What do you do if your Lean Manufacturing team resists change?

As I embarked on my journey as a lean practitioner, my focus was primarily on mastering tools, techniques, and methodologies. However, with growing experience, I came to the realisation - at the core of it all, it's about people, people, and more people. The initial review of the charter marks the inception of communicating and championing the vision, a task that requires wholehearted support from the entire Senior Leadership Team (SLT). Recognizing these endeavour's as projects necessitates a comprehensive understanding of potential risks and how to effectively mitigate them. Despite my extensive experience, I have yet to witness an automated system sulking due to modifications in its Standard Work.

Eu procuro identificar e compreender o que está acontecendo para o colaborador ter esse comportamento negativo; sendo assim, coloco em cena um feedback construtivo assertivo para enxergar as dificuldade do colaborador e fazer ele colocar em cena seu protagonismo. Dou exemplos de "cases" de sucesso e explico como a implementa??o do Lean pode trazer várias benefícios para o seu dia a dia...

Ask earnest questions to understand where the resistance is coming from. Ask about their understanding of the oblective. Any concerns about execution. Any ideas or contributions they like to propose.

Identify bottlenecks: Conduct a value stream mapping exercise to identify areas in your process that slow things down. Look for opportunities to streamline tasks or eliminate unnecessary steps. Reduce rework: Analyze why errors occur and implement solutions to prevent them. This could involve improved training, implementing checklists, or adding quality checks throughout the process. Minimize inventory: Implement a just-in-time (JIT) inventory system to reduce storage costs and waste from obsolescence. Optimize space utilization: Analyze your workspace layout and eliminate clutter or underutilized areas. Create a more efficient flow for materials and people.

Change is hard for most teams. Generally if you can find a small thing you can fix and show that it helps the process you can start to show them the advantages to lean manufacturing. If also helps to give your team a voice. Let them talk thru their concerns and why — listen and allow them feedback into the process — if they feel like they are part of the process and solution they will help you drive the change and it gives you a win win. Once you start making changes that make the business and/or process better they will be on board and will help you drive the changes.

Create a communication plan, what, who, when and how to communicate ?! Creating a communication plan for introducing changes involves considering what information needs to be communicated, who needs to be involved, when to communicate, and how to effectively convey the message. Regularly review your plan by feedback sessions and update it, make sure your plan considers all stakeholders, and try to set up different channels to convey the message and encourage two way communications.

Lean benefits to be visualized through VSM future state with team members. Money is a matter and waste in the form of cost to be to visualized for team. Once the first stage of improvements/benefits realized, we need to communicate with team. Arranging Lean town hall meetings would be ideal for sharing the benefits

Comunique o propósito e deixe claro os benefícios. As pessoas precisam primeiro estar conscientes de que existem perdas que precisam ser eliminadas ou reduzidas, precisam ser treinadas para enxergar isso. Deixe claro quais s?o os benefícios de eliminar essas perdas e benefícios, principalmente para o próprio colaborador. Alguns exemplos s?o a elimina??o de riscos, melhorando a seguran?a em primeiro lugar. A manuten??o de um ambiente limpo e organizado, aplicando o 5S também irá fornecer um ambiente de trabalho melhor, além de melhorar a produtividade.

Uma vez que as causas da resistência s?o compreendidas, é importante comunicar claramente os benefícios da mudan?a e as expectativas em rela??o ao novo sistema de Lean Manufacturing. Destaque como a mudan?a pode melhorar eficiência, qualidade, seguran?a ou outras áreas importantes para a equipe.

Start analyzing the change itself. What is the benefit? What is the reason behind? You need tu understand first and embrace it, then communicate to the team. At the end, is a sales job, and it always be better to sell a solution, not a product.

La mejor forma de empoderar al equipo es que tomen un área de las que son responsables y se convierta en “el deber ser” donde todas las reglas se apliquen como 5S, eliminación de desperdicios, etc creando un lugar de orgullo y ejemplo que haga sostenible la implementación. Una vez logrado se conviertan en facilitadores de la filosofía basados en su éxito

The power of a team can be magical. If you allow them a voice and let them try things they will work hard to help get the results you strive for. With that comes the responsibility to celebrate as a team, ensure you give them the recognition for the success of the change. It is important for the team to understand the why —what does it do to help the business? What does it do for the bottom line or for customer satisfaction; help them understand what the changes do to help ensure the longevity of the business.

- Real time material flow workshop with the team. - Involve the team & facilitate to make the correct choice - Help team to implement simple project and make them understand the benefits

As pessoas precisam entender porque est?o fazendo aquilo, porque est?o sendo envolvidas com atividades e aplica??o de ferramentas do Lean. Ensine-as, gaste tempo com teoria e prática, invista no potencial das pessoas.

Inclua os membros da equipe no processo de tomada de decis?o sempre que possível e ofere?a oportunidades para que eles contribuam com ideias e sugest?es para a implementa??o bem-sucedida da mudan?a. Além disso, forne?a treinamento e suporte adequados para ajudar os funcionários a se sentirem mais confortáveis e confiantes com as novas práticas.

To effectively address resistance to lean manufacturing and ensure its success, follow these steps for monitoring and adjusting the change as it progresses: 1. Track and Evaluate Results. 2. Collect Feedback. 3. Identify Issues and Challenges. 4. Make Necessary Adjustments. 5. Communicate Changes. 6. Provide Support and Resources. 7. Monitor Progress Continuously. 8. Celebrate Successes and Learn from Failures. By actively monitoring and adjusting the change process as it progresses, you can ensure that lean manufacturing initiatives remain aligned with organizational goals and expectations, ultimately leading to sustainable improvements in efficiency, quality, and competitiveness.

