For those of us implementing “Lean manufacturing”, we know all too well how hard it is to continuously sustain the improvements we implement throughout an organization. Can I get an Amen?
Everyone starts with the best of intentions, especially when collaborating in teams. Once the initial implementation is completed everyone goes back to their respective routine. Unfortunately, no one realizes that that is the time when the actual work gets started. Too often we feel proud of ourselves for finishing and lose sight of what it will take to ensure that our brainchild sticks.
As I talk to manufacturing leaders throughout businesses, this is one of the biggest challenges they face. In light of that, I decided to share some tips on how to improve the sustainment of your Lean improvements:
1. Change the process in a way that cannot be reversed or is very difficult – This is one of the most radical, yet effective ways to ensure improvements remain. If people don’t have the option to just go back to the old way, they’ll have to learn to accept the changes. This is very applicable in the case of changes to layouts and identification of unused equipment.
2. Make it visual – One of the opportunities I often notice is that when people make improvements, they don’t always make visual when the new process is or isn’t being followed. You’ll be surprised how making abnormalities visible drives accountability and adherence. This certainly includes documenting standard work.
3. Involve other peers – When an idea is freshly implemented, it’s a great time to use it as motivation for others. Be sure to involve other peers so they can benefit from your experience. One caveat here is that people may perceive this as boasting, to counter this, there must be collaboration between the team and a legitimate intention in helping others grow.
4. Provide support – As I said earlier, after the initial implementation is when the work begins. All the things you didn’t account for start showing up. I recommend being very visible in the area for at least the first four weeks after implementation. Your role, as a leader, is to provide encouragement and coaching. Avoid chastising and confronting those people resisting; listen to their concerns; talk to everyone in the area. Remove all barriers preventing success.
Here is our recent blog on being a supportive leader.
5. Provide feedback – One of the most mentioned concerns I hear from employees is the lack of communication from their managers. In this case, it can manifest itself through lack of providing feedback (positive or negative). Ensure that you are vocal and visible about sharing the results achieved (think safety, quality, service, cost, etc.) and always express your gratitude to the people that implemented the change, and the ones accepting and working with the new process.
6. Share with others – Regardless of the size of your organization, proudly share with everyone your teams’ accomplishments. Create a report that tells a compelling story, ignite friendly competition with other locations, departments, or team members. You can go as far as creating a best practice database for others to benefit. Bring other visitors, such as customers; create a sense of pride and make sure you share reactions and comments back to the team.
Here is an example of a report of an improvement.
7. Assign one owner – I am big on saying: “If everyone is responsible, then no one is responsible.” I highly recommend that early in the process one owner is identified (preferably an area manager or team member). This provides a development opportunity and a way to drive accountability.
8. Celebrate – Make it a point to document improvements. One of the most motivating things to employees is peer recognition. The more visible you can make their accomplishments and rewards, the more motivated they’ll be to ensure success, be spontaneous, and ensure sustainment. Be sure to post before and after pictures so they stand proud and never forget where they were before.
9. Schedule periodic reviews after implementation – You should periodically have a discussion with the area owner, the team, and the employees. Discuss results, open items, team acceptance, and even the next steps. This should happen where the improvement was implemented.
Here is a recommended review process for implemented improvements
10. Adjust as you go – Don’t be afraid to make small changes. Allow the team to make the changes on their own. If they weren’t allowed to tweak the process, it wouldn’t be called continuous improvement.
Here is a bonus one I thought of as I rounded up the list:
The selection of team members – The success and impact of improvements are very closely related to the team that participated in the project. Be proactive by ensuring that you are mostly involving people that are embracing and even enthusiastic about new ideas. As they implement ideas, they will become advocates for improving and driving peer accountability.
If you are having challenges sustaining improvements in your are manufacturing business and you would like to learn how we can help, schedule a call.
How does your business compare with world-class performance? Take our business self-assessment and find out.
Read more related Blogs…
In our last post: 5 Effects of a Failed Lean Manufacturing Implementation we discussed effects that are linked primarily to a manufacturer's resources. This week we explore effects that are more directly related to your workforce. Here are the remaining effects of a...
When it comes to Lean manufacturing implementations there is one hard truth: Most manufacturers fail at using Lean to reach their operational and financial goals. Despite all evidence of its effectiveness and a myriad of experts who swear by its principles,...
There are many differences between implementing Lean manufacturing without your staff vs implementing it with them. Those differences come down to how much engagement leaders can generate from their teams. According to a recent survey, 67% of employees are either not...
We are committed to going above and beyond our tour of duty. Your service experience with our company should reflect our bias towards adding value at all times.