Page 173 - How To Implement Lean Manufacturing

How to Implement Lean—The Pr escription for the Lean Pr oject 151

• Nonjudgmental discussion
• Introspection
• Patience and respect shown by all, to all

Frequently, these are behavioral traits that are not found in abundance in the typical
manufacturing plant environment. Consequently, and nearly always, the results of the
process are more both important and more lasting than the actual problem that was
solved. Following this, facilitated spin-around—the managers will be better equipped
to work together to solve their problems. In addition, they now have a behavioral model
they can take back to their individual groups to use in resolving their own internal
issues.
It has been my experience that this evaluation is a very sensitive one—everyone
thinks they are committed, but this is simply not the truth. I wish I could give you a
prescription on how to do this comfortably, but I can’t. The best advice I can give you is
to do it—but do it carefully.
Simply because there is a possible downside is no reason to avoid it—yet avoid it is
precisely what most people do. Unfortunately, when either fear or denial sets in and
begins to rule the culture, the progress stops and the end is in sight. There is no substi-
tute for simply fighting through these two problems of fear and denial, because they
will appear again and again. Many of these issues test the courage and the character of
the Lean initiative leadership. If they waver, the effort will suffer.
There is a wonderful quote from a movie where the protagonist, who is only 17, has
thousands of dollars of video and sound equipment that he purchased with the profits
from his marijuana sales. When he was asked by a friend if his father knows how he
financed the purchases, he says, roughly, “My Dad thinks I can afford this on my mini-
mum wage job,” and then adds, “never underestimate the power of denial.” This is true
of denial, and the same maxim applies to fear as well.
Both fear and denial are two extremely powerful detractors that will rear their ugly
heads time and again as you pursue this journey into Lean. The leadership has to be
aware of these issues and must handle them in a professional and open fashion. This is
necessary for the success of your Lean effort … well, for any effort you might embark
upon.