Category Archives: Leadership

Mitä vaaditaan Lean-ajattelun johtajalta?

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Lean-ajattelu yleistyy kovaa vauhtia erilaisissa yrityksissä. Toimintafilosofia on ollut käytössä aiemmin ja sana “Lean” tuli ensimmäisen kerran tutuksi 1980-luvulla. Lean-toimintamalli on muodostettu pääosin Toyotan tuotantoperiaatteiden pohjalta. Lean-toimintamalli on erittäin laaja ja ei aina helposti selittävissä. Wikipedia määrittelee sen seuraavasti:

“Lean pyrkii siihen, että oikea määrä oikeanlaatuisia oikeita asioita saadaan oikeaan aikaan ja oikeaan paikkaan ja oikean laatuisena. Samaan aikaan vähennetään kaikkea turhaa ja ollaan joustavia sekä avoimia muutoksille.”

Lean-ajattelussa puhutaan usein “virroista”, jolloin tekeminen ikäänkuin virtaa koko ajan prosessissa eteenpäin. Lean-toiminnassa organisaatioille on oltava selvää seuraavat asiat:

Selvä tekemisen merkitys – Mitä arvoa tuotamme asiakkaillemme menestyäksemme järjestelmällisesti?
Prosessiosaaminen – Arvovirtojen tulee virrata läpi suunnittelun, tekemisen ja loppukäyttämisen.
Ihmiset – Jokainen työntekijä on tärkeä osa arvovirran tekemistä, mukaanlukien tukivirrat. Jokainen työntekijä ylläpitää ja parantaa virtauksia jatkuvasti.

Esimerkiksi peliyrityksen arvoa asiakkaille ei ole mahdollisimman suuri liiketulos vaan se, että peliyritys on olemassa viihdyttääkseen asiakkaitaan. Pelien (tuotteiden) tehtävä on tehdä pelaajien elämästä hauskaa ja iloista. Pelejä esitellään ideatasolla jo loppukäyttäjille. Kehityksen aikana julkaistaan erilaisia kehitysversioita, jotta tuote palvelisi lopullista tarkoitustaan. Jokainen työntekijä testaa erilaisia kehitysversioita ja on tietoinen missä kohtaa kehitys on menossa.

Mihin useimmat organisaatiot kompastuvat?

Useimmilla organisaatioilla tekemisen merkitystä ei ole selkeästi määritelty asiakkaan ongelmien ratkaisun kannalta vaan omien ongelmien kannalta. Organisaatiolle ei ole selvää mitä arvoa yrityksen tuotteet ja palvelut antavat yrityksen asiakkaille.

Prosessit eivät ole selvästi määritelty ja virtausta ei synny. Tai jos virtausta syntyy, se pysähtyy aina jossain välissä tuotantoa. Ihmiset eivät ole myöskään sitoutuneet optimoimaan koko arvovirtaa vaan ainoastaan korkeintaan sitä kohtaa missä työskentelevät.

Lean-johtaminen ja mitä se vaatii johtajalta?

Lean-johtaminen luo siis organisaatiolle merkityksiä. Merkityksiä syntyy, kun ratkaisemme aitoja ongelmia. Lean-johtamisessa tunnistetaan tuotteiden arvovirtoja erilaisille asiakkaille. Hyvä johtaja tunnistaa asiakkaiden kokemia arvoja. Lisäksi hän tekee arvovirrasta näkyvämpää koko organisaatiolle. Esimerkiksi tapahtumassa selviää, että osallistujille puhelimen latauspiste on erittäin tärkeä. Hyvä johtaja tiedottaa tästä eteenpäin koko organisaatiota.

Lean-toimintamallissa jokaisesta prosessista on joku vastuussa. Jokainen prosessista vastaavaa henkilö tekee nykyisen prosessin kunnon selväksi jokaiselle. Kehittää prosessia eteenpäin ja ottaa vastuun toteuttamisesta. Tekee kehitetyn prosessin nykytilan selväksi jokaiselle. Kehittää sitä edelleen jne. Hyvän johtajan tehtävä on auttaa ihmisiä kantamaan vastuuta ja kehittämään prosessejaan.

Lean-johtajana kehittyminen vaati työtä ja soveltaminen arkisessa johtamistyössä ei aina ole helppoa. Toyota on määritellyt johtajiensa tueksi kolme yksinkertaista sääntöä, joilla he vahvistavat Lean-ajattelua organisaatiossaan.

Mene katsomaan ja olemaan läsnä
• Johtajien tulee vietää aikaa tehtaan lattialla

Kysy miksi
• Kysy “Miksi?” kysymyksiä päivittäin

Osoita kunnioitusta
• Kunnioita ihmisiäsi

Mitä voisivat olla sinun toimesi, joilla Lean-ajattelua voitaisiin lisätä organisaatiossasi? Saako teillä kysyä riittävästi “Miksi? kysymyksiä? Asetatteko oikeita mittareita oppimisen ja tekemisen tueksi?
Kirjoitus on julkaistu Johtajuus.com -sivustolla

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Nordic Business Forum 2014, Notes from Sir Ken Robinson

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Sir Ken Robinson is well-known professor who speak lot’s of school systems. All his Ted speech is founded here: http://www.ted.com/speakers/sir_ken_robinson

The presentation in Nordic Business Forum is fun and encouraging. I have been honour to studied school in Finland, which is pioneer of education. This is one reason why I doesn’t get so much taught from this presentation, but I try to give something new thinking and opinions.

