lean at kangan institute 2013 lean...
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Lean at Kangan Institute 2013
Lean Leadership
2013 Service Improvement Conference
Amy Hollings
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Introduction
Amy Hollings
Continuous Improvement Consultant
Kangan Institute
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Kangan Institute 6 campuses in metro Melbourne.
300 nationally recognised qualifications & short courses
Approximately 40,000 students annually
Business Units E-works and Vetassess
900 ongoing employees & approximately 200 sessional teaching staff
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KI: Lean Maturity Assessment Where are we now? Where do we want to be in 3 years?
Maturity Level Index SAPartners 2007
Maturity Attribute
1. Way of working
2. Associate autonomy
3. Share best practice
Reactive
1. Reactive
approach
2. Little or no
involvement
3. Adhoc
learning
Formal
1. Formal
structure
2. Only
specialists
3. Team
learning
Deployed
1. Goal oriented
2. Selected
teams
3. Value stream
learning
Autonomous
1. Managed
autonomy
2. Majority of
involvement
3. Process
learning
Way of Life
1. Daily habit of CI
2. Full empowerment
3. External learning
Strategy Deployment
Value Stream
People
Tools & Techniques
Extended Enterprise
Legend
2011 2014 2018
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People Value Stream
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Lean Tools Implementation
Problem
solving
Kaizen events
Gemba walks
5S
Value Stream Mappin
g
Cross-function
al projects
Visual Manageme
nt
Kanban
A3’s
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Visual Management Boards –
(VMB’s) Platforms project
85 Visual management boards across the Institute
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VMB’s – Executive
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Communication Strategy
Intranet, CEO monthly message, posters, e-newsletters, staff briefings, enterprise social networking, gemba walks.
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A CEO message
• Lean introduction to all Kangan staff
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Continuous Improvement
Consultant Role & Process
May 2013
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Organisational Innovation
Lean Support
Amy Hollings Hollie Gourlay/Sharon Durantini
Jessica Leeman
Technical Group Client Services Group Business Services Group
VETASSESS Resource Management Group
Community Youth and Health
Learning Services Group EWorks People and Organisational Development
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Consultancy Process
Start-up
(April - mid May)
• Initial meeting with department managers at GLT meeting if possible. Discuss CIC role and services available. Communicate availability.
• Department visits - qualitative and quantitative data collection - CIC to complete diagnostic.
• Meet with department leaderhip team and complete diagnostic, develop action plan for improvements including Kaizens.
• Provide the GM with a summary of the groups results and improvement plans
On-going
(May - Dec)
• Meet with department Managers 4 times a year.
• Provide support for the achievement of improvement activities/projects (approx. 2 days a week)
• Track progress, Kaizens, 5S, Lean training, VMBs, problem-solving
• Report progress to Executive Team
• Kaizens and recommendations tracked within the departments, GMs to follow up the status of these activities
• Assist with the creation of storyboards
• CICs reflect together on what's working and what's not.
Close-out
(Dec)
• Track achievement of improvement activities/projects what was achieved, what wasn't.
• Re-do diagnostic to see where there has been improvement
• Capture reflections on what worked and what didn't, improvement opportunities
• Standardise improvements
• Report Institute level qualitative and quantitative data
• GMs to report progress on their own groups
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Suggested Roles and
Responsibilities
Continuous Improvement
Consultant
General Manager
Department Manager
Team
• Set-up regular meetings
• Complete initial observation based Lean
diagnostic
• Assist in planning Kaizens and activities
based around the diagnostic
• Support improvement activities
• Track progress
• Support CIC
• Track Department progress
• Ensure progress is shared at
GLT meetings
• Coach your Managers
• Report at ET
• Participate in the identification of 8
Kaizens
• Take on specific roles and
responsibilities in achieving
improvement outcomes
• Participate in improvement
activities
• Create storyboards
• Meet with CIC to discuss progress
• Complete Lean diagnostic
• Communicate results
• Support Kaizen ideas and activities
• Participate in improvement
activities
• Report progress at GLT
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Qualitative and
Quantitative Data
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Lean Leadership Program
May 2013
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What is this Program?
• 6 month blended learning program
• Aimed at Managers and First Line Managers
• Develops Lean Leadership capability and the practical
application of the Lean tools and skills within the
workplace
• Its underpinned by the following principles: • Strong Lean Leadership capability drives a culture of continuous
improvement where employees at all levels are engaged, empowered
and aligned with the Institute’s Strategic objectives.
• Personal reflection and self awareness are key to personal and
professional development
• 70:20:10 – learning by doing, practical application, mentoring, articles
and books and reflection
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Program Aims:
• Build Lean Leadership capability and a deeper
understanding at the middle and first line management
level
• Ensure leaders at all levels practice the behaviours of
lean and are ‘innovators instead of administrators’
• Lead the implementation of a continuous improvement
culture within Kangan Institute
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Who aimed at?
• Limited to 20 per year – ensures support available
• General Managers nominate either a Manager and
First Line Manager from their department or two First
Line Managers.
• Critical Criteria includes:
• Support of manager/general manager
• Commitment to meet program requirements
• Understanding and demonstrated ability in the 7 Lean Skills
• Commitment to the KI Strategy, Lean tools and principles
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KI Lean Leadership Model
Program Content
(Blended delivery)
Pre-work
Reflection
Mentoring
Workbased project
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Program Content
•Program Introduction - Purpose
•Kangan's Lean Journey
•Introduction to Lean Introduction
•Lean Leadership
•Behavioural Characteristics of Lean Leaders
•MBTI: Personality Indicator
•Building a Lean Culture: Purpose, Process and People
•Change Management
•Influential Leadership
•Coaching and Feedback
•Managing poor performance, RAPID process
Leadership
•8 Wastes
•Respect for People
•People enabled processes
•Seven skills people need to create a Lean Enterprise
•The Lean Business Model
•Strategy Deployment: Operational Planning, KPIs and Measures
•Understanding Customer Value
•Value Stream Management
•Standard work, measuring against standard work
•Continuous Improvement
Lean Principles
•Value Stream Mapping
•5S, Visual Management, Problem-solving tools, C4 methodology Lean Tools
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Outcomes for the Institute
• Participants will be confident in not only using the Lean tools but in
coaching others to use them
• Participants will be competent in implementing and leading
incremental changes within their areas
• Increased:
• problem-solving activities
• improvement project activity
• empowerment and engagement within department teams
• team cohesion
• use of visual management
• Implementation of standardised work in specific department areas
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Program Key Features