What do you do if your ideas and proposals are being dismissed in Lean Manufacturing?

First the self convincing is important and then we can convince others. It is important that we see bigger picture and not just the one aspect. Like if the idea is to reduce the cost through paperless approach then we must see the impact or improvement in terms of how many tree can be saved, how much improvement in harmful processes , carbon footprint and environment impact.. this way we can connect with all our audience and not just the financial team..

Understanding your audience or stakeholders is key in Lean project proposals. It means knowing (or researching) their business priorities and ensuring your ideas align with those. For example, if you're at a manufacturing company where stakeholders prioritize waste reduction and efficiency, propose a Lean project that streamlines the assembly line. Show how it aligns with their goals by presenting data on current waste and how your project reduces it, saving money and boosting productivity. This way, your proposal directly connects to what the business values, increasing its chances of approval.

The question reads as though this is happening on an ongoing basis. If that is the case, you must be self-critical and dig deep to see what you are missing. Either you don't understand the problem or are not presenting your ideas with a PDCA methodology that explains your logic and demonstrates that your proposed solutions make sense, are the most appropriate in the situation and the business environment, and will resolve the issues. Compare how you are proposing your ideas versus how others are. Ask for feedback on how you may improve on communicating your ideas.

Before presenting your ideas and proposals, you need to understand the context of the situation. Who are your stakeholders? What are their needs, expectations and challenges? How does your idea or proposal align with their objectives and priorities? How will it benefit them and the organization? By doing some research and analysis, you can tailor your message to your audience and show them the value of your lean solution.

Reflect on why your proposal was rejected. See if you could back your proposal with better data. Make sure you understand the audience whom are going to accept/reject your proposal. Use the learning so that next time you have a proposal it is presented in an improved way.

To promote your ideas, use the WIIFM (What's In It For Me?) method to create a strong business case. Identify who makes the decisions and their preferred format for information, such as data, charts, or pictures. Getting advice from colleagues who have worked with these decision-makers before can help you tailor your presentation to be more effective and appealing.

Let the numbers and evidence speak for themselves. The use of validated data, trend indicators, or financial information in tables, charts, or any other form is an effective backup to accompany the communication strategy, as no tool can convince more than the facts. The right information for the audience we want to influence is what will make facts and data effective.

Check that you are certain about your ideas. Present every idea with numbers. During presentation, show them with your gestures, you are believe the idea. Some methods brings some other oportinities beside money. Draw attention to them. Organisation may not ready for some ideas yet. Wait for the perfect timing.

Fatos e dados s?o de extrema importancia para se seguir com uma ideia de redu??o de custo ou de melhorias na performance das opera??es principalmente quando queremos fazer uma oportunidade de negócio rentável e de grande satisfa??o para os clientes internos e externos.

Utilizing data and evidence to support your ideas is essential for increasing their credibility and persuasiveness. Leveraging Lean Manufacturing tools such as value stream mapping, process flow analysis, and root cause analysis can help identify opportunities for improvement and quantify potential benefits. For example, presenting data showing the impact of proposed changes on key performance metrics like cycle time or defect rates can strengthen your case and garner support.

I always say ok and try to understand the reasons for dismissals by brainstorming and root cause analysis, then refine the point's wherever it is misunderstood and has concerns. And come back in a better way.

Getting buy-in can take time. If initially rejected, politely ask for specific reasons and offer to refine your proposal based on their feedback. Follow up later to see if they're open to revisiting it.

From my perspective, preparing for any potential problems that may arise during the implementation of an improvement proposal is a method of anticipating and managing risks. In addition to managing risk, it is also crucial to establish indicators of improvement success to determine if the plans have been implemented independently and if they are still in full execution.

Toda propuesta de mejora debe ir acompa?ada de los datos que harán que sea implementada sin duda!! Normalmente datos económicos, pero puede haber otros...

Addressing objections and concerns raised by stakeholders is vital for overcoming resistance to change. Actively listening to feedback and addressing legitimate concerns demonstrates respect and fosters trust. Utilizing tools like the 5 Whys or fishbone diagrams can help uncover the underlying reasons behind objections and facilitate constructive dialogue. For instance, if stakeholders express concerns about the feasibility of implementing proposed changes, conducting a thorough analysis to identify potential barriers and mitigation strategies can help alleviate their concerns.

The approach I found helpful is to personalize the beginning of the business case. Share a brief story that illustrates why the project matters to you personally or how it could positively impact others. For example, if your project aims to reduce waste in manufacturing, you might start by recounting a visit to the production floor where you saw firsthand the amount of material or movements being wasted and felt compelled to find a solution.

