Effective Lean Leadership Behaviours Training

 

Background

The UK aerospace sector is the leader in Europe and number two worldwide. With 3,000 companies and 230,000 employees, the sector creates massive economic benefits for the UK. The aerospace industry is expected to double in size over the next 10 years.

Sharing in Growth is an ambitious transformation programme which raises the capability of UK aerospace suppliers in order to share in the growth of aerospace and other global markets.

SiG is tasked in delivering a £250M programme of intensive four-year business transformation to over 60 UK suppliers [beneficiaries].

The scheme provides concentrated training and development programmes, tailored to the assessed needs of each supplier and targeted to world-class standards of performance. The training and development cover all relevant disciplines, including lean operations, manufacturing processes, purchasing, cost modelling and lean leadership.

Project7 was selected back in 2014 as one of SiG’s key delivery experts with the design and delivery of Leadership training.

Challenges

Sharing in Growth’s main challenge was to train the leadership teams of the beneficiaries in a consistent and effective way.

Project7’s proposed solution was to create a six-day training programme, aimed at the beneficiary’s leadership teams, that would accommodate their Executive teams through to middle management.

The programme would need to be split into three two-day modules to ensure that the beneficiaries would be able to commit to the training and still be able to run their business.

We were also asked if we could “tune” the training based on each beneficiary’s specific development opportunities.

The training would be focused on four main Leadership Development categories:

  • Strategic – This provides the vision and direction for the growth and success of an organisation to successfully deal with change. All executives need the skills and tools for strategy policy formulation, deployment, and implementation.
  • Integrative – This concerns being confident enough of one’s own self and skills to fully integrate the skills and talents of other members of the teams. It requires relationship skills to discover a team member’s talents and to create an environment in which that diversity of talent can connect to achieve company goals.
  • Operational – This drives the fundamentals of the business and ensures everybody remains focused on the key drivers of the business on an hourly, daily and weekly basis. It promotes the use of problem solving, teamwork, abnormality management, and developing others.
  • Behavioural – Understanding the different types of leadership behaviours, such as situational leadership, cognitive leadership and supportive leadership, and gaining exposure to these traits.

Solutions

Project7 designed the following six-day Effective Lean Leadership Behaviours [ELLB] training programme, with an additional “Day 0”, to deliver the following:

Day 0:
A Project7 facilitator conducts a one day “Go-Look-See” activity in the beneficiary’s company to meet with their Leadership team and their SiG representative, and to understand the current challenges and performance. The output of this visit aids the facilitator in tuning the material and narrative to address their specific issues within the training.

Phase 1: Days 1 & 2 [“Strategic: Everyone Understands How Their Contribution Counts” & “Integrative: Leading with Humility”]

  • Role of the Leader: Understand The Six Guiding Principles
  • Policy Deployment: Turning Strategy into Action This stage is followed by a 4 – 6-week gap to enable the cohorts to develop and implement their learning into their processes, systems and behaviours.

Phase 2: Days 3 & 4 [“Operational: Focused on the Key Drivers of the Business”]

  • Visual Performance Management: Short Interval Control • Daily Management System: The Tools and Principles of a Lean Leader

There is then another 4 – 6-week gap to enable the cohorts to develop and implement their learning into their processes, systems and behaviours.

Phase 3: Days 4 & 5 [“Behavioural: Coach, Don’t Fix; Leaders as Teachers”]

  • Problem Management – Structured Practical Problem-Solving Methodology
  • Daily Performance Coaching and Managing Change – TGROW Coaching and Kotter

Within each daily module, all learning styles are adopted to encourage the teams to apply what they learned to their business.

  • Visual – Presentations, videos and handouts to show and demonstrate the methodologies and principles.
  • Auditory – We facilitate candid discussion and debate of how these concepts relate back to their business, and how to overcome any issues with adopting and implementing these.
  • Kinesthetic – Using “Go-Look-See” in their working environments, we work with the cohorts to conduct SWOT analyses at their workplace and conduct gap analysis. After this, they are tasked with developing their own actions to close these gaps and feedback their learning at the next ELLB phase training.

Impact on Performance