The greatest waste is failure to use the abilities of people.

When Lean Six Sigma started to become fashionable about 25 years ago, almost without exception 'persuaded' leaders hired specialist Consultants and Trainers to deploy it within their organisation (often at high cost). So, by and large, it was ‘done to’ the organisation rather than embraced by all employees and management. The organisation set-up a ‘deployment team’ and they often set off on the Titanic.

?????? ???????? ?????????????? ???? ?????? ?????????????????????? ?????????????? is for the vast majority across the entire enterprise to understand it and use it in their daily jobs.

?? ?????? ???????????? ???????? ?????? ???????? ?????? ?????????? ????????????????:

??It only involves ~20% of employees at best. The other 80% have little idea how to even define a problem! Most operational managers are also not involved

??As Deming stated, ‘the greatest waste is failure to use the abilities of people’. The experience, skills and ideas of all employees was not considered

? Nearly all the investment was in training - no investment in behaviour change – it is not really considered, so no wonder it is never cultural

??Treating most problems as a ‘project’ is far too slow – often taking months

??By far most daily problems are small – these should be fixed quickly by the employees who face them

??Too much time is spent on training, certification, savings measurement, a project database, charters, tollgates and storyboards. Talking about Japanese nomenclature from decades ago that’s irrelevant to most employees – even confusing

??It should be cultural - not just the playing field the deployment team

??The Gemba is everywhere a business process happens – not just in manufacturing

Kurt Lewin showed us, many decades ago, that involving people in designing their own change is highly productive. Given the choice would you rather implement someone else’s solution or one that you had created yourself?

???????????? ?????? ???????? ???????? ???????? ????????????.

This principle is one of the greatest lessons that any leader can learn because if we want the commitment of our people at the point of implementation then we need to involve them at the point of creation.

As a start you need to engage all employees in simple problem solving - develop them problem seekers and problem solvers.

Integrating ???????? ???????????????? horizontally will bring your organisation a step closer to operational excellence.

Of course the strategic issues should still be tackled by some skilled Lean Six Sigma Belts and that’s still a valuable thing to do - but – shift the culture from management driven improvements to employee driven improvements. Lower the waterline and drive out more waste.

So demonstrate servant leadership by engaging all employees in simple problem solving - all Continuous Improvement should come from employee input or involvement - liberate their energy and enthusiasm. Break down those silos.

Deploy ???????????????????- enable all employees in '?????????? ???????????????? ?????????? ??????' via a rapid Train The Trainer approach, supported by a proven ?????????????????? ???????????? model Influencer?, ensures the skills learnt become habit, cultural. For any business strategy: No employee behaviour change = No success.

A feature is that all the Trainers and Change Leaders are your people at your company facilities - ???????? ?????? ????.

Very cost effective. Any size organisation. All materials customised and branded for clients – so it feels like your product.

Connect for a presentation.

??????’?? ?????????? ???????????????? I ??????’?? ???????????? ?????????????????? I ??????’?? ????????