1. Building Lean Capability
in an Innovative Way
Alan Roy
An approach in a GBS
environment

2. This session is aimed to:
• Explain the journey GSK GBS has been on to develop capabilities in
the organisation and to make Lean thinking and practice a Way of Life
• Provide an overview of our approach to building Role Model Leaders
through our Leaders Teach and Coach programme
• Share examples of the Business Impact of having leaders teaching and
coaching
• Allow time for Q&A

3. What we do at GSK...
Pharmaceuticals
We develop and make medicines
to treat a range of conditions
including: respiratory diseases,
cancer, heart disease, epilepsy,
bacterial and viral infections
such as HIV and lupus, and
skin conditions like psoriasis.
Consumer Healthcare
We make innovative consumer
products in four categories of
Total Wellness, Skin Health,
Oral Care and Nutrition. Our
portfolio includes well-known
brands such as: Horlicks,
Panadol and Sensodyne.
Vaccines
We research and make
vaccines for children and
adults that protect against
infectious diseases, including:
influenza, rotavirus, cervical
cancer, measles, mumps,
rubella, hepatitis, polio,
tetanus and meningitis.
Implementing a GBS Operating model in GSK
3

4. Background to Core Business Services
4GSK At a glance
2000 2005 2008 2010 2013 2015
Merger
GlaxoWellcome
& SmithKline
Beecham
1st IT
Centre
Poland
2nd IT
Centre
Malaysia
Bill Louv
Appointed
CIO/SVP
CBS
BSCs Open
West London
North America
Functional BSCs
incorporated
Malaysia
Poland
Costa Rica
Lean Office
Lean capability Build

5. Kuala Lumpur
Costa Rica
North Carolina
West London
Poland
Philadelphia
Global Business Services journey
Business
Partners and
Centres of
Excellence
Third Party
Providers
Captive
Business
Service
Centres
CBS – Core Business Services three-tier delivery model captive
Implementing a GBS Operating model in GSK 5

6. Content
1. Context
1. What did we want to be different in building capability?
2. How did we make it different?
2. Change model
1. How did we win the hearts and make leaders feel good
2. Leadership Shadow
3. Results
1. What have been the results
2. What would I do differently
6

7. Origins of the GSK Fundamentals of Delivery
Lean
Voice of customer
Go and See
Problem Solving
Visual
Performance
Management
Continuous
Improvement
PM
Benefits &
Scoping
Implementation
Planning
Stakeholder
engagement
OD
Team Ways of
Working
Approach to
Change
Personal
Accountability
Coaching
• Right Brain preference
• Appreciative Inquiry
• Coaching for capability
• People orientation
• Consultative
• Input oriented
• Left Brain preference
• Process orientation
• Problem solving – fix it
• Training for capability
• Goal/results driven
• Discipline and rigor

8. 1.1 What did we want to be different in building capability?
• Belt Programme
– We had history of “ Belt Programmes” that had not
delivered
– Elitist approach
• Sheep dip approach to building capability
• Pushing capability
• Senior Leaders Run
– In 2013 we ran a pilot with 40+ Senior Leaders who
were asked to teach and coach Lean in the
workplace rather than the class room.
– We then went from 40 to 300 Senior Leaders
(SVP,VP,VP-1)
• From 2013 onwards we have focused on
embedding our Lean capability build
through our Leaders teaching and coaching
in the workplace based on daily work
• Pull
Capability to be built to solve the priority problems
From To

9. 1.2 How did we make it different!
1. Leaders teach and coach
2. Learning takes place at the workplace over a 3 week cycle
3. Start with the end in mind; our ultimate goal is to embed Lean Fundamentals as a way of life
4. Needed to keep simple. Smaller tool set. We follow a standard coaching framework that allows us to
replicate the coaching experience in a consistent way
5. We were serious about results, but we liked to have fun along the way

10. 2.1 We used many more novel channels to connect with people
A See, Feel, Change approach to win the hearts

11. 2.2 We kept it very simple for leaders and supported them to
help them feel good
11
1. Coaching
Framework
2. Lean and
the Change
Framework
3. VOC
4. Strategy
Deployment
5. Project
Management
7. Gemba
8. Visual
Management

12. 2.2 Leadership Shadow
The most senior leader goes first and widely shares
12

13. 3.1 What have been the results?
Some unexpected upsides
• Gave me a better understanding of ADP and I would recommend it to others – VP
Finance
• Most importantly has given me much more perspective about how, where and why to
apply the techniques - Director IT Infrastructure
• It allows you to build a partnership, a two way relationship, with individuals across the
organisation. It helps me develop both my coaching style and also enhances my ADP
knowledge too - VP IT
• For the coach, the more rewarding coaching is that which is being done with their own
staff. You can see the impact across the team, and can make connections across the team
members - Director IT
• This coaching programme gives a pragmatic formula to get to the best outcome. Becoming
a coach forces me to go through every tool with my coachees to really understand the full
value of it and the benefits it can bring. - VP IT Infrastructure

14. 3.1 What have been the results
14
We hit the targets on feelings!

