The Art of Tailoring Success

Embracing Lean, 8020, and Continuous Improvement without the Eye Rolls

Hello fellow pathfinders on the journey to organizational nirvana! As I traverse the landscapes of companies, I've spotted an intriguing pattern: Mention "Lean," "8020," or heaven forbid, "Six Sigma," and you're likely to be greeted with the kind of look that's usually reserved for sales pitches of oceanfront property in Kansas. "Oh, we've tried that. It's not for us," they say. Or even better, "That may work for others, but our company is a unique snowflake."

Here's the deal: Lean works. Kaizen works. The elimination of waste (Muda) works. But what I hear when I see the skepticism isn't a rejection of the methodologies themselves but rather an aversion to past botched implementations. Whether it's the legacy of a top-down directive that felt like swallowing a square peg in a round hole or a half-hearted attempt that fizzled out faster than a New Year's resolution, the problem isn't with the principles — it's with the practice.

That won't work for us

I rewind to a time when I first introduced daily standups at my company. Inspired by Cameron Herold's "Double Double," we started each day with a 10-minute huddle: What's new, how we're doing, what we're doing, and what's broken. This wasn't just a meeting; it was the heartbeat of our culture. Leadership of the standup rotated, ensuring it remained fresh and engaging, and it was neatly packaged within the confines of a scheduled break to avoid production disruptions.

When visitors witnessed our ritual, they marveled at its efficiency. "I can't believe the participation you get!" they'd exclaim. Yet, despite their admiration, they'd part with a "Cool, but not for us," followed by an excuse bingo — remote teams, multiple shifts, the perceived cost of downtime, you name it.

My response? It's not about transplanting a process; it's about grafting it onto your organization's DNA. You can't just grab a methodology off the shelf and expect miracles. You have to tailor it, tweak it, and make it yours. It should be built on the strong foundations of proven strategies, like Lean, but dressed in the unique attire of your company's culture.

It needs customization

Lean manufacturing, 8020, and all the other tools in the continuous improvement toolkit are like a custom suit. Off-the-rack might fit some, but to really look sharp — to make it work for you — you need to measure, cut, and stitch it according to your unique shape and style. It's about creating something that resonates with your team, aligns with your goals, and amplifies your values.

Language is the key

It is also crucial for leaders to communicate in a language that resonates with everyone in the organization. While terms like "lean," "Muda," "SMED," "just-in-time," and "poke-yoke" may be second nature to those well-versed in operational excellence, they can be alienating or even intimidating to the uninitiated. It's akin to speaking in a foreign dialect in a room where not all understand it. The essence of our goal gets lost in translation.

I encourage leaders to adopt a linguistic wardrobe that fits all occasions. Speak of "process improvement," "efficiency," "uptime," and "focusing on essentials," and watch how the room nods in collective understanding. Discuss "key customers" instead of "value stream mapping" and observe the immediate connection with your team's everyday experiences. It's not just about avoiding jargon; it's about fostering an inclusive environment where everyone feels empowered to contribute to the company's success.

By refining our language, we preserve the integrity of the methodologies while making them approachable. Remember, the most elegant solutions are often the simplest to understand. Let's ensure every member of our team can be an active participant in our continuous improvement journey, speaking a common language that advances our collective mission.

And start small

In addition to refining our language, it is crucial to acknowledge that the implementation of any strategy, whether Lean, Kaizen, or 80/20, should begin with small, focused efforts. It's not necessary — or even advisable — to launch a companywide overhaul that promises to be the panacea for all operational woes. Such grand declarations often set the stage for resistance and disillusionment. Instead, start with a pilot project or a single department, where the principles can be applied with precision and the outcomes can be closely monitored and learned from. Success in a small, controlled environment builds credibility and provides a scalable model for the wider organization. This focused approach also allows for quick adjustments and fosters a sense of achievement among team members, which can then ripple outwards, inspiring others to embrace the change. The goal is not to change the world overnight but to improve it steadily and sustainably, one step at a time.

What's been your experience?

I'm eager to hear from you. What are the horror stories of when well-intentioned methodologies went sideways? What wisdom can you share about turning these trials into triumphs? Because I firmly believe that all these approaches can work wonders when applied with a thoughtful, custom fit for your organization.

So, let's roll up our sleeves (tailored to perfection, of course) and share tales from the trenches. Together, we can turn the eye rolls into standing ovations for methodologies that not only work but become part of our businesses' very fabric.