Intent A structured business management approach to execution of improvement which creates a culture of critical thinking and excellence. Excellence which becomes a distinctive competency sustained within the capabilities of the staff community; thereby a competitive advantage

  5. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED RESPECT FOR PEOPLE EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS Guiding Principles

  6. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS Guiding Principles TEACH AND ENGAGES WORKGROUPS RESPECT FOR PEOPLE - Encourage people to challenge and be creative in their efforts to improve the process. - Keep in touch with your people through systematic habitual shop-floor visits, regular communication, follow up and confirmation of the process. - Coach and guide your people by involvement in their process and problems - Communicate the vision and guide the people through your own actions and understanding - Develop an environment to ensure “operators” are seen as the focus for support activities. - Involvement in social activities with team members. - Become involved in teaching during workshops and training.

  7. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS RESPECT FOR PEOPLE RESPECT FOR PEOPLE - Treat others as you would expect them to treat you. - Create an environment of mutual trust and respect. - Practice welcoming problems as opportunities not a vehicle to allocate blame - Understand issues from another’s point of view. - Recognize and demonstrate the value of people to the Company. - Recognize and support the need for people to learn and develop. - Aim for win win conclusion in situations.

  8. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS PROCESS FOCUSED - Attack processes, not people. - Apply a questioning approach – why, why, why!. - Do not blame, ensure a deep understanding of the problem. - If a mistake or problem has happened the process has allowed it. - Learn and understand why mistakes happen. - Lead effective route cause analysis and countermeasure. - Coach your people to look for opportunities to improve the process - “Go & See” – grasp the facts.

  9. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS RESPECT FOR PEOPLE SUPPORT AND RECOGNITION - Encourage the use of a clear escalation process (HELP ME!) to inspire confidence to learn and achieve. - Find new ways of rewarding excellent work. - Direct all support, yourself and others, towards the point where value is added. - Training is a key part of supporting people to do their job. - Be available for your people. - Look for weakness and support individual and team development. - Recognise and reward employees for their contributions to your success and the success of the team

  10. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE SUPPORT AND RECOGNITION PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT RESPECT FOR PEOPLE - Communicate and listen to the point of understanding. - Implement & communicate clear definite standards - Review and monitor progress constantly, make information visual and easy to interpret by anyone. - Guide and lead your people to understand their worth and their ideas to meet objectives. - Understand the complete process of Policy Deployment. - Establish regular reviews and confirmation of action plans.

  11. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED COMMITMENT TO STANDARDS - Understand what the standard and normal condition is. EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT LEADING BY EXAMPLE - Maintain personal discipline, direct and coach others to keep within standards, and procedures. SUPPORT AND RECOGNITION - Develop clear, user friendly, visual controls at all levels to help monitor and improve standards. - Always react to off standard situations with immediate investigation and countermeasure. PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS - Comment on and guide others when a standard is overlooked or neglected. - If no standard exists – develop one. RESPECT FOR PEOPLE

  12. Center for Distinctive Competencies TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED PLAN – DO – CHECK - ACT - Promote planning and preparation for activity and tasks. EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT - Promote visualization of information and processes. LEADING BY EXAMPLE - Always relate and confirm activities to the achievement of a clearly defined vision and strategy. SUPPORT AND RECOGNITION - Guide others to understanding and working towards a clearly defined vision. - Establish structured confirmation and follow up routines to review progress and adherence. PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT COMMITMENT TO STANDARDS - Use standardized Work to embed the improved processes. RESPECT FOR PEOPLE

  13. Center for Distinctive Competencies INFLUNENCE CHANGE & CONTINUOUS IMPROVEMENT TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED - Understand and know what changes are required. - Be part of the change, demonstrate positive change actions yourself (do something different from before). EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT - Review own work for its value and outcomes towards the vision. LEADING BY EXAMPLE SUPPORT AND RECOGNITION - Take advice, training and guidance to help you lead the change. - Inspire respect by admitting mistakes on the path of change. - Stimulate others and inspire actions towards the future state. PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT - Work one step at a time, check, confirm and then move on. COMMITMENT TO STANDARDS - Identify own inhibitors, be honest and communicate to help evolve methods to overcome lack of knowledge and confidence. - Change is the only constant – challenge have courage and be creative in your efforts - Continually challenge the current way RESPECT FOR PEOPLE 13

