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We Help Operations Managers to Conceive and Actualize Their Industrial Visions Based on the Lean Manufacturing Culture

We Help Operations Managers to Conceive and Actualize Their Industrial Visions Based on the Lean Manufacturing Culture

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WITHOUT TEAM BUILDING, LEAN PRODUCTION CAN NOT EXIST! 

 

Lean production is founded on teamwork

Not training your leaders in team building means putting any lean project at risk of failure.

If your work groups have been trained in Lean methodologies but fail to produce effective improvement ideas, this is likely due to the fact that the group is unable to move from group status to team status.

Often after a quick training focused only on lean production tools, lean managers are asked to be immediate, able to:

  • Motivate and inspire their collaborators.
  • Motivate and inspire new people.
  • Lead a work group to achieve important results.

To actualize the culture of lean production, it is not enough to know only its methodologies!

The Lean production transformation process is recognized as one of the most difficult to achieve, but Lean managers and supervisors are often left without preparation (if not the technical one) to bring team members to realize the profound mental changes that Lean requires.

Designated team leaders find themselves at the mercy of the diverse personalities of team members, conflicting points of view, and in the midst of conflicts that naturally arise during activities.

It is also easy to say that they are wrong, that they do not know how to create a group, that they do not know how to communicate that they do not know how to motivate etc.

But have we ever trained them in team-building skills?

What are the Team Building skills that if not trained put any Lean project at risk?

The NON-knowledge of the development cycle of the Groups.

  • Since 1959 the science of sociology has established which are the phases of the "group development cycle"; not knowing them means not knowing what to do to ensure that the group can achieve success.
  • At a managerial level, knowing the phases of the group development cycle means being able to effectively organize the Lean program and reduce its costs.

Not knowing how to listen to BLOCKING ideas for improvement.

  • In Lean production, it is vital to have a flow of new ideas for improvement but this becomes impossible when the team leader does not know how to use listening techniques to stimulate new ideas.
  • A company that does not listen cannot draw on the mine of ideas constituted by the experience of its collaborators and will be forced to buy improvement and innovation at a high price from outside.

Not knowing how to support the group in difficult times.

  • When members of a group go through conflicting work phases they can easily feel excluded and choose to disassociate themselves from the group. A good team leader can read the warning signs and intervene appropriately.
  • Knowing how to support means that the failure of a workgroup is difficult to happen and this allows you to schedule Lean activities by increasing their frequency, thus obtaining results in advance.

Right questions, great results; bad questions mediocre results.

  • Certain questions can provoke long, useless, and boring discussions; others stimulate the team and guide it towards unthinkable achievements. If the team leader knows how to use the power of questions, the effectiveness of the team improves.
  • When the teams are engaged in problem-solving activities guided by the right questions, the quality of the improvement ideas is accentuated, thus bringing significant economic results from the Lean program.

Asking questions to find precise information

  • During the activities dedicated to problem-solving, the discussions and solutions of the participants in a workgroup can often diverge greatly from the original objectives and be sterile.
  • A team leader trained to ask precise questions (according to the meta-model technique) can easily make the group continually focus on the truly important aspects and lead them to respond precisely to the construction site objectives.

Asking questions to elicit innovative solutions

  • In some situations, work groups are confronted with problems for which they struggle to find truly performing solutions. The risk is that the mountain of ideas produced will only produce an idea as small as a mouse.
  • In these situations, a capable team leader can use the questioning techniques generated by the Milton model. Knowing how to ask these questions means you can make it easier for the group to produce innovative ideas.

The art of managing conflicts

  • During the development cycle of a group it is normal for conflicts to occur between members, a true team leader must be able to identify in advance the signs that lead to a conflict and know the levers to defuse the dangerous explosion of the group.
  • Unmanaged conflicts in work groups lead to the failure of any implementation of Lean production, the costs, and frustration of the company can be destructive to it.

Not understanding the CHARACTER of the members of the group.

  • In each work group, there are participants who have different characters with different stories and experiences. It is of fundamental importance that the team leader is aware of the differences of each and that he knows how to value them.
  • When the company manages to make different personal characters work together, it manages to maximize its operational and economic performance.

Not knowing how to create MOTIVATION in-group members

  • How is motivation created in people? Some team leaders know how to instinctively create motivation even without knowing how they are doing it, others are not naturally gifted, struggle and eventually demotivate the group without wanting to.
  • When the participants in the Lean process are motivated, the level of absenteeism is lowered, the number of improvement actions created increases dramatically, and support for company policy is ensured.

Without teamwork, it is not possible to realize the culture of Lean Production.

The choice to train Lean managers and leaders in the role of the team leader is a technically obligatory choice.

Unfortunately, normal Lean consulting programs do not provide training modules for team-building methodologies and this is one of the most important reasons for their high failure rate.

To meet this lack, the Kaizen Coach team has developed the training:

"Team Building 4 Lean Production"

Models and tools for success in the management of work groups

In 4 separate sessions, organized according to a mode of presence in the training room or online your Lean managers, bosses and team leaders will learn the most advanced methodologies to create, manage and motivate Lean work groups.

Training program

Day 1

Assessment
Assessment of your level of competence

The communication tools
The assumptions of NLP and Neurosemantics

Listening:

  • The art of being present to the other person
  • Sensory perception skills
  • Eye accesses and questions for access
  • Calibration exercises
  • Listening and representations
  • Trying to listen to the film
  • Listening to representations in speeches
  • Evaluation of listening

The support:

  • The concept of synchronization
  • Physiological synchronization
  • Verbal synchronization
  • Conceptual Synchronization (meta-synchronization)
  • Flexibility of perception
  • Evaluation of the support

Exercises on the Gemba
Exercises and Evaluation of listening and synchronization skills

Day 2

Good formulation of objectives

  • The SCORE model

Emotional
States Neuro-linguistic

  • States Management of emotional states - the basics
  • Competence of elicitation of states
  • Accessing states and anchoring them
  • Anchoring
  • Assessment of induction

Techniques:

  • Spheres of excellence
  • Swish
  • Double dissociation

Gemba
Exercises and Lean goal assessment

Day 3

The art of asking questions

  • Questions to obtain precise information.
  • Introduction to the Meta-model
  • The questions that inspire solutions
  • The meta levels of language
  • The categories of the Meta-model
  • Questions and their effect

Exercises on the Gemba
Assessment of the ability to ask questions

Day 4

Knowing how to identify mental patterns

  • Identify
  • Definition of Meta-Programs
  • The Meta-Programs Model
  • Individualizing Meta-Programs
  • Mastering Meta-Programs

Techniques:

  • Changing Meta-Programs

Gemba Exercises

  • Identifying Meta-Programs
  • Changing Meta-Programs

Turning your Lean managers and bosses into effective team leaders is:

  • The best way to cut lean adoption times by 50%.
  • The tool to get from the group the solutions that allow you to make improvements in double-digit percentages.
  • The tool to make the improvement truly continuous over time.

To better explain the contents and advantages of this training, we have developed a presentation in a Pdf file that you can receive via email.

To request the presentation today, you can fill in the form below.

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