Lean Deployment Models

• Discuss what to consider when deploying lean
• Provide participants with overview of various lean deployment models
• Discuss key roles in deployment
• Highlight infrastructure considerations
• Discuss metrics and sustainability

• Key long term goals to consider:
  • Enterprise transformation
  • Strategic improvement
  • Problem solving
  • Cost reduction
  • Image
• Begin with the business case
  • what do you want from lean?
  • how much do you want from lean?
  • how fast do you want to go?

Begin with the end in mind

Public vs. Private Sector Issue

• Government and private sector organizations have much in common
  • Pressure to improve service and products
  • Expectations to control or cut costs
  • Do more with less
  • Increase capacity, quality and productivity
  • Large organization behavior
• Key differences to recognize during deployment
  • Customers, clients, users and taxpayers
  • Politics
  • Reward system
  • Funding and budgeting

Which Deployment Model to Use?

Impact

• Business Transformation
  • Organization wide deployment
  • Major culture change
• Strategic improvement
  • Targeted deployment on critical problems
  • Projects necessary for success or survival
• Problem solving
  • Specific operational problems
  • Incremental improvements in organizational performance

Scale

• Entire organization
• Department
• Project/Section/Team

Organization Readiness

• Culture
• Past process experience
• Management team
• Stability

Model should be selected based on Organization Goals

Deployment Models

• There is no one “right” model
• Adapt the deployment to the organization’s situation
• Four models to consider:
  • Enterprise wide (traditional model)
  • Department/business unit (scalable model)
  • Targeted (problem solving model)
  • Grass roots (bottom up model)
• Other considerations
  • Centralized (centrally based lean experts)
  • Decentralized (lean experts in-house working with local lean leaders)
  • Partnership approach (local lean experts reporting to in-house Deployment Champion)

Enterprise Wide Model

• Characteristics
  • Top down driven
  • Comprehensive
  • Major culture change
  • Rapid, highly visible deployment
• Deployment considerations
  • Solid leadership from the top management is essential
  • Large infrastructure and full time staff
  • Significant planning and management over time
  • Integration with other management systems
  • Need for common language and problem solving methodology
  • Need to address cross functional processes

This is the traditional deployment model with a proven track record. However, it is challenging to execute.

Department / Business Unit Model

• Characteristics
  • Department leadership but enterprise management support
  • Department pilot for enterprise
  • Comprehensive at the department level
  • Culture change
• Deployment considerations
  • Easier to start due to smaller scale
  • Slower pace is possible; scale up after initial success
  • Greater use of consultants and outside training
  • Less integration with management systems
  • Similar to enterprise model but on a smaller scale
  • Risk of not getting beyond the department level

Good option for a strong mid level leader with a supportive boss.

Targeted Model

• Characteristics
  • Top management leadership
  • Focused on a few specific business problems
  • Driven by a desire for strategic impact
  • Culture change not a deployment objective
• Deployment considerations
  • Easy to get started
  • Can work in smaller organizations
  • Quick results because problems are identified ahead of time
  • Infrastructure needs are small; use contracted resources
  • Risk of not sustaining the gains

Good model if resources are very limited. Can build momentum for organization wide efforts

Grass Roots Model

• Characteristics
  • Originates at the bottom of the organization
  • Highly motivated individuals lead the effort
  • Project or problem specific
  • Culture change not an objective
• Deployment considerations
  • Easy to do
  • Track record for sustainable improvement is not good
  • Few if any infrastructure needs
  • Big success can lead to using other deployment models.

Model can produce good results but often fades over time due to lack of top management attention.

Deployment Foundation

• Unrelenting focus on what matters most
• Adopting a deployment maturity model
• Understanding deployment customer requirements
• Roles and Responsibilities
• Deployment accountability
• Talent development
• Change management

Deployment Roadmap

Lean Governance (Example)

Senior Executive Team

Set Direction

• Develop deployment strategy
• Establish improvement targets
• Communicate importance of initiative
• Review results ongoing
• Select projects that support the organizational strategy
• Manage leadership process

Department Lean Deployment Champions

Prioritize and Deploy

• Implement deployment strategy
• Communicate business needs
• Select projects that support the organizational strategy
• Select lean leaders
• Manage results
• Sponsor improvement projects

Sponsor

Sponsor Improvement Events and Projects

• Gain buy-in from and prepare key stakeholder
• Select projects align with business objectives
• Work with lean leaders to prepare for lean events
• Provide info on business requirements
• Provide expert resources to support team
• Assure lean approach is being deployed
• Monitor project progress
• Remove organizations barriers
• Rewards team success

Lean Leader

• May be a full or part time roll – becomes lean resource internally
• Supports many improvement teams
• Possesses x-functional knowledge, analytical/technical skills, coach/mentor
• Facilitates team success – ensures team deliverables ready for event
• Assists team with data analysis pre-event
• Assures implementation improvements are successfully executes (proper monitoring and reporting in place)
• Assist team leads with PDCA cycle
• Coaches business leaders in use of lean tools in context of business goals

Team Lead

• Part time project responsibility
• Selected based on the context of the value stream – subject knowledge – potential ownership
• Possesses leadership skills, project management skills, problem solving skills
• Supports the lean facilitator during the process – keeps team engaged and in scope
• Assumes leadership in all pre-event activities
• Assures successful implementation of improvement in assigned projects

Deployment Maturity Model

Supporting Infrastructure

• Projects
  • Project idea and charter development process
  • Project financial validation process
  • Project selection process
  • Project management process
  • Audit results process
  • Project database
• Training
  • Curriculum
  • Statistical software
  • Deployment Champion / Lean Leader support
  • Tools and templates
  • Project report outs

• People
  • Selection process
  • Certification process
  • Development plans
  • Rewards and recognition
  • Organizational structure
  • Engagement

Deployment Metrics

• Outcome measures
  • Lean project financial benefits
  • Culture change
• Deployment management measures
  • Projects completed
  • Project cycle time
  • Projects on-track
  • Active and completed projects per Lean Leader and Team Leader
  • Benefits per project
  • Lean Leader successful repatriation (coming back to work on other projects)
  • Charters written
  • Charter inventory
  • Lean Leaders per employee
  • Projects per employee

Sustaining the Gains

• Create a Lean control plan
• Build a data and performance driven management culture
  • Organization performance
  • Process performance
  • Lean performance
• Strengthen management accountability
• Maintain the Lean focus on the most important organization goals and performance gaps
• Tighter integration between Lean and the enterprise’s management systems (Strategic Deployment – aka Hoshin Kanri)

Questions