Page 121 - How To Implement Lean Manufacturing

100 Cha pte r S i x

On balance, it is much better to develop a small group of problem solvers and turn
them loose to solve the problems individually. If you have three or four persons, it is
easy to teach them technical skills, as well as statistical skills. Keep your eyes open for
the select few who have a developed enough personality to be excellent problem solv-
ers, and you will likely have a strong solid group. Save the group problem-solving
efforts for a later stage of the initiative.

An Example Application of the Three Fundamental Issues of Cultural Change
The three fundamental issues of leadership, motivation, and problem solvers are
described well in Chap. 14. This story illustrates in graphic detail how these three issues
were so wonderfully managed. As a result of the proper handling of these three issues,
the plant succeeded, grew, and prospered beyond all expectations. On the other hand,
Chap. 17 showcases an example of what happens when the three fundamental issues of
cultural change are not managed well. I suggest you skip ahead and read these descrip-
tive stories before continuing with this chapter.

Some Cultural Aspects of a Lean Implementation
Worthy of Further Thought
A Lean implementation initiative has several unique aspects. None of the items listed
next are unique in concept, but all are unique in the intensity in which each subject must
be approached when compared to a typical project. These three aspects are:
• The interdependence of activities
• The emphasis on foundational issues and basics
• The implementation of jidoka

Some people will see this list and say, “Well we’re aware of that” and just move on.
If that is your attitude, I can almost guarantee your initiative will fail. On the other
hand, if you are one of those enlightened managers that exhibit humility, curiosity, and
insight and you spend time, observing, understanding, and acting on these three items,
you will obtain long-term gains you had not anticipated. These three issues, or more
importantly, the depth to which these three issues are addressed, is often driven by
some deep cultural issues, including:

• Respect for the workforce
• The natural maturation process in going from dependence to independence,
and then ultimately to interdependence
• The need to avoid the “convenience of compartmentalization” and “simplistic
thinking”
• Fundamental business and managerial humility
• The need to properly balance the long- and the short-term needs of the business
and the culture
• An awareness of human needs, system needs, and business needs … to name
just a few