Why is there so much pain related to sustaining the gain?

Why is there so much pain related to sustaining the gain?

I promise I will answer the question, but not just yet. What I'm going to share with you now is what actually led me to totally transform myself and my mission relative to Lean manufacturing and process improvement.

I seldom do "Lean consulting" any more. I've become a professional leadership development catalyst and left Lean behind. At least, that's what most people that don't truly understand Lean believe. But, there are a few that do understand what Lean is really about. They know it's not about the processes.

Lean is about Eliminating Frustrations

These few know the truth. It's about the people, listening to them and helping them eliminate their frustrations. And believe me, I'm all about people first and processes second.

"Leadership is not about being in charge. It's about protecting those in our charge." ~ Simon Sinek

That's what leadership is about. The people, at every level, top to bottom. Management is about the processes. We should lead people, but we must manage processes. Unfortunately, many "leaders" tend to also manage their team.

Most managers attempting to implement Lean "know" the buzz phrase. Lean is all about the people. They tell you when you walk through the door. It's posted on their website. Blah, blah, blah. But what they don't do is tell you what that often means to them is, "It's all about using the people to improve the processes."

Lean is about Developing the People

True Lean leaders know that it's all about improving the people first, so they will want to improve the processes second. Big difference, right? This is the difference between a company that says they are a Lean company and company that really is a Lean company. Most "Lean" companies don't have a clue about how a real Lean company operates.

If you work in a "Lean" company, and I use the term very loosely, I have a question for you?

Is all, or most, of the money and time spent on process improvement? (Lean training, Lean events, implementation, layout changes, setup reductions, value stream mapping, process studies, etc.) Or, is there a consistent and continuous people improvement (development) initiative too? (leadership development training where groups of people are taught about character development, increasing their influence, building trust, connecting with others, listening, leading instead of managing, etc.)

If you work in a company that doesn't have a formal leadership development program where all of the people at all levels are consistently and endlessly being truly developed as people to be better people, you do not work in a Lean company.

You work in a traditional company that is picking and choosing Lean tools to improve their processes and their profits, but has no focus on intentionally improving their people.

 A Great Example

The best example of a real Lean manufacturing company is Barry Wehmiller which is led by Bob Chapman, a phenomenal leader. My Lean mission is now to help companies become more like Barry Wehmiller. Those that aspire to be like BW are my perfect client.

A true Lean journey starts and ends with High Impact Leadership!

The following quotes were taken directly from the Barry Wehmiller homepage.

"We’re Building A Better World. We’re more than just a successful capital equipment and engineering solutions firm. We’re an organization fiercely committed to improving the lives of our team members across the globe. By providing meaningful work in an environment of care and compassion, we send them home fulfilled by their time with us, rather than drained by it. We understand what every human being on the planet desires: to know that who they are and what they do matter. As a business, we have a unique opportunity to let them know that they do."

"Through our Truly Human Leadership culture and personal growth initiatives, we help them become their best selves. And when we bring out their best, they give their best. To their work, their team members and friends, our customers and suppliers, the people in the communities in which they work and live, and--most important of all--to their families. And before you know it, a better job has helped build a better world!"  

If you're like me, you want to work with these people without knowing anything else about them right? That's how a REAL Lean company operates. This is what it means to truly say, "Lean is all about the people."

"We have been paying people for their hands for years when they would have given us their heads and hearts for free...if we had just known how to ask!" ~ Bob Chapman

I Love Lean!

Understand this, I love everything about applying Lean principles to a process. I love making things simpler, faster, easier, and better. I love the challenge of leading cross-functional teams that don't want to make any changes because "that's the way we've always done it." I love improving processes.

I love the challenge of transforming those that say "It won't work here!" into believers. To me, everything about developing Lean thinkers where there were none before, is a blast! Did I mention I love it? Watching people put common sense into practice is amazing. Then, they wonder why they have done it the other, harder and frustrating, way for so long.

What truly enjoy is going into a manufacturing facility that has a lot of manual processes, zero Lean knowledge, and a desire to give Lean a shot. Why? Because I know amazing results are just around the corner because there are people waiting to be heard that have great ideas to implement.

I love everything about Lean, but don't support others in the area of Lean as often as I did in the past. However, I'm happy to do it if requested and my schedule is open, but I don't spend my time seeking out Lean consulting opportunities.

