Roadmap to Success
Eldon Kao
In my experience as a Lean practitioner I've had to navigate through different industry/corporate cultures, levels of organizations, and varied personalities. You may have already found that the potency of the Lean agenda depends heavily on how it is received. Through my own experiences training and advocating Lean methods, I've decided to include a short list of some keys to success that may help others incite and sustain change.
WE, NOT ME
Leading change does not mean you need to provide all the answers. Giving process owners the opportunity to voice continuous improvement concerns gets them invested in change and in turn in the results. A team effort recognizes that all parts are essential to the overall success.
FLEXIBLE PERSPECTIVES
When leading a cross functional group, be ready to step into each others shoes. This means to really understand the day-to-day challenges and motivations that may impact change. Too often people and departments act as silos and are too concerned about their own issues. This is an opportunity to step back and see the big picture.
WALK THE TALK
A lot of Lean talk happens in offices and boardrooms but it is equally important to observe and experience the work being affected first hand. Sometimes it's just easier to see rather than to conceptualize. The solutions and implementation strategies have to adapt to the environment and to the people in the space, therefore this is a necessary step.
PROBLEMS = SOLUTIONS
Identifying problems is often seen as admitting to weakness and incompetence. Some may be hesitant to bring forward issues in fear of being reprimanded. There needs to be a cultural change in order to view every problem as an opportunity to improve. Everyone should be on alert and have an avenue to vocalize their concerns which should be seen as potential for improvement.
RELINQUISH POWER
Some Lean practitioners like to force their hand in order to get things done however you will find that these changes will often fall by the wayside when they are not around to snap the whip. Sustainable solutions come from relinquishing power to the people who do the execution. Appointing a process owner ensures that they are continuously involved in the process and receive the credit they deserve.
SET AMBITIOUS YET REALISTIC GOALS
If goals require little effort to attain, they come and go with minimal pressure to change. Goals need to be ambitious enough to drive attitude and cultural change yet realistic enough to reward good behavior. Be sure to monitor and reevaluate these goals regularly to provide the right feedback and change course if required.
CELEBRATE AT EVERY OCCASION
Continuing from above, it is important to celebrate successes whether large or small. These can range from a simple public acknowledgement to a party with a cake. This is important to keep the momentum of change going during a long process.
These are just a few strategies that have worked for me. Let me know what other strategies have worked for you in the comments below!