SlideShare a Scribd company logo

Respect for People: The Lean Way

•
•
TKMG, Inc.
TKMG, Inc.

Recorded webinar: http://slidesha.re/1jiKoif Subscribe: http://ksmartin.com/subscribe Showing respect for people is something that most people agree with in theory. But many organizations don't show respect the way it’s meant in Lean management. The result? Poor business performance, difficulty attracting and retaining talent, and customer service that leaves much to be desired. In this webinar, you will learn: • Why respect goes far beyond how you interact with someone. • How work systems & processes create disrespect. • How blame and disrespect are inextricably linked. • How robust problem-solving demonstrates respect for people. • How to use improvement to build a highly respectful culture. People work far too many hours and give too much to organizations to not receive respect in return. Watch to learn how.

Business
1 of 30
Download to read offline
Webinar June 10, 2014 Respect for People: The Lean Way
© 2014 The Karen Martin Group, Inc. 2 Welcome! • Denmark • France • Great Britain • Guatemala • India • Ireland • Latvia • Mexico • Netherlands • New Zealand • Philippines • Portugal • Romania • Saudi Arabia • Spain • Sri Lanka • Sweden • Turkey • United States • Uruguay www.ksmartin.com/subscribe • Australia • Bangladesh • Bulgaria • Burundi • Bolivia • Botswana • Canada • Costa Rica • Czech Republic • Germany
 Coach / Consultant / Facilitator / Trainer: Lean transformation & business performance improvement in all industries.  Teacher: University of California, San Diego  Author & Speaker: Karen Martin, President @KarenMartinOpEx www.linkedin.com/in/karenmartinopex 3 2013 Shingo Prize winner!
© 2014 The Karen Martin Group, Inc. 4 Upcoming Webinars! 11:00 am-12:15 pm PT www.ksmartin.com/webinars Coaching: The Art of Asking the Right Questions DATE CHANGE A3 Management: Effective Problem Solving Holding Effective Kaizen Events
After the webinar… • Recordings: – www.ksmartin.com/webinars – www.vimeo.com/karenmartingroup – www.youtube.com/karenmartingroup – www.slideshare.net/karenmartingroup (+ slides) Before the webinar… • Materials available one hour prior: – www.ksmartin.com/materials
www.bitly.com/MBPMbk www.ksmartin.com/MBPM 6 50% Off!
Book Includes a Macro-Intensive Excel Tool www.bitly.com/MBPMbk 7
© 2014 The Karen Martin Group, Inc. 8 You will learn… • Why respect goes far beyond how you interact with someone. • How work systems & processes create disrespect. • How blame and disrespect are inextricably linked. • How robust problem-solving demonstrates respect for people. • How to use improvement to build a highly respectful culture.
What is Respect?
© 2014 The Karen Martin Group, Inc. 10 Maslow’s Hierarchy of Needs
© 2014 The Karen Martin Group, Inc. 11 W. Edwards Deming “Don’t waste the ability of people.”
© 2014 The Karen Martin Group, Inc. 12 Taiichi Ohno Respect for Humanity
© 2014 The Karen Martin Group, Inc. 13 Showing Respect… • Safe & ergonomically sound environment. • Error-proof work environments. • Waste-free processes. • Involvement in setting priorities, solving problems, and making improvement. • Being challenged to realize full potential. • Seeing one’s ideas be adopted.
© 2014 The Karen Martin Group, Inc. 14 The most gratifying experience is having one’s ideas listened to and adopted.
© 2014 The Karen Martin Group, Inc. 15 People aren’t the problem. It’s the dysfunctional systems and processes within which we expect them to perform at high levels —a fundamental act of disrespect.
© 2014 The Karen Martin Group, Inc. 16 BLAME: The most fundamental act of disrespect.
© 2014 The Karen Martin Group, Inc. 17 Engagement Drivers: The Three C’s Connection ControlCreativity The Outstanding Organization, pp. 155-158 Full use of talents, capacities, potentialities, & skills The Outstanding Organization, pp. 155-158 Heavy involvement in decisions that influence how they do their work. To purpose, vision, priorities, immediate supervisor, peers, customers
© 2014 The Karen Martin Group, Inc. 18 You had them at “You’re hired.”
© 2014 The Karen Martin Group, Inc. 19 Onboarding – Common Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., purpose, products, customers, values, business goals, etc.) • MUST SEE VALUE BEING DELIVERED!!! – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.”
20 Value Stream Maps: Effective for New Hire Orientation You are here © 2013 The Karen Martin Group, Inc.
© 2014 The Karen Martin Group, Inc. 21 Kai = Change Zen = Good Daily Continuous Improvement
© 2014 The Karen Martin Group, Inc. 22 It’s Uplifting to Kaizen… It’s traumatizing to be kaizen’d.
© 2014 The Karen Martin Group, Inc. 2323From The Outstanding Organization Progressive Learning & Development
© 2014 The Karen Martin Group, Inc. 24 Developing an Army of Problem Solvers REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT From The Outstanding Organization, p. 117
Go see. Ask why. Show respect. Leadership Standard Work: Go to the Gemba
© 2014 The Karen Martin Group, Inc. 26 Gemba Visit “Scripts” • How easy is it for you to get your work done easily and with high quality? • What obstacles to success are you experiencing that we need to address? • What are we not focused on that we should be? • How can I help? • Help the person see how his/her work delivers value or supports the delivery of value to customers. • Remind the person of organizational goals and priorities. • Express appreciation / gratitude for the person’s work. • FOLLOW UP!
Components for Effective Change Effective Change Confusion Anxiety Gradual Change Frustration False Starts Vision Skills Resources Action Plan Skills Incentives Resources Action Plan Vision Incentives Resources Action Plan Vision Skills Incentives Resources Vision Skills Incentives Action Plan Vision Skills Incentives Resources Action Plan © 2003 Enterprise Mgmt Ltd. 27
28 Employer Employee Reciprocal Nourishment
© 2014 The Karen Martin Group, Inc. 29 Coming in July!
© 2014 The Karen Martin Group, Inc. 30 Karen Martin, President 858.677.6799 @karenmartinopex Blog & newsletter: www.ksmartin.com/subscribe

