Transcription
kaizen.comKaizen Culture
IntroChristopher P LeonardGlobal DirectorKaizen Institute Consulting Group
KaizenMeaning & History
Kaizen MeaningOur Mission body!Everyday!Everywhere! Kaizen Institute4
What is KaizenCreating Strategic Value with People MotivatedDefineValueKaizenTeamsGo toGembaFor the Customerand forthe OrganisationSet Goals,Organise KaizenTeamsChange Processesand Work HabitsFindCustomerdissatisfaction,Muda (waste), Mura(variability)and Muri (difficulty)DoKaizenMore Utilityfor the CustomerLess Wastefor the Organisation“WE BUILD PEOPLE BEFORE WE BUILD CARS” PEOPLE ARE THE FOUNDATIONOF ALL IMPROVEMENT, Toyota Kaizen Institute5
Based on Fundamental Principles1. CreateCustomer ience2. Flow Efficiency(Eliminate 5.OverProcessing6.Over Production7.Defects andErrorsKBS Introduction - Main File - EN3. WorkplaceEffectivenessFrontline whereValue is Added andReality RulesIncrease Density ofValue Transferfrom Resources toFlow Units Kaizen Institute4. Respect for People 5. VisualManagementMotivationthroughImprovement ofWork Process &EnvironmentSpot QuicklyV.A. (Value Added) &N.V.A. (Non ValueAdded)ActivitiesEngage inFrontline KaizenWorkshopsImprove ProcessImproveCollaboration6
What is KaizenQuality & Continuous improvementPresentation name, date Kaizen Institute7page7
Kaizen in All Sectors of the EconomyDISCRETEPRODUCTION SPORTATION& WAREHOUSINGSERVICE BASED,RETAIL &HOSPITALITYPUBLIC SECTOR& HEALTHCAREPROJECT BASEDMINING, OIL GAS,& CONSTRUCTION Kaizen Institute8
CultureWhat is CultureChange ManagementKey Cultural Accelerants
What is CultureFree Range Organic Versus Command & Controla : the customary beliefs, social forms, and material traits of a racial, religious, or socialgroup; also : the characteristic features of everyday existence (such as diversions or away of life) shared by people in a place or time popular cultureTensionb : the set of shared attitudes, values, goals, and practices that characterizes an institutionor organization a corporate culture focused on the bottom line Kaizen Institute10
Change ManagementTraditional StyleThe alternative:1. Understand bedrock human drivers2. Understand natural culture changeaccelerants Kaizen Institute11
Change ManagementBedrock human driversNatural Culture change accelerants1. Survival1. Clear vision2. To create2. Clear standards3. To improve3. Leaders who are present & accessible4. To Cooperate4. Respect for all5. To be loved5. Permission to fail6. To belong Kaizen Institute12
Organizational Culture is full of artifacts of all that hashappened in the organizationNew things have to happen fortheto change! Kaizen Institute13
People Hate Big changes but like Small improvementshttps://www.youtube.com/watch?v VHkOFs67d9A Kaizen Institute14
To keep new things happening we need tounderstand the power of habits Kaizen Institute15
Change ResistanceCHANGEBEHAVIOURSTrain teams,Promotion andStrengtheningCHANGE THEGEMBAProjectWorkshop1.2.3.REINFORCEBEHAVIOURTO CHANGETHE CULTURENEW BEHAVIOUR BEGINTO SPREADIMPROVE WORKINGAREAS ANDPROCESSESTRANSFORM THE GEMBA AND BEHAVIOUR AND YOU WILL CHANGE THE CULTURE! Kaizen Institute16
The Tennis ball gameBedrock human drivers1. Survival2. To create3. To improve4. To Cooperate5. To be loved6. To belongKBS Introduction - Main File - EN Kaizen Institute17
The Tennis ball gameFlow Efficiency(Eliminate Waste)KBS Introduction - Main File - erProcessing6.Over Production7.Defects andErrors Kaizen Institute18
The Tennis ball gameNatural Culture change accelerants1. Clear vision2. Clear standards3. Leaders who are present & accessible4. Respect for all5. Permission to failKBS Introduction - Main File - EN Kaizen Institute19
Kaizen Change ModelKaizen Business SystemKaizen Change Model
The KBS Kaizen Business SystemCreating Customer, Shareholder and Employee Long Term ValueG: GROWTHD: FLOW EFFICIENCYRESPECT FOR PEOPLEQ: QUALITYEXCELLENCYEXCELLENCYC: RESOURCE EFFICIENCYGROWTH TOOLSGrowth & Environment ImprovementQ.C.D. TOOLSFlow ImprovementProductive MaintenanceInnovation & DevelopmentSales ImprovementCUSTOMERSSUPPLIERSLONG TERM COMPANY VALUEContinuous ImprovementQuality ImprovementService ImprovementCHANGECAPABILITYKAIZEN CHANGE MODELDAILY KAIZENBREAKTHROUGH KAIZEN Kaizen InstituteLEADERS KAIZENSUPPORT KAIZEN21
Creating the conditions for culture to changehttps://www.youtube.com/watch?v WnhQVROGGbk Kaizen Institute22
Creating the conditions for culture to changeThe Main goals of KCM is to:1. Change how you and and your team think- about work2. Change how you see things- at work3. Change how you communicate and act- at workBedrock human driversNatural Culture change1. Survivalaccelerants2. To create1. Clear vision3. To improve2. Clear standards4. To Cooperate3. Leaders who are present &5. To be loved6. To belongaccessible4. Respect for all5. Permission to fail Kaizen Institute23
THANK YOUChristopher P LeonardGlobal DirectorKaizen Institute Consulting Group
way of life) shared by people in a place or time popularculture b:the set of shared attitudes, values, goals, . DAILY KAIZEN BREAKTHROUGH KAIZEN LEADERS KAIZEN SUPPORT KAIZEN Primary Secondary GROWTH TOOLS Growth & Ideation Innovation & Development Sales Improvement Environment Improvement Secondary Primary Q.C.D. TOOLS
