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CHANGE AGENT SKILLS FOR
VALUE STREAM LEADERS

In their 1996 book Lean Thinking, James Womack and Daniel Jones defined the objective of a lean operation as creating a stream of value-added flowing to the customer. In 1999 Mike Rother and Jon Shook of the University of Michigan Japan Technology Management Program introduced "Value Stream Mapping" as a tool for identifying non-value in the current state of an operation and systematically transforming it into a leaner and more efficient flow.

This program is intended to further address the needs of those responsible for creating and managing value streams. The transformation from non-lean to lean operation does not simply happen from creating current state and desired state maps. Neither is it enough just to change the flow and physical layout of an operation. This may produce some short-term gains in efficiency, but they are seldom sustained. For lean principles to take root in an operation, the people, the culture and the organization must also make the transition to a new way of thinking and doing business. In other words, to succeed a value stream manager must also have the skills and abilities of a change leader.

What is a value stream leader? He or she is the person responsible for using lean principles and operating practices to establish, maintain and improve the value-added a production or service stream delivers to its customer(s). He or she is also responsible for developing and nurturing the vertical and horizontal relationship needed to establish, maintain and improve the value stream. The value stream leader needs a variety of skills and abilities to be successful but the following are the most essential to an effective change leader.

Kaizen Eye:		The ability to see non-value added in an operation and envision the improvements needed to transform the flow to a value stream that more efficiently and effectively achieves its business objectives. Included is the ability to question why current conditions exist and if they contribute to the value-producing purpose of the operation.
Communication:		The ability to tell a persuasive story explaining why transformation of the existing operation into a more efficient flow makes sense for the business and the people in it. Included is the ability to listen to, acknowledge and respond to concerns about the impact of the changes on those involved.
Transition Planning:		The ability to identify and address the human factors in an operation that must change along with physical conditions in the value stream to achieve the desired state. Included is the ability to facilitate the transitions in thinking and ways of operating that must occur in the organization, its people and its culture to establish and sustain the desired state.
Leadership:		The ability to gain the agreement and cooperation of the individuals and constituencies in an organization for the changes required to transform an operation to a desired state. Included is the ability to positively influence others based on presenting an inspiring vision, gaining participation by sharing responsibility and having credibility as an example of the values of the culture.
Coaching:		The ability to support the growth and achievement of others by facilitating their thinking in problem solving, decision making, planning and reflection. Included is the ability to stimulate and guide the awareness and thinking of others through sharing observations and asking questions.

Overview of the Series of Programs

Value Stream Mapping (1-2 days)

TOPICS:

• Value Stream Mapping: What is it and why do it?
• Creating and using a current state map
• Overview of lean principles and their impact on flow and efficiency
• Creating and using a future state map
• Overview of implementation of planning to achieve future state

OUTCOME: Development of Kaizen Eye skills and abilities

Making the Case for Lean Implementation (1 day)

TOPICS:

• Linking lean improvements to the objectives of the business
• How to create an effective business case
• How to tell a persuasive story for lean implementation
• Making it personal: What people need to adapt to change
• Responding to resistance to change

OUTCOME: Development of communications skills for creating a sound business case, telling a story that makes sense, listening to issues, acknowledging concerns and responding to resistance

Transition planning for Lean Change Initiatives (1 day)

TOPICS:

• Recognizing the human factors in change situations
• Things may change but humans have to make transitions
• Creating a transition map to prepare for change initiatives
• Interventions that facilitate transition and acceptance of change
• Planning for transitions to achieve lean change

OUTCOME: Development of the ability to identify the human factors that can impact a change initiative and the skills to plan measures that help people make successful transitions in those areas

Leadership through Positive Influence (1 day)

TOPICS:

• Introduction to the challenge of cross-functional leadership
• Your story as a leader: What you believe about leadership
• Recognizing your preferred influence style: sharing responsibility verses reliance on power
• Creating a future state vision that invites and inspires
• Positive influence in the face of conflict: It's a matter of style

OUTCOME: Awareness of preferred style and personal beliefs as a leader. Development of skills for inspiring with vision, gaining commitment by sharing responsibility and responding to conflict with positive influence techniques

Coaching for Sustained Improvement (1 day)

TOPICS:

• Overview of coaching:
  • What is a coach and what is success for a coach
  • Why a value stream leader needs to be a coach
  • Why effective coaching is more facilitating than telling
• The tools of a coach: Listening, Observing, Questioning, Seeking commitment
• Coaching for the long-term: Forcing them to think

OUTCOME: Development of coaching skills and abilities for contributing to the growth and performance of others by facilitating their thinking and learning from experience

© VWV 2000

Lean Transformations Group  |  Change Agent Skills for Value Stream Leaders