What are the best practices for applying Lean change management to reduce costs and increase profitability?

Leadership commitment is critical for a successful Lean implementation. Top management must promote Lean concepts and actively engage in change activities. Leaders can show their commitment by investing resources, offering assistance, and fostering a culture of continual development.

It is always a top-down approach. When a good example is set by upper management - this initially drives culture change - followed up by middle management to further push through to the frontliners. It is a never ending push to make the status quo the standard for the next endeavor.

It is suggested to create an environment in the organization to identify and solve opportunities for improvement. And to do this organization may adopt any of the available initiatives. All initiatives are equally effective, if used with letter & spirit. Organization should have a robust reward & recognition mechanism.

When analyzing the current state, the involvement of stakeholders in identifying opportunities is essential. Those who execute know more than everyone involved are the sources of waste and the opportunities. A sustainable and reliable database will help in consolidating and certifying the results obtained.

Algo importante y de gran ayuda es lo siguiente: 1. El mapeo de los procesos, tenerlos buen identificados, los responsables de cada uno, interacciones de los mismos y sus indicadores son clave para conocer el estado actual. Value Steam Maping, Diagramas de tortuga o SIPOC entre otros ayudan en esta parte.

My point of view is 1. Set clear goal - most importance part of the organization. It helps to align all the ppl in to one direction. 2. PDCA - Solve problems systematically with right coach 3. Develop Kaizen mindset - improve process with everyone - everywhere

Goal setting can be done in two aspects - Operational goals: goals for each operational achievements. For an example- Improve defect rate by 20% - Financial goals: Goal for financial impact for achieving the operational goal. For an example $ 700k saving through defect reduction.

The definition of the future state must be aligned with the company's strategic objectives, communicating at all levels through the deployment of goals. After the deployment, the gains obtained must be monitored and validated with a stipulated routine of analysis and criticism of gains versus strategic objectives

Definir el estado actual y el estado futuro puede ser a través VSM. Comunicar a la organización los objetivos a corto mediano y largo plazo para dar seguimiento a los mismos. Importante gráficar los objetivos para evaluar las tendencias y así tomar las decisiones correctas y que se vallan alineadas a los objetivos.

Confirm - from the Matriks of Prioritization, set up the target based on the business requirement with the clear deadline. The most important, alignment with all the stakeholders

Use PICK analysis to prioritize what you need to focus. Cap your implementation period for one year as the budget cycles are aligned to the same. It’s easier to connect the operational savings with the budget cycles

Plan - Set up clear what who when Start from the highest impact and the lowest effort. Sign off committment from each of PIC in the tactical implementation plan

Prioritizing actions is essential for achieving goals, defining owners and leaders of project fronts. At this stage, the effort and impact of the action or project in achieving the strategic objectives must be evaluated, with those with less effort and greater impact taking the lead in actions.

Una herramienta muy sencilla y útil para poder priorizar es usar Parettos, enfocarse en el 20% de las causas que nos darán el 80% de los resultados, recordemos que los recursos son limitados, tener en mente eficiencia y eficacia.

Implementation: - Set up weekly check in & check out - All stakeholders joining the weekly check in & check out - Sharing the progress of tactical implementation plan - Create CAPA for any actions missing the deadline

1. Having a right strategy towards clear vision. 2. Problem solving (PDCA) approach and continuous Improvement (Kaizen) can use in every area 3. Engagement of all employees( Total employee Engagement) towards cost reduction/ waste elimination activities

Muy importante dejar documentado el proceso para que se mantenga a través del tiempo, instrucciones de manufactura, ayudas visuales, procedimientos, etc. Y algo muy importante capacitar a la organización en estos cambios y motivarlos a seguir mejorando.

When implementing the changes make sure that you allocate saving projects for all the levels of the organization. Only the top level can’t run the projects without the buying from the middle and the grassroot levels. Also make sure the the projects have cross functional structure as there can be multiple parties and departments involved in achieving the given targets.

Stakeholder Management must occur at all stages of projects, managing process changes that are directly linked to culture change. At this stage, the level of engagement for change and the criticality for the success of the project with stakeholders must be assessed defining possible actions to involve everyone involved in the planned improvements so that they are sustainable

Best approach is PDCA Involve each & every level of team working in the organization. Keep the PDCA rotating at a fixed frequency.

Review cycle can be considered as the upmost important factor driving the projects towards the success. Not having a proper review cadence May loosen the motivation of teams to achieve their targets. It is recommended to have a dedicated member to coordinate the reviews at every level.

Review: - Monitoring & tracking the pareto - Ensure the financial impact - Ensure the people impact - Ensure the standardization

La mejor opción es realizar talleres aplicando la mejor herramienta Lean y sobretodo implicar al personal operativo de la zona a mejorar.

Creating check and audit routines is important to monitor the results achieved and act preventively on deviations so that they do not become a chronic anomaly.

In my experience in applying lean thinking in to processes to make better changes, priority should be given to VISUALIZE activities that don’t add value to the business so that process owners understand where and what areas to be changed to reduce the cost and thereby increase the profitability.

"Change mannagement" is a broader term and if this is reffering to production changeovers, the answer is straight forward. Use the standard method of Rapid Changeover (RCO) aka SMED. But if this is reffred to broader changes which impact business continuty, you need to bring in "Initiative Management-IM" pillar. Tools like GSUM+ would be really helpful !

Foster a culture of continuous improvement by promoting the values and principles of lean Engage and empower employees at all levels to participate in identifying and implementing improvements. Communicate the rationale behind changes, emphasizing the benefits for the organization. Utilize visual management techniques to make changes and progress visible Conduct pilot tests or small-scale implementations of changes before full deployment Encourage open communication and feedback loops to address concerns and adapt to evolving needs. Provide adequate training and support to ensure employees understand and can effectively implement the changes. Measure and track key performance indicators (KPIs) to assess the impact of changes

Its a hard question, as depends on business to business. In my past experience followings can be summarized 1. Formal Lean Trainings 2. Rewards and recognitions for short terms wins. 3. Use of visual management

Here I want to emphasize on the process improvement by identifying the risk which has direct impact on the product quality. Ensuring the product quality will have the control on the rejection which is equivalent to the non quality cost reduction and the profitability. Team need to conduct the process FMEA to identify the RPN. Improvement action to be taken on the high RPN first and followed by the rest numbers. Identify the failure mode is the key to success hence PFMEA should conduct along with the cross functional team and also include the shop floor operator.