Manufacturing Magazine May 2015 | Page 17

SITUATIONAL COACHING
Executive management need to be able to create a learning environment and translate the voice of customers and business purpose into policies , targets and standards .
The management team should be responsible for defining key performance indicator targets , and must therefore be able to specify improvement processes , and then translate these into optimising the end-to-end value stream . Supply Chain , or Value Stream , managers are responsible for implementing improvement processes and optimising cross-functional work flow . Unit managers must be able to lead cross-functional root cause analyses and optimise process flow . And finally team managers must be able to develop and support teams , facilitating continuous improvement . All of the aforementioned are key pieces in the puzzle to achieving true transformational change . As such , it is important that these different responsibilities are taken into consideration when cascading the coaching model through the layers within an organisation .
The cascaded coaching model targets rapid but long-lasting cultural

‘ The cascaded coaching model targets rapid but long-lasting cultural change , wherein Lean Leadership behaviours become the norm , by focusing on developing the coaching capability of the leadership team ’

change , wherein Lean Leadership behaviours become the norm , by focusing on developing the coaching capability of the leadership team . Key elements include strong executive leadership , expert coaching capability , trusted coaching relationships and situational coaching in a Lean context .
When leaders become true role models for Lean behaviour , this inspires everyone within an organisation to deepen their understanding of Lean , fully engage with a transformational programme , and close the gap between Lean tools and Lean thinking to fully realise the value of Lean .
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