Page 160 - How To Implement Lean Manufacturing

138 Cha pte r Ei g h t

Step 1: Assess the Three Fundamental Issues to Cultural Change

Do We Have the Leadership to Make This a Success?
The first step is to select the leader for our initiative. If that person is probably you, that
step is done. If it is not done, carefully select a leader, taking into account all the infor-
mation on leadership detailed in Chap. 6.
Next, you will need to find a sensei. The leader and the sensei are far and away the
two most important people in the effort. All too often, some high-level manager appoints
someone to lead the effort and expects him to act as sensei also. In our experience, they
do this because good sensei do not come cheaply. Quite frankly, a good sensei is the best
bargain you will ever have in this Lean effort. His experience is invaluable. He will
guide you away from failure and toward success. Many of the paths you would like to
take in a Lean initiative are counterintuitive and most managers reject some important
ideas because they simply do not know this. For example, the order in which you attack
the transformation is of the utmost importance. Many managers want to dive in head-
first and begin to reduce inventories. Almost always that is not only a bad idea, it is
counterproductive. Your sensei will make sure the path you take is not only logical but
is the best path for your particular situation. I have yet to see any Lean initiative that
was a carbon copy of a previous one. They each have their uniqueness, which may be
unnoticed by the novice.
In addition, the sensei is a set of eyes with some “distance” from the inner workings
of the plant. This distance will give him objectivity that is invaluable when any evalua-
tions are made. Just as there is no substitute for good leadership, on this journey there
is no substitute for a good sensei. Choose carefully and don’t worry about the costs for
these two people. If you have chosen well, this will be your smartest investment, with-
out question.

Do We Have the Motivation to Make This a Success?
Motivation is a complex cultural issue, so we will not delve into it deeply at this point.
However, most managers can determine, at least at the gut level, if the organization is
properly motivated for this initiative. Two things must be done, at a minimum.
First, one of the great motivators is “to be in the know”—that is why rumor mills are
so popular. So, to “get them in the know,” the Lean effort will need to be publicized and
all that Lean is should be open and discussed. That puts a stress on a lot of cultures,
which are very closed. Characteristics of closed cultures include lots of secrecy, even
about the most mundane of topics, and managers who do not appear to be forthright.
For example, in these closed cultures, many questions get avoided and there is an
unstated but understood air of secrecy that forbids some questions being asked. Those
elements will destroy a Lean initiative, so they must be avoided. So tell them what is
going to happen, when it is going to happen, and what you expect the results to be. Be
sure to get them “in the know,” and above all else be open and honest.
Second, for the group to be motivated, the leaders must be motivated. This motiva-
tion must be obvious by their actions. If the leaders are not motivated—not just moti-
vated, but literally exuberant about the future of this Lean initiative—either you have
picked the wrong people or they simply do not know the power of a Lean initiative.
Quite frankly, in the world of manufacturing, there is no cultural change initiative that
can create so much hope as the proper implementation of Lean!