Within this people-centered system, time is obviously important, as is movement. Although, the time element of flow in the people development system is different. Takt time, cycle time, and touch time don’t necessarily apply in the same ways. Those of us who have spent significant time in manufacturing might struggle with this concept because time applies constant pressure to a manufacturing process. For this system though, the work that flows through the system is the work of developing people.
Lean Principle 3 – Create flow.
The traditional definition of flow in lean means that a product moves without interruption from one production station to the next. When each production step is completed, the part can simply move on to the next station and begin being processed.
When it comes to developing people it’s not simply moving from one station to another, or one department to another, but also from one level of knowledge, capability, and competence.
The critical consideration here is that some level of advancement, flow, is being made often and with intentionality so that the people being served by the system are making continual progress on their development journey.
In production, value is added when something is done to the product as it flows through the system, which moves it closer to what the customer has asked for. In the PDS, value is added when the people served by the system grow and develop and move closer to what all of the PDS customers have asked for (the four customers described in the post on the first lean principle).
How can you tell if the PDS is creating flow?
The best way to know if people are progressing at a proper pace is to know where they are supposed to be going. Development pathways are excellent tools that track an employee’s progress along their personalized development journey. A learning management system can also help, but a pathway or individual development plan adds an element of planning that might be more visible than what is available in an LMS.
There are also key data points that help to identify flow patterns. Data that shows how many people are actively engaged in development activities; the number of people being cross-trained; how many people have been promoted through the system; new capabilities gained, and performance management successes. Just to name a few.
Tracking flow helps PDS leaders identify how people are progressing and which positions/disciplines are moving through the system by connecting key metrics from training to retention and performance management.
Where flow comes from in the PDS
Create flow in the PDS by ensuring that everyone is progressing along their development path, career ladder, etc. Flow increases when the PDS and its stakeholders are constantly looking for and developing key attributes and talent. In addition, flow is enhanced when departments and teams are growing in ability, capacity, and productivity, moving people into greater roles, more responsibilities, and increased levels of knowledge.
If you can’t create flow, establish pull, which is the lean principle we’ll look at in the next post.
The Optimized People Development System 