07:13
Faizan
Lean tools do not come with leadership. TranLEan toolssformation is a big word and it means change. Someone other than the leaders of the organization might start using some of the lean tools. They probably will get some early and positive results but without the support of the leaders these early results will start to be challenged and the momentum will diminish. Culture is the responsibility of the leaders and lean tools, by themselves, will not provide the essential change. The transformation momentum creation, building, and sustainment are the responsibility of the leaders. It does not come from the implementation of the tools.
Lean tools do not come with organization structure. How you are structured is a key component for an organization that is fast paced in knowledge sharing, mentoring, strategy support, and achieving or exceeding business targets. Establishing this culture is next to impossible with a traditional hierarchical organization structure. This structure, by itself, is conducive to establishing departmental cultures which can be completely different from the organizational culture. Bringing in lean tools will not be enough to change a long standing organizational structure
Lean tools do not come with knowledge sharing ability. Even if there is widespread use of lean tools within an organization it will not create an organizational capacity for knowledge sharing. To achieve fast paced knowledge sharing the organization has to plan for and create a structure of people wanting to share critical knowledge. People must not be rewarded for resolving issues with unique knowledge. Critical business knowledge must be identified first, a structure for sharing and evolving this knowledge second, and lastly a system for gaining valuable knowledge.
Lean tools do not come with engaged employees. How many people have started a 5S program, obtained some results, and then to find three months later there are very few signs of the improvements? Some people will be inspired by working with the tools but there is never enough of this self-motivation to engage the workforce. The tool implementation phases of starting, challenging, lost support, and lost momentum happens too many times. Engaged employees will not follow this cycle when the tools are introduced. Engaged employees come before the tools.
Lean tools do not come with an effective process design. Lean tools when introduced as the deliverer of obtaining results are usually introduced at the low hanging fruit part of the process or at the part of the process where there is the best opportunity for success. Unfortunately, there is very little planning for this "pilot area", it does not contribute to the strategy, and even though there might be some results, the customer does not see it. To design a lean process the lean tools will have a significant contribution but the outcome must be aligned and resources must be focused where the overall throughput or quality is visibly comprehended.
Lean tools do not come with organization structure. How you are structured is a key component for an organization that is fast paced in knowledge sharing, mentoring, strategy support, and achieving or exceeding business targets. Establishing this culture is next to impossible with a traditional hierarchical organization structure. This structure, by itself, is conducive to establishing departmental cultures which can be completely different from the organizational culture. Bringing in lean tools will not be enough to change a long standing organizational structure
Lean tools do not come with knowledge sharing ability. Even if there is widespread use of lean tools within an organization it will not create an organizational capacity for knowledge sharing. To achieve fast paced knowledge sharing the organization has to plan for and create a structure of people wanting to share critical knowledge. People must not be rewarded for resolving issues with unique knowledge. Critical business knowledge must be identified first, a structure for sharing and evolving this knowledge second, and lastly a system for gaining valuable knowledge.
Lean tools do not come with engaged employees. How many people have started a 5S program, obtained some results, and then to find three months later there are very few signs of the improvements? Some people will be inspired by working with the tools but there is never enough of this self-motivation to engage the workforce. The tool implementation phases of starting, challenging, lost support, and lost momentum happens too many times. Engaged employees will not follow this cycle when the tools are introduced. Engaged employees come before the tools.
Lean tools do not come with an effective process design. Lean tools when introduced as the deliverer of obtaining results are usually introduced at the low hanging fruit part of the process or at the part of the process where there is the best opportunity for success. Unfortunately, there is very little planning for this "pilot area", it does not contribute to the strategy, and even though there might be some results, the customer does not see it. To design a lean process the lean tools will have a significant contribution but the outcome must be aligned and resources must be focused where the overall throughput or quality is visibly comprehended.
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