Recommended

We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
UCSD Class: Lean Office
UCSD Class: Lean OfficeUCSD Class: Lean Office
UCSD Class: Lean OfficeTKMG, Inc.
 
Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightTKMG, Inc.
 

Recommended

We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
UCSD Class: Lean Office
UCSD Class: Lean OfficeUCSD Class: Lean Office
UCSD Class: Lean OfficeTKMG, Inc.
 
Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3Metrics-Based Process Mapping: Part 1 of 3
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
 
Process Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightProcess Management: Why So Few Companies Get It Right
Process Management: Why So Few Companies Get It RightTKMG, Inc.
 
Value stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environmentsValue stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environmentsAssociation for Manufacturing Excellence
 
13. value stream mapping
13. value stream mapping13. value stream mapping
13. value stream mappingHakeem-Ur- Rehman
 
Taking a Gemba Walk
Taking a Gemba WalkTaking a Gemba Walk
Taking a Gemba WalkChet Marchwinski
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You ThinkThe Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You ThinkTKMG, Inc.
 
Appreciative Inquiry & Change Management
Appreciative Inquiry & Change ManagementAppreciative Inquiry & Change Management
Appreciative Inquiry & Change ManagementBrent Jones
 
Kaizen Event Guide
Kaizen Event GuideKaizen Event Guide
Kaizen Event GuideFlevy.com Best Practices
 
8 Wastes
8 Wastes8 Wastes
8 WastesHarold Philbrick
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
 
Identifying Lean Waste
Identifying Lean WasteIdentifying Lean Waste
Identifying Lean WasteOperational Excellence Consulting
 
10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That Work10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That WorkCreative Safety Supply
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
 
Quality Tools
Quality ToolsQuality Tools
Quality ToolsAnand Subramaniam
 
Lean Management System Assessment
Lean Management System AssessmentLean Management System Assessment
Lean Management System AssessmentOperational Excellence Consulting
 
Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleAndrew Schwartz
 
Conducting Kaizen Events
Conducting Kaizen EventsConducting Kaizen Events
Conducting Kaizen EventsStephen Depoe
 
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 
Creating a Continuous Improvement Culture
Creating a Continuous Improvement CultureCreating a Continuous Improvement Culture
Creating a Continuous Improvement CultureTKMG, Inc.
 

More Related Content

What's hot

Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You ThinkThe Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You ThinkTKMG, Inc.
 
