Leading Lean SMTA Chapter Meeting

More documents

Recommendations

Info

<strong>Leading</strong> ChangeEmpowermentEmpowerment occurs in an environment where thefollowing exist:• ‘Leadership’ as opposed to ‘Management’• Recognition that employees are the most valuable resource• Teamwork• Decision-making is assigned at the appropriate level• Openness, initiative and risk-taking are encouraged• Accountability, credit, responsibility and ownership aresharedCONFIDENTIAL42
<strong>Leading</strong> ChangePitfalls• Lack of trust• Trust managed by approval• Poor communication• Communicate often• Popular advertising “Four Times Rule”• Clarify expectations• Lack of training• Lack of appropriate Measurements• What gets measured gets done• Fear• Fear of the unknown• Fear of change• Job securityCONFIDENTIAL43
Page 1 and 2: Leading LeanSMTA Chapter MeetingMay
Page 3: Introduction• WELCOME Everyone•
Page 6 and 7: Why Go Lean?MotivationCONFIDENTIAL6
Page 8 and 9: MotivationEMS IndustryDecline of El
Page 10 and 11: MotivationUnderstanding LeanWhat?
Page 12 and 13: What Can We Expect?“If a company
Page 14 and 15: ExpectationsEffort• The speed at
Page 16 and 17: ExpectationsStagesStage 4: Linked c
Page 18 and 19: ExpectationsTrainingToolVSMCell Des
Page 20 and 21: ExpectationsSummary• Lean is not
Page 23 and 24: Harnessing LeanBreakthroughsWIPFloo
Page 26 and 27: Harnessing LeanStrategy DeploymentW
Page 28 and 29: Harnessing LeanProcessLink to Daily
Page 30 and 31: Key PlayersSponsorRole• Understan
Page 32 and 33: Key PlayersCoachRole• Facilitate
Page 34 and 35: Key PlayersSustaining ResultsStrate
Page 37 and 38: Leading ChangeGembaLeaders should g
Page 39 and 40: Leading ChangeLead by Example• Ke
Page 41: Leading ChangeCell Culture• Every
Page 45: Any Further Questions?• For Futur

Leading Lean SMTA Chapter Meeting

Create successful ePaper yourself

Delete template?

Save as template?