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Home > About Us > News and Articles >Lean
True Simplicity By Trina A. Green I read an article by Jim Womack, who in my opinion has composed some thought-provoking email this year. I would encourage all to log on to his website and subscribe to receive his email/newsletter updates at www.lean.org. I will refer to his recent email titled "Back to Work." In this article he reveals the challenges we are facing in our Lean world. I would particularly like to address 2 of these challenges: 1.) Many of you argued that teaching methods employed in most firms don't effectively teach either Lean thinking or the proper use of Lean tools. 2.) "A number of readers pointed to the disconnect between Lean thinking and the incentives used in many firms (for employees and suppliers) to judge and motivate behavior. Effective Teaching Over the 26 years of TCA's involvement with Lean implementations, we have been successful in incorporating Lean thinking and the day-to-day use of Lean tools. I really don't mean to be an advertisement but as I read those challenges I was reminded of the hundreds of testimonies of our clients and the evaluations received from our Lean workshops. The evaluations testified that our teaching model equipped them (the attendees) with the information and tools needed to go back to their work stations and apply Lean. TCA's methodology for Lean implementation is truly holistic. The TCA methodology brings together an organization "top to bottom" in a learning process. You see the change! I've witnessed the change. The change I am talking about is not only external but internal. You've all seen a glimmer of it. It's during the Lean bootcamp and the light of understanding comes on--the true simplicity of Lean is illuminated with the understanding of the impact and improvement it will bring to our daily processes and lives. It's after a successful Kaizen Event and the team presents their achievements to the management--everyone is excited, new processes are in place and improvements are highlighted. Not many like to admit to the "touchy-feely" side of lean, but it's the heart of the process--the life blood that keeps the Lean process pumping. With proper training, hands-on successes, and standard work the Lean education becomes the foundation of the organization. Effective teaching must reach into the soul of every participant as they become converted to a journey of continuous improvement/learning. We call it the new "culture." The Disconnect (Reward Behavior) Part of a Lean transition includes effective recognition and rewards system aligned with what today's employees want. This system stimulates innovation and creativity. In Aubrey Daniels' book, "Bringing Out the Best in People" she cautions us about reward programs emphasizing that one of the detractors is the delay in the time between the behavior and when the reward is given--"the disconnect." Behavior-based pay systems must be based on skills developed and daily performance. Although Lean is fundamentally different, most people will embrace this methodology when they know what is expected, have the required skill-set and see the benefits, both for the employee and employer. There is a clear tie-in to pay and Lean behavior. Glenn Jensen, TCA's VP and Performance Based System expert sums it up in 3 pieces:
Aligning those 3 concepts is the secret to an effective reward system. The most critical factors being the ability to define the expectations, measure the performance (frequent feedback) and connect the rewards to the expectations and job skills. Leading the Charge We couldn't complete this article without the acknowledgement of those who lead the charge. Many are often expected to provide this new kind of leadership without adequate preparation or training. Consequently they struggle with the dramatic change in their role which could create another disconnect. To avoid these barriers, and sustain your efforts, your program should:
Holistic Approach By identifying and communicating clearly the reason WHY change is necessary, leaders lay a vital foundation for the road ahead. We want every individual to be motivated to improve the business. While we can't really manage change, we can manage the learning process that minimizes the resistance to change. It is this holistic transfer of new knowledge that cushions the impact and ensures a smooth transition. We only fail when we do not provide practical teaching methods for the use of Lean tools, and don't provide incentives to motivate desired behavior. With a basic structure in place for governing the improvement process, the company is prepared to overcome the challenges imposed by an organization with no clear mechanism for driving beneficial change.
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