Appreciative Inquiry & Change Management
Appreciative Inquiry & Change ManagementAppreciative Inquiry & Change Management
Appreciative Inquiry & Change ManagementBrent Jones
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)TKMG, Inc.
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
 
10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That Work10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That WorkCreative Safety Supply
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
 
Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleAndrew Schwartz
 
Conducting Kaizen Events
Conducting Kaizen EventsConducting Kaizen Events
Conducting Kaizen EventsStephen Depoe
 
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
 

What's hot (20)

Value stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environmentsValue stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environments
 
13. value stream mapping
13. value stream mapping13. value stream mapping
13. value stream mapping
 
Taking a Gemba Walk
Taking a Gemba WalkTaking a Gemba Walk
Taking a Gemba Walk
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You ThinkThe Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You Think
 
Appreciative Inquiry & Change Management
Appreciative Inquiry & Change ManagementAppreciative Inquiry & Change Management
Appreciative Inquiry & Change Management
 
Kaizen Event Guide
Kaizen Event GuideKaizen Event Guide
Kaizen Event Guide
 
8 Wastes
8 Wastes8 Wastes
8 Wastes
 
A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)A3 Management (Part 2 of 2)
A3 Management (Part 2 of 2)
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to Success
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based Solution
 
Identifying Lean Waste
Identifying Lean WasteIdentifying Lean Waste
Identifying Lean Waste
 
10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That Work10 Continuous Improvement Strategies That Work
10 Continuous Improvement Strategies That Work
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence Consulting
 
Quality Tools
Quality ToolsQuality Tools
Quality Tools
 
Lean Management System Assessment
Lean Management System AssessmentLean Management System Assessment
Lean Management System Assessment
 
Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation Sample
 
Conducting Kaizen Events
Conducting Kaizen EventsConducting Kaizen Events
Conducting Kaizen Events
 
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)
 

Viewers also liked

How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 
Creating a Continuous Improvement Culture
Creating a Continuous Improvement CultureCreating a Continuous Improvement Culture
Creating a Continuous Improvement CultureTKMG, Inc.
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingTKMG, Inc.
 
Reducing Resistance to Change
Reducing Resistance to ChangeReducing Resistance to Change
Reducing Resistance to ChangeTKMG, Inc.
 
Plan-Do-Study-Adjust: A Deep Dive
Plan-Do-Study-Adjust: A Deep DivePlan-Do-Study-Adjust: A Deep Dive
Plan-Do-Study-Adjust: A Deep DiveTKMG, Inc.
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right QuestionsTKMG, Inc.
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSATKMG, Inc.
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
 
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...TKMG, Inc.
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"TKMG, Inc.
 
Value Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive InValue Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesTKMG, Inc.
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...TKMG, Inc.
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 

Viewers also liked (19)

How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI Culture
 
Creating a Continuous Improvement Culture
Creating a Continuous Improvement CultureCreating a Continuous Improvement Culture
Creating a Continuous Improvement Culture
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mapping
 
Reducing Resistance to Change
Reducing Resistance to ChangeReducing Resistance to Change
Reducing Resistance to Change
 
Plan-Do-Study-Adjust: A Deep Dive
Plan-Do-Study-Adjust: A Deep DivePlan-Do-Study-Adjust: A Deep Dive
Plan-Do-Study-Adjust: A Deep Dive
 
Coaching: Asking the Right Questions
Coaching: Asking the Right QuestionsCoaching: Asking the Right Questions
Coaching: Asking the Right Questions
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSA
 
A3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSAA3 Management: Effective Problem Solving via PDSA
A3 Management: Effective Problem Solving via PDSA
 
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of Discipline
 
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"
 
Value Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive InValue Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive In
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom Lines
 
Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...A3 Management - From Structured Problem-Solving to Workplace Development (Par...
A3 Management - From Structured Problem-Solving to Workplace Development (Par...
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Lean 101
Lean 101Lean 101
Lean 101
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 

Similar to Respect for People: The Lean Way

The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementTKMG, Inc.
 
Dale Carnegie Presentation
Dale Carnegie PresentationDale Carnegie Presentation
Dale Carnegie Presentationoscartoscano
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture JourneyMichael Short
 
My ATD Webcast with Qstream: Stop Wasting Money on Sales Training
My ATD Webcast with Qstream: Stop Wasting Money on Sales TrainingMy ATD Webcast with Qstream: Stop Wasting Money on Sales Training
My ATD Webcast with Qstream: Stop Wasting Money on Sales TrainingMike Kunkle
 
Test the 'Strength' of your graduate development - Lloyds Banking Group & Capp
Test the 'Strength' of your graduate development - Lloyds Banking Group & CappTest the 'Strength' of your graduate development - Lloyds Banking Group & Capp
Test the 'Strength' of your graduate development - Lloyds Banking Group & CappAssociation of Graduate Recruiters
 
