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Three Key Strategies 
to boost your 
Lean Transformation Journey 
Presented by
Agenda 
2 
1 
2 
3
Partnership 
Learn from experts 
3 
1
What is partnership? 
Learning from those 
who have been on the 
journey ahead of us 
A 
4 
Partnership
Why should you care? 
Because experts can give you 
• Advice 
• Training 
• Coaching 
• Tours 
And you can expend little to no 
5 
Partnership 
You can avoid repeating mistakes others have made!
Washington State Government’s 
Lean Expert 
Partnership Program 
Partners Organizations 
6 
Partnership
Examples of Our 
Healthcare Partners 
• Virginia Mason Medical Center 
• Seattle Children’s Hospital 
• Seattle Children’s Research Inst. 
• Premera Blue Cross 
• Franciscan Health System 
• Group Health 
• Philips Healthcare Ultrasound 
7 
Partnership 
Partnership
Examples of Other 
Industry Partners 
• Alaska Airlines 
• Genie/Terex 
• The Boeing Company 
• Liberty Mutual 
• Starbucks 
8 
Partnership
9 
Local Gov 
6% 
Private 
Sector 
36% 
Other 
State Gov 
7% 
Lean Consultants 
49% 
Military 
2% 
Our 
Partners
10 
Partnership 
workshops http://results.wa.gov/ 
See presentation 
materials at:
How to Find Partners 
• Talk with Lean Experts 
• Share Your Lean Journey 
Story 
• Ask for Help 
• Match Passion to Need 
11 
Partnership
Table Dialogue 
What excites or 
interests you most 
about this idea of 
partnership? 
A 
12 
Partnership
Leadership 
Guide and align efforts 
13 
2
What is leadership? 
Guiding and aligning 
efforts to deliver better 
value to more 
Washingtonians 
A 
14 
Leadership
Why it matters to you? 
15 
Leadership
16 
Leadership 
Washington State Government’s 
Goal Council Leadership 
State Agency Directors
17 
Operations 
Budget Policy 
Leadership 
Washington State Government’s 
Goal Council Leadership
Governor Inslee’s 
Results Review 
18
What 
Results Model 
19 
How 
Results Washingtonians Expect 
State Government Will Transform 
To Achieve Sustained Results 
Leadership 
Leadership
The Transformation Model was adapted from The Lean Transformation Model articulated by John Shook, Chairman and CEO of Lean Enterprise Institute. 
20 
Leadership 
Results Model
21 
What Why How 
Value‐Driven 
Purpose 
Focusing on what Washingtonians value helps us 
deliver the right products and services to the right 
place at the right time. 
 Discover what Washingtonians value 
 Set measurable goals 
 Involve every employee in shaping the strategies that will 
achieve the goals 
Process 
Improvement 
Improving the actual processes that deliver value to 
Washingtonians helps us quickly respond to 
changes. 
 Deeply understand how the activities that add value in our 
processes are connected 
 Design innovative new processes 
People 
Development 
Building capability in every employee helps us 
improve the process that deliver value to 
Washingtonians. 
 Develop problem solving skills in every employee 
 Develop coaching skills in every leader 
Management 
Systems 
Aligning management systems helps us focus on our 
goals, quickly identify & fix problems, and support 
the people and processes that deliver value to 
Washingtonians. 
 Make process performance visual 
 Frequently have dialogue about process performance 
visuals ‐ from teams to executives 
Leadership 
Behaviors 
Demonstrating principle‐based behaviors helps 
every leader support the people and processes that 
deliver value to Washingtonians. 
 Focus on process 
 Go and see the actual work 
 Make it safe to expose problems, mistakes 
 Challenge status quo or “good enough” 
 Enable people to see from the customer’s perspective 
 Create urgency 
Mindset/ 
Culture 
Developing a mindset of principle‐based behaviors 
in every employee helps us drive the transformation 
and develop a culture that will deliver better value 
to more Washingtonians for generations to come. 
 Create value for Washingtonians 
 Create Constancy of Purpose 
 Think Systemically 
 Focus on Process 
 Embrace Scientific Thinking 
 Flow and Pull Value 
 Assure Quality at the Source 
 Seek Perfection 
 Lead with Humility 
 Respect every individual
22 
Leadership 
Washington State Government’s 
Lean Fellows Coaching 
Results WA Lean Fellows VMMC 
Fellows 
Coach
Table Dialogue 
How is your 
organization 
doing in each 
area of the 
Results Model? 
23 
Leadership 
Results Model
Communities of 
Practice 
Accelerate engagement 
24 
3
What are Communities 
of Practice? 
people who share a 
concern or a passion for 
something they do and 
learn how to do it better as 
they interact regularly 
Communities of 
Practice 
http://wenger‐trayner.com/theory/
Washington State Government’s 
Communities of Practice 
26 
Lean Practitioners 
Agile 
54 Lean 
Advisors 
Communities of 
Practice
27 
Practice Learning 
Communities of 
Building Trust 
Challenging Each Other 
Having Fun
How to Support 
Communities of Practice 
• Clarify the Common 
Endeavor 
• Meet Regularly 
• Share Stories 
• Get Better Together 
28 
Communities of 
Practice
Table Dialogue 
Based on your experience, 
what’s the most 
compelling aspect of 
communities of practice? 
A 
29 
Communities of 
Practice
Questions? 
30
31 
Darrell Damron 
Enterprise Lean Consultant 
Results Washington 
Office of the Governor 
Office: 360.902.4107 
Cell: 360.581.7922 
PO Box 43113 ~ Olympia, WA 98504‐3113 
darrell.damron@gov.wa.gov 
www.results.wa.gov 
Follow me on Twitter: @LeanWAGOV 
Follow Results WA on Twitter: @ResultsWA 
Follow me on Pinterest ‐ LeanWAGov Connect on Linkedin

