Help Wanted: Identifying
Hidden Talent
in Your
Organization
If yours is like most organizations that have embarked on a Lean transformation, it's likely that
your journey began with the assistance of a professional Lean facilitator. This is undoubtedly the most effective way to begin the
transformation process; however, facilities must also plan for the development of internal resources in order to achieve true sustainability.
Ultimately, your facility will reach a point when it is time to "take the training wheels off". For many organizations, the most critical
"speed bump" they encounter at this stage is a lack of skilled internal facilitators to continue the work. In most cases, this deficiency is not the
result of a lack of opportunity or exposure for employees, but rather a failure to identify prime candidates for the job.
All too often, Kaizen facilitation duties and training are bestowed on those who show great
enthusiasm during events or volunteer rather than on those who are best suited to the task. While it is important not to stifle the energy of
kaizen participants, those inside the organization who possess the skills necessary to facilitate must be engaged in the process. While it is
likely you will still need assistance in guiding the next steps of your Lean transformation, these facilitators will form a solid base on which to
build. Although there is no scientific process for identifying the facilitators hiding in your ranks, there are, without question, traits and
competencies that can assist in the selection process. Our experience has shown that the following key indicators are a good place to
start:
High Energy:
Facilitation can be taxing work and high
energy is a must. Those who are selected must have the ability to energize teams, especially when the going gets tough. Likely candidates
are known for exhibiting a passion for change and demonstrating a "Just Do It" attitude in the course of their daily work.
Interpersonal Skills:
An effective facilitator must be
able to build relationships easily with teams. Candidates are often seen as informal leaders or "resident experts" within the
organization. They are known for having the ability to "get things done" through influence rather than administrative mandate.
"Eye for Waste":
The ability to identify all types of
waste in processes is paramount to good Kaizen facilitation. Search for those with a reputation for constantly examining their own activities
and eliminating waste. Prime candidates demonstrate the ability to creatively look beyond what exists to form a vision of what can be.
Learning Orientation:
Those selected to carry on the
Lean work in your facility must have a strong desire to continuously learn and teach Lean concepts. This will allow your organization to
continue to innovate and truly become a learning organization.
Leadership Potential:
Future facilitators should also
be picked strategically from the organization's pool of employees with leadership potential. The long term result of enacting this strategy
will be a leadership team with not only knowledge of Lean principles but also a true understanding of Lean applications, common pitfalls and
leadership challenges. They will be equipped to take Lean to the next level within the organization.
A passion for continuous improvement and learning Lean methodologies are certainly prerequisites for
any facilitator selection, but desire alone is not enough. Leading a Lean transformation requires not only significant effort but also
considerable skill. While the previously mentioned qualities and traits are only a subset of the criteria that must be considered in final
facilitator selection, applying these filters should quickly narrow your search.