From Peer Problems to Peer Power
From Peer Problems to Peer PowerFrom Peer Problems to Peer Power
From Peer Problems to Peer PowerCynthia Clay
 
The 4 Components of an Employee-Led Lean Initiative
The 4 Components of an Employee-Led Lean InitiativeThe 4 Components of an Employee-Led Lean Initiative
The 4 Components of an Employee-Led Lean InitiativeKaiNexus
 
Pathway Group for Applicants Safaraz Ali 2022.pptx
Pathway Group for Applicants Safaraz Ali 2022.pptxPathway Group for Applicants Safaraz Ali 2022.pptx
Pathway Group for Applicants Safaraz Ali 2022.pptxThe Pathway Group
 
Courageous Leadership - When it Matters Most
Courageous Leadership - When it Matters MostCourageous Leadership - When it Matters Most
Courageous Leadership - When it Matters MostInnoTech
 
Lead Star Firm Overview
Lead Star Firm OverviewLead Star Firm Overview
Lead Star Firm OverviewLead Star
 
Consupaq Talks ABout Their WCM_mailable
Consupaq Talks ABout Their WCM_mailableConsupaq Talks ABout Their WCM_mailable
Consupaq Talks ABout Their WCM_mailableChantalle Wilson
 
Women with Impact Programme: An Introduction
Women with Impact Programme: An IntroductionWomen with Impact Programme: An Introduction
Women with Impact Programme: An IntroductionKate Young
 
Developing Talent and Leadership from Day 1
Developing Talent and Leadership from Day 1 Developing Talent and Leadership from Day 1
Developing Talent and Leadership from Day 1 Interactive Services
 

Similar to Respect for People: The Lean Way (20)

The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of Engagement
 
Ignite cfq
Ignite cfqIgnite cfq
Ignite cfq
 
Dale Carnegie
Dale CarnegieDale Carnegie
Dale Carnegie
 
Dale Carnegie Presentation
Dale Carnegie PresentationDale Carnegie Presentation
Dale Carnegie Presentation
 
Leadership and Culture Journey
Leadership and Culture JourneyLeadership and Culture Journey
Leadership and Culture Journey
 
My ATD Webcast with Qstream: Stop Wasting Money on Sales Training
My ATD Webcast with Qstream: Stop Wasting Money on Sales TrainingMy ATD Webcast with Qstream: Stop Wasting Money on Sales Training
My ATD Webcast with Qstream: Stop Wasting Money on Sales Training
 
5 attributes of awesome employers
5 attributes of awesome employers 5 attributes of awesome employers
5 attributes of awesome employers
 
Test the 'Strength' of your graduate development - Lloyds Banking Group & Capp
Test the 'Strength' of your graduate development - Lloyds Banking Group & CappTest the 'Strength' of your graduate development - Lloyds Banking Group & Capp
Test the 'Strength' of your graduate development - Lloyds Banking Group & Capp
 
Corporate Credentials
Corporate CredentialsCorporate Credentials
Corporate Credentials
 
From Peer Problems to Peer Power
From Peer Problems to Peer PowerFrom Peer Problems to Peer Power
From Peer Problems to Peer Power
 
The 4 Components of an Employee-Led Lean Initiative
The 4 Components of an Employee-Led Lean InitiativeThe 4 Components of an Employee-Led Lean Initiative
The 4 Components of an Employee-Led Lean Initiative
 
KMCS Presentation FINAL
KMCS Presentation FINAL KMCS Presentation FINAL
KMCS Presentation FINAL
 
Webinar slides waytolean
Webinar slides waytoleanWebinar slides waytolean
Webinar slides waytolean
 
Pathway Group for Applicants Safaraz Ali 2022.pptx
Pathway Group for Applicants Safaraz Ali 2022.pptxPathway Group for Applicants Safaraz Ali 2022.pptx
Pathway Group for Applicants Safaraz Ali 2022.pptx
 
Courageous Leadership - When it Matters Most
Courageous Leadership - When it Matters MostCourageous Leadership - When it Matters Most
Courageous Leadership - When it Matters Most
 
Lead Star Firm Overview
Lead Star Firm OverviewLead Star Firm Overview
Lead Star Firm Overview
 
Consupaq Talks ABout Their WCM_mailable
Consupaq Talks ABout Their WCM_mailableConsupaq Talks ABout Their WCM_mailable
Consupaq Talks ABout Their WCM_mailable
 
Women with Impact Programme: An Introduction
Women with Impact Programme: An IntroductionWomen with Impact Programme: An Introduction
Women with Impact Programme: An Introduction
 
Developing Talent and Leadership from Day 1
Developing Talent and Leadership from Day 1 Developing Talent and Leadership from Day 1
Developing Talent and Leadership from Day 1
 
Human resources best practices
Human resources best practicesHuman resources best practices
Human resources best practices
 

More from TKMG, Inc.

Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
Process Change: Communication & Training Tips
Process Change: Communication & Training TipsProcess Change: Communication & Training Tips
Process Change: Communication & Training TipsTKMG, Inc.
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream MappingTKMG, Inc.
 
Value Stream Mapping: Talk with Omaha Lean User Group
Value Stream Mapping: Talk with Omaha Lean User GroupValue Stream Mapping: Talk with Omaha Lean User Group
Value Stream Mapping: Talk with Omaha Lean User GroupTKMG, Inc.
 

More from TKMG, Inc. (16)

Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
Process Change: Communication & Training Tips
Process Change: Communication & Training TipsProcess Change: Communication & Training Tips
Process Change: Communication & Training Tips
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
Value Stream Mapping: Talk with Omaha Lean User Group
Value Stream Mapping: Talk with Omaha Lean User GroupValue Stream Mapping: Talk with Omaha Lean User Group
Value Stream Mapping: Talk with Omaha Lean User Group
 

Recently uploaded

WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024Chandresh Chudasama
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSendBig4
 
How do I Check My Health Issues in Astrology.pdf
How do I Check My Health Issues in Astrology.pdfHow do I Check My Health Issues in Astrology.pdf
How do I Check My Health Issues in Astrology.pdfshubhamaapkikismat
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfShashank Mehta
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...Operational Excellence Consulting
 
Neha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and CareerNeha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and Careerr98588472
 
Features of a Call Recorder Spy App for Android.pdf
Features of a Call Recorder Spy App for Android.pdfFeatures of a Call Recorder Spy App for Android.pdf
Features of a Call Recorder Spy App for Android.pdfOne Monitar
 
Implementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxImplementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxRich Reba
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHelp Desk Migration
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterJamesConcepcion7
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...Hector Del Castillo, CPM, CPMM
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxappkodes
 

Recently uploaded (20)

WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024MEP Plans in Construction of Building and Industrial Projects 2024
MEP Plans in Construction of Building and Industrial Projects 2024
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.com
 
How do I Check My Health Issues in Astrology.pdf
How do I Check My Health Issues in Astrology.pdfHow do I Check My Health Issues in Astrology.pdf
How do I Check My Health Issues in Astrology.pdf
 
Authentically Social - presented by Corey Perlman
Authentically Social - presented by Corey PerlmanAuthentically Social - presented by Corey Perlman
Authentically Social - presented by Corey Perlman
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
 
Neha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and CareerNeha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and Career
 
Features of a Call Recorder Spy App for Android.pdf
Features of a Call Recorder Spy App for Android.pdfFeatures of a Call Recorder Spy App for Android.pdf
Features of a Call Recorder Spy App for Android.pdf
 
Implementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxImplementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptx
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your Business
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare Newsletter
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
 

