Page 206 - How To Implement Lean Manufacturing

184 Cha pte r Ele v e n

using a variety of techniques, including a formal written survey, individual and group
interviews, and observations of the culture in action. These data are compiled and
compared on our Cultural Matrix. This will give a good picture of what the culture is
like now.
Next, it must be determined what type of culture your business needs. This can be
done in a facilitated workshop, and will determine what type and structure of a culture
will be needed in the future. With these data in hand, it is now possible to define and
begin the changes needed.
Following the cultural evaluations of the present state and the possible future state,
improvement and growth then focuses on defining and solving problems in three major
areas of opportunity. These are:
• Are the thoughts, beliefs, and actions appropriate for the business and meeting
the needs of the customers? (Appropriateness of the Culture)
• Are the thoughts, beliefs, and actions in harmony, one with the other? (Harmony
of the Culture)
• Are the thoughts, beliefs, and actions disintegrated either vertically or laterally
in the facility? (Integration of the Culture)

This becomes a project and is managed like most large projects with one huge excep-
tion. The desired cultural changes must be prioritized and the largest cultural changes
done first. Recall that every cultural change will affect all other aspects of the culture, so
once the first major change is accomplished; a minor reevaluation is in order. It sounds
complicated, but in the hands of a cultural expert, many of the dependent changes are
predictable.

How Do We Modify the Culture?
At this point, it is worth discussing how we might proceed to make the changes. Let’s
say we want to implement our Lean initiative. There are two schools of thought on how
to go about changing the culture. They center on the question, “Should we change a
man’s attitude so his behavior will change (first point), or should we change their
behavior and expect their attitude to follow (second point)?”
Once I did a great deal of research on this topic and was able to find statistically
validated studies that scientifically proved the first point, to the exclusion of the second.
I also found studies that proved the second point, to the exclusion of the first. Go figure.
I guess they both work. However, I am a bigger fan of the second premise. I have found
that either will work in the short term, but the issues that tend to be sustained are based
in action, which yields results, and that in turn creates a sense of satisfaction, which I
have learned is a natural motivator. I have seen much of this “rah-rah” positive mental
approach stuff (the first point), which in the end usually fails. It fails because it is not
supported by the needed actions, especially the actions of management. Consequently,
it dies of its own weight and does not sustain itself. So how do we proceed to change
the culture?
Simple, we put together a plan that is action-based. We do this with a lot of help;
remember most of the culture is unconscious to those within the culture, so it is almost
guaranteed that to properly modify your culture, help is needed from someone who
has not been “contaminated” by your culture.