There is no shortcut or back road to Lean transformation, it's not a journey you make on your own change, and it's not a top-down only effort. But you have some busy people that can help you navigate in the dark, they are your employees. How many of us remember when work arguments were won based on volume and creative profanity instead of the facts and data of the situation? The yelling may have diminished, but I'm not sure we are all in for using facts and data.
We do know that it is rough out there, but this is not the time to hide in the office and wait for the dust to settle. Now is the time to look at how we do things to better meet customer needs and expectations. We know that Lean is based on the Toyota Production System and part of the foundation is "Respect for People". Everywhere I have worked, Leadership says that "People are our most important asset". Does anyone know what that really means?
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| Lean Transformation Model |
When we map and measure the processes that support a product we are using the team not only to uncover the hidden processes we use, but so we all have a common understanding how we construct that product. There will be human interactions the team may not have experienced before and you need to be ready to lead them through the various situations. Make sure you attempt to includes everyone's voice. Even your hard working introverts that are not sitting at the table (there they are along the wall) have something to say.
If you have adequately defined the flow problem and identified the most likely direct root causes, ask your team members for their suggestions to overcome the causes. Some of the team may have been through that type of problem and could have the answer. Try the solutions before any wide-scale implementation to uncover any constraints you may not have anticipated. One person on the team, or the boss, will not have all of the answer that is needed, but each person may have a piece of the answer and it is up to you to create the picture of the new process.
Once you have the solution implemented, track the performance and share the results with the team. This should be displayed on a board in a common area and where you hold team meetings. You may even be able to connect that information with customer surveys or financial analysis. Share the before and after data with the team to show them their efforts are making a difference.
What has been your experience working with teams or being on a team that improved one of your processes?
You have absolutely hit the nail on the head. My early exposure to Lean Six Sigma was in an unionized, industrial environment, and almost all of my peers either were degreed engineers, or some other technical function, and many of them struggled because of the rift between management and the unionized folks. I came off the production floor myself as an hourly worker, was rarely spoken to in terms of process improvement, and certainly never when I worked the night shifts, but because of my background was very comfortable walking the floor and talking to folks.
ReplyDeleteGood post.
That's a great point. Improvements worked in the same silos without the smart people helping will certainly cause sub-optimization. I have ran a few kaizen events where we locked engineers, customers, union mechanics, and direct support together in a room where we worked out lots of questions about why we do certain tasks, just to to have our customers undo those tasks. All parties involved learned much about how to improve and those things that are critical to the operation.
ReplyDeleteThanks!!