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06/29/2012 11:01 AM
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I have TQM experience from Corning and Lean experience from SPX. Both of these former employers were approximately $5.5B/yr companies. My current employer is much smaller, about 60 people, divided into the typical depts of sales, eng, field service, prog mgmt and we are an engineering company. We don't have the budget or the time for a massive Lean/TQM campaign even though we desire to improve our engineering, administrative, sales organization. Notice that I did not mention manufacturing because our designs are made through "contract manufacturing."
I have convinced management at my current employer that a Proactive Culture program would be beneficial to 1) align all depts in the company with a common, TQM/CI language, 2) motivate all personnel toward waste identification and elimination through TQM and Lean principles and 3) replace reactive management style with a one that is more positive and proactive. Our kickoff event is in 4 weeks.
One method of communication and behavior change is training. Another is visual reminders such as posters, laminated cards and pyramid signs for desks. An additional way of modifying employee behavior is incorporating TQM principles in each persons annual objectives. For example, one objective could be; in the next six weeks, record 10 examples where you personally participated in Meeting the Requirements (or the corollary is Defining the Requirements). Another objective could be, over the next five months, give evidence of 15 examples where you personally or by participation in a group Managed by Prevention (or Error Free Work, etc).
I am seeking a list of ideas for objectives of the type I offered in the paragraph above to share and inspire the other department heads. I will ask my colleagues to incorporate such goals in their direct reports objectives as an additional tool for inculcating the principles of our Proactive Culture training.
Where can I find a list of goals or objectives such as I have written?
Thank you.
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02/12/2013 10:41 AM
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Hi Gary,
Lean transformations don't require massive budgets, it requires massive dedication of management and a good vision.
I get the impression that you want to 'inspect lean behavior' into the workforce. I don't see a direction, how it is supposed to add to improving Customer Value.
Just my 2cents,
jeroen
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02/14/2013 02:52 PM
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Hi Gary
To big things to start with if you want Lean to succeed, one is supplying training to those that have zero understanding of what Lean really is, and two training everyone in Lean tools that can be applied to your operation, But in this training remember to look at how Lean can not only help you, but how you can also use it to help your customer.
Along with the training you need to start talking with everyone and get them talking with each other, if Lean is to succeed it takes getting everyone involved, and than letting everyone help make things better.
Yo will find that if you set targets to early you will get more backlash against Lean than if you let it grow. The hardest step for everyone will be the first few efforts they make to suggest or implement a psoitive change, but as they gain experience and they see the positive effects Lean can have the whole process will start to accelerate, as long as it is allowed to by management.
Robert Drescher
ELSE Inc.
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02/15/2013 02:52 PM
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Gary,
Robert is right on the money. You proactive Culture program points 1,2,3 are the outputs of the training and communication. You have to build a Lean Culture ,and the people are the key. If you start out by putting goals and objectives for every one to achieve you will turn every one off. Supply the training give them the tools and start working the tools every day. Start small 5S is always a good place to start.
RE
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02/19/2013 04:05 PM
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Hi Gary
I really like the idea of a "Proactive Culture Programme", this way it certainly has the most sustainability. Something we have found is the more advocates of Culture Change through lean / continuous improvement you have the better and easy it will be for you. This of course will be the most engaged people, and one that you can train specifically to help you spread the word. The training we have used specifically to turn our people in to lean leaders is called People-Power feel free to find out more.Click Here
This link to a SlideShare presentation on Culture Change may help you to. Click here.
Best of luck
Dale
Performance through Engagement
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02/19/2013 04:05 PM
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Hi Gary
I would start with these steps:
1) Management meeting once per week to establish and lead the programs you will use. They also need to establish the business targets they are looking to achieve.
2) Train people on a problem solving methodology and a method like Kaizen to "dig" problems out
3) Establish visual management of the workplace. Visually display the workers metrics they are responsible for improving
4) Management team from step 1 establishes Standard Work For Managers to use during their daily Gemba walks. This Standard Work checklist is designed to check on what is important to achieve the business targets. The Gemba walk is also used to Support, Teach, and Promote (I call STP) the strategy and expected culture, why the required targets, and finally ensuring everyone knows how they can contribute towards meeting these targets
5) Celebrate along the way, do not wait until targets are fully met. Momentum is key and if you see a trend of improvement, celebrate!
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