Lean... How To Start ?
Hello colleagues and welcome back to Week-24 of the Weekly Lean Series. Today we are going to discuss a popular, yet not clear topic ; namely "How to start" a lean deployment.
It is very difficult almost to start anything. In general when you start something, either it is a routine meeting or a new machine deployment, it means you are moving something from its original position to a new position; thus you are subject to a natural inertia. Resistance to change is inherent in many processes , organizations and fellow associates. With varying degrees of strength, every change agent experiences this phenomenon.
As a change agent myself, one of the first reactions to lean deployment is that you seem to have a lot of support. It is a very happy honeymoon in the beginning. A lean responsible in such circumstances may even think that how on earth things already have not kicked off while there is so much support :) Whoever you talk to, seems to know a little, everybody lectures on how much they need it and it looks as if the organization from top to bottom is dedicated to go through the change. It is such a feeling, you may even get charged to move in bigger steps.
In reality, this is far from truth. Generally, the probability that your fellow colleagues aim to change the way they do business is very very little. This is very much similar in any size of organization. Thus lean deployment is a process that needs a hell of patience and understanding. This may sound easy but by patience I mean a solid rock patience.
The defense mechanisms of processes and people run when they see that lean demands change . Based on observation there are four types of mindset that is generated in a lean deployment by your people.
- We are already lean : This is the most common response. Lean is generally perceived as a set of tools that aim to increase efficiency. Partially this is true. However, this is just the tip of the iceberg. To enable a continually evolving system of processes especially the leadership and engagement is of core value.
- Just tell me what to do : This is also a common response and very much related to the initial perception of tools and methods . Lean is a way of thinking, not a list of things to do and to be able to explain this you need time. The owner of this response moves with the idea that if he jump closes what task list is in his/her way; he will be safe and back in comfort zone.
- Ignoring : Most dangerous type. Any response , positive or negative has the possibility to lead towards action; but when you are ignored your hands are tied. These people simply ignore what is going on , hoping that the tide will turn in time.
- I have other things to do : In a business environment, everybody has tasks to achieve. This response implies that continuous improvement is not an integral part of our daily life but rather a show case .
For the last part, that "other things" may not turn out to be that crucial as well. Especially if you are experiencing continuous excuses, absence in trainings and other problems; you may very well require an escalation and management support.
So how should we start ? First of all , management strategy is the key . Above all , as a lean practitioner you do not have the authority to change or execute a business plan or task; rather you move with the management handshake. If you already have an agreed plan, handshake, in place approvals and still experiencing certain issues, this can very well indicate that you have a management focus issue about lean deployment. Again, never get frustrated. This , like any other , is a problem and you should be the agent to solve the problem; therefore you should make this known respectfully to the responsible people you are working with. Show flexibility, change plans when required but never lose the primary focus which is to make a behavioral change in the lean direction.
Another aspect is you need to take time and make employees take their time in lean concepts. The best way to do is via trainings. A training is not just a way to pour technical information but rather to talk, understand and orient people. Therefore, of course with an initial vision and management handshake but more importantly with a basic training, you should start your lean journey. There may be other prior trainings but remember, if lean is still not in place , than most probably those initial trainings may have been in vain. Use your skills to loosen up people, show clever short cuts that can easily be remembered but most probably give the perspective that lean is about the mind . Also build a common language .
Practical actions are very helpful. Do not hesitate to move forward with quick projects. On hand experience and responsibility will help employees understand that lean is actually very practical. Even if there are mistakes and issues at first, as you go forward correct actions and quick wins will support the lean culture.
Last but not least , do not act as if things are ok if they are not. This will cause incorrect interpretations of lean in general among the group. Sometimes lean practitioners are afraid to give response understandably because they in the end are also affected by reactions. However, lean culture requires direct and honest communication with "respect for people" principle in place. Just like in any other problem solution, do not judge but simply show what is expected and what is not. This may be difficult in the beginning but it will help to build a solid infrastructure regarding culture. Even if you fail at first, gradually the correct orientation will start.
