how do you successfully engage people in a lean environment? lesley fleming, bourton group
TRANSCRIPT
How do you successfully engage people in a Lean environment?
Lesley Fleming, Bourton Group
What is engagement?
The extent to which employees are motivated to contribute to organisational success and are willing to apply discretionary effort to accomplishing tasks that are important to the achievement of organisational goals.
Benefits of increased engagement
• Profit• Customer satisfaction• Productivity• Innovation• Retention• Well being• Health and safety
Four enablers of engagement
Source: “Nailing the Evidence” UK Employee Engagement Task Force, Bruce Rayton University of Bath School of Management - Nov 2012
• A strong strategic narrative provided by visible, empowering leadership
• Engaging managers who focus people and give them scope, treat them as individuals, coach and stretch
• Organisational integrity – values on the wall reflected on day to day behaviours
• Employee voice for reinforcing and challenging views, working between functions internally and externally, employees central to the solution
The leadership ‘value add’Focus
• Creating a vision that is inspiring yet achievable
• Sharing the vision in a way that is attractive to people
Structure• Creating the infrastructure to deliver the vision and business objectives
• Establishing clear roles, responsibilities, processes, methods and standards
Discipline• Managing systems and procedures consistently
• Developing and encouraging ways of working to achieve the vision
Ownership• Devolving responsibility, authority and accountability
• Being the change you want to see in the world
Focus: organisation needs
Translating the needs of the organisation into something meaningful that individuals can relate to and contribute towards
Focus: customer needs
Translating the needs of the customer into measures that individuals can influence and see the outcome.
Structure: deployment methodologyEngagement opportunity
Process Redesign driven by centrally led and resourced project team over a longer time scale•Project / programme management experts
Focused participation of process stakeholders, customers and suppliers•Lean Sigma DMAICT specialists
Lean Rapid Improvement Events focused on resolving cross team issues•Lean practitioners /facilitators
Locally generated operational performance improvements led by team leaders• Daily Work Group meetings• Primary Visual Display• 3Cs problem solving• 5S workplace improvements
few
many
eng
agem
ent
oppo
rtun
ity
Structure: tools and techniques
Shared toolkit used by all across the organisation in the conduct of everyday business.
Discipline – leadership behaviours
Discipline – team behaviours
People owning continuous
performance improvement
Measure
Display
Review
Prioritise
Diagnose
Improve
Work
Ownership – generating engagement
To be fully engaged, your teams need you to share:
•AAuthority to make changes - within agreed boundaries
•IInformation they can use - understanding the business issues
•RResources to adopt Lean - time, tools/techniques, help
Ref: Tannenbaum & Schmidt “Leadership Continuum”
Ownership – sustaining engagement
CHALLENGE
CLUBHIGH
PERFORMANCE
APATHY STRESS
highlow
highS
UP
PO
RT
Ref: Blake Mouton Managerial Grid
Discussion and conclusions