the eye 2020

The Murli Group, Partner

Joe Murli

Session Title The “People Value Stream”, the 4th component of the Lean Management System

Session Summary Most efforts to adopt Lean or any improvement system don’t succeed at creating a sustainable continuous improvement environment. Statistics vary but one study suggests 1 in 10 succeed beyond 5 years. Frankly, I believe this is optimistic if we use the criteria of genuine continuous improvement rather than simply sustaining legacy improvements. True Lean is a management system that crosses all 9(departments?) driplines in the organization. It’s a way of thinking about how the business is run in a very basic way. One significant factor in the 9 in 10 failure is that people related practices are not re-aligned with the desired team based collaborative problem-solving culture central to Lean thinking. In fact, the mere thought of “people” is often not invited to the table when organizations are in the early stages of implementation. Yet people systems often have the longest lead time requirements for substantial change and the greatest influence on sustainability.

In this session you will learn:

• Which people systems will have the greatest impact on organizational behaviours?
• How to assess gaps in each process between where they are now and where they will need to be in the future to support a genuine continuous improvement culture.
• How does this activity integrate with managing the overall company continuous improvement effort and business objectives?

Parkes Shire Council, Director Works and Services

Ben Howard

Session Title Positive Relations- We must deliver predictable outcomes in a complex environment whilst continuing to deliver Council and Community expectations, yet we’re all different!

Session Summary

How do we effect employee discipline in a “fair, just, reasonable and consistent manner” and get the results we need?

With fair, just, reasonable and consistent being overriding principles that govern all disciplinary processes, and of near equal importance, the intent of the process is to promote habit change (thus less need for this process) without any reduction in tolerance of substandard performance.

Specific Learning Objectives

In this session you will learn:

• The matrix we created that clearly shows the consequences of behaviours and is driven by the act (behaviour) and the history.
• The process we created and follow to affect behaviour
• Our journey so far
• Our learnings the good, the painful
• My learnings as the Director of the largest department within the Council

SCIence of Continuous Improvement LLC, Owner

Sam Wagner

Session Title “Give me a double” – What to do (and not do) when the customer doubles orders but not delivery times

Session Summary To meet rapidly rising customer demand, we developed a ramp-up plan, but had to implement it FAST! In this case study, see our flawed assumptions, and how we used foundational skills of frontline supervision and management to recover and meet our customer needs.

Specific Learning Objectives In this session you will learn:

• How we developed and used the skill of instructing to help us improve our capacity.
• How we initially failed in applying this skill, then learned, recovered and then made solid progress.
• How we used a fundamental leadership model to help gain the cooperation of others to meet our goal

TWI Institute Australia & NZ, Director

Oscar Roche

Session Title Scientific thinking – nice or necessary?

Session Summary Improvement in results happens through people. To what extent their improvement endeavours are random as opposed to being aligned with business goals is dependent on 2 things – scientific thinking and leaders coaching that way.
People who can iterate their way toward an endpoint via an unclear path are a tremendous asset to any business – they will be ready and capable of adjusting quickly to unforeseeable events brought on by changing customer needs. Reality these days?
Simply put, most organisations can’t afford to improve randomly anymore. Available improvement time (remember, production or the provision or service is always the main thing) must be used effectively and efficiently.
The key, scientific thinking, isn’t an innate habit but it sure can be developed through practise.

Learning Objectives In this session you will:

• Learn why scientific thinking is an improvement imperative for people in any service or manufacturing operation
• See for yourself how hard it is to adjust to really well developed habits.
• Understand the nature of hidden improvement routines in a very successful organisation.
• See how you can practise in order to turn such routines into habits in your organisation.

Session Title Scientific thinking and leadership skills in action

Session Summary Many businesses talk about the need to continuously improve. Few do it well. How do you get your people to work on what’s important to the business without continually pushing them and telling them that ‘you’ have a better way, that ‘you’ have the answer for them?
Imagine if you had a pattern in place across the business that drove improvement daily via small steps. Imagine if you developed your people such that they could facilitate change through solving problems and making improvements, daily. Would that be of benefit? Would your business be continuously improving?
Rather than trying to convince people of a way forward, convince yourself through this learn by participating workshop.

Learning Objectives It is important that your content ties in with the theme and objective of the event as described in 1.3 above and the keynote content summarised in Appendix One. Initial across please to confirm you have reviewed 1.3 above and Appendix One and listened to and/or watched any linked media.

Chair, Kata School Australasia

Frans Plugge

Session Title A very practical introduction to making progress through experimenting and scientific thinking

Session Summary Businesses will benefit quickly from their people taking small steps quickly in alignment with an agreed goal and based on what they’ve just learned. So how can we get such thinking and acting started? Why not let people see it firsthand as they will in this simple and quick introduction to scientific thinking and acting.

Learning Objectives

In this session you will:

• Experience scientific thinking.
• Learn of a simple way of introducing a scientific thinking pattern.
• Learn of two “kata” (patterns that can be practiced) that can be applied to aid the development of the skill of thinking scientifically.

Baptist Memorial Healthcare, Associate Administrator

Melanie Edens

Session Title Healthcare is all about people – the patient, the employees, the physicians.