Persistence, adaptability, and a focus on continuous improvement are vital in navigating challenges and driving positive change in lean manufacturing environments.

Demonstrating enthusiasm and passion for your ideas can help garner support and generate excitement among stakeholders. Communicating the potential benefits and long-term impact of proposed changes can inspire others to rally behind your initiatives. Sharing success stories and real-world examples of similar projects can illustrate the tangible benefits of embracing change. For example, showcasing how a previous Lean initiative led to significant cost savings or improved customer satisfaction can help build credibility and enthusiasm for new proposals.

Communicating an improvement requires that we inspire a sense of urgency and, above all, convey confidence to the environment that the proposal you propose is necessary. To accomplish this, you can communicate with enthusiasm, promote positivity, and convey energy. Additionally, you can convey confidence in the positive impact that the proposal will have.

In presentations, balancing enthusiasm and professionalism is crucial. Tailor your tone to match your audience, emphasizing expertise and practical examples to establish credibility. While passion is important, maintain a measured demeanor to avoid appearing overly zealous. Use storytelling to engage emotionally, but focus on tangible benefits and outcomes to justify your enthusiasm in a business context. By striking this balance, you can effectively convey your message and inspire action while maintaining credibility and professionalism.

Seeking support and collaboration from key stakeholders and influencers within the organization is essential for gaining buy-in and driving successful implementation. Building alliances with champions of change and enlisting their support can help overcome resistance and facilitate the adoption of your ideas. Collaborating with cross-functional teams and involving individuals from different departments can bring diverse perspectives and expertise to the table, enriching the decision-making process and increasing the likelihood of success. For instance, forming a multidisciplinary task force to champion proposed changes and oversee implementation efforts can help ensure alignment and accountability across the organization.

Se minhas ideias s?o descartadas, preciso entender o motivo. Conversar com o responsável pelo programa de excelência operacional Para obter o Feedback. A partir disso, ser?o tomadas as a??es necessárias.

Involve the main public early to influence them to provide feedback on the general idea. Allow them to be informed and feel part of the solution you are proposing.

Incorporating Lean Manufacturing principles underscores the critical role of seeking support and collaboration to drive continuous improvement. Actively involve stakeholders in Lean initiatives, leveraging their expertise and perspectives to enhance the efficacy of proposed solutions. By fostering a collaborative environment, you tap into diverse insights and promote collective ownership of Lean goals. This approach not only accelerates problem-solving but also cultivates a culture of innovation and teamwork essential for sustained success in Lean manufacturing practices.

When your ideas are dismissed, it’s important to seek collaboration and support to validate them. You should gather feedback and refine your ideas to make them more aligned with lean principles and objectives. Also, by involving others in the process, you increase the likelihood of gaining buy-in from the team. You are more likely to get acceptance because when your team members feel included, they are more prone to support you.

All of those avenues are spot on. One last idea I would add that has been applicable in my career is the partnership with the process owners (employees that work on the line, in the office, own the processes, etc). If those folks buy-in to the process improvement projects/ideas, they can be the voice that represents the project. Many times, managers & leaders give more credibility to those that own the process than to "internal consultants" or CI leads.

Escolha temas que estejam alinhados ao Hoshin (Norte Verdadeiro) e nos quais as pessoas envolvidas tenham interesse em se desenvolver. Busque, com estas pessoas, alternativas de melhorias que sejam baratas e mais rápidas para trazer resultados. Todos se beneficiar?o com os resultados

Tente entender , antes de tudo, se ficou claro para quem aprovaria, qual era o problema que você queria endere?ar com tal ideia. Vemos muitas ideias sem um propósito claro sendo levadas para discuss?o, e isso pode ser parte da causa. Além disso, algumas iniciativas ficam desconectadas do momento , por isso é importante entender qual o tipo de desafio que sua área ou empresa está disposta a abra?ar agora. Ainda assim, n?o desanime! Procure sua lideran?a e expresse seu desconforto. Dessa forma, ganhará mais apoio e terá outras chances.

To me, knowing the context and understanding the situation and having full picture of topic is key and as one team sprit and spreading the continuous improvement mindset there is no big issue that my proposal will be dismissed. Finding the best solutions and having most of the team consent is higher value. In another aspect My personal opinion will follow the way of improvement in my proposal to find gaps or mismatch points like PDCA cycle and react for those one which is missing.

Keep it simple: - engage your stakeholders - ask them challenging questions - reinforce your belief in their vision - reinforce the importance in your claim -Give it some time -Circle back -If the answer is the same - Pivot. Side note: if you make it about them and they still fail to see you, they never will.