More Related Content

3 key strategies to boost your lean transformation journey LEI summit 2014 Los Angeles

  • 1. Three Key Strategies to boost your Lean Transformation Journey Presented by
  • 4. What is partnership? Learning from those who have been on the journey ahead of us A 4 Partnership
  • 5. Why should you care? Because experts can give you • Advice • Training • Coaching • Tours And you can expend little to no 5 Partnership You can avoid repeating mistakes others have made!
  • 6. Washington State Government’s Lean Expert Partnership Program Partners Organizations 6 Partnership
  • 7. Examples of Our Healthcare Partners • Virginia Mason Medical Center • Seattle Children’s Hospital • Seattle Children’s Research Inst. • Premera Blue Cross • Franciscan Health System • Group Health • Philips Healthcare Ultrasound 7 Partnership Partnership
  • 8. Examples of Other Industry Partners • Alaska Airlines • Genie/Terex • The Boeing Company • Liberty Mutual • Starbucks 8 Partnership
  • 9. 9 Local Gov 6% Private Sector 36% Other State Gov 7% Lean Consultants 49% Military 2% Our Partners
  • 10. 10 Partnership workshops http://results.wa.gov/ See presentation materials at:
  • 11. How to Find Partners • Talk with Lean Experts • Share Your Lean Journey Story • Ask for Help • Match Passion to Need 11 Partnership
  • 12. Table Dialogue What excites or interests you most about this idea of partnership? A 12 Partnership
  • 13. Leadership Guide and align efforts 13 2
  • 14. What is leadership? Guiding and aligning efforts to deliver better value to more Washingtonians A 14 Leadership
  • 15. Why it matters to you? 15 Leadership
  • 16. 16 Leadership Washington State Government’s Goal Council Leadership State Agency Directors
  • 17. 17 Operations Budget Policy Leadership Washington State Government’s Goal Council Leadership
  • 19. What Results Model 19 How Results Washingtonians Expect State Government Will Transform To Achieve Sustained Results Leadership Leadership
  • 20. The Transformation Model was adapted from The Lean Transformation Model articulated by John Shook, Chairman and CEO of Lean Enterprise Institute. 20 Leadership Results Model
  • 21. 21 What Why How Value‐Driven Purpose Focusing on what Washingtonians value helps us deliver the right products and services to the right place at the right time.  Discover what Washingtonians value  Set measurable goals  Involve every employee in shaping the strategies that will achieve the goals Process Improvement Improving the actual processes that deliver value to Washingtonians helps us quickly respond to changes.  Deeply understand how the activities that add value in our processes are connected  Design innovative new processes People Development Building capability in every employee helps us improve the process that deliver value to Washingtonians.  Develop problem solving skills in every employee  Develop coaching skills in every leader Management Systems Aligning management systems helps us focus on our goals, quickly identify & fix problems, and support the people and processes that deliver value to Washingtonians.  Make process performance visual  Frequently have dialogue about process performance visuals ‐ from teams to executives Leadership Behaviors Demonstrating principle‐based behaviors helps every leader support the people and processes that deliver value to Washingtonians.  Focus on process  Go and see the actual work  Make it safe to expose problems, mistakes  Challenge status quo or “good enough”  Enable people to see from the customer’s perspective  Create urgency Mindset/ Culture Developing a mindset of principle‐based behaviors in every employee helps us drive the transformation and develop a culture that will deliver better value to more Washingtonians for generations to come.  Create value for Washingtonians  Create Constancy of Purpose  Think Systemically  Focus on Process  Embrace Scientific Thinking  Flow and Pull Value  Assure Quality at the Source  Seek Perfection  Lead with Humility  Respect every individual
  • 22. 22 Leadership Washington State Government’s Lean Fellows Coaching Results WA Lean Fellows VMMC Fellows Coach
  • 23. Table Dialogue How is your organization doing in each area of the Results Model? 23 Leadership Results Model
  • 24. Communities of Practice Accelerate engagement 24 3
  • 25. What are Communities of Practice? people who share a concern or a passion for something they do and learn how to do it better as they interact regularly Communities of Practice http://wenger‐trayner.com/theory/
  • 26. Washington State Government’s Communities of Practice 26 Lean Practitioners Agile 54 Lean Advisors Communities of Practice
  • 27. 27 Practice Learning Communities of Building Trust Challenging Each Other Having Fun
  • 28. How to Support Communities of Practice • Clarify the Common Endeavor • Meet Regularly • Share Stories • Get Better Together 28 Communities of Practice
  • 29. Table Dialogue Based on your experience, what’s the most compelling aspect of communities of practice? A 29 Communities of Practice
  • 31. 31 Darrell Damron Enterprise Lean Consultant Results Washington Office of the Governor Office: 360.902.4107 Cell: 360.581.7922 PO Box 43113 ~ Olympia, WA 98504‐3113 darrell.damron@gov.wa.gov www.results.wa.gov Follow me on Twitter: @LeanWAGOV Follow Results WA on Twitter: @ResultsWA Follow me on Pinterest ‐ LeanWAGov Connect on Linkedin