There's Something more Important than Process Improvement

I discovered there was something far more important than dealing with the small and simple stuff related to improving the processes. I'm now focused primarily on addressing the root cause of poor processes: poor leadership. After all, isn't that what Lean is all about? Identifying and addressing the root cause of a problem. If we don't address the root cause, our frustrations will continue.

You see, it's extremely easy for a lean expert that also has the ability to motivate and inspire people, to make 50%, 100%, 200%, even 300% or 400% improvements in productivity in these "untouched" traditional manufacturing environments. Super easy! I've done it many times with teams that knew nothing about Lean or nothing about me.

The people are always sharp! When they are led instead of managed, amazing things will begin to happen.

If you can't make "Lean" happen yourself, all you must do is hire yourself a Lean consultant with some experience, some people skills, and let them make it happen for you. In other words, all you need is a desire to implement Lean and a checkbook.

Process improvement isn't hard. It's easy.

When it comes to Buy-In, Small Leaders are the Cause of Big Problems

Getting buy-in is not so easy. Sustaining the improvements is not so easy. Sustaining and making additional improvements moving forward after the Lean consultant has left? Well, that's almost impossible. Holding on to the gains? Again, almost impossible.

But, if you do not sustain the gain, you have simply disrupted your production processes, frustrated a lot of people, wasted everyone's time, and your money. And most destructively, if you're the leader at the top, you just demonstrated a lack of leadership, an inability to effectively lead the team.

It's not the team's fault. It's not the middle manager's fault. It's the top leader's fault. Why? Because he/she has failed the team as a leader by skipping the investing in the people part, instead choosing to take the shortcut to improving the processes. I've seen it many times.

A weak, low level leader knows the people can simply be scheduled and paid to improve the process. Wow!?! Any manager in charge of the funds can do that and look like a hero short term. However, that's not leading. That's managing. Managing is what happens in traditional manufacturing operations. It takes high level leaders with strong character to lead a Lean operation with influence. Influence from the top down is the key to sustaining the gains. 

Why is there so much pain related to sustaining the gain when it comes to Lean Manufacturing and process improvement? There's no secret here. Anyone in the organization can tell you, "There is no buy-in on the front lines from the people closest to the process."

But, this is a superficial answer.

Why don't the people on the front lines buy-in? This is the million dollar question that is so simple that most people miss it.

Here it is: They don't have to, and they don't want to.

Seldom do people on the front lines get fired for not improving a process day to day or for not sustaining the gain long term. Nope, those people don't usually get fired. Why? Because they're the ones doing the real work. We need them to keep doing that. They're getting the job done.

Typically, if someone is going to be fired, it's usually those in the middle with a formal position and the direct responsibility for "making" those on the front lines buy-in. These middle managers constantly take the heat from the top managers, including the one at the very top.

"We hear of businesses succeeding or failing, but it is not the business ... it is the people who succeed or fail." ~ S. Truett Cathy

It's all about the Leader at the Top

The very top manager....that's where the root cause of this whole problem can be found, but unfortunately, it usually cannot be addressed. And you know what, those on the front lines already know this.

They know it today. Right now, at this very moment, they already know it. They don't need me to tell them. They have a front row seat, day in and day out. They don't have to be told the problem because they are close enough to see it, feel it, and touch it daily.

And you know what? It frustrates them, day in and day out. Hello! Frustrated team members are not productive team members. The processes aren't causing the loss in productivity. This is caused daily and continuously by the low impact leaders above them that have acknowledged and accepted the responsibility for the situation.

As you read this, the closer to the front lines you are the more you will agree with me because you already know this truth. The closer to the top you are, the more likely you are to disagree with me because you don't know what you don't know. If you did know, you would have already addressed the problem in an effective way.

I've been at both ends of the chain in my 20 plus year manufacturing and leadership career, but I always knew the problem: the top leader's inability to move beyond managing to leading.

I've always known the top leader is always making things happen, allowing things to happen, or preventing things from happening. Top leaders are always responsible whether they choose to accept the responsibility or whether they choose to try and transfer it.

Managers transfer responsibility for Lean struggles down the chain. Leaders always accept the responsibility for making Lean a success.

