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How to get there....

 

Experience Required


If you have read the 10,000 titles on Lean you would quickly determine its only about common sense. However, it rarely is common. When 70% of lean implementations fail to achieve organizational results you wonder, why do so many fail at this simple process.  

 

Experienced Lean Change Agents have experienced transformations that have failed. They quickly realize the tools of 5S, TPM, Visual Management,  SMED and DMAIC fail to work without a change management plan.  Driving change to a CI culture requires someone who has experienced the rough patches, knows how to repair and more importantly how to avoid the bumps in the road.

 

My 30 years of implementing continuous improvement methodlogies have shown me the right pace and when we are ready for the next step. 

Boardroom


We have all met a "chain saw Al'"  who arrives into town on his steed and cuts costs to the bone driving the P&L skyhigh for 4-6 quarters. Then he grabs his bonus and disappears into the night. Lean is about building value over the long run not destroying it. Its about leadership avoiding the "improvement trap." Lean is not about cost savings. But  tremendous cost saving naturally occur in a Lean organization. 

 

Leadership needs to be fully engaged and on board for the long haul. This means the structures, processes and systems reinforce the change in behavior everyone is being asked to make. Leadership is ACTIVELY supporting employees in implementing improvements. They are following up on implementation. They continue to review performance and reconize improvement and provide respect for all stakeholders of the organization.

 

Role Modeling


Lean is for everone in the organzation. Leaders need to have Standard Work. Managers must understand the key issues and lead change. Supervisors need to engage in problem solving. Workers should feel supported and motivated to drive change. The entire organization needs to focused on continuous improvement and be accountable  for results.

 

Change means leadership role modeling the expected behavior. Its putting on a Tyvek suit and getting greasy while cleaning an oil covered machine with a toothbrush to detect the defects. It models the "new behavior" that these assets are important to our business. 

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