Durante a implementa??o da mudan?a, monitore de perto o progresso e esteja preparado para fazer ajustes conforme necessário. Esteja aberto ao feedback da equipe e fa?a altera??es no plano conforme surgirem desafios ou obstáculos inesperados.

Implementar os kpis certos para as melhorias implantadas, com métricas factíveis e que possam ser acompanhadas com ferramentas estatísticas, como k CEP, trará a robustez necessária para a valida??o do novo processo. Ouvir todas as partes envolvidas no novo processo, principalmente indo ao Genba, e coletando informa??es sobre a percep??o eles a cerca da melhoria implementada, trará ainda mais dados para que possa ser confirmada a efetiva melhoria, alinhado com os dados estatísticos...

Monitoramento é importante e deve ser diário, Tal como o feedback para todo o time. Deixe claro como está o andamento, o que está bom, e o que falta para ser melhorado. A comunica??o através do diálogo constrói pontes onde existe resistência.

Quando minha equipe de Lean Manufacturing demonstra resistência à mudan?a, adoto uma abordagem centrada em monitorar e ajustar a altera??o. Observo de perto os sinais de resistência e identifico áreas que exigem adapta??o. Com feedback contínuo, fa?o ajustes conforme necessário para garantir que a transi??o seja suave e eficaz. Acredito que ao monitorar de perto e estar disposto a ajustar o curso, podemos superar os obstáculos e alcan?ar uma implementa??o bem-sucedida do Lean Manufacturing.

Change is fairly easy. You can change a process but how do you sustain it? You can write standardized work and have the whole process laid out but you have to be able to show why the process is important. Layered audits where you review the process and validate that the process is being followed really shows the team that the process is important enough for you to take the time to review. It also allows you to address if it is working or if you need make additional changes. It also allows the team to see that you believe in the process. You get what you inspect!!

Reconhe?a e celebre os marcos alcan?ados ao longo do processo de mudan?a para manter a motiva??o e o entusiasmo da equipe. Além disso, trabalhe para criar uma cultura de melhoria contínua, onde a equipe esteja constantemente buscando maneiras de otimizar e aprimorar os processos de Lean Manufacturing.

Padronize as mudan?as, garanta que elas far?o parte da rotina das pessoas, revise os padr?es de processo e documente cada modifica??o. Organize fóruns em que as pessoas que implementaram as melhorias e mudan?as falem sobre como foi o processo e quais os benefícios. Também traga pessoas de outras organiza??es para falar sobre cases de sucesso e a importancia daquelas melhorias para o seu time.

To effectively address resistance to lean manufacturing and sustain the change, follow these steps: 1. Acknowledge and Appreciate. 2. Share Success Stories and Best Practices. 3. Reinforce Change in Culture and Routines. 4. Provide Ongoing Support and Guidance. 5. Encourage Continuous Improvement. 6. Communicate Progress and Results. 7. Celebrate Achievements. 8. Monitor and Adjust as Needed. By celebrating and sustaining the change, you can maintain momentum, enthusiasm, and commitment to lean manufacturing principles, driving long-term success and continuous improvement within the organization.

Mantener el cambio en Lean va más allá de simplemente cambiar 4 cosas; implica celebrar los logros y mantener el impulso hacia la mejora continua, difundir públicamente los esfuerzos y éxitos del equipo, compartir historias inspiradoras y destacar las mejores prácticas e ideas. Pero también, hay que integrar esos cambios en la cultura y las rutinas diarias de la empresa, hacer que se conviertan en la forma en que se hacen las cosas aquí, en toda la estructura. Y para ello, la implicación de la Dirección es crucial: respaldar el cambio, participar activamente en él, crear e impulsar un ambiente donde la colaboración y la credibilidad sean valores fundamentales. Solo así se mantiene el entusiasmo y se evita el retroceso hacia viejas prácticas

Além das estratégias mencionadas, é importante estar ciente da cultura organizacional e das dinamicas de poder que podem influenciar a resistência à mudan?a. Trabalhe para criar um ambiente de confian?a e abertura, onde os membros da equipe se sintam seguros para expressar suas preocupa??es e contribuir para o processo de mudan?a de forma construtiva.

Typically in any change management story, it starts with anxiety and fear of the unknown. Nobody likes to be moved from their comfort zone. But a good change manager steers the team from this fear by showing the proof of concept. For example, in JIPM TPM approach we have the Managers Model Machine concept. Managers themselves demonstrate the fruits of TPM approach for first 7 to 8 months of the program. Likewise, best way is to choose the worst performing parameters, processes and using the relevant change management approach carry out a blitz program that will win over a large majority of the fence sitters. Once this stage is achieved successfully, there is no looking back

How big is the change or new process? You may split in several small changes. Use the PDCA approach to make such small changes. Make sure to define major milestones and an implementation timing.

Hay detalles clave a tener eb cuenta. Debemos promover un ambiente donde todos se sientan cómodos compartiendo ideas y sugiriendo mejoras (buzón de mejoras, etc..). Así, desde el operario en la línea de producción hasta el gerente de planta deben sentirse parte del proceso de mejora continua. También es esencial tener canales de comunicación directos y abiertos para que la información fluya entre todos los niveles de la empresa. Sin olvidar que la capacitación constante es vital; todos deben tener las habilidades necesarias para implementar las prácticas Lean de manera efectiva. Se trata de seguir un proceso y de crear una cultura donde la mejora sea parte de nuestro día a día en la fábrica. Conocer los principios Lean y aplicarlos tal cual

-Desde el inicio comunicar a mi equipo los cambios que se harán - Capacitar al equipo sobre lo cambios a implementar - Presentar los beneficios que traerán los cambios.