When the Lean gains aren't being sustained, the top manager either doesn't know what taking responsibility as a leader really means or doesn't want to accept it.  When they don't know, there is hope. I or someone else can help here, if there is a desire to be helped.

But, if the leader isn't interested in accepting responsibility, there is no hope.

Choose Your Future

If you work for a leader like this, quit when you can and find a real leader to follow. I or no one else can help this weak minded leader. They don't want to be helped. They just want a check to cash like some of the weak-minded front line folks with the same entitlement mentality. And, they want to do the least amount to get it. They just want a bigger check, but the mind-set is the same.

You can't make someone buy-in to a manager with low impact, weak character. Those on the front lines don't have to, and they don't want to. The manager must grow into a high impact leader with strong character that can influence others to follow because they want to, or they will never be able to make Lean stick.

A manager can't get buy-in. A leader can't help but get buy-in.

People buy-in to leaders, not positions.

Make It Happen!

Lean Manufacturing, process improvement, is about competency. You simply learn the skills, and you implement the improvements. So easy, nearly anyone can do it. However, sustaining the gain is about buy-in and is related to character. So hard, most top managers can't even do it.

People only follow leaders that value their position more than they value the people because they have to. What do these same people do while on the job? Only what they have to. These leaders don't sell. They tell. They don't protect. They direct.

If you're a high level manager and want to create a true Lean organization, you must become a high impact leader and unleash your people.

Don't know where to start? I would LOVE to share that responsibility with you and help you and your team move to the next level and beyond. I know we can make it happen. The real question is, "Do you have the desire and will to make it happen?"

They key to your success is your dedication to developing the people, not improving the processes.

Always Focus on Developing Yourself

If you're not at the top and the top isn't interested in developing you and those around you, don't blame them. Develop yourself and prepare yourself to become a valuable team player in another, better organization as quickly as possible. They are out there, but they are picky about who they let in the door.

They want high impact players with strong character on their team. If you're in a poorly led organization, they will not create options for you nor will they prepare you for one of the great organizations you desire to be a part of. You must do that.

The poor organization wants to control you and use you. What you do when you're not at work determines where you work, when you work, and what you get paid to work. You are ultimately responsible for creating options and moving yourself forward, not the company. You have to do this between the time you get off of work and the time you report to work. What happens then is up to you.

However, a truly great Lean company will help you create options. They want what's best for you. In return, you perform at a high level while you're on the team. And usually, you want to stay on the team. They look for the win-win in all relationships. All of the other average or below average companies will try to keep you in place, so they can continue to use you to improve their processes and increase their shareholder's wealth for as long as you will let them.

FREE downloads available:

Click here now for a FREE download of the entire leadership principle-packed Chapter 11, "Get Out of the Way and Lead" from the first book in my Demystifying Leadership Series: Defining Influence. In this nearly 20 page chapter, I share about:

• Managing vs Leading
• Scarcity vs Abundance
• Formal Authority vs Moral Authority
• The 5 Types of Leaders
• Compare/Contrast 17 Manager vs Leader Perspectives

Click here to access the first 5 chapters of “Blue-Collar Leadership: Leading from the Front Lines.”

• 1: I’m one of you.
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• 5: There is an “I” in Team.

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Make an impact!

Mack Story

My passion is to help you live with abundance, achieve success, choose significance, and leave a legacy. In other words, I want to help you make a High Impact!

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Mack’s story is an amazing journey of personal and professional growth. He began his career in manufacturing on the front lines of a machine shop. He grew himself into upper management and found his niche in lean manufacturing and along with it, developed his passion for leadership. He understands that everything rises and falls on leadership.

Mack is the author of Blue-Collar Leadership Series, Defining Influence, & 10 Values of High Impact Leaders. He's an inspiration for people everywhere as an example of achievement, growth, and personal development. His passion inspires people all over the world! Order signed copies here.

Mack’s experience as a John Maxwell Certified Leadership Coach, Trainer, and Speaker includes an international training event in Guatemala with John as part of the Cultural Transformation in Guatemala where more than 20,000 Guatemalan leaders were trained.

Contact Mack at 334-728-4143 or [email protected] for Keynote Speaking, Corporate Training, Professional Leadership Development, Cultural Enhancement/Transformation, and Process Improvement.