Session Summary Healthcare is one of the most complex systems ever created because every customer, the patient, is different! There are hundreds of value streams with every patient encounter being unique. ‘Lean’ thinking is crucial in providing high quality, efficient care, at a lower cost. Improved healthcare can only be accomplished by motivating the employees and physicians to engage in process improvement throughout the organization. This has proven to be a difficult challenge since most healthcare professionals spend their entire careers focused on the medical aspects of patient care.

As leaders, it is our job to help others understand how process improvement and standard work contribute to a better overall experience for the patient, the employees, and the physicians. In every industry, whether manufacturing, healthcare, service, or government, we only “get results” through people. For this reason, “results through people” behaviours are the foundation of our management system for which we continue to develop supervisors in the skill of leading others with respect and humility.

Learning Objectives In this session you will learn how:

• Our “results through people” mentality has been deployed scientifically.
• We have increased patient, employee, and physician engagement results.
• Job Relations has been a crucial foundation for process improvement activities.
• Important work relationships are across the organization, not just with direct reports.

Andrew Harris

Kono NZ (LP), [Continuous Improvement Leader]

Darren McDonald

Session Title Thinking, leading and acting for improvement

Session Summary An associated business of Wakatū Incorporation, Kono NZ (LP) is a vertically integrated, family owned, Māori food and beverage business. An artisan producer and exporter of wine, cider, seafood, fresh fruit and natural fruit bars.

The heart of Kono is fervently in the improvement space. Yet, in 2017 the leadership recognised that progress with their improvement program had stalled. Factory based tools had been deployed but where now?
Darren has now been leading the Improvement Journey at Kono for the past two years. Hear how he and Kono have approached:

• Engaging leaders in their critical role in the transformation
• The importance of introducing “first principles” of Lean Thinking.
• Introducing “Toyota Kata” Pilots

He aha te mea nui o te ao
What is the most important thing in the world?
He tangata, he tangata, he tangata
It is the people, it is the people, it is the people
Maori proverb

Learning Objectives In this session you will learn the importance to Kono of:

• Not rushing in. When planning your journey first understand the current state – Go See/Ask Questions/Show Respect.
• Agreeing to a plan and performance measures with your Board.
• Establishing the “Pre-Toyota Kata” fundamentals –
  • Cultural Enablers – Our Pounamu program
  • Core Principles of Lean
• The release of patterns that can be practiced – the two Toyota Kata patterns.

Business Through People ApS, Partner and Senior Consultant.

John Vellema

Session Title Why do we need to focus on skills before titles? And what are the Foundational skills for frontline leaders and managers today and tomorrow?

Session Summary As a rowing coach I have never just told my team to row faster. So why should we do the same to our people in the production.

We need to set the scene for success, but have we given our frontline leaders and managers the skills to do this? And what fundamental skills do they need to succeed in leading their people and production?

In this session we will dig deep into these questions, and look at what companies John has worked with, what they have taught him and what they have achieved by focusing on these fundamental skills.

Learning Objectives In this session you will learn:

• Why slow is good.
• Why less is more.
• What are the 5 needs for a frontline leaders and managers.
• Why people over process.

Sales Shift, Director

Mike Boyle

Session Title Selling Change – A Deep look at the elements of successful change from 26 years of doing it

Session Summary In this short and energetic session Mike Boyle, the eyes resident sales scientist, will take us on a journey of selling change. If all sales interactions are a basic change process after all, then what can we learn from the best at it? This session will explore a number of core models that you could use daily, involve real life stories that started with sales change but were eventually enabled by leadership, vision, culture, process and tactical change tools and experiences. Mike will explore with us a proven change success model with a personal and organisational change success calculator. A fun session with a great take away. Mike will challenge, create thinking and uncertainty, be thought provoking and exciting; much like an expedition.

Learning Objectives In this session you will learn:

• How everyone sells and does not know it
• The art of the question
• The leadership, team and cultural enablers of change
• The Change Success Model for organisational change
• The Change Success Model for your personal change

New Zealand Defence Force - Senior Business Improvement Lead

Dean Spargo

Session Title Developing a Leader Standard Work System though a ‘test and learn’ approach

Session Summary The high-level journey of a 15-month transformational change of a back office operational process unit with 50 staff and 8 managers to lift productivity, clear backlogs and implement a leaders’ standard work system. Over the session the focus will be on the successes, learnings and the test and learn approach that was applied in redeveloping 8 managers’ roles with the goal of 40% of a leader’s week spent focused on behaviours, culture and improvement activities. Ensuring the improvements achieved over 15 months were sticky and embedding the start of sustainable continuous improvement culture in the unit.

Learning Objectives In this session you will learn:
Insights into developing a Leader Standard Work System though a test and learn approach
Focusing on the leaders/ managers role is a key factor in achieving a sustainable improvement culture
How training leaders/ managers to understand and apply Toyota Kata in their day to day role is a valuable tool in the leaders’ tool kit
Deploying a range of different improvement methods, tools and approaches in a bottom up approach is important in achieving transformational change in operational teams