How can you address resistance to change in Lean Manufacturing culture?

I never think of it as resistance to change - it is more of “Why is this a benefit, how is it going to make my job safer, better, quicker. Too often, people think that because they have what seems like a good idea, if someone is asking questions, they are resisting. More than likely, you are increasing their workload and not benefiting them or the group. The best way to avoid this is to make them part of the process, invite them to the lean event, ask them what are the pain points and then work to fix those - you build trust by building relationships and when people see you as someone who is helping them, then the trust is starting to develop. Building on this trust, truly listening and then working to fix this issue is the first step.

Resistance to change for any subject is inevitable. there are several causes,lack of understanding and fears due to change creates a resistance. The key start point is Awareness and desire to start with communication. communication can be difficult but it is critical. The key success will be to communicate Why and what in it for me or for any manufacturing process requires a transformation. There is 5 step process to address change management called ADKAR each person has to work thru it A - Awareness of change D - Desire to change K - knowledge of how to change A - Ability to change R - Reinforcement to change this ADKAR analysis helps to assess the individual in any transformation plan for organization results.

In general any change is attached with human element. This leads to focus largely on trust building, cross functional management etc. In my view, one has to focus of open communication, establish robust process flow and senior management commitment. Due to this people start seeing and realising the benefits of change very quickly. This will further act as a catalyst to speed up the change.

Resistance comes mainly from the fear of uncertainty. Employees fear that they may lose their jobs, their work may get more complicated, they may not be able to learn the new ways or even they may have to do more work. It could come from any level of the organization. Laws of physics apply for our work places as well. As Newton’s 1st law every object would opt to remain in rest or in constant movement, so as human beings. We all love to be in our comfort zones or go into one as soon as possible if it get disrupted. Change is the disturbing force of comfort so it natural to see a reaction against it in the beginning.

In my experience, When people don't want to change, the first thing to do is figure out why. It might be because they're scared of losing control, worried about their job, or not sure about the benefits of the new way of working. To understand this better, you can ask them questions through surveys, interviews, or group discussions. Listen to what they say and try to see things from their point of view. By doing this, you can build trust and get them ready for the changes that are coming.

Actual fruitfulness can be viewed when old mindset /culture /politics paving way for accepting to follow lean ,it's major is of cultural change

In my experience the resistance comes due to lack of clarity and transparency. The clarity can be cleared through effective communication of objectives, what the management is intended to. Transparency clears the doubt of employees so that it can be double sided. Second resistance comes fear is losing jobs or additional responsibilities that may come. The company should have a culture of using the lean for expansion, upgrade the employees to do more value added activity. When individuals look for growth added responsibility is boon and not a burden.

From what I've seen, people resist change when things are unclear or kept secret. If you tell everyone what the goals are and what the leaders are planning, it helps a lot. Also, if employees are worried about losing their jobs or getting more work, it helps to show them that the company is using efficient methods to grow. The idea is to train them for better tasks, making it a good thing, not a problem. That way, when people want to grow, they see added responsibilities as a positive opportunity.

As with any organizational change, establishing a lean manufacturing culture and gaining company-wide alignment on new goals and processes may be challenging. To overcome these difficulties, employers must clearly communicate new processes and reasons for implementing them and utilize the right metrics to evaluate progress. With strategic planning, effective communication, training, and a commitment to the principles of continuous improvement, these barriers become a thing of the past.

I find the use of language in any initiative is critical. When we use the word "Change", human nature reverts to risk and self preservation. Might we be kinder and use such language as "Evolve" what we're already doing well and reflect on what is not working and how would we improve? When we engage people's minds in how to "Evolve", you might reduce the resistance and enable the communication of the vision and benefits. Language matters and sometimes as leaders when we communicate we don't pay attention to this detail.

Leadership plays a crucial role in change management. A change is getting your organization and people from a known state to an unknown state. It’s not managing day today stuff. During uncertain times people look at their leaders. Not managers. That is why the best definition for leadership for me is “leaders are the dealers of hope” Involvement is the key to handle the change. Involve every layers of the organization. Show them it is important that everybody getting into the bus. If they don’t want it let them leave the bus.

In my experience, When things are changing, leaders are super important. They guide the team from what's familiar to what's not. Leaders are more than just managers – they're like hope dealers, especially in uncertain times. To handle change, everyone in the organization needs to be part of it. Convince everyone to get on board, but if some don't want to, it's okay for them to leave.

Os stakeholders devem ser identificados e o seu interesse e influência mapeados. Sem o comprometimento dos stakeholders, aí inclusos os membros da Alta Administra??o, o PROCESSO de Lean Manufacturing n?o será bem sucedido!

There are one point of view, step by step to implement a Lean Manufacturing System. Stakeholders must be trained to support ours ideas as best as they can. It's so important and help us to prepare the adequate condition since the begining. Like I said, we need to have a base to improve what we intend to do.

