Creating a Lean Culture in Organizations
Paulo Napolitano | September 16, 2020CA, USA
Don’t get seduced by a bag of tools.
Today, you’ll learn the right way to build a Lean culture.
By Paulo Napolitano
•What is Lean?
▪ Lean is a philosophy, that combined with adequate thinking and constancy of purpose, will drive the Organization towards Operational Excellence.
▪ Philosophy of pursuing perfection and respect for people
•What does Lean mean?
▪ Provide customer value
▪ Through streamlining processes (removing waste)
▪ Practicing continuous improvement
5
•Systemic Thinking
▪ Holistic Thinking
▪ Dynamic Thinking
▪ Closed Loop Thinking
5 Why’s Analysis
• We are having a lot of fight back on the transformation
• We are overburdening people
• We are not preparing the organization for the transformation
• We don’t understand the basic requirements for the transformation
• We don’t understand how an organization functions
6
Why is it so hard to transform companies into lean organizations?
I focus on 4 areas
• Organization alignment – 9 domains
• Leadership Requirements
• Assess and plan the path for transformation
• Adjust the governance system
• Assessment Domains
The nine essential domains to promote organizational culture change towards Lean.
Vision
Metrics
Plan
Process
01.
02.
03.
04.
Roles & Responsibilities
05.Current Situation
06.
Communication07.
Continuous Improvement
08.
Behavior09.
• Vision• Identifying each of
the elements that define success for this project.
▪ Does the team have a Vision in place for this organization/project?
▪ Does the Vision represent Customer Values? (Is it Customer Driven?)
▪ Does the team agree on the Vision?
01.
Norway - E6 Kvithammar-Åsen
Kaiser LEAN TRAINING
• Metrics• Measuring each element
of success – and, the importance of meaningful metrics.
▪ Does the team have metrics in place so they know if they are delivering the Vision?
02.
Kaiser LEAN TRAINING 11
• Plan• People don’t follow
the leader, people follow the plan.
▪ Does the team have an overall plan to fulfill the vision?
03.
Kaiser LEAN TRAINING 12
• Processes (Last Planner)• Deploying the right
process to help execute the plan.
▪ Does the team have processes in place to deliver the plan?
▪ Are these processes aligned with the Vision?
04.
Kaiser LEAN TRAINING 13
• Roles & Responsibilities• Having the right
people in the right places.
▪ Are all responsible people identified to execute processes?
▪ Are their roles clarified?
05.
Kaiser LEAN TRAINING 14
• Current Situation• Understanding the
present in terms of past and future.
▪ Is the team evaluating effectiveness and efficiency?
▪ Is the team doing Gemba walks?
▪ Is the team practicing GenchiGenbutsu?
06.
Kaiser LEAN TRAINING 15
• Communication• Good communication is
always customer-driven.
▪ Does the team have a communication plan in place?
▪ Is the team using visuals to communicate?
07.
Kaiser LEAN TRAINING
• Continuous Improvement• A team in pursuit of
perfection.
▪ Is the team putting countermeasures in place to stay on track based on metrics?
▪ Is the team doing lessons learned sessions?
08.
Kaiser LEAN TRAINING
• Behavior• Being adaptable and
flexible for the environment.
▪ What is the behavior observed?
▪ Is this behavior aligned with the Vision the team needs to deliver?
09.
Assessment Domains Questions Yes/No Assessment Countermeasure Responsible Due Date
Does the team have a Vision in place for this
Organization/Project?
Does the Vision represent Customer Values? (Is it
Customer Driven?)
Does the team agree on the Vision?
02. MetricsDoes the team have metrics in place so they know if
they are delivering the Vision (Customer Values)?
03. PlanDoes the team have a plan in place to deliver fulfill
the Vision?
Does the team have processes in place to deliver this
plan?
Are these processes aligned with the Vision
(customer values)?
Are all responsible people identified to execute
processes?
Are their roles clarified?
Is the team evaluating effectiveness and efficiency?
Is the team doing Gemba walks?
Is the team practicing Genchi Genbutsu?
Does the team have a communication plan in place?
Is the team using visuals to communicate?
Project Title:
Is the team putting countermeasures in place to stay
on track based on metrics?
Project Number:
Is the team doing lessons learned sessions?
Today's Date:
What is the behavior observed?
Filled Out By:
Is this behavior aligned with the Vision they need to
deliver?
PAULO NAPOLITANO | CULTURE CATALYST
Behavior09.
