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Activity 1 10 reasons why implementation fails. please add your group list 

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Activity 1 10 reasons why implementation fails. please add your group list 

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what are you hoping to get out of session? what i the added value for you?

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what are you hoping to get out of session? what i the added value for you?

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who is with us? name, role, organisation, 

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who is with us? name, role, organisation, 

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A lean toolbox - introduction to lean leadership & strategy

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A lean toolbox - introduction to lean leadership & strategy

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Activity 2 Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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Activity 2 Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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Feedback - what are your top 3 takeaways?

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Feedback - what are your top 3 takeaways?

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Tammi Sinha, CI Lead, Univ of Southampton

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Tammi Sinha, CI Lead, Univ of Southampton

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explore current practice, learn and share, be challenged

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explore current practice, learn and share, be challenged

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Angela Knight, University of Southampton, Project Manager

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Fi Gavin, Hampshire County Council, Strategic HR Adviser - Strategic Workforce Planning Lead

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Debbie Cutler
Principal Data Analyst
Hampshire County Council

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Gemma Parker, Project Manager, University of Southampton

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Emran Soltani, MSc project management student, Lancaster University

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University of Portsmouth, Faculty Finance Manager

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How to lead with and against the stream

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Stuart Wood - Operational Excellence student/ joint founder of Lean Forum

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Stuart Wood - Operational Excellence student/ joint founder of Lean Forum

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Andrea
Systems consultant
Dstl Portsmouth

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Sharing methods around change/transformation that can be applied across disciplines

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Refreshing knowledge on Lean and understanding how to apply it to transformation

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Rachel McGregor,
Business Analyst,
University of Southampton

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Senior Business Analyst, Canterbury Christ Church University

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Business Support Manager, HC3S
Hampshire County Council

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Rebecca Prowting
Children's Services Business Support Manager
Hampshire County Council

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how to influence a more Lean practice in your institution, even if not in a  traditional position of leadership and even if the actual institution's Leadership is not interested in Lean!

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Refresh knowledge. links between lean and leadership, sharing ideas

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Tori Lindsay-Gordon
Service Improvement Project Manager
Transformation
Hampshire County Council

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Team Leader
University of Southampton

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HCC
Children's Services Transformation

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Continuous Improvement Manager
Roke Manor Research

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Lean Professional
Yunex Traffic

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Independent Coach / Mentor

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Sharing Lean ideas /concepts / tools / techniques over the next few months both online but really looking forward to the workshops!

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Sally Kidd, Triage Team Lead HCC Children's Services, Hampshire County Council,

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Refresh my Lean training. New team being developed so some structure to our new processes with Lean in mind at all times would be good!

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Chris Day
Assistant Head teacher in porstmouth

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How to influence people in leadership positions who are anti change/ just want to keep doing things the same way

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HCC, Programme Manager

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Rachel Gelormini, Transformation Manager at Hampshire County Council

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Business Performance Management & Continuous Improvement
University of Southampton

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Mark Trudgeon (he/him/his)

Team Leader - Business Intelligence, Performance and Improvement Manager
Hampshire County Counil

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Adam D'Arcy Wykes
Technical Standards & Performance
Draken

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New to lean practices and would like to further explore how to influence change even when not at a senior level

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Principal Consultant
Actica Consulting

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IT Manager - University of Southampton

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Room 3 - 10 Reasons why Implementation Fails

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Room 3 - 10 Reasons why Implementation Fails

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Adoption
Lack of Sponsorship
Failed Projects due to not doing the ground work - process not followed - team not invested in it (not trained)
Language and terminology not understood
Yet another methodology
Poor communication
Lack of trust
Previous failed attempts (long memory)
Not enough time given
Poor process mapping (not always accurate)

