For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
2. ⢠Introductions
⢠Crisis in leadership
⢠AME vision
⢠Respect for people and
continuous improvement
⢠House of PCL
⢠PCL elements
⢠How to get more information & QA
PCL WEBINAR
3. 7 out of 10 employees are
disengaged or actively
disengaged
30% of population is engaged and inspired at work.
50% of population is not engaged.
20% of population is actively disengaged.
It is estimated that disengagement
costs the US $450 billion to
$550 billion annually.
Gallup Poll 2013 âState of the American workplace: Employee Engagement Insights for US Business Leaders.â
CRISIS IN LEADERSHIP
4. Engaged teams
⢠50% fewer accidents
⢠41% fewer quality defects
⢠65% less turnover
⢠Lower healthcare costs
⢠37% less absenteeism
⢠Come up with the most innovative ideas
⢠Have the most entrepreneurial energy
⢠Create most of the companyâs new customers
⢠21% higher productivity
⢠22% higher profitability
⢠10% higher customer satisfaction scores
Gallup Poll 2013 âState of the American workplace: Employee Engagement Insights for US Business Leaders.â
CRISIS IN LEADERSHIP
5. CRISIS IN LEADERSHIP
87% of C suite executives
recognize that disengaged
employees are the #1 threat
to their business.
To win customers
and a bigger share of the marketplace
companies must first win the hearts
and minds of their employees.
6. EMPLOYEE ENGAGEMENT
Employee engagement is a property of
the relationship between an organization
and its employees.
Highly Engaged:
Emotionally connected to the mission
and purpose of their work.
Not engaged:
Indifferent toward their jobs â or worse, outright
hate their work, supervisor and organization â
and can destroy a work unit and a business.
7. EMPLOYEE ENGAGEMENT
COMPANY EMPLOYEE
We provide a good paying
job with benefits.
We care about the health and
well being of each individual
employee. The growth,
development and success of
the individual is critically
important to the organization.
I show up to work on time and
do what they tell me to do.
Emotionally connected to
the mission and purpose of
their work.
A mutual commitment between
the company and the employee
8. WHAT CAN WE DO?
You can only provide
an environment which will
inspire people.
âThe truth of the matter in business is
that you donât do anything by yourself.
You create an atmosphere in which people
want to do their best. You donât order anybody
to do their best. You couldnât order Beethoven to
compose the 9th Symphony. Heâs got to want
to do it. And so the head of business is
an enabler rather than a doer.â
J. Irwin Miller, CEO Cummins, Inc.
9. PEOPLE-CENTRIC
LEADERSHIP
Association for Manufacturing
Excellence, (AME), Vision:
A manufacturing renaissance driven by people-centric leadership
coupled with enterprise excellence.
People-Centric Leadership
A culture where everyday everyone goes home fulfilled by
pursuing excellence and where everybody flourishes.
Enterprise Excellence
Excellence in people, process and products through the
extended value stream, in pursuit of eliminating business waste
and creating value for customers.
11. Lean toolkit
in pursuit of
safety, quality,
cost and
delivery
Through
profound
cultural and
organizational
change
THE COUPLING OF
PEOPLE-CENTRIC
LEADERSHIP &
ENTERPRISE
EXCELLENCE
CI tools People-centric
leadership
12. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
13. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
14. VISIONING
⢠Ability to imagine the future.
⢠Craft a compelling image or picture
of the impact the organization wants to
make on the lives of its stakeholders.
⢠What do we value?
⢠Why are we doing what we do?
⢠Where do we want to be in 30 years?
⢠A great cultural vision will:
⢠Drive behavior in the organization.
⢠Make work meaningful.
⢠Propel people to accomplish great things.
15. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
16. ALIGNMENT /
GOAL SETTING
A means of translating
priorities into a plan that
is easily communicated
so that all people can
engage in meeting the
organizational goals.
