• Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Lean at Kangan Institute 2013 Lean Leadership 2013 Service Improvement Conference Amy Hollings

Introduction • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Amy Hollings Continuous Improvement Consultant Kangan Institute

Kangan Institute • Click to edit Master text • Second level • Third level • Fourth level • Fifth level

6 campuses in metro stylesMelbourne. Business Units Eworks and Vetassess 300 nationally recognised qualifications & short courses Approximately 40,000 students annually 900 ongoing employees & approximately 200 sessional teaching staff

• Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

KI: Lean Maturity Assessment Where are we now? Where do we want to be in 3 years?

Level • Click toMaturity edit Master textIndex styles SAPartners 2007 • Second level Maturity Attribute Reactive 1.

Way of working

2.

Associate autonomy

3.

Reactive 1. Formal • 1.Third level approach structure Fourth level 2. • Little or no 2. Only involvement specialists • Fifth level

Share best practice

3.

Adhoc learning

Strategy Deployment

Value Stream People

Tools & Techniques Extended Enterprise Legend 2011

Formal

2014

2018

3.

Team learning

Deployed

Autonomous

1.

Goal oriented

1.

2.

Selected teams

Managed autonomy

2.

Value stream learning

Majority of involvement

3.

Process learning

3.

Way of Life 1.

Daily habit of CI

2.

Full empowerment

3.

External learning

People Value Stream • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Lean Tools Implementation • Click to edit Master text styles • Second level Proble

• Third level m solving • Fourth level • Fifth level Gemba walks

Value Stream Mappin g

Kaizen events

5S

Crossfunction al projects

Kanban Visual Manageme nt

A3’s

Visual Management Boards – (VMB’s) Platforms project • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

85 Visual management boards across the Institute

VMB’s – Executive • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Communication Strategy • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Intranet, CEO monthly message, posters, e-newsletters, staff briefings, enterprise social networking, gemba walks.

A CEO message • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

• Lean introduction to all Kangan staff

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Continuous Improvement Consultant Role & Process May 2013

Organisational Innovation Lean Support • Click to edit Master text styles • Second level Amy Hollings

Hollie Gourlay/Sharon Durantini

Jessica Leeman

Technical Group

Client Services Group

Business Services Group

VETASSESS

Resource Management Group

Community Youth and Health

Learning Services Group

EWorks

People and Organisational Development

• Third level • Fourth level • Fifth level

Consultancy Process • Start-up Click to edit Master text styles On-going • Second level

(April - mid May)

•

(May - Dec)

• Third level Initial meeting with department • Meet with department Managers 4 managers at GLT meeting if • Fourth level times a year. possible. Discuss CIC role and • Provide • Fifth levelsupport for the services available. Communicate

availability. • Department visits - qualitative and quantitative data collection - CIC to complete diagnostic. • Meet with department leaderhip team and complete diagnostic, develop action plan for improvements including Kaizens. • Provide the GM with a summary of the groups results and improvement plans

• • •

• •

achievement of improvement activities/projects (approx. 2 days a week) Track progress, Kaizens, 5S, Lean training, VMBs, problem-solving Report progress to Executive Team Kaizens and recommendations tracked within the departments, GMs to follow up the status of these activities Assist with the creation of storyboards CICs reflect together on what's working and what's not.

Close-out (Dec)

• Track achievement of improvement activities/projects what was achieved, what wasn't. • Re-do diagnostic to see where there has been improvement • Capture reflections on what worked and what didn't, improvement opportunities • Standardise improvements • Report Institute level qualitative and quantitative data • GMs to report progress on their own groups

Suggested Roles and Responsibilities • • • •

• • • • •

•

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Participate in the identification of 8 Kaizens Take on specific roles and responsibilities in achieving • Third level improvement outcomes Participate in improvement • Fourth level activities Create storyboards • Fifth level

• Second level

Meet with CIC to discuss progress Complete Lean diagnostic Communicate results Support Kaizen ideas and activities Participate in improvement activities Report progress at GLT

• Set-up regular meetings • Complete initial observation based Lean diagnostic • Assist in planning Kaizens and activities based around the diagnostic • Support improvement activities • Track progress

Team

Continuous Improvement Consultant

Department Manager

General Manager

• Support CIC • Track Department progress • Ensure progress is shared at GLT meetings • Coach your Managers • Report at ET

Qualitative and Quantitative Data • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

• Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level

Lean Leadership Program May 2013

What is this Program? •• • •

6 month blended learning program Click to edit Master text styles Aimed at Managers and First Line Managers • Second level • Third level Develops Lean Leadership capability and the practical • Fourth level application •ofFifth thelevel Lean tools and skills within the workplace • Its underpinned by the following principles: • Strong Lean Leadership capability drives a culture of continuous improvement where employees at all levels are engaged, empowered and aligned with the Institute’s Strategic objectives. • Personal reflection and self awareness are key to personal and professional development • 70:20:10 – learning by doing, practical application, mentoring, articles and books and reflection

Program Aims: • Click Build to Lean editLeadership Master textcapability styles and a deeper understanding • Second level at the middle and first line management level• Third level • Fourth level • Fifth level

• Ensure leaders at all levels practice the behaviours of lean and are ‘innovators instead of administrators’ • Lead the implementation of a continuous improvement culture within Kangan Institute

Who aimed at? Click to to edit text– styles • Limited 20Master per year ensures support available • SecondManagers level • General nominate either a Manager and • Third level First Line Manager from their department or two First • Fourth level Line Managers. • Fifth level • Critical Criteria includes: • Support of manager/general manager • Commitment to meet program requirements • Understanding and demonstrated ability in the 7 Lean Skills • Commitment to the KI Strategy, Lean tools and principles

KI Lean Leadership Model • Click to edit Master text styles • Second level

Pre-work

• Third level • Fourth level • Fifth level

Workbased project

Program Content (Blended delivery)

Mentoring

Reflection

Program Content •Program Introduction - Purpose •Kangan's Lean Journey •Introduction to Lean

• Click to edit Master text styles Introduction

• Second level •Lean Leadership •Behavioural Characteristics of Lean Leaders • Third level •MBTI: Personality Indicator • Fourth level •Building a Lean Culture: Purpose, Process and People Leadership •Change Management • •Influential Fifth level Leadership •Coaching and Feedback •Managing poor performance, RAPID process

Lean Principles

•8 Wastes •Respect for People •People enabled processes •Seven skills people need to create a Lean Enterprise •The Lean Business Model •Strategy Deployment: Operational Planning, KPIs and Measures •Understanding Customer Value •Value Stream Management •Standard work, measuring against standard work •Continuous Improvement

Lean Tools

•Value Stream Mapping •5S, Visual Management, Problem-solving tools, C4 methodology

Outcomes for the Institute •• Participants willMaster be confident in not only using the Lean tools but in Click to edit text styles coaching others • Second levelto use them • Participants will be competent in implementing and leading • Third level incremental changes • Fourth level within their areas • Increased: • Fifth level • • • • •

problem-solving activities improvement project activity empowerment and engagement within department teams team cohesion use of visual management

• Implementation of standardised work in specific department areas

Program Key Features • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level