Big Company Disease (Pascal Dennis)

Big Company Disease –
What is it? What

What’ss the Remedy?
Lean Pathways Inc
Pascal Dennis
© Copyright 2011 Lean Pathways, Inc. All rights reserved.

Lean Enterprise Institute and the leaper image are registered
trademarks of Lean Enterprise Institute, Inc.
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Today’s Presenter
Pascal Dennis
• Professional engineer, author, and lean advisor
• Developed lean skills at Toyota Motor
Manufacturing
f Canada
d
• Manager of operations, finance, HR, and health,
safety & environment
• Principal, Lean Pathways, Inc.
• Member of the Lean Enterprise Institute faculty.
• Author of Lean Production Simplified, Andy & Me,
G tti th
Getting the Ri
Right
ht Things
Thi D
Done - allll Shingo
Shi
Research Prize winners
• Most recent book: The Remedy - Bringing Lean
Out of the Factory to Transform the Entire
Organization
“Big Company Disease”

Learning Session
• At the Lean Transformation Summit 2011
– “Frontiers and Fundamentals”
• March 9 & 10, 2011

• Dallas,, TX
Lean Transformation Summit
March 9-10, 2011, Dallas, TX
“Frontiers and Fundamentals”
Also at the Summit

• Example companies: Acme Alliance, Coca-Cola, Ford,
Starbucks
• Keynotes by John Shook, Jim Womack
• Pre
Pre-conference
conference workshops,
workshops Panel Discussion
Discussion, Networking
• Register by Jan. 28, Save $400 (Past Attendee? Save
$100 more)
• Details: lean.org
Homework
• What is Big Company Disease?
• Draw out your answer

– Don’t worry if you “can’t draw” Big
Company
– Stick figures, arrows & boxes are fine Disease?
– Have fun!
• Purpose: to clarify,
clarify simplify & lock in
understanding
What is Big Company Disease?
Copyright 2010 Lean Pathways Inc.
Source: The Remedy – Bringing Lean Out of the Factory to Transform the Entire Organization
(Wiley: NY 2010)
Symptoms
• Silos -- unit efficiency, not overall effectiveness

– Internal connections?
– Customer connection?
• Alignment, focus?
• Standards?
• Problems visible?
• Shared, experiential learning?
Why Should You Care?
• Big company disease afflicts even the best…*

– Toyota
– Microsoft
– HP, Boeing, Disney, Merck, Xerox…
• It almost killed*
– IBM
– GM
– Other…
• Can it also afflict not-so-big companies?
* Source: How the Mighty Fall, by Jim Collins (McGraw-Hill: New York 2009)
Deming’s Deadly Diseases
• No constancy of purpose
• Emphasis on short-term profits
• Evaluation of performance
– Based on narrow, end-of-pipe metrics
• Management mobility
• Running the organization on visible figures only
Source: Out of the Crisis, by W. Edwards Deming (MIT CAE, Cambridge 1986)
Stages of Big Company Disease
• Hubris borne of success

• Undisciplined pursuit of more
• Denial of risk & peril
• Grasping for salvation
• Collapse into irrelevancy or death
Source: How the Mighty Fall, by Jim Collins (McGraw-Hill: New York 2009)
Homework
• What causes Big Company Disease?
• Draw out your answer

– Don’t worry if you “can’t draw” What
causes
– Stick figures, arrows & boxes are fine
BCD?
– Have fun!
• Purpose: to clarify
clarify, simplify & lock in
understanding
What is Hubris?
• Overbearing pride
• Arrogance
– The pride that blinds…
• He who the Gods would destroy, they first hold high…

• Pride goeth before destruction
Source: How the Mighty Fall, by Jim Collins (McGraw-Hill: New York 2009)
Contributing Factors
• Size – out of sight, out of mind…

• Complexity
– Many, deep silos
• Self-absorption; the inertia of large objects
–  “Product out” versus “Customer in” thinking
• Absence of shared concepts (e.g. TPS, DBS…)
– Multiple languages across silos
• How we keep
k score
– Standard cost accounting
Big Companies – then & now
Alignment
in 1950
I f
Informall
Collegial
Alignment
today?
1950
Today
Fewer silos
Less deep Many more silos
Less complex Much deeper
Much more complex
Source: The High-Velocity Edge, by Steven J. Spear (McGraw-Hill: New York 2010)
Spider Web Metaphor
How do complex
systems fail?
•Complex systems fail when wrong combo of filaments breaks at

the wrong time.
•So how do complex systems succeed?
How Do Complex Systems
Succeed?
• In nature complex systems in nature achieve order &
stability through application of simple rules
• E.g. birds successfully migrate year after year by
following rules:
– Try to go the same direction as all the other birds
– Try to stay in the middle of the flock
– Try not to hit anything…
• Can man-made systems achieve stability in this way?
‘Lean’ is……….
“A
A business system
business system involving all
employees which constantly pursues
the elimination of
elimination of waste & variation to
aste & variation to
shorten the lead time of a process.”
shorten the lead time of a process.”
A Business System…
• Most industries entail 3 phases

– Design
– Make
– Sell
• Where is most of the delay?
• Where do we usually focus?
– ….
•  The Remedy – Bringing Lean Out of the Factory
Factory…
Why Lean Outside the Factory?

nc.
Copyright 2010 Lean Pathways In
Design
Make
Sell
(Wiley: NY 2010)
Lean Outside the Factory
• Sales & Marketing