  14. Center for Distinctive Competencies LEAD BY EXAMPLE TEACH AND ENGAGES WORKGROUPS PROCESS FOCUSED - Walk the Talk! - Demonstrate customer 1st relationships and principles EFFECTIVE COMMUNICATION & POLICY THROUGH DEPLOYMENT - Be prepared to practically demonstrate what you expect others to do LEADING BY EXAMPLE SUPPORT AND RECOGNITION - Practice “Go & See” - Ensure your actions and words reflect your values and the journey of the organization - Spend time on the process of change PLAN – DO – CHECK - ACT DRIVE CHANGE & CONTINUOUS IMPROVEMENT - Listen to people – seek first to understand before making yourself understood. COMMITMENT TO STANDARDS - Look for ways to inspire your people towards the vision. - Promote the use of PDCA to control and confirm activities. RESPECT FOR PEOPLE

  15. Center for Distinctive Competencies

  16. Center for Distinctive Competencies • The “Center” is an applications-oriented competency development process that is designed specifically for healthcare professionals. This series is designed for change agents and influencers responsible for implementing the healthcare excellence transformation strategy. • The series is intellectually rigorous while tailored to the audience to be appropriate for all team members within their value streams. Its purpose is to create greater individual value through critical thinking, leadership of change, strategy deployment, organizational effectiveness, and lean leadership through a mix of conceptual knowledge and practical skills. • Executives, department heads, Administrative and support staff, …anyone who is an influencer and change agent. • Participants should be primarily interested in utilizing operations improvement for increasing quality, efficiency, satisfaction, throughput, and ultimately the mission

  17. Center for Distinctive Competencies Objectives • Create awareness of excellence enablers • Develop change leadership competencies • Develop critical thinking competencies • Develop organizational effectiveness competencies • Develop strategy deployment and execution competencies • Develop lean leadership competencies • Develop facilitation and coaching expertise • Consistency in competency building • Consistency in training of tools and methods • Creating greater value in staff members • Evolve a more effective and efficient solution delivery and support models

  18. Center for Distinctive Competencies Flow VOC Supplier Processes output input Enablers Leading Change Critical Thinking Organizational Effectiveness Lean Leadership Strategy Deployment 18

  19. Center for Distinctive Competencies The program is framed around the fundamental questions: • What is Excellence and why should my organization move toward it? • 1. Operational characteristics of organizational effectiveness (clarity of vision, mission, and strategy deployment and execution) • 2. Management and workforce characteristics of highly enlightened leadership (problem solving, continuous improvement, focus on the patient) • 3. Management of process variation (predictable and repeatable processes)

  20. Center for Distinctive Competencies Programs • Leading Change • Critical Thinking • Organizational Effectiveness • Strategy Deployment and Execution • Lean Leadership

  21. Center for Distinctive Competencies Leading Transformation • Change Management During Implementation • Change Culture in Today’s World • Lean leadership issues • Why Implementations Succeed or Fail • The Emotional Cycle of Change • Success factors for change • Humility and Will

  22. Center for Distinctive Competencies Critical Thinking • A3 process • 5 Whys • PDSA • S.I.P.O.C. • Variation • Cause and Effect Diagram • Root Cause Analysis/8 Step Process • FMEA • Counter Measure process • Individuals must be mentored through several problem solving events then successfully facilitate three events

  23. Center for Distinctive Competencies Organizational Effectiveness • Team Building • Servant Leadership • Organizational Effectiveness Pyramid • Human Resources Pyramid • Sustainability Pyramid • R.A.C.I Matrix • Metrics • Facilitator training • Meeting Effectiveness • Management Control and Reporting System (MCRS) • Project Management • Individuals must be mentored through several organizational effectiveness events then successfully facilitate three events

  24. Center for Distinctive Competencies Strategy Deployment and Execution Process • Alignment to Strategy • Situation Analysis/Deep Dive • Strategy Alignment • Strategy Focus • Execution and Mater Schedule • Feedback and CI process

  25. Center for Distinctive Competencies Lean Leadership • Lean Enterprise System Infrastructure • Lean Overview • Leading Change • A3 Thinking • Workplace Organization • Standardized Work • Problem Solving • Lean Daily Management System • Strategy Deployment • Value Stream Analysis • Rapid Turnaround • Individuals must be mentored through VSA/RIE events then successfully facilitate three events

  26. Center for Distinctive Competencies Contact: Darrell Casey, PhD, CSMA, CLMM, FGAM Servant Lean LLC 5269 Secretariat Dr. Morrow, OH 45152 513.835.5059 dcasey@servantlean.com

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