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Room 6:
Change fatigue
Lack of understanding of the change
Lack of leadership
Change load and being overburdened
Lack of senior sponsorship
Lack of training
Not feeling psychologically safe
People feel threatened and feel they can’t suggest change
Not feeling safe to challenge
Workforce not feeling engaged
doesn’t feel like a cultural change, more like a transactional change
Workforce not championing change
Too much focus on the tools
Not empowering people
Actual problem not addressed- wrong requirements?
Goalposts change during the change
Organisational measures of success not clear
People don’t want to change
People aren’t enabled to change
Change not reinforced
Think ADKAR,

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Academic, lean consultant, lecturer, Jagiellonian University in Kraków

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Buy in from all sides
Complicated solutions
Comfort zone is comfortable - Fear of change
Lack of awareness
Lack of frame of reference
Not seeing the benefits
Legacy of bad experience / flavour of the month
Fear of job reductions due to looking for efficiencies
Workload don't have time to do things beyond  day job
Not understanding what the real problem is
Unclear communication

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Senior managers are concerned about work it takes, want quick results
People at higher level use the skills, not those on the ground
Risk averse
Fear of failure
Lack of support
Lack of empowerment
Lack of direction/leadership
Lack of knowledge and consistency across the organisation

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-Getting and maintaining buy in
-Time and resourcing - competing priorities
-Optics of continuous improvement VS a project
-Leadership - lack of
Communications - poor (overuse of tools and buzz words)
-Cost? (E.g. IT system implementation)
-Silo working
-Supply chains / Partners - linked to programme - Stakeholder engagement
-General appetite to change - Fear
-Comms at the start outlining the resource and time needed for change
- 'We've always done it this way!!!'
-Failing to attach heart message.

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Business Analyst at the Institute of Cancer Research

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what makes it a project or CI, cost and resource, buy in of cost and buy in, failing to attache a heart message

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what makes it a project or CI, cost and resource, buy in of cost and buy in, failing to attache a heart message

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Understanding what others face as issues or successes to help improve process.

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statutory obligations, culture of risk averse, politics, governance, internal and external politics, pae - getting the pace right

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statutory obligations, culture of risk averse, politics, governance, internal and external politics, pae - getting the pace right

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Onsite Insights Visit Programme & Lean Forum - Part of S A Partners

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- Lack of support from the organisation

- Leadership that aren't well  informed or aren't committed to listening

- Concept or belief that it is a toolkit...underestimates the value of the lean culture aspects

- Need common language and perception of what CI/Lean is.... or there is a disconnect   lack of understanding

- Adopting it for the wrong reasons....just to save money....it  may not, so they drop it

- Changes of leadership can cause a collapse....eg police

- Comcell - quick meeting culture to set up the day / next step   raise new idea   and keep everybody informed

- Not having the tools or channels set u....to enable CI to happen after the consultants have left the building

- Fliiping the triangle....always underestimates how long this takes   Requires trust in the process

- Done by somebody with a belt.....and the BAU doesnt have the time to do it

- Not having it as a team culture

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Room 3 - Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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Room 3 - Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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Lack of understanding
Fear
Political pressure
Lack of will
The way that we work  - does Lean suit the need? Maybe the wrong tool
Not totally engaged
Culture eats strategy for breakfast (so needs to be tackled)

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Room 7: Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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Room 7: Reflecting on today’s topics what makes it so difficult for leaders to implement and sustain Lean (Continuous Improvement)?

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It is often linked to individuals and their own leadership styles. Compare it with successful football managers, they rarely stay in post for more than 5 years, then their methods no longer work. You need fresh ideas

Change doesn't always get the chance to become embedded

Political agenda, suboptimal prioritisation, hobby horses

Focus on processes, not on structure or the need for process

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Room 6:
Being alone in leading change: need to lead with other leaders.
Trying to lead change remotely e.g. with homeworking. Is the screen an emotional barrier?
If the knock-on impact of the change is perceived to be negative e.g. job losses.
Ability to persuade/convince workforce. Need to be authentic.
Internal unrest with the workforce if there is friction between the leader and the workforce.
Unresourced change- an additional load.
Gaps in ground roots of the organisation.
Putting necessary focus on the change.
Appreciating change costs!
Not enough focus on embedding the change.
Getting the simplicity vs complexity balanced.
What does the change mean in simple terms- communicate in the language the workforce understands.
Messaging crucial!