15. 3.1 What have been the results
Computer accounts example (Poznan)
• Results - Significant improvement in incident resolution and fewer incidents
• How did we get there? - Implemented problem solving tools; brainstorming and A3 thinking which drove
more structure and new solutions, e.g., creation of knowledge base
• What’s next? - Service is operating more effectively. Team now has (3 fewer staff) & yet can still do more
• Key learning - The people doing the operational support are key to a successful service and always have
the best ideas to drive continuous improvements
ADP Tools
In May, first time ever the team achieved SLA of 93% which is
about 20% better! We actually now have a smaller APS team this
year (3 fewer staff), and yet can still do more. ADP allowed us to
do more with less.”
Although our team is spread around the world (Kuala Lumpur,
Poznan, UK, US) we made it! It was great experience to work as a
one big team to achieve one big goal . Additionally this proved me
again that the people who are doing the operational job are the
most important for success, and have the best ideas. “ - Grzegorz
Kwiaton (IT Manager, Access Prov Services US & EU)

16. 3.2 What would I have done differently and what would I
repeat
• Started Leaders Coaching earlier on our
journey
• Captured all senior leaders
• Have our rewards systems more aligned
• Simple materials
• Tie to daily work
• Change approach
• Senior leader goes first
• Aligned Lean Consultants to support
• Use great external materials
16
Do differently • Repeat

17. Questions
17

18. Appendix
18

19.  Teach
Understand and share
principles drawn from the
references
Share examples (personal is
best!)
Where Gemba fits in the
Change Framework
 Learn by Doing
Go and try it – try for 3 weeks
The activity that produces
evidence of learning
 Coaching
Reflect on learnings and next
steps
Embed the learning building
upon previous modules
Make Gemba a part of
your way of working
Understand “Gemba
with purpose”
Where appropriate
complete the
Evidence Sheet
Chapter 7 (Leaning
Lean Management:
The Sensei and
Gemba Walks) in
Creating a Lean
Culture
Chapter 2 (Mental
Models) in Getting the
Right Things Done
ADP Summary slide
pack (this pack)
Link to ADP Web site
Input Process Output
Making a Habit of Gemba

20. A simplified tool set that is aligned to daily work
20
1. Coaching
Framework
2. Lean and
the Change
Framework
3. VOC
4. Strategy
Deployment
5. Project
Management
7. Gemba
8. Visual
Management
9. Problem
Solving
6. Change
Management

21. Evidence Sheet

22.  Teach
Understand and share
principles drawn from the
references
Share examples (personal is
best!)
 Learn by Doing
Go and try it – try for 3 weeks
 Coaching
Reflect on learning`s and next
steps
Embed the learning building
upon previous modules
 Finally record evidence for
Practitioner confirmation on
Evidence sheet
Leaders routinely
teach and coach Lean
Leaders make Lean
part of their way of
working
Understand how
Lean makes a
difference
Coachee becomes an
Lean practitioner and
in turn coaches some
one else
Coach may also use
this process to
become Lean
Practitioner
Book - Creating a
Lean Culture by
David Mann
Book - Getting the
Right Things Done by
Pascal Dennis
9 x Lean Summary
slide packs
Evidence Sheet for
accreditation
Link to Lean Web site
for each module
Examples of
Fundamentals in use
Inputs Process for each of
the 9 modules
Outputs
We made sure the capability was
applied to the daily work
22

23. A light touch 2014 Confirmation Process as we wanted
Leaders to aspire to coach lean
• Candidate completes Evidence Sheet with 10 examples of Utilising the Fundamentals and
5 examples of Coaching/Embedding
• Coach approves and does 3 things by Month End
– Submits Evidence Sheet to team site in the appropriate month
– Ensures the Fundamentals tracker is up to date on the team site
– Sends short email to panel chair with name
• Panel Chair will invite Coach to the following months panel. Panels are scheduled around
the second week in the following month – dates are on last slide
• Chair person allocate a 10 minute slot for Coach to present Candidates work – 5 minutes
for Coach to outline the Candidates progress picking out no more than three highlights and
5 minutes for Q&A
• Coach presents at panel....makes them feel proud!
• Coach then communicates outcome of Panel to Candidate, who also receives a
Congratulatory Letter from Bill Louv( President of GBS)

24. We invested time with the leader and the coach at the start to
make expectations clear
24
Desired outcomes
Leaders
teaching and
coaching Lean
as part of their
way of working
Coachee
becomes an
Lean
practitioner and
in turn becomes
a Coach
Leader chooses
to become an
Lean
Practitioner
Process to become an Lean Practitioner
1. Collate progress on Evidence sheet (provide examples of each of the Fundamentals used)
2. Accreditation requires effective use of 10 and coaching of 5 Fundamentals (contained in the 9 Modules)
3. Evidence sheets and further information on team site

25. A blend of inputs worked well
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And there are lots of great materials out there!
Week 0 1 4 7
1 – Using a Mentor as required and other support
Next
Module
Teach Coach
Slides
Prepare1
Books
Experience
45 mins 45 mins
Slides
Books
Experience
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Learn
By doing
Slides
Books
Experience
15 mins
Learn
By reflection
L
e
a
d
e
r
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o
a
c
h
e
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Evidence
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Teach Coach
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Prepare1
Books
Experience
45 mins 45 mins
Slides
Books
Experience
Learn
By discussion
Learn
By doing
Slides
Books
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15 mins
Learn
By reflection
L
e
a
d
e
r
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o
a
c
h
e
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Evidence
sheet