What is the biggest change of human history?

There is more people living earth than ever. Now we have about seven billions.

They are calculated that if we use earth resources like average USA consumption, the resources of earth can maintain 1,5 billion people. That means that we consumer lot more.

Second big think to understand is how we have access to knowledge. Todays all information is on our pocket and trough our cellphone we can reach knowledge all over the world. We don’t have to go libraries anymore to find out thinks.

History has showed that nothing stays still very long. Our brain is not sufficient to imagine what kind of useful and not useful thinks people invent in the future. It’s part of human nature that it’s invent new and it can’t be stopped.

What kind of place future school should be?

Because of easy access to information, future schools can be place we people try to learn memory thinks. Future schools should be environment which encourages people to use their creativity and skills to learning by doing. The method of studying is mostly the need based learning.

Every generation have to invent democracy

This sentence means that generations have to invent their own thinks. It’s part of their independency process. It’s also mean that trough the time of history, every democracy has been dislodged from the people. Then people have find out new ways to build up democracy again. Social Media is great example how people fight back if the coverment try to control them. People have organise virtual protest agains bad decisions. When government try to control internet, hackers have build their own internet -network.

Inventing democracy means that generations find out their own ways to keep up democracy in the world

Creative and different thinking

1. We are living time of revolutions

2. To beat revolution, we have to think differently

3. We have to dare to do thinks differently

“Technology unleash new creativity”

Creativity is butting you imagination on work. You create your own life, because every people is unique and life is organic, like self-learning process, not linear.

What toxicated you?

See potential of people. Courache them to find it and believe it. Find out your own potential. You must remember to train to bring up your talent.

We live world of ideas, values and feelings

Create environment were people can flourish. Creative culture is were everyone can have ideas

Imagine -> Creativity -> Innovation

Nordic Business Forum 2014, Notes from Jim Collins

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Jim has several books and maybe best knowing is “good to great”. The main thinks of his presentation is the books and most of speech are seven characteristic below:

Seven characteristics of companies that went from “good to great”

* Level 5 Leadership: Leaders who are humble, but driven to do what’s best for the company.
* First Who, Then What: Get the right people on the bus, then figure out where to go. Finding the right people and trying them out in different positions.
* Confront the Brutal Facts: The Stockdale paradox—Confront the brutal truth of the situation, yet at the same time, never give up hope.
* Hedgehog Concept: Three overlapping circles: What lights your fire (“passion”)? What could you be best in the world at (“best at”)? What makes you money (“driving resource”)?
* Culture of Discipline: Rinsing the cottage cheese.
* Technology Accelerators: Using technology to accelerate growth, within the three circles of the hedgehog concept.
* The Flywheel: The additive effect of many small initiatives; they act on each other like compound interest.

Source: Wikipedia

My notes in addition of Collins basic methods. They present my own thinking.

“Good is the enemy of the great”
– When think you are good enough, you stop learning and developing. Great companies are never ready. They like developing.

“Is dangerous study success”
– Why is that? I think that Jim means the feeling you get when you study best companies. You find out facts you don’t like or you don’t find anything easy explain.
– That is the key why every company have build their own culture of success.

“What is the great enterprise?”
– It fill is purpose
– People miss you
– I think that this means, that people want belong your company and be proud of it. They want service something bigger than just financial results end of year. They want change the world. Even they don’t say it.

“Great organisations don’t need leaders”
– That means that clever individualist will organise theirs jobs. Somebody is always leading something but team choose best people every needs

“Great leaders have charisma”
– People follow great leaders even if they to not have to
– This is think you should practise example leading volunteers who needs inspiring and motivating without money

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“Going to fourth level leader to fifth level leader means, that you have to start lead networking”
– You of course can have small team and processes but it means, that you are not the leader who controls everything
– Power of networking are huge. They expand faster than anything but they still need leaders

“Right people to right bus”
– Who is in your team. What if you can’t change the team?
– Best way to build up your favourite team is educate and coach them. You can’t always change the people. Leaders job is help people to grow and learn

“My mission is to get full bus of great people.
My job is the help my people to be great.”

– Jari Junkkari 2014

“Why some leaders fail and some not even the same environment?”

Fanatic discipline
Empirical creativity
Productive paranoia

– Fanatic discipline keeps you on track; empirical creativity keeps you vibrant; and productive paranoia keeps you alive
– You should never lose your discipline. Most companies and people will be successful because they create their own success by step by step
– They learn trough the trip, but they have discipline to do thinks

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“Innovation doesn’t win”
– It’s how they innovate and how they scale it
– First you should validate and validate then shoot the big gun

“Productive paranoia”
– What can take us out of the game?

“Business oxygen is cash”

“I want to be dumbest person in the room”
– This way you can learn every people. Great leaders remember that other people are best people for their jobs.

“What is your big hairy audacious goal?”
– What really motivates us. Don’t fear change to wordl

“Life is people”

“Return of luck”
– What you do when you get luck? Good or bad?

“Live is a long game. Not just single hand game”

“What you should stop to do?”
– Do you own don’t do list. It’s important decide what you stop because you can’t go forward

“How you can be useful?”
– You should help people

“Winning together is funnier”

 

Questions to ask

* How you define success? What are your metrics?
* Why some leaders fails on same environments?
* Do you and your company to be good or great?