Recently, I was asked a question at one of our client organisation, How to move towards Lean Transformation? What is your approach? After reflecting on my lean journey, learning’s and experiences; following are the initial steps, we need to follow :
Clarity on Purpose and Challenge : It is very imperative to have Purpose for any organisation as foundation for lean transformation as This Purpose / challenge supersedes the short term decision making. Purpose shall have intent to create more value to Customer , society and economy of the country. Even though new CEO or Sr. Management comes in the organisation, there shall be continuity of the purpose and leadership role is key to align and mobilise the team towards purpose and challenge.
Create Lean Culture : We need different way of thinking, when it comes to changing the culture. Creating Lean Culture is to focus on stop to fix the problems and built in quality, rather than pushing the problem to the end of line to resolve later.. Many a time during mass production, focus is on quantity and making daily production numbers, which may give short term results but Lean culture is based on long term benefit by stopping the line and minimize negative effects by building a system to quickly identify , respond and correct them.
Standardization is a Key : Standardization of task and processes is the foundation for continuous improvements in lean transformation. Standard work requires stable processes , which is also refers to stable – 1) Equipment 2) Material and 3) workforce. Before a standard is implemented, it needs to be identified, confirmed as reasonable and fair by all involved in the process, needs to be understood and needs commitment by the organisation to maintain this standard.
TAKT time and work sequence are main element of Standard work.
TOOLS FOR STANDARDISED WORK
There are five main tools for developing standardized work. These are:
- Time Observation record
- Equipment process capacity Table
- Standardized Work/walk combination
- Table. Standardized work map
- Standardized Work Instruction Sheet
Leadership prerequisite for Standard work :
1.The organisation needs to adopt a blame free culture. This doesn’t mean being accountability-free, but it does mean suspending all judgement and focusing on problems with the process , before looking at the person. Creating an environment where team feel empowered to make decisions and are confident to contribute to the working environment is key for implementing standard work.
2. The organisation requires a commitment to continuous improvement. This needs to be led from the highest level of leadership.
3. Leaders need to be out on the floor to understand how the business is performing. The use of visual management controls can help leaders understand business performance.
4. Leaders and staff need to quickly respond to issues and not to be delayed in raising these issues.
Power of Observations : Organisation need three kinds of vision:
- a Bird’s eye view, to see the big picture;
- a Worm view, to see the tiniest details on the ground;
- a Piscine view which will be like fish, helps to perceive a change in the current water and swim in the other direction. In Toyota every manager / leader has to learn and develop Observation skills.
In non scientific observation once Image is captured, perception is made and conclusion is derived. In Scientific approach of Observations ,once we see, what is happening ? 1. analyzing what we have observed 2. hypothesis is made and it is tested 3. arrive at new finding / concept, and 4. to reconfirm the concept.
Key aspects of developing observation skills are a. see the details b. See from different angle c. Observe from the periphery d. Make comparison – before / after e. Look for what is missing ? f. Observe the unusual.
Coaching Kata : Kata are learning routines that are consciously practiced , it is used to master new way of thinking unless it becomes unconscious habit. Coaching Cycle is about reflecting on the last step taken by the learner and looking ahead to the next one. Coaching Kata is based on Mentor and Mentee principle. Developing improvement capabilities of employees in every part of the organisation is a daily activity. Role of middle managers is very important in coaching Kata.
“We do not learn from experience but we learn from reflecting on experience.”
A3 Thinking : Toyota has simple approach that is, use pencil, eraser and one side of piece of paper , which often referred as A3 report. Problem solving is about thinking ,but writing down can help thinking. How can you document key information and decisions at each step in the way that you can share it with others ? and get their inputs and make appropriate modifications using their inputs ..
A3 Thinking is one of the important step in problem solving which shall be aligned to coaching kata and kiazen in lean transformation.
Leadership behaviour :
1. Go See. “Sr. Mgmt. must spend time on the front lines.”
2. Ask Why. “Use the “Why?” technique daily.”
3. Show Respect. “Especially to the people doing the value-creating work.” these are three guiding principles of Toyota. Get the work done and Develop Capability – at the SAME TIME!
True Lean system requires connected value steam with Pull System that goes beyond typically implemented Kaizen workshops and will take organisation to sustainable Lean system. At the end ; Good news is that we can do Lean transformation and it is going to be very hard work. Bad news is that there is no standard Road map, we have to adopt situational approach. Finally Good news is that above steps and inputs to be used as compass / GPS.
Reference / source : “Breakthrough Management – Principles, Skills and Patterns for Transformational Leadership” by Prof.Shoji Shiba and David Walden; Confederation of Indian Industries, 2006.