Lean Enterprise Institute Logo
  • Contact Us
  • Newsletter Signup
  • Cart (0)
  • Account
  • Search
Lean Enterprise Institute Logo
  • Explore Lean
        • What is Lean?
        • The Lean Transformation Framework
        • A Brief History of Lean
        • Lexicon Terms
        • Topics to explore
          • Operations
          • Lean Product & Process Development
          • Administration & Support
          • Problem-Solving
          • Coaching
          • Executive Leadership
          • Line Management
  • The Lean Post
        • Subscribe to see exclusive content
          • Subscribe
        • Featured posts
          Get On Your Sneakers and Start Conversations, Learning How to Create End-to-End Excellence

          Transforming Your Organization with Lean Thinking and...

          Edgar Schein and John Shook at the Stanford Lean Healthcare Academic Conference.

          In Honor of Dr. Edgar Schein: A...

          • See all Posts
  • Events & Training
        • Custom Coaching and Learning Experiences
        • Co-Learning Partnerships
        • Forms and Templates
        • Featured learning
          • Lean Summit 2023

            March 08, 2023 | Optional Pre-Summit Workshops March 6-7
            Tucson, Arizona

          • Key Concepts of Lean Management Remotely 

            March 13, 2023 | Online Live Course

          • Building a Lean Operating and Management System 

            March 21, 2023 | Boston, MA

          • Improvement Kata/Coaching Kata Remotely

            April 10, 2023 | Online Live Course

          • See all Events
  • Store
        • Shopping Cart
        • Featured books
          Managing to Learn: Using the A3 management process

          Managing to Learn: Using the A3 management process

          Learning to See

          Learning to See

          • See all Books
  • About Us
        • Our people
          • Senior Advisors and Staff
          • Faculty
          • Board of Directors
        • Contact Us
        • Lean Global Network
        • Press Releases
        • In the News
        • Careers
        • About us

The Lean Post / Articles / Get On Your Sneakers and Start Conversations, Learning How to Create End-to-End Excellence

Article graphic image with repeating icons

Executive Leadership

Get On Your Sneakers and Start Conversations, Learning How to Create End-to-End Excellence

December 4, 2013

Take a (gemba) walk on the sustainable improvement side with Ingersoll Rand.

FacebookTweetLinkedInEmailPrintComment

Getting everyone out of their silos is a tough job. Are you up to the challenge? Can you inspire, nudge or otherwise spark the understanding and action needed for collaboratively achieving potential end-to-end organizational excellence? No pressure, just suggestions and observations along these lines were served up by Jim Womack, senior advisor to the nonprofit Lean Enterprise Institute, in his keynote presentation during AME’s recent conference in Toronto. Accompanying Womack in the session was Todd Wyman, senior vice president, global operations and integrated supply chain for Ingersoll Rand.

Changing the world in a positive way requires breakthrough methods, Womack said. Senior leadership needs to understand the need for new approaches, setting aside the old standbys such as handing down commands to all those who follow as well as suppliers, distributors and retailers. Creating a different model – one that encompasses all parties in the value stream – challenges leadership and others affected by potential changes. “When these worlds come together, the customer can get lost in the thicket,” cautioned Womack. Horizontal management – looking end-to-end in your value stream – is needed, for the customer to prevail.

“You need to have a plan for every value stream,” Womack said. “When you’ve made progress, pick an end-to-end value stream, then take a walk with everyone who touches the value stream.” Start a conversation, ask questions about “what” and “why” and speak respectfully, he suggested. Discuss your learnings with all affected parties, reaching an agreement about findings and possible improvements. Next, tote it all to the COO, aiming to get everyone out of their silos and pave the way for needed changes. “Then monitor the value stream – how it actually works – on a continuing basis,” suggested Womack.

Lessons from Ingersoll Rand
This inclusive approach works well at Ingersoll Rand, reported Wyman. What he termed horizontal leadership – team-based activities engaging plant management, then product marketers and production folks — helps to create a more involved workforce and a more effective organization.  Daily management – standard work, takt time monitoring, one-piece flow, visual management, problem solving and gemba walks – supports day-by-day, sustainable progress. Executives previously managed from their offices. Now, going for a walk to see various processes is a more prevalent habit.
These changes reflect the Ingersoll Rand commitment to continuous improvement – its Path to Premier Performance – launched several years ago. Wyman said the company embarked on this journey after benchmarking against other companies and adapting others’ ideas for its own environment. Among the key concepts in this quest for improvement: growth through innovation and operational excellence as well as a progressive, diverse and inclusive culture.

In addition to operational metrics, the company also keeps tabs on engagement through periodic surveys. The most recent survey results show increased engagement by employees, even as the company receives more kudos from customers and suppliers. Despite such progress, “There’s still a long way to go in this journey,” said Wyman. Ingersoll Rand brands range from Schlage to Thermo King, Trane and many others.

New Ways of Working Together
Non-traditional give-and-take between functions and new ways of working together can be uncomfortable and messy. Yet it’s this sort of dialog that leads to sustainable performance improvements, according to Womack. He contrasted this collaborative, more effective approach with the less-successful, traditional method – the senior executive reviews sales and orders, decides to remedy perceived supply chain snafus and then changes the schedule without input from the various affected functions. “When you’re leading from the gemba, you’re asking questions, not just talking about answers,” Womack said.

“Get on your sneakers and go to the gemba,” Womack advised. You’ll start to learn more about what’s actually going on in the gemba – and possibilities for making things better, maybe even changing the world.

FacebookTweetLinkedInEmailPrintComment

Leave a Comment Cancel reply

Your email address will not be published. Required fields are marked *

Related

Transforming Your Organization with Lean Thinking and Practices

Executive Leadership

Transforming Your Organization with Lean Thinking and Practices

Article by John Shook

Edgar Schein and John Shook at the Stanford Lean Healthcare Academic Conference.

Executive Leadership

In Honor of Dr. Edgar Schein: A Tribute to a Giant in Organizational Theory

Article by John Shook

customer satisfaction icons

Executive Leadership

How Can Lean Help Manage the Costs and Complications of Satisfying Customers During Rapid Growth?

Article by Michael Ballé and Nicolas Chartier

Related books

The Gold Mine (Audio CD)

The Gold Mine (Audio CD)

by Freddy Ballé and Michael Ballé

The Gold Mine Trilogy 4 Book Set

The Gold Mine Trilogy 4 Book Set

by Freddy Ballé and Michael Ballé

Related events

March 08, 2023 | Optional Pre-Summit Workshops March 6-7
Tucson, Arizona

Lean Summit 2023

Learn more

April 17, 2023 | Online Live Course

Developing Structured Problem-Solving and Leadership Skills using A3 Thinking: Managing to Learn Remotely

Learn more

Explore topics

Executive Leadership graphic icon Executive Leadership
Operations graphic icon Operations
Line Management graphic icon Line Management

Subscribe to get the very best of lean thinking delivered right to your inbox

Subscribe
  • Privacy Policy
  • Sitemap
  • LinkedIn
  • Twitter
  • YouTube
  • Instagram
  • Facebook

©Copyright 2000-2023 Lean Enterprise Institute, Inc. All rights reserved.
Lean Enterprise Institute, the leaper image, and stick figure are registered trademarks of Lean Enterprise Institute, Inc.

This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. Learn More. ACCEPT
Privacy & Cookies Policy

Privacy Overview

This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may have an effect on your browsing experience.
Necessary
Always Enabled
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Non-necessary
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.
SAVE & ACCEPT
Share this ArticleLike this article? Email it to a friend!

Email sent!