Some of the key areas of learning I have had include:
\u2022 The tools \u2013 kan ban, flow, 5S, Value Stream Mapping, Visual Controls, etc.
\u2022 Culture \u2013 This is a way of life, not just a tidy little tool box to be pulled from when time allows
\u2022 Valuing People \u2013 Engagement is critical to success <\/p>\n\n\n\n
First Came the Tools<\/strong> <\/p>\n\n\n\n Like many, I am sure, I first started learning about tools. There are countless resources available that describe the set of tools that have been observed in use at Toyota. This seemed to be an easy and very tangible way to learn about the secrets of the success of the Toyota Production System. I couldn\u2019t get enough. It was so much fun learning these new keys that were going to unlock success. As it turned out, there were some spot examples of positive impact, but not as imagined. We moved from one area to the next to implement various improvements, and then started to see backsliding as time passed. Tools, as it turned out, were not self-sustaining. We needed more.<\/strong> <\/p>\n\n\n\n Culture is a Way of Life<\/strong> <\/p>\n\n\n\n While a small subset of our leadership team had started to gain some mastery of teaching about and implementing tools, we had done little to change the way we, as leaders, behaved on a day to day basis. In hindsight, this was the next big lever. We then temporarily set aside our tools implementation crusade and focused on culture. <\/p>\n\n\n\n What is culture? In this context, we turned our focus to changing the way leaders behaved to a more intentional, disciplined style. The thinking was that if we behaved differently, our team members that we were supporting would experience different interactions, therefore starting to change the culture. This was much more difficult than learning about and implementing tools. <\/p>\n\n\n\n With an experienced, tenured leadership team, there were layers of habits and routines to undo and retrain. Through Leader Standard Work and Tiered Daily Meetings, we started to see progress, but not quickly or magically, it required discipline and hard work.<\/strong> As this cultural foundation started to strengthen, we could begin to resume implementing tactical change. <\/p>\n\n\n\n Managing Change by Valuing People<\/strong> <\/p>\n\n\n\n Probably the most valuable lesson I have learned through my experiences is the impact of engaging ALL team members. The phrase, \u201cDoing Lean WITH people instead of TO people\u201d is bounced around and usually gets some chuckles. Kidding and clich\u00e9s aside, this couldn\u2019t be more accurate. There is a lot of talk (and plenty of books) about organizational change management. At the risk of oversimplifying, I have found that the easiest and fastest way to get people on board with change is to involve them. How do we involve (engage) them? We<\/strong> engage with them<\/a>. <\/p>\n\n\n\n If it is engagement that you want, you must engage\u2026that simple. As a result, we don\u2019t need to \u201cmanage change\u201d we just need to get people involved in the process of change. If we can use the collective horsepower and creativity of all of our people, tremendous things can happen.<\/strong> <\/p>\n\n\n\n And, as a very nice outcome, our people are more interested in and satisfied with their employment. As we all get more interested in our jobs, we are more likely to continue to increase our level of commitment. As commitment increases, our contribution increases and so the snowball rolls. Again, not overly complex or scientific. <\/p>\n\n\n\n Lean Manufacturing Isn\u2019t Magic<\/strong> <\/p>\n\n\n\n In summary, I have learned from so many great people and through my own trial and error (emphasis on error), that this \u201cLean Manufacturing\u201d thing is much more than originally perceived. It is much more than a set of tools. It is not overly complicated. It requires discipline. It can lead to tremendous results in operational performance AND employee morale and engagement. <\/p>\n\n\n\n Just remember, there is no magic wand. <\/strong><\/p>\n\n\n\n![\"\"](\"https:\/\/southernoregonbusiness.com\/wp-content\/uploads\/2019\/07\/bobcannon.png\")
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