WENNOVATE instead of INNOVATE The main reason why innovation projects get stopped is according to a linkedin poll: ‘LACK OF MANAGEMENT BUY-IN. That’s why in my experience as facilitator of 100+ projects you should better WENNOVATE instead of INNOVATE. Let me explain… Innovation is a long journey with high uncertainty. That’s why you should get all your internal - and external partners and the decision makers aligned as from the start, agreeing all on both your assignment and process. When you WENNOVATE in the way your project will be based on: - commitment, - trust, and - openness. Check out the FORTH innovation methodology, which combines design thinking with business thinking, which is based on this WENNOVATE principle.

Once you've made progress in Lean Manufacturing, it's important to say thanks and give credit to everyone involved. Show your appreciation by celebrating their successes, expressing gratitude, and even offering rewards or recognition. Doing this boosts motivation, encourages positive behavior, and helps build a culture of excellence. Use tools like feedback or reward systems to make sure your recognition and rewards match what your team likes and values.

Celebrating lean milestones: Motivation through recognition. Recognizing and rewarding efforts in Lean Manufacturing drives motivation and sustains momentum. Celebrating small wins and major milestones alike reinforces positive behaviors and commitment to Lean principles. Employing a variety of recognition methods – from public acknowledgment to tangible rewards – caters to different motivational drivers among employees. This approach not only appreciates current achievements but also inspires ongoing participation and innovation in Lean practices.

Monetary rewards work well for blue-collar workers. Acknowledge both implemented improvements (kai-zens) and increased productivity. Be generous with rewards to ensure everyone shares in the success of the Lean Manufacturing system.

What I have seen , Once you've made changes in Lean Manufacturing, the last step is to check how things are going. This means collecting and looking at data, measuring and reporting what you find, and doing audits or reviews. By doing this, you can show how well you're doing, fix any problems that come up, and learn from what's happening. Tools like performance indicators, dashboards, or charts can help you keep track. Don't forget to ask your team for feedback to make things even better.

Use a "Stopwatch" It doesn't lie - Be prepared to challenge naysayers - Let them try the traditional route while you time staff that have bought into the concept. We have proved that the difference at the point of early implementation is always highly impressive.

Regularly monitor key process KPIs. Improvement is the goal; if not observed, it signals potential issues with the Lean Management introduction. Stay vigilant to course-correct as needed.

Tracking lean success: The power of Data-Driven insights. Continuous monitoring and evaluation are vital for the success of Lean Manufacturing initiatives. Utilizing key performance indicators (KPIs) and regular feedback mechanisms allows for real-time assessment and course corrections. By transparently sharing progress and challenges with stakeholders, a culture of accountability and continuous improvement is fostered. Moreover, leveraging data-driven insights enables a strategic approach to enhancing Lean practices, ensuring they are aligned with evolving business objectives and market demands.

Progress and implementation needs to be well documented and we'll planned, don't dismiss a Gantt chart creation, the most detailed the Gantt is loaded the most precision the team will implement to the project. Level is detail in terms of resources and timming is key.

Firstly, it's crucial to communicate openly and transparently about the reasons behind the change, emphasizing its benefits and how it aligns with organizational goals. Engage with employees or stakeholders by listening to their concerns and involving them in the change process, allowing for their input and suggestions. Provide adequate support and resources, including training, to ease the transition and build confidence in adapting to the new ways. Acknowledge and address fears or uncertainties, offering reassurance and guidance throughout the change implementation. Ultimately, fostering a culture that values adaptability & continuous improvement can help mitigate resistance by encouraging a change mindset

Understand the Voice of people which is directly having the correlation with the VOP and VOC. Before going for any changes or new system impl. we should make the team realise about the benefits and how it will help them to improve their processes & Org. Performance. Whenever we go for any improvements, we should take a lead & validate the solution with respect to the shop floor team members perspective considering Ergonomics, safety, quality and productivity. Sometimes people take some trials with a few Qty's & Hand it over to the Shop floor team without considering different perspectives. In the real scenario the Shop floor team produces thousands of parts in a day/shifts and the same solution may become a burden to the team.

The Hawthorne experiments are considered to be one of the most important studies in the history of management. The findings of the studies have had a lasting impact on the way that organizations are managed. Here is a summary of the key findings of the Hawthorne experiments: Worker productivity is not solely determined by physical working conditions. Social and psychological factors play a significant role in productivity. The Hawthorne effect can influence worker productivity. Worker productivity is influenced by the morale of the workforce and the worker's sense of belonging to a group. Worker productivity is influenced by the worker's attitude towards their work and their supervisor.

First communicate the benefits clearly, involve employees in the decision-making process, provide training to build new skills, and celebrate small successes to foster a positive mindset. Encouraging open dialogue and addressing concerns promptly helps create a culture that embraces continuous improvement and change.

The only one key is to focuss on the process not on the people , The second most thing is as a leader Be the change you wish to see in the organisation then obviously people starts following you...