Your team is resisting Lean Manufacturing changes. How can you lead them towards efficiency and success?

Para superar a resistência às mudan?as do Lean Manufacturing, comece explicando claramente os benefícios das mudan?as propostas. Envolva sua equipe desde o início, promovendo a participa??o ativa e ouvindo suas preocupa??es. Implementar melhorias de forma gradual, através de projetos-piloto, pode ajudar a mostrar resultados tangíveis e construir confian?a. Realize treinamentos focados em como as práticas Lean podem facilitar o trabalho diário e reduzir desperdícios. Utilize métricas para acompanhar e comunicar progressos, destacando conquistas e ajustando estratégias conforme necessário. Crie um ambiente de feedback contínuo, onde os membros da equipe se sintam confortáveis para compartilhar suas experiências e sugest?es.

Realmente, o receio no "novo" fomenta comportamentos que precisam ser entendidos.. Valem os insights para o "combate" a esse "medo": Escute as preocupa??es: Entenda as raz?es por trás da resistência. As pessoas muitas vezes resistem a mudan?as por medo do desconhecido ou porque n?o veem os benefícios imediatos. Reconhe?a as emo??es: Valide os sentimentos da equipe e mostre empatia. Isso ajuda a construir confian?a e abre espa?o para um diálogo mais aberto.

When people are scared of the change to lean principles, what are the most likely causes? I take a shortcut in 5 why now: What is the most likely cause that people are scared? - Because we did not communicate the vision, mission and strategy for the Lean Management properly! - Because we did not explain the definition of lean and roles & responsibilities properly! - Because we did not bother to involve the Organisation in the development of the wanted lean management! My top three! Leadership has to be prepared that lean is not just a set of tools to apply, but a dynamic management style based on standardization and root cause analysis at all levels . Fear disappears when trust is existing. What do you need to create trust?

4 guiding principles to engage people: - Manager and Supervisor are part of the Continuous Improvement (CI) process. - Coaching of root cause analysis and standardization ist the accountability of Management. - CI-activities are targeted on and linked to Total Value Stream Improvements and Total Cost Efficiency. - Standards are key to identify opportunities for improvement and issues/problems regarding Safety, Quality, Delivery and Moral. Living these four principles involving people to trigger intrinsic motivation by communicating, explaining and real Plan-Do-Check-Act/Adjust on all working levels gets people engaged in a process they trust, because it makes sense and their input is valued to define next steps. Trust creates engagement!

A escuta ativa tem o papel principal no entendimento contínuo para o sucesso da implanta??o! Envolva a equipe no processo de implementa??o, pedindo sugest?es e feedback. Isso cria um senso de propriedade e responsabilidade sobre as mudan?as. Forme pequenos grupos focados em diferentes aspectos do Lean, permitindo que os membros da equipe colaborem na resolu??o de problemas.

Train people and train the right level of people first! Lean does not work by providing lean tools training to some people and then you demand from them to change a culture on their own! Train Leadership first. Not in the lean tools, but in the communication standard to explain the advantages of change, the coming disappointments doing the change and to explain to the Organisation the new/reworked/existing failure culture to deal with failures, mistakes and violations. Enable leading people to create and check the accountability and psychological safety which are mandatory to get people in the ?Learning Zone“. Do Top-Down Training. Leading people using what is demanded from their people creates trust and engagement. Train Leadership first!

Providing training is an important factor when implementing Lean Manufacturing. Through training, employees can be taught the principles behind Lean, so they unterstand and are able to apply these principles in their daily work. Moreover, it is necessery that the employees are provided with the time resources for participating in these trainings.

A etapa treinamento deve ser dinamizada para constantes renova??es! Envolver a equipe no processo de implementa??o, pedindo sugest?es e feedback, irá criar um senso de propriedade e responsabilidade sobre as mudan?as. A forma??o de pequenos grupos focados em diferentes aspectos do Lean, permitirá que os membros da equipe colaborem na resolu??o de problemas, fazendo somar "valor" percebido ao seu dia a dia!

A possibility to show the advantages of Lean Manufacturing is the creation of small pilot projects. If those run successfully, it raises the people's awareness of the change process. This can help to increase the support for the implementation of Lean Manufacturing.

A estratégia de imagens e fatos baseados no "antes e depois" geram bom impacto na gest?o visual do tema. Considerar constante renova??o nessa gest?o dará o bom aspecto de continuidade e progressos crescentes.

Start Small: Implement Lean changes in small, manageable steps. Start with a pilot project or a specific area where improvements are likely to show quick results. Success in these areas can build momentum and support for broader changes. Monitor and Adjust:Continuously monitor the progress of Lean initiatives and be prepared to make adjustments as needed. Flexibility and responsiveness to challenges are key to successful implementation.

A disposi??o para ajustar o plano de implementa??o com base no feedback e nos resultados obtidos promove o suporte e a necessária flexibilidade para a boa implanta??o. Considerar a manuten??o do feedback contínuo para constantes ajustes na jornada.

Celebrating successes can help to increase the support for the implementation of Lean Manufacturing as it can motivate the employees and strenghen the trust in the principles of Lean Manufacturing. Moreover, it shows appreciation towards the employees and their efforts.

Communication is Key. When going into any new project, it is vital to help stakeholders understand that if there is any change that will take place, it will be to improve the current process in question and not to complicate it further. This ties in with getting everyone involved. A certain level of transparency allows for better buy in. In my experience, when people are better informed they do tend to be more receptive to change and provide meaningful suggestions to assist with the process as well.