18. CREATE A COMPELLING
SCORE BOARD
Employees need to see simply and visually
that the work they do makes a difference
Key points
⢠SMART goals
⢠Highly Visible
⢠Immediately tells if winning or losing
(celebrate or adjust to get back on track!)
What should be happening?
What is actually happening?
Gap = Problem
19. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
20. REFLECTIVE
LISTENING
Listening is not an innate skill. It is learned.
âIs anyone anywhere taught how to listen?
How utterly amazing is the general assumption that the
ability to listen well is a natural gift for which no training
is required. How extraordinary is the fact that no effort
is made anywhere in the educational process to help
individuals learn to listen well.â American Philosopher: Mortimer Adler
âFor many of us, the opposite of talking isnât
listening. Its waiting.â Daniel H. Pink, âTo Sell is Humanâ
âListening is the most helpful thing a
person can do.â Barry Wehmiller University, Communication Skills Training
When we listen, we allow people to solve
their own problems.
21. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
23. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
24. IMPLICITLY TRUST
âPeople are already empowered. People-centric
leaders give people the voice and authority to exercise
the empowerment they naturally have.â
David Marquet, Turn the Ship Around
âIn order for people to be engaged they must have
Latitude of Control, the feeling that if the occasion requires it,
the individual involved has the necessary skills to set new
strategies to meet the ultimate goal.â
Mihaly Csikszentmihalyi, Good Business
Believe in the Goodness of People
⢠Relinquish control: Give people control over the
work that they do and the environment in which they work.
⢠Push decision making down so that decisions are
made by those closest to the information.
25. Reliability
⢠Deliver on commitments
Acceptance
⢠Accept people for who they
are and honor differences
⢠Other-oriented
Openness
⢠Be willing to hear what
others have to say
⢠Be honest and truthful
⢠Allow others to see
the real you
Congruence
⢠Align thoughts, feelings,
words and actions
with values
⢠Walk your talk
4
elements
of trust
BUILD TRUST
26. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
27. HUMILITY
⢠Personal Grounding
Be confident and secure
in your values.
⢠If youâre insecure,
it is difficult to be humble.
⢠Part of it is transparency,
which breeds accountability
because everyone can see.
28. HUMILITY
⢠Believe that everyone has unique
contributions/ideas
⢠Acknowledge mistakes/missteps
⢠Intentionally give away decision making
(subtle but advisory way)
⢠Intellectual humility â
without it you are unable to learn
âIn a global marketplace where problems
are increasingly complex, no one person
will ever have all the answers.â
29. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
31. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
32. INSPIRATION
Purpose
âThe two most important days in
your life are the day you are born
and the day you find out why.â Mark Twain
Optimism
âOptimism is the faith that leads to
achievement. Nothing can be done
without hope and confidence.â Helen Keller
Passion
âPassion is the genesis of genius.â Galileo
33. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
34. GROWTH AND
DEVELOPMENT
âYou go into flow when
your highest strengths are
deployed to meet the
highest challenges that
come
your way.â
Martin E. P. Seligman,
Flourish
âGood leaders realize that
one of their main tasks is
to provide increasing
variety and challenge to
their workers to prevent
stagnation. One way to do
this is through growth of
the business itself.â
Mihaly Csikszentmihalyi,
Good Business
Engagement
Challenge
35. ⢠Individuals drive their own path
for growth and development
⢠Leaders cultivate, encourage
and nurture
⢠Defining Goals and target conditions
⢠Defining business needs
⢠Providing âskill appropriateâ challenges
⢠Providing variety and opportunities for
people to discover their passions and talents
⢠Providing flexible paths for progression
⢠Supporting training
⢠Coaching and mentoring
⢠Providing structure
GROWTH AND
DEVELOPMENT
âIf you
want to
grow your
company,
grow your
people.â
Mark Lewis,
CEO, Woodfold
Manufacturing, Inc.
36. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
37. ACCEPTANCE &
INCLUSION
Employees can contribute to the success of the
company as their authentic selves, while the
organization respects and leverages their talents
and gives them a sense of connectedness.
