Developing Lean Leadership skills via a Lean Academy for the Maintenance teams
The Maintenance Modernisation (MM) Programme is modernising the Asset Operations (AO) directorate, which performs most of London Underground’s maintenance.
As LU’s Lean Delivery Partner, Turner & Townsend Suiko is supporting the front-line teams in implementing Lean. Recognising that Lean leadership engagement and commitment is a key ingredient in the pursuit of eliminating waste, we were asked to create, run and develop the internal Business Improvement team in delivering a Lean Academy – the first course of which focussed on Lean Leadership for the front-line, middle and senior managers.
Objectives of the course
– Understand the key components of a successful Lean deployment and describe the steps required to achieve this
– Lead by example in the application of Lean Thinking to transform and continually improve ways of working
– Be an active and visible supporter of Lean improvement within the TfL organisation
– ‘Learning by doing’ through value-adding projects completed within 16 weeks
– Actively embody Lean Leadership behaviours
The 10-day ‘learn by doing’ Leading Lean course is divided into two five-day sessions, with a period of 3-6 weeks between them. It is focused on providing managers with practical experience where they build knowledge and understanding to enable their front-line teams to pinpoint problems and deliver improvements.
Lean leadership engagement and commitment is an essential ingredient in the pursuit to pinpoint and eliminate waste. By providing support, guidance and coaching, TfL’s leaders have a crucial role to play to make sure Lean principles and behaviours become second nature.
(1) Lean principles and sustainability
• A brief history of Lean
• Lean principles
• Identifying and eliminating waste
• ‘Go See’
(2) Learning to solve problems
• Introduction to problem solving
• Stage #1 – Understand the current situation
• Stage #2 – Quantify the current condition
• Stage #3 – Explore possible causes and root causes
• Stage #4 – Identify the root cause and best countermeasure
• Stage #5 – Implement permanent fix and verify
(3) Learning to lead Lean change
• Lean maturity and sustainability
• Flexing your leadership style
• Direction setting and visualisation
• Effective communication
• Engaging and motivating my team
(4) Learning to see value and waste
• Introduction to value stream thinking
• Capturing current process flow
• Capturing current information flow
• Analysing the current state
• Creating future process flow
• Creating future information flow
(5) Learning to sustain improvement
• Visualisation meeting – Leadership and behaviours
• Leadership standard work
• Process confirmation
• Enacting our behaviours
Making the difference
On average, an improvement project is expected to deliver between £100k and £150k of benefits to TfL, plus the Academy is helping to embed much larger savings in the wider Lean roll-out.
Just finished Day 4 of the new ‘Leading Lean’ course being run at our new Lean Academy at REW in Acton. My head hurts! Haven’t had to learn so much so quickly in a long time! Spent today developing Value Stream maps for brake overhauls on the Bakerloo line. Sounds simple!?
Matt Hancox, Head of Network Planning & Services (NP&S)
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