During several client visits recently, it has become apparent that many key members
inside a company's leadership team may have a very different level of knowledge of the concepts and methodologies of a ‘LEAN
Enterprise'. The difficulty that this situation produces comes when the team is seriously looking at how to improve their
business. In some cases we even discovered that the team could not have an in-depth or fruitful discussion on developing a
strategy because of the wide disparity in knowledge of lean principles and methods. The results of this disparity can range from
improper or disruptive action to no action whatsoever. Because of a lack of common understanding of the concept of LEAN by the
team, the ability to plan or make decisions is greatly inhibited.
Avoid Sending a Confusing
Message
The same situation is true for facilities with some level of LEAN implementation under
way. It is very difficult for a leadership team to interpret key metrics and gauge success without a common understanding of the
goals and methods of LEAN (think about HR, IT, and the CFO / accountants). Without a base understanding of LEAN goals and the
methods to obtain them, visible results may run counter to tradition or previous practices. [i.e., buying huge lots of material to save a penny a
pound, running a key piece of equipment if the parts are not needed, building something long before the customer needs it,
etc.] This usually ends up wreaking havoc or causing confusion when the leadership team needs to be most aligned.
Organizations are most effective when this basic knowledge is driven down deep into company infrastructure - all the way to the plant
floor. After all, who is it that really has to make these tools work, anyway?
Success Requires
Understanding
We have made the assumption in the past that if a company showed interest in
implementing LEAN concepts, most people in leadership positions had attained a fairly high level of knowledge concerning LEAN. We
were wrong. We all know that the success of any significant change in an organization is driven by the knowledge and participation
of an organization's leadership. We now also know that the knowledge and awareness of LEAN principles can vary widely.
If a change to a LEAN Enterprise is a key focus for you, your company, your department, or your team, take the time to ensure that the group
is playing on a level playing field. A lack of information may not only make your efforts ineffective, it may be counterproductive
to your implementation process. Sometimes mixed signals are worse than no signals.
Put it to the Test
Just to check it out, ask this question to members of your team: "What is so great about
the Toyota Production System?" If you do not get a fairly common and specific answer, you may have a problem. If
you don't have an answer, you almost certainly have a problem. You may need to find the "field" and then work on leveling
it.
