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How do you maintain Lean results?

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Lean manufacturing is a philosophy and a set of practices that aim to eliminate waste, improve quality, and increase customer satisfaction. But how do you ensure that your lean efforts are sustainable and not just a one-time improvement? How do you maintain lean results over time and across different processes, products, and people? In this article, we will explore some of the key factors and strategies that can help you keep your lean culture alive and thriving.

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1 Align your vision and goals

One of the first steps to maintain lean results is to have a clear and shared vision of what lean means for your organization and what goals you want to achieve. This vision should be aligned with your customers' needs and expectations, as well as your core values and mission. You should communicate this vision and goals to all your employees, suppliers, and partners, and make sure they understand their roles and responsibilities in achieving them. You should also review and update your vision and goals regularly, based on feedback, data, and changing market conditions.

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Jerome Pritchett

Veteran | Trainer | Problem Solver | Team Builder | People Empowerment | Cross-Functional Management | Middle Management Playbook (Training)
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I agree with your thinking. A shared vision puts the weight of sustaining lean on the shoulders of the team and the leader. They both bring a different, but needed perspective of how lean impacts their environment, locally and globally. The difficulty I have experienced with sustaining lean was when there was a change of senior leadership. The new leader would make changes without taking the time to understand the performance and health of the current lean vision. They would make decisions that would hurt momentum. In turn, my team would lose their fervor to keep the lean practices. This is why I like the shared vision thinking and practice. New leaders or decision makers would spend time on the Gemba before making changes.

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2 Implement standard work and visual management

Another essential element of maintaining lean results is to establish standard work and visual management systems for your processes and activities. Standard work is a set of documented and agreed-upon procedures that define the best way to perform a task, ensuring consistency, quality, and efficiency. Visual management is a set of tools and methods that make the status, performance, and problems of a process visible and easy to understand, enabling quick action and improvement. You should involve your employees in creating and improving standard work and visual management, and train them to follow and monitor them. You should also audit and revise your standard work and visual management regularly, based on feedback, data, and continuous improvement.

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Ralf Laakmann

Director / Consultant / Manager of Manufacturing | Operations @ Immediately Available | Engineering | Automotive | PreFab | Aerospace | Defence | Turnaround | Management | Manufacturing Excellence | Lean | CI
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Standard Work is one of the most important basics for a lean operations. Or let's turn it around: There isn't Lean OPs without standard work. Std Work gives everyone performing the same activity a clear structure of how to perform the activity. As well, its a clear defined baseline for further improvements. Most important, when developing and implementing standard work is to include the people who have to perform it. 1. Everyone needs to have the understanding of WHY standard work and WHAT does it give us. 2. Everyone needs to have their say on HOW the standard should look like. There is only 1 way to maintain a good standard: People living it (means acceptance is crucial for success)

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Tim Mohr

Senior Director of Operations and Strategy at Paulo
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It might sound strange but establishing standard work is the beginning of creating a lean culture. A lean culture is essential to sustained lean deployment. In order to question the status quo and improve things you must first agree on the current process. Standard work aligns the team on the process. Once aligned improvements can be tried and measured. This teaches the organization how to identify and measure improvement. Now you have the beginning of a lean culture.

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3 Empower your teams and leaders

A third key factor for maintaining lean results is to empower your teams and leaders to take ownership and responsibility for their work and results. You should create a culture of trust, respect, and collaboration, where your employees are encouraged to share their ideas, suggestions, and concerns, and are supported to solve problems and implement improvements. You should also develop and nurture your leaders to be coaches, mentors, and facilitators, who can guide, motivate, and empower their teams to achieve their goals and grow their skills. You should also recognize and reward your teams and leaders for their contributions and achievements, and celebrate their successes.

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4 Leverage technology and innovation

A fourth important aspect of maintaining lean results is to leverage technology and innovation to enhance your processes, products, and services. You should embrace new technologies and tools that can help you automate, optimize, and simplify your operations, reducing waste, errors, and costs, and increasing quality, speed, and flexibility. You should also foster a culture of innovation, where you encourage your employees to experiment, learn, and innovate, using methods such as design thinking, prototyping, and testing. You should also monitor and benchmark your competitors and industry trends, and adapt to changing customer needs and expectations.

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5 Continuously measure and improve

A final critical component of maintaining lean results is to continuously measure and improve your performance and outcomes. You should define and track key performance indicators (KPIs) that reflect your lean goals and customer satisfaction, and use data and analytics to identify gaps, opportunities, and best practices. You should also implement a systematic process of continuous improvement, such as the PDCA (Plan-Do-Check-Act) cycle, where you plan, execute, evaluate, and adjust your actions and results. You should also involve your employees, customers, and stakeholders in the continuous improvement process, soliciting and acting on their feedback, suggestions, and complaints.

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Ralf Laakmann

Director / Consultant / Manager of Manufacturing | Operations @ Immediately Available | Engineering | Automotive | PreFab | Aerospace | Defence | Turnaround | Management | Manufacturing Excellence | Lean | CI
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KPI's are very important to measure and track performance to ensure deviations and decrease is identified straight away and counter measures can be taken early to rectify the situation. BUT, always be mindful that lean counts for a reporting system and the admin behind it as well. Keep it simple and meaningful. I have seen "Lean KPI boards" which were so big and complicated...... ... nobody in operations understood them ... meant nobody used them ... meant they became meaningless ... Admin time and cost went up ... Lean was seen as Burden! Keep it simple and meaningful, so you don't become a "clipboard"

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you maintain Lean results?

1

2

3

4

5

6

1 Align your vision and goals

2 Implement standard work and visual management

3 Empower your teams and leaders

4 Leverage technology and innovation

5 Continuously measure and improve

6 Here’s what else to consider

Lean Manufacturing

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How do you maintain Lean results?

1

2

3

4

5

6

1 Align your vision and goals

2 Implement standard work and visual management

3 Empower your teams and leaders

4 Leverage technology and innovation

5 Continuously measure and improve

6 Here’s what else to consider

Lean Manufacturing

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