What do you do if your Lean Manufacturing team is resistant to change?

There can be varied reasons behind resistance for change. Teams may resist change when they are not fully aware of the reasons behind it or the potential benefits it can bring. Lack of communication or unclear explanations about the changes can lead to resistance. Change often brings uncertainty about job security, roles, responsibilities, and new processes. Team may fear that they might not adapt well to the changes or that their jobs may become redundant. People tend to be comfortable with familiar routines and processes. Changes in processes or job roles may be seen as a threat to individual autonomy or decision-making authority.

Ask questions and really listen to the responses. You may have to probe a little (think 5-whys?) to get to the root cause. Communication is critical but, it should be a "two-way."

Understanding resistance to change is critical in Lean Manufacturing, a system built on continuous improvement and adaptability. It's essential to recognize that resistance often stems from a need for more visibility into the positive impacts of lean principles. Leaders can demystify lean practices by fostering an inclusive environment where feedback is encouraged and valued. Clear communication that connects lean benefits to individual and team goals can transform skepticism into advocacy, ensuring a smoother transition and sustained commitment to lean methodologies.

All the productive and continous improvement team suffer the idea that productive = Job loss, but we have to focus in changing the mindset that the jobs will change from "fire fighter" to "hunters and farmers" of productive improvement, where the capabilities and creativity will be more important

If your Lean Manufacturing team is resistant to change, there are steps you can take to address this challenge. Firstly, it's important to understand the reasons behind their resistance. This could involve conducting surveys or interviews to gather insights into their concerns or apprehensions regarding the proposed changes. For instance, they might fear job insecurity or believe that the changes will disrupt their workflow.

Essencial a equipe escolhida para o projeto tenha o conhecimento e envolvimento necessário com o processo, e que tenha a acolhida engajamento e informa??es necessárias para entendimento sobre o papel de cada um nesse time. Com isso, todos saber?o o que precisam fazer, cada um deverá ter valorizado sua atua??o e evolu??o das a??es, e ao final ser celebrado, para que todos mantenham a motiva??o necessária, n?o por imposi??o da Gest?o, e sim pelo sentimento de pertencimento nesse grupo e processo!

Obtaining proper buy-in from team members is crucial for the success of Lean initiatives. Addressing resistance to change in Lean manufacturing requires clear communication, involvement of employees in the change process, addressing concerns and fears, providing training and support, demonstrating the benefits of change, and fostering a culture that values continuous improvement and adaptation. When team members are genuinely invested in the project, they are more engaged and motivated to contribute their best efforts.

Involving your team in the lean process fosters a culture of continuous improvement and ownership. When team members contribute to problem-solving, they are more likely to support and implement changes. Tools like value stream mapping and kaizen events help identify inefficiencies and empower employees by giving them a voice in the process, leading to higher engagement and morale. This bottom-up approach is crucial for sustainable lean transformation as it aligns team efforts with organizational goals.

One of the biggest mistake of the involvement of the team, is that the leaders don't walk the talk leading the lean practices and giving "dirty hands, clean hands" example. Also leading in a discipline way te problem solving in that way all the team see the involvement

Involving your team in the change process can help alleviate resistance. By actively engaging them in discussions and decision-making, you can foster a sense of ownership and empowerment. This could entail holding regular meetings to brainstorm ideas, address concerns, and solicit feedback. For example, you could organize workshops where team members can share their perspectives and contribute to developing solutions.

Lean manufacturing is a never-ending journey and should involve training and development, however, avoid the temptation to just "take a class." I'm a firm believer in the 70-20-10 training model: *70% job-related project or assignments *20% developmental coaching & feedback *10% coursework and training events If you do not have the talent (in house) to support the coaching / mentoring, then consider some outside help...

Each change is a SMART. The S meaning specific, hence each change is a training in itself, since it will be specific to a specific challenge. So the key is support, non-stop, to make sure that the team is functioning and to get the lessons learned within each step in the workshop progression.

Treinamentos s?o ótimas ferramentas e fundamentais para desenvolvimento e aperfei?oamento da equipe. Trás motiva??o e aumento do desempenho de forma geral. Outra alternativa é agregar ao time conhecimentos e experiencias já vivenciadas, tornam o ambiente de trabalho mais produtivo.

Practical training in Lean principles is not just about imparting knowledge but also about fostering a culture of continuous improvement. Tailoring training to various roles within the team is crucial, ensuring relevance and applicability. Additionally, hands-on training methods, such as Kaizen events or simulations, can significantly enhance skill acquisition and retention. Support goes beyond initial training; it involves ongoing mentorship and the creation of a learning environment where team members feel safe to experiment and learn from failures.

When you start a boot camp is needed for align the vision of the new company after lean also the path the company will follow also with the knowledge requiere. All the knowledge need practice first with coaching and the by themselves. Also the daily managment system will provide the necessary support with the escalation process

The section highlights the importance of recognizing and rewarding team efforts in a Lean Manufacturing environment. However, it's crucial to note that rewards should be aligned with lean principles. For instance, rewarding individual performance might create competition, which can be counterproductive. Instead, focus on team achievements and process improvements. Also, remember that non-monetary rewards like public recognition can be as effective as financial incentives.

Recognizing has to be for the practice and for the results (most in lean) so you will need performance indications and results indicators.

Recognizing and rewarding your team's efforts and achievements can also help overcome resistance to change. By acknowledging their contributions and celebrating milestones, you can reinforce positive behaviors and motivate them to embrace the changes. This could involve publicly recognizing individuals who have successfully implemented Lean practices or achieved notable improvements in their work areas.

Sustaining and improving lean results is crucial; it's about embedding a continuous improvement mindset into the organization's DNA. Regular lean audits and embracing the PDCA (Plan-Do-Check-Act) cycle ensure that lean practices are maintained and enhanced. Moreover, fostering a culture of innovation is critical—encouraging employees to take ownership of processes and to be unafraid of suggesting changes. This empowers teams and leads to a more dynamic, responsive manufacturing environment. Lean is not just a set of tools; it's a philosophy that thrives on perpetual motion toward excellence.

Mantain is the most difficult in lean after the first effort, you will need to create a system of pillar where all the support areas has to perform follow up and improve the lean techniques

Finally, sustaining and continuously improving the change process is essential for long-term success. This requires ongoing monitoring and evaluation to identify areas for refinement and adjustment. Regularly reviewing the impact of the changes and soliciting feedback from your team can help ensure that the transition remains on track. Additionally, fostering a culture of continuous improvement where experimentation and innovation are encouraged can help your team adapt to future changes more effectively.

Just get up and go to Gemba. See together and believe in ehat you saw together. When you see together at Gemba there are minimal contradictions. Interact with the customer process to find out the real direction of improvement.

People resist when the communication is not landing with them properly (as it was intended). 1. Understand why people react the way they react 2. Change the words (your existing style is not bring the results, change the words / tone) 3. Bring Integrity within the team members (keeping the promises/commitments). This improves Trust and brings workability within the team 4. Regular Reviews of the team 5. Appreciate in Public. Even minor contributions have to be appreciated. This brings a Positive energy

Tata Steel's Change Management Initiative, Shikhar25, was built upon the following key principles: 1. Middle managers and workers were encouraged to take ownership of the change process. 2. The program emphasized the need for risk-taking, especially in tackling challenging or unconventional projects. 3. Tata Steel implemented rigorous problem-solving approaches such as A3 problem solving and advanced analytics to enhance efficiency. 4. Changes introduced by Shikhar25 were seamlessly integrated into Tata Steel's routine business processes and projects. 5. Rather than complex reporting and reviews, the focus was on action and implementation to demonstrate quick results.