⢠Better ideas vs. immediate agreement when team is homogeneous
⢠Great source of creativity and innovation
⢠When you include people, theyâre naturally going to feel valued
⢠Keeps in touch with customer base
âWhen internal diversity and inclusion scores are strong,
and employees feel valued, they will serve our customers
better and weâll be better off as an organization.â
38. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
39. BUILDING
RELATIONSHIPS
âI tried to establish a relationship with each new crew member.
I wanted to link our goals, so that they would see my priority of improving
the Benfold as an opportunity for them to apply their talents and give their jobs
a real purpose.ââŚ.âSomething happened to me as a result of those interviews.
I came to respect my crew enormously. No longer were they nameless
bodies at which I barked orders.â Captain D. Michael Abrashoff, Itâs Your Ship: Management
Techniques from the Best Damn Ship in the Navy.
Build Relationships between â employees
Warriors who understand one another and who communicate well with each
other, who are a cohesive group, who like one another and work well together,
who take advantage of differences rather than use those differences to avoid one
another, and who put themselves at risk for one another are the most likely to
survive and emerge victorious.â Martin E. P. Seligman, Flourish
Build Relationships with
each and every employee â
Everybody has a story
40. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
42. GOES TO GEMBA
LEADERS CHALLENGE
Role of the Leader
1) Coach and mentor employee development
2) Develop relationship with the whole individual
3) Encourage problem solving
4) Celebrate and recognize
5) Reflectively listen
6) Force reflection
7) Help team members see
Remove Obstacles
Role of the leader is to
remove systematic obstacles
that team members do not
have control over.
43. LEADER STANDARD
WORK GOES TO GEMBA
Farming looks mighty easy when your
plow is a pencil and you're 1,000 miles
from the corn field.
Check your motive!
⢠Treat problems like gold ⢠Donât hunt for things that are wrong
Show humility
⢠Get people to solve their own problems / part of growing and developing
Respect
⢠Show you care about the individual and value their contribution
Alignment
⢠Connect their contribution to the vision and provide positive reinforcement
44. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
45. REFLECTION &
SELF ASSESSMENT
Are you living the organizational
values/cultural vision?
⢠Continuous process of understanding and evaluating
values, goals and objectives and how congruently
behaviors and others perceptions of our behaviors match
those values, goals and objectives.
⢠Capacity to self adjust.
âManagement has a lot to do with answers. But leadership is a
function of questions. And the first question for a leader always is:
Who do we intend to be? Not What are we going to do?
But⌠Who do we intend to be?â Captain D. Michael Abrashoff, Itâs Your Ship:
Management Techniques from the Best Damn Ship in the Navy.
46. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting
⢠Feedback ⢠Transparency
Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence
Trust
⢠Implicitly Trust
⢠Build Trust
47. COMMUNITY &
ENVIRONMENTAL
STEWARDS
⢠Planet is most important business partner.
⢠Deep respect for the environment.
⢠Way they operate, design and develop products.
⢠Community outreach.
⢠Emergence of companies, that fully incorporate
a mission to make a social impact into the
companyâs business objectives.
⢠Companies that act as good stewards take care
of the communities they touch and take care of
the planet.
48. RESPECT FOR PEOPLE
The House of people-centric leadership
Leader Standard Work
⢠Goes to Gemba ⢠Kata Coaching
Celebration &
Recognition
Reflective
Listening
Visioning
Goal Setting Alignment
Reflection
Building
Relationships
Acceptance & Inclusion Inspiration
Community &
Environmental Stewards Growing Developing Humility
FLOURISHING
Business / People / Communities
Emotional Intelligence Trust
50. Thank You!
Maria Elena Stopher
Lead AME PCL Team
President, Ultimate Lean Inc.
mstopher@ultimatelean.com
Cell: 240-671-6044
Lisa Weis
Co-Lead AME PCL Team
Lean Program Director, DEMEP
lweis@demep.org
Cell: 302-547-8159