For Lean implementation to be successful, there must be a balance between two important components of Lean: hardware and software. Hardware refers to the tools and techniques (such as kanban, pull, one-minute die exchange/SMED/quick change, poka yoke, one-piece flow, etc.), and software refers to the human side of implementation .
While there is more hype about the success and power of Lean tools and techniques, the devil is actually on the human side. Most Lean implementation failures are not due to a lack of understanding of the tools and techniques, but due to failure to manage change. Rather, more success in Lean is due to successful change management than implementation of widely published tools and techniques.
Some organizations focus their Lean implementation on tools and techniques and neglect the people aspect of change management, wondering why their Lean implementation is delivering the expected results. So if you are considering lean implementation, pay attention to the following tips:
Tip #1: Prepare and motivate people
– General orientation to Continuous Improvement, quality, training and hiring of workers with the appropriate skills
– Create a common understanding of the need to shift to Lean
– In the current economic environment, you may even consider using tough market conditions as a hot platform to rally employee support for change.
Tip #2: Employee Engagement
– Take decision making and system development to the “lowest levels”
– Train and truly empower people.
– Share information and manage expectations
Tip #3: Identify and empower champions, particularly operations managers
– Remove obstacles (i.e. people, design, systems)
– Make it both directive and empowering.
Tips #4: Atmosphere of experimentation
– Be tolerant of mistakes.
– Be patient
– Be willing to take risks.
– Create a blame-free culture
Tip #5: Install realistic, “clear” performance measures, evaluation, and reward systems
– Eliminate rigid performance goals during implementation
– Measure results and not number activities/events
-Associate improvements, over the long term, with macro-level key performance goals (i.e., inventory turns, quality, delivery, overall cost reductions)
Tip #6: The need to run pilot projects before implementing the culture throughout the organization
– After the first gains in operations, spread to other areas and eventually to the entire company (enterprise) or supply chain.
So remember to strike a balance between your Lean tooling effort and the people aspects when planning your Lean implementation, and soon you’ll be able to share your success stories.