• Design & Engineering
• Planning & scheduling
• Distribution
• Retail
• Human Resources
• Other?
Homework
• What is Value in Sales & Marketing?
– …
– …
– …
• What kind of waste do we see in Sales & Marketing?
– …
– …
– …
• What are common mental models?
– …
– …
Homework
• Answer the same questions for

– Design & Engineering
– Planning & Scheduling
– Retail
– Finance
– Human Resources
– Other…
• What is Value?
• What kind of waste do we see?
• What are common mental models?
So How Do We Avoid Hubris?
• By applying Lean Fundamentals across the

entire value stream
– Strategy Deployment*
– The Four Rules
– And thereby making problems visible
* Reference: Getting the Right Things Done – a Leader’s Guide to Planning & Execution
by Pascal Dennis (LEI: Cambridge 2006)
We Begin by Defining…
(Wiley: New York 2010)
The Four Rules
1. All work is highly specified

1
2. Every customer/supplier relationship is direct,
binary & self-diagnostic
3. The pathway for each product & service is
simple, pre-specified & self-diagnostic
4. Problems are solved using scientific method at
l
lowestt level
l l supported
t d by
b a capable
bl teacher
t h
Rule 1: Standards –
All Work is Highly Specified
Rule 1: Embedded Tests

1. Pick horn & gun
g horn Keep 20 - 25 bolts in

g bolt through
2. Align
bracket (per diagram 1) Tool pouch
3. Align bolt into rad First hole from Right
support (per diagram 2) fender
& tighten Torque target 12 Nm

(Min 10 Nm,
Max 15 Nm)
Loose or cross thread
h d
Condition not allowed
(see diagram 3)
Rule 2: Customer-Supplier
Connections
• Direct
– Customers and suppliers communicate directly
• Binary
– Do/Don’t Do and Good/No Good signals
• Self-diagnostic
– Problems are immediately obvious
• Effect
– An
A information-rich
i f ti i h workplace
k l
Rule 3: Is this a simple, pre-

specified Pathway?
• We’re sorry, this slide will not be available as part of this
p
presentation.
Rule 4: Improvement
Our Problem Solving approach is:
• Structured
– It’s a “d
“drill”
ill”
• Standardized
– We share our approach laterally
• Self-diagnostic
– Every iteration contains tests
• People who do the work are responsible for improving it
• Each person is assigned a capable teacher
Strategic
Strategic
Strategic
planning
planning
planning System
initiative
initiative initiative kaizen
Kaizen
event
Kaizen
event
Action Flow kaizen
plan
Action
plan Kaizen
event
Daily individual
problem solving
Point kaizen
Reference: The Toyota Way by Jeffrey Liker (McGraw-Hill: New York 2003)
Homework
• Draw out the Four Rules of Lean

– Don’t
Don t worry if you “can’t
can t draw”
draw
– Stick figures, arrows & boxes are fine
– Have fun! The Four
Rules?
• Purpose: to clarify, simplify & lock in

understanding
What’s the Remedy?
(Wiley: NY 2010)
What Can Leaders Do?
• Understand the nature of Big Company Disease

• Develop a shared language of improvement &
disseminate it across the value stream
• Implement the Four Rules in your zone of control
• Improve how we keep score
• Other?
Keep It Light
Lean Laughs
What are you going to do
tomorrow?
• Come up with at least three ideas that will help alleviate
Big Company Disease in your organization
– …
– …
– …
– …
Recommended Reading
www.lean.org
www.amazon.com or www.barnes&noble.com
Contact Information
• Lean Enterprise Institute • Lean Pathways

• lean.org/summits • leansystems.org
• lean.org/workshops • [email protected]
• [email protected]
g • 416-424-3056
• 617-871-2900
Big Company Disease –

What is it? What’s the Remedy?
y
Questions & Answers

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What is Big Company Disease?

What is Big Company Disease?

What are the symptoms of Big Company Disease?

What are the symptoms of Big Company Disease?

Big Company Disease –

What is it? What

© Copyright 2011 Lean Pathways, Inc. All rights reserved.

• To enlarge slides, use the magnifying glass icon just

“Big Company Disease”

• March 9 & 10, 2011

Also at the Summit

• What is Big Company Disease?

• Draw out your answer

• Silos -- unit efficiency, not overall effectiveness

• Big company disease afflicts even the best…*

Deming’s Deadly Diseases

• Hubris borne of success

• What causes Big Company Disease?

• Draw out your answer

• He who the Gods would destroy, they first hold high…

• Size – out of sight, out of mind…

Spider Web Metaphor

•Complex systems fail when wrong combo of filaments breaks at

• Can man-made systems achieve stability in this way?

• Most industries entail 3 phases

Why Lean Outside the Factory?

• Sales & Marketing

• Answer the same questions for

So How Do We Avoid Hubris?

• By applying Lean Fundamentals across the

The Four Rules

1. All work is highly specified

Rule 1: Embedded Tests

g horn Keep 20 - 25 bolts in

3. Align bolt into rad First hole from Right

support (per diagram 2) fender

& tighten Torque target 12 Nm

Rule 3: Is this a simple, pre-

• Draw out the Four Rules of Lean

• Purpose: to clarify, simplify & lock in

What’s the Remedy?

• Understand the nature of Big Company Disease

• Lean Enterprise Institute • Lean Pathways

Big Company Disease –

Questions & Answers

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