LAI Annual Meeting presentation, Break Out Sessions 1 & 2, Dana Point, Californi

Roth, Dr. George

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The Paradox of Leading from the MiddleLAI Annual Meeting Break Out Sessions 1 & 2Massachusetts Institute of TechnologyMarch 24, 2010http://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 2LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleWhy does leading and sustaining lean seem difficult when it should be natural? Lean changes• usually, and reliably, improve performance, and• improve working conditionsYet, many of lean and other continuous improvement efforts • after initial enthusiasm, stagnate, and • fail to be sustained.Requires “leading from the middle”• What do middle managers do to sustain and grow their lean, quality, and process improvement efforts? http://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 3LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleWhat changes are we talking about?Sales Engineering Manufacturing Purchasing Research andDevelopment65432171 12 23 3CEOExecutive Board65432171 12 23 3 65432171 12 23 3ProductDivisionProductDivisionCEOFunctionsProductDevelopmentTeamsProductDivisionVice PresidentResearch andDevelopmentVice PresidentSales andMarketingVice PresidentManufacturingVice PresidentFinanceVice PresidentMaterialsManagementPTM PTM PTM65432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 365432171 12 23 3• Organizations transform into enterprises• Executive lead lean transformation• Workforce is engaged in continuous improvement• Middle managers…… ?http://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 4LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleThis and the next breakout session provide examples for leading lean changes in organizations, with a special focus on the role of the middle managers:- illustrations and examples from sustaining lean changes - how mid-level champions worked with their executives - what was necessary for lean to expand beyond middle level champions- key attributes of successful mid-level champions- the conflicting motivations of executives when presented with change proposals - strategies to engage executive leaders in the change effort http://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 5LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleOur presenters and their companies:BO I The Paradox of Leading from the Middle Part I Start Topic Presentor 1:30 Introduction, overview, and expected outcomes George Roth, MIT LAI 1:40 Northrop Grumman Mary Anne Jones 2:05 BAE Systems Kathy Mullen 2:30 Raytheon Michelle Van Tassel 2:55 Discussion (part 1) All 3:15   BO II The Paradox of Leading from the Middle Part 2 Start Topic Presentor 3:45 Summary of previous session George Roth, MIT LAI 3:55 Raytheon Jim Chung 4:20 Pratt & Whitney John Kirkgasser 4:45 Discussion (part 11) All 5:15 Conclusions: Top Five Take Away Actions All 5:30  http://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 6LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleOur desired outcomes:• From each presenter:• What are the lessons or best practices from your experiences for leading change from the middle of your organization? • What are your suggestions to others for what they can do to enable lean change leadership from the middle of their organizations? • From this session:• Top five actions to improve the leadership of lean change from the middle in audience members’ organizationshttp://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 7LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleBO IThe Paradox of Leading from the Middle Part IStartTopic Presentor1:30Introduction, overview, and expected outcomes George Roth, MIT LAI1:40Northrop Grumman Mary Anne Jones2:05BAE Systems Kathy Mullen2:30Raytheon Michelle Van Tassel2:55Discussion (part 1) Allhttp://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 8LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleBO IIThe Paradox of Leading from the Middle Part 2StartTopic Presentor3:45Summary of previous session George Roth, MIT LAI3:55Raytheon Jim Chung4:20Pratt & Whitney John Kirkgasser4:45Discussion (part 11) All5:15Conclusions: Top Five Take Away Actions Allhttp://lean.mit.edu © 2010 Massachusetts Institute of Technology, Dr. George Roth- 9LAI Annual Conference, Dana Point, California, March 24, 2010 The paradox of leading lean changes from the middleTop five actions:1. Appropriately translate goals to actions for each level / group, use the right language, and then communicate… communicate 2. Every employee, every day … help people “be accountable”3. Build a portfolio of quantified improvement projects4. Benchmark and steal shamelessly5. Gemba – go see, revisit improvements to sustain them6. Invert the pyramid 

The Paradox of Leading from the Middle

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The Paradox of Leading from the Middle

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