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Cultural differences
Use of jargon terms turns people off e.g. Gemba

People hear Lean and it becomes a turn off

The Why message of Lean is lost (the customer at the heart)

People who hold strong influence not on same mindset e.g. the reverse pyramid

Outside influences

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Why so hard for Leaders?
- Lacking frameworks, a system to include Gemba, training, culture. If this system isn't working within the culture we stand no chance.
- Misleading top down and bottom up - collaboration is key.
- 'IT' has to keep happening.
- The practitioners leave and must ensure that the culture is embedded.
- It has to be sustainable, systematic - IN YOU FACE all of the time!!! How are we improving, what are we doing today, what are we doing tomorrow. What are we planning.
- Buy in at all levels- explain the WHY and then the How and When!
- Breaking down the blockers. Focus on behaviours to deliver the results.
- Understand your teams - your people (your best resource), what are their goals, how do they align.
- Lead by example! Define the standard and live by it. Allyship.
- Try and keep trying. Influencing skills. (resistance)

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·        at Toyota the product is a car.... very defined and unambiguous...teaching or services have are a lot more wooly

·        Toyota did this very much from the top and it was driven into its DNA   replicating a culture seems to be not possible

·        We maybe have a rose coloured  view of Toyota

·        This is our success , not Toyotas and it is different, but not necessarily less successful

·        We may never be the same, as successful as Toyota, but that doesn't mean we are not successful

·        Tangible measure are difficult to get...data isn't available, so it is difficult to evidence the value - to the team or leadership

·        Services have a subjective customer voice quality that makes it  more complex

·        Humans like a beginning and an end....does CI go against this trait, as there isn't an end

·        People like to slip back into their old ways

·        Bad KPI and create bad behaviour / outcomes

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1. In Poland, managers are not pushed to change anything
2. Risk averse culture - easier / safer not to do anything.
3. Don't see the benefits because the pain of change is seen as too big - they see issues / problems

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Leaders are not pushed to change, they don't see benefits, and the change could be dangerous for keeping their position. The cultural and national perspectives should be considered, also organisational culture and type of organisation play a role (in public organisations there is a bureaucratic culture)

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Pepperoni Pizza
Lamb Dhanzak
and a sucker for a traditional pasty when on holiday

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We are not Toyota and so trying to replicate what they do is more of an idea. Let's find our own cultural equivalent!

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2. BSI Learning Pathway
3. Group discussions - loved hearing barriers

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1) Flip the triangle!
2) Utilize a Lean training programme top down and bottom up so everyone's on the same page
3) Important for people to see Lean as a journey, not a destination

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1. I have a great team and great manager which makes it easier to do CI.
2. Inverting the triangle, I am going to use that
3. Parkrun with Tammi

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Went well

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Culture and context is important when defining the way forward. Appetite to change is also important.

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1) Flip the triangle!
2) Utilise a Lean training programme top down and bottom up do everyone is on the same page.
3) Important for people to see lean as a journey, not a destination.

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Very well hosted and orchestrated 😊

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Nothing went wrong!

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I learnt how to paddle 🚣🏻‍♀️

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Felt like the right amount of time to cover the content - pace was good. Enjoyed the couple of group sessions. Tea break also appreciated.

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How I might take forward principles of lean leadership when I lead a team one day!

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I think I can take some of this and apply it to the cultural changes I am leading. Not everything applies but some does.

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constant guests trying to enter and chat ping notifications in background

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I like the Padlet board for capturing things, the space is a bit more confined than Miro or Mural, so easier to find stuff