Page 210 - How To Implement Lean Manufacturing

188 Cha pte r Ele v e n

very delicate area and it is like doing psychotherapy. Unless you are both very skilled
and very careful, it is easy to do more damage than good. I strongly recommend contact-
ing an expert and getting an assessment before proceeding with direct cultural change.
Next, make sure to have the time to take on the needed issues uncovered in the
assessment. Simply implementing a Lean initiative is a huge time-consuming effort, so
be careful. To proceed with a programmed effort to modify the culture, generally the
first topic undertaken is, “How do we get the culture to not only change but to accept
change and, furthermore, to embrace that change because it is not only needed but is
also healthy for our culture and our business?” In so doing, I strongly recommend very
heavy reliance on your sensei for advice. So strongly that what he says … goes.

Chapter Summary
A culture is the “actions, thoughts, beliefs, artifacts, and language of a group,” and it
could be the group at your facility. It is “how we do things around here.” The culture is
created and perpetuated by two factors. The history largely creates it, and the few peo-
ple at the top tend to perpetuate it or change the cultural rules, most of which are silent
rules. The silent rules often create a lot of problems in the culture. Healthy cultures are
those that are appropriate for the group and also are widely shared by the group. Cul-
tures can be classified, evaluated, and modified to a desired state. They can be corrected
just as any problem can be corrected.
The Toyota management was acutely aware of its culture and created a healthy
culture that is both strong and appropriate, and is a culture of responsibility at all levels.
Regarding our Lean culture, my advice is to not try to orchestrate the culture directly, at
least not initially. Work on the implementation of a Lean system emphasizing the neces-
sary behaviors. Getting these behaviors in place will be a major undertaking by itself
and in so doing the culture will begin to make major changes interdependently. Then,
as your production system grows, with advice from your sensei, properly evaluate and
develop the remaining portions of your culture, as they are needed.