Page 113 - How To Implement Lean Manufacturing

92 Cha pte r S i x

and to improve we must change. Change becomes a given, and in fact if we want to
become more competitive, we must improve faster than our competition. Hence, we
must change more and probably more rapidly than our competition. So, to survive we
must change, and to prosper we must increase our rate of change so it exceeds our com-
petition. That is not an easy sell for any leader.

A Lean Paradox In Leanspeak, we talk of the removal of variation in many forms.
One such technique to reduce variation is the standardization of work. We continu-
ally look to standardize things so they are all done the same; we do not want even
one operator to vary from the other in work methods. We seek standardization. On
the other hand, we tell everyone that the system must change, and we must foster
creativity to improve. So we must remain the same, yet we must continually change.
It is a major paradox worth thinking about.

In many non-Lean plants, there is minimal
impact from this paradox since the people doing the
“In times of change, learn- changing are typically engineers and managers,
ers inherit the Earth, while the while the workers generally follow the instructions
learned find themselves beau- and seek to not vary from them. However, Ohno in
tifully equipped to deal with a his writings promotes that the problem solving—in
world that no longer exists. ” fact, the changing—should be done by all: the
Eric Hoffer worker, supervisor, engineer, and manager alike.
There is a clear effort on his part to increase worker
involvement in the change cycle. It is seen by quality
circle efforts, employee involvement programs. and other sincere efforts to tap the skills
of the workers to leverage the ability of the plant. In those locations, which more fully
utilize the workforce, this paradox needs to be understood and utilized.
So our leader has a daunting task in front of him. He feels he must create within the
organization a willingness to change. Quite frankly, we believe this is impossible; human
nature is such that people do not really wish to change. Rather, the leader must develop
a culture that is mature enough to recognize that
change is needed. Furthermore, he must then equip
Point of Clarity Great lead- the culture with the necessary skills so it can change.
ership will move us into and Causing this change will always be a challenge for
through the needed pain so the leadership and the management. The desired state
we might change and improve. they must reach is similar to the mental state of the
Sometimes the leadership athlete. The leadership must develop a mindset, a cul-
ture, that says, “We are willing to undergo the tempo-
technique used is one of nur-
rary discomfort of the change because we know that
turance; other times it is sim-
this discomfort will go away, and only by going
ply force.
through this discomfort can we reach our goals.”
Talented Problem Solvers
The third requirement to begin any initiative is the presence of talented problem solv-
ers. First, let’s make sure we are on the same wavelength here. Just what is a problem?
For this, I rely on the problem-solving methodology popularized by Charles Kepner
and Benjamin Tregoe (KT Methodology) in their book, The New Rational Manager (Princeton