Respect for People: The Lean Way

  • 1. Webinar June 10, 2014 Respect for People: The Lean Way
  • 2. © 2014 The Karen Martin Group, Inc. 2 Welcome! • Denmark • France • Great Britain • Guatemala • India • Ireland • Latvia • Mexico • Netherlands • New Zealand • Philippines • Portugal • Romania • Saudi Arabia • Spain • Sri Lanka • Sweden • Turkey • United States • Uruguay www.ksmartin.com/subscribe • Australia • Bangladesh • Bulgaria • Burundi • Bolivia • Botswana • Canada • Costa Rica • Czech Republic • Germany
  • 3.  Coach / Consultant / Facilitator / Trainer: Lean transformation & business performance improvement in all industries.  Teacher: University of California, San Diego  Author & Speaker: Karen Martin, President @KarenMartinOpEx www.linkedin.com/in/karenmartinopex 3 2013 Shingo Prize winner!
  • 4. © 2014 The Karen Martin Group, Inc. 4 Upcoming Webinars! 11:00 am-12:15 pm PT www.ksmartin.com/webinars Coaching: The Art of Asking the Right Questions DATE CHANGE A3 Management: Effective Problem Solving Holding Effective Kaizen Events
  • 5. After the webinar… • Recordings: – www.ksmartin.com/webinars – www.vimeo.com/karenmartingroup – www.youtube.com/karenmartingroup – www.slideshare.net/karenmartingroup (+ slides) Before the webinar… • Materials available one hour prior: – www.ksmartin.com/materials
  • 7. Book Includes a Macro-Intensive Excel Tool www.bitly.com/MBPMbk 7
  • 8. © 2014 The Karen Martin Group, Inc. 8 You will learn… • Why respect goes far beyond how you interact with someone. • How work systems & processes create disrespect. • How blame and disrespect are inextricably linked. • How robust problem-solving demonstrates respect for people. • How to use improvement to build a highly respectful culture.
  • 10. © 2014 The Karen Martin Group, Inc. 10 Maslow’s Hierarchy of Needs
  • 11. © 2014 The Karen Martin Group, Inc. 11 W. Edwards Deming “Don’t waste the ability of people.”
  • 12. © 2014 The Karen Martin Group, Inc. 12 Taiichi Ohno Respect for Humanity
  • 13. © 2014 The Karen Martin Group, Inc. 13 Showing Respect… • Safe & ergonomically sound environment. • Error-proof work environments. • Waste-free processes. • Involvement in setting priorities, solving problems, and making improvement. • Being challenged to realize full potential. • Seeing one’s ideas be adopted.
  • 14. © 2014 The Karen Martin Group, Inc. 14 The most gratifying experience is having one’s ideas listened to and adopted.
  • 15. © 2014 The Karen Martin Group, Inc. 15 People aren’t the problem. It’s the dysfunctional systems and processes within which we expect them to perform at high levels —a fundamental act of disrespect.
  • 16. © 2014 The Karen Martin Group, Inc. 16 BLAME: The most fundamental act of disrespect.
  • 17. © 2014 The Karen Martin Group, Inc. 17 Engagement Drivers: The Three C’s Connection ControlCreativity The Outstanding Organization, pp. 155-158 Full use of talents, capacities, potentialities, & skills The Outstanding Organization, pp. 155-158 Heavy involvement in decisions that influence how they do their work. To purpose, vision, priorities, immediate supervisor, peers, customers
  • 18. © 2014 The Karen Martin Group, Inc. 18 You had them at “You’re hired.”
  • 19. © 2014 The Karen Martin Group, Inc. 19 Onboarding – Common Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., purpose, products, customers, values, business goals, etc.) • MUST SEE VALUE BEING DELIVERED!!! – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.”
  • 20. 20 Value Stream Maps: Effective for New Hire Orientation You are here © 2013 The Karen Martin Group, Inc.
  • 21. © 2014 The Karen Martin Group, Inc. 21 Kai = Change Zen = Good Daily Continuous Improvement
  • 22. © 2014 The Karen Martin Group, Inc. 22 It’s Uplifting to Kaizen… It’s traumatizing to be kaizen’d.
  • 23. © 2014 The Karen Martin Group, Inc. 2323From The Outstanding Organization Progressive Learning & Development
  • 24. © 2014 The Karen Martin Group, Inc. 24 Developing an Army of Problem Solvers REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT From The Outstanding Organization, p. 117
  • 25. Go see. Ask why. Show respect. Leadership Standard Work: Go to the Gemba
  • 26. © 2014 The Karen Martin Group, Inc. 26 Gemba Visit “Scripts” • How easy is it for you to get your work done easily and with high quality? • What obstacles to success are you experiencing that we need to address? • What are we not focused on that we should be? • How can I help? • Help the person see how his/her work delivers value or supports the delivery of value to customers. • Remind the person of organizational goals and priorities. • Express appreciation / gratitude for the person’s work. • FOLLOW UP!
  • 27. Components for Effective Change Effective Change Confusion Anxiety Gradual Change Frustration False Starts Vision Skills Resources Action Plan Skills Incentives Resources Action Plan Vision Incentives Resources Action Plan Vision Skills Incentives Resources Vision Skills Incentives Action Plan Vision Skills Incentives Resources Action Plan © 2003 Enterprise Mgmt Ltd. 27
  • 29. © 2014 The Karen Martin Group, Inc. 29 Coming in July!
  • 30. © 2014 The Karen Martin Group, Inc. 30 Karen Martin, President 858.677.6799 @karenmartinopex Blog & newsletter: www.ksmartin.com/subscribe