Okay. Anybody watch the Super Bowl a couple
of weeks ago? Alright and of course who won?
Okay. I'm originally from Wisconsin and
I have been a Packer fan since I was three
years old, so I was pretty happy to see them
winning. How do you think they won the Super
Bowl this year? Defense, okay. Any other theories?
No Packer fans here. Okay. They were consistent.
Okay. Well maybe I should say why did Dallas
lose so much this year? Is that better? Okay.
Fundamentals, excellent. Fundamentals. Who
was the famous coach for Green Bay? Vince
Lombardi. What did he say about fundamentals?
Fundamentals win it. To be excellent, you
have to be a master, have mastery of the fundamentals.
During the second season when Vince Lombardi
was the coach of the Green Bay Packers, they
had a session where they were losing like
five straight games. Now when he did his opening
camps, he always concentrated on the fundamentals,
worked on teaching that. We saw in the middle
of the season that they were falling apart.
He said gentleman, you're losing all of the
fundamentals. We need to go back to the fundamentals.
So he said gentleman, this is a football.
That's how we started, back to the fundamentals.
We need to do the same thing in Lean. Concentrate
on the fundamentals. What are the fundamentals
of Lean? What are some fundamentals? Eliminate
waste, continuous improvement to eliminate
waste. Absolutely, one of the basic fundamentals.
Standard work. Standard work is very good,
decrease variability. Standard work is one
of the key basic elements of Lean. That's
what we want to concentrate on. That's why
we're also going to talk about Standard
work for Leaders. It's one of the basic
elements. So whenever we're talking about
Lean, always go back and focus on the fundamentals
and the basics.
So when we look at the fundamentals of our
Lean management system and Leader Standard
Work, one of the questions I want to ask is,
how did you learn to be a leader? Think back
in your career, how did you learn to be a
leader? How did you learn? And who was the
mentor? Your boss. Okay. Absolutely. How many
people here learned from their boss? Okay.
I would say that is the majority of people
here. That's how most of us learned. We
see the example. Okay from our bosses. How
do we learn today to be a leader? The same
way, except I venture to say we don't have
as much mentoring as we had years ago, and
we would like to change that in Lean. That
is one of the elements we want to look at.
So let's look at how we learn to be a leader
and what was the style of leadership? Go back
20 years ago, dictatorship. Go back to Vince
Lombardi. What kind of leader was Vince Lombardi?
Very much so. He was a yeller. He got in peoples'
faces, and that's how people had the impression
that he was a strong type leader. But that
was his style and there are other styles that
work just as well. This is not about how to
change your style because actually all styles
work in Lean. But one of the things you have
to learn just like in Vince Lombardi, did
he yell at everybody? No. I was reading a
book about his coaching skills and he actually
learned that some players, like Paul Horning,
he could yell at, motivate them, get the most
from on the field. But people like Bart Starr
and Max McGee, if he yelled at them, they'd
shut down. So he tried to learn where he can
yell and where he cannot yell, who to yell
at, who not to yell at. So one of the things
you learn is you need to change your style
to what's needed in the situation and to the
person involved. So this is not about your
style. We will talk about that a little bit,
but it's about what you do in order to get
the most out of your people. It's one of the
elements of what we want to do. Now if we
look at the book, Toyota Way, Principle 9
states, "Grow leaders who thoroughly understand
the work, live the philosophy and teach it
to others." So reading that statement, what
is your role as a Lean leader? I'll give
you a hint. Okay. So read that again. Grow
leaders who thoroughly understand the work.
So that's one of the things that we need to
do as a Lean leader. We need to live the philosophy,
and we need to teach it to others. That's
part of our responsibility as a Lean leader.
Okay. Does everybody agree? Okay, good. Also,
what do we need to do as a leader? First thing
is get things done. We've got to get results,
right? Results are important even in Lean
world. We also need to get the most from our
team. Right? Just like the Green Bay Packers
got the most from their team. If you think
back to the Green Bay Packers this past season,
they lost 15 of their players to injuries.
They lost three in the Super Bowl. And yet
they still won because they got the most of
everybody. And one of the quotes that was
standing there was we need to have a team
of 53 people, not 11 on the field. So one
of the keys that I think that they won was
that they actually needed to believe that
every person on this roster, all 53 people,
to contribute.
We need to take that same philosophy in Lean,
is we need to have every single person in
our facilities contribute to Lean. Not just
the Lean group. Not just the management group.
Every single person on our team needs to contribute.
So we have to set up a system to do that.
And then we need to develop people to be leaders.
Now typically what I see, and you can see
if this is true within your facilities, we
do a great job on number one. We get results.
How are we at number two and number three?
How are we at actually getting the most from
our team, or developing people as leaders?
Okay. Well I think if you look at this, start
at the bottom. Let's concentrate on developing
people as leaders. If we did that, then we
would get the most from our team. If we did
that, we'd get things done. That's actually
the path how I think from a Lean point of
view, we can approach it. So don't look
at it as a checklist, get things done and
go down. Start from the bottom, work your
way up. That's how we would like to approach
it. Now one of the things I've learned about
Lean is I can tell you what we did at Batesville
Casket. I can tell you what we did at Hill-Rom.
I can tell you what I learned Toyota does
things. I can tell you other facilities. It's
very good to benchmark, but one of the things
I've learned is you have to find your own
path. Now I am going to tell you for about
an hour and a half about Leader Standard Work
and what it means to be a Lean leader. But
one of the things you have to understand is
you have to find your path to do this. It's
just like swimming, I can show you a video
on swimming. I can tell you the techniques
about swimming. I could bring Olympic gold
medalists to tell you about swimming, and
then I make you sign a form at the end of
the training session that you're officially
certified and trained in swimming, and you
can go out this door and start swimming. True
or false? False. Why? You got to do it. Okay.
I can teach everything except experience.
You have to go out and get your own experience.
That's where you are going to learn. That's
where you're going to develop. Now one of
the things I've also learned in my processes
here, as you start developing the Toyota production
system where you develop a Lean system within
your facility, you have a different production
system. Okay. Running your business differently.
In order to make that work, you have to have
a different leadership, different management
system. If you don't, it's going to fall
apart. If you manage the same way, with the
same meetings, the same results, the same
metrics, you're going to get the same behaviors,
same results, same beliefs. So unless you
change your management system, you will fail
at Lean. That's why this is really, really
important. So, when we talk about a Lean management
system, separate from the tools of a production
system, we're talking about your discipline,
your daily practices, the tools that you put
in place to maintain constant, intense focus
on the process. And the key point is here,
we need to focus on the process. Do we have
a system set up where as managers and leaders
we're focusing on the process? I have a
couple things that I can show you today that
will help you do that. And hopefully you'll
reflect upon your processes to see how often
I am actually looking at the process itself,
or am I just going through motions.
