3. Ownership of the process is a MUST at all levels of the
organization.
A Lean transformation will fail if not embraced at all levels. Be
aware that many times significant Lean ownership issues will surface even at the top levels of the organization. This can be the most dangerous given
their subtleties which can undermine the efforts of those below them in the organization.
4. Ultimately there can't be an option to not embrace the
philosophy.
You should take adequate time to bring everyone along in the organization with
the Lean approach to doing business. This will take time but, ultimately leadership must make it clear that eliminating waste and improving the
operation is not optional.
5. Lean will succeed or fail based upon the organization's
leadership.
I've always believed that everything rises and falls based upon
leadership. Nothing has highlighted this more than observing Lean transformations.
6. Lean will highlight the strengths and weaknesses of
leadership.
Do you have members of your leadership that are weak, can't make things happen,
don't follow through in execution, don't communicate, or can't accept change? This will become more evident than ever during a Lean
transformation. The good news is that strong leaders and managers will come to the surface more than ever before. Promote and highlight
the strong!
7. Leadership's commitment will be tested early and
often.
Leadership must walk the talk. Only paying lip service to the
philosophy of Lean will be discovered quickly by skeptics and waste loving curmudgeons. Leadership will be watched closely so look for
opportunities to make believers out of those on the fence. This does not mean everything must be warm and fuzzy, but it does mean you have to
stay true to the Lean philosophy and purpose.
8. You will make mistakes! If made trying, then just try
again!
The worst mistake you can make is not trying new systems and methodologies
because you fear you'll make mistakes. You have to make sure that your actions do nothing to negatively affect safety or quality of
products, but many times people remain fearful of making mistakes that don't pose these dangers.
9. Ongoing and honest communication is both crucial and a
must.
You can't communicate enough throughout the process, especially in the
early days of your transformation. Your communication must be honest, painting a vision of what you're trying to accomplish. Once you
think you've communicated enough, you're probably just beginning to get the vision through to the team.
10. Lean has to become more than a program or a few events. It
must become a way of life which permeates all levels.
Many organizations do a few "fly by" Kaizen, Value Stream, Rapid
Improvement, Six Sigma, or 5-S events in selected areas and consider the job done. All that will do is get the organization initially excited only to
be let down from lack of sustainability. That is not Lean thinking. These are elements and tools of Lean that must be used, but for the
transformation to be successful an organization must make eliminating waste in all forms and sizes a part of its culture and not just part of
isolated events.
11. Lean isn't cheap or a quick fix.
Many organizations think they can shortcut the process by cutting
corners. Others think Lean is a quick fix and is cheap. Both thoughts are incorrect. Lean will lower your costs and improve quality and
customer service over the long haul, but it will not be quick or cheap.
12. Lack of timely action or follow-through will cause the process to
fail.
Nothing will kill buy-in and commitment from the front line troops faster
than leadership and management not following through on their commitments to the transformation, including any "work-outs", events, action
items, etc.. It's appropriate for management to say no to some ideas, but to not follow through or stall the process, due to lack of attention
and commitment, will end your attempt for a transformation and destroy critical buy-in at all levels of the organization.
12.5. Most Important! And No Half Truth! Lean is ongoing and
never ending!
The process of improving never ends. A Lean transformation has no end
date! The process is ongoing and is never a closed out action item. There is no such thing as the perfect company or
process. Therefore the closest to perfect you can become is to be perfect in the continuous process of improvement.