Continuous
Improvement08.
Communications07.
Vision01.
Current Situation06.
Roles &
Responsibilities05.
Process04.
INTEGRATED PROJECT DELIVERY
Culture CatalystCreate a Culture of Collaboration, Respect for People, and Continuous Improvement
Instructions:
• Set up a meeting with the Project Stakeholders
• Perform project assessment using the Culture Catalyst
• Identify domains for improvement
• Identify countermeasures
• Identify responsible individuals and due dates
FILL IN YOUR PROJECT DATA
Assessment Domains Questions Yes/No Assessment Countermeasure Responsible Due Date
Does the team have a Vision in place for this
Organization/Project?YES
Does the Vision represent Customer Values? (Is it
Customer Driven?)NO
Does the team agree on the Vision?
02. MetricsDoes the team have metrics in place so they know if
they are delivering the Vision (Customer Values)?
03. PlanDoes the team have a plan in place to deliver fulfill
the Vision?
Does the team have processes in place to deliver this
plan?
Are these processes aligned with the Vision
(customer values)?
Are all responsible people identified to execute
processes?
Are their roles clarified?
Is the team evaluating effectiveness and efficiency?
Is the team doing Gemba walks?
Is the team practicing Genchi Genbutsu?
Does the team have a communication plan in place?
Is the team using visuals to communicate?
Project Title:
Is the team putting countermeasures in place to stay
on track based on metrics?
Project Number:
Is the team doing lessons learned sessions?
Today's Date:
What is the behavior observed?
Filled Out By:
Is this behavior aligned with the Vision they need to
deliver?
PAULO NAPOLITANO | CULTURE CATALYST
Behavior09.
Continuous
Improvement08.
Communications07.
Vision01.
Current Situation06.
Roles &
Responsibilities05.
Process04.
INTEGRATED PROJECT DELIVERY
Culture CatalystCreate a Culture of Collaboration, Respect for People, and Continuous Improvement
Instructions:
• Set up a meeting with the Project Stakeholders
• Perform project assessment using the Culture Catalyst
• Identify domains for improvement
• Identify countermeasures
• Identify responsible individuals and due dates
FILL IN YOUR PROJECT DATA
Kaiser LEAN TRAINING 20
• Systemic Thinking Questionnaire• Evaluate if your team
is developing Systemic Thinking.
▪ What do you want toaccomplish?
▪ What is the plan?
▪ Describe your currentsituation.
▪ What are the next actions?
▪ What is the risk and mitigation plan?
▪ What are the opportunitiesfor improvement?
▪ 28 different Organizations identifying the pre requisites for a Lean Leader – True North Indicators
• Lean Leadeship• What is to be a Lean
Leader?
Lean Leadership True North Indicators
Lean
Competency10.0
Genchi
Genbutsu9.0
Understand
Value8.6
Lead by
Example7.1
Process
Focused6.2
Facilitating
Environment4.8
Consensus
Decision
Making
3.3
Continuous
Improvement 1.4
Focus Tool & process driven Customer driven Value driven System Driven Ecosystem Driven
Structure Hierarchical Flattened organizationCollaborative/customers
and performersNetwork Based Network Emergent
PowerAuthority based on
positionKnowledge influences
authorityFully knowledge-based
Network/System Knowledge-Based
Ecosystem based/adaptive based
Leadership Reactive Proactive Empowerment AdjustmentInnovation/complement/
coevolution
Learning Punctual Improvement Improvement Continuous ImprovementInnovation/system
driven/
Interdependent based on interdependency/co-
evolution
Organization Approach
Traditional Less traditional/Plastic Flexible AdaptiveEnactive/become an
actor
Transformation Hard to sustain Easier to sustain Sustainable Completely Sustainable Ongoing/Ontogenic
Lean Journey Evolution By Paulo Napolitano
Structure
Leadership
Power
Learning
Adaptive
Flexible
Less Traditional/Plastic
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GOVERNANCE GUIDING SYSTEM ©
By Paulo Napolitano03/2014
PROCESSES ORGANIZATION
PEOPLE
INTERACTION
VISION
CUSTOMIZATION STANDARDSSTRUCTURE
TYPE
ROLES
• Governance is a mechanism for monitoring, actions, policies and decisions of Organizations
• It must be customer Driven
• It must be flexible
• It must empower people
• It must promote collaborative decision making
• It must promote continuous learning
Governance System must have 5 key characteristics