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02/12/2012 02:10 PM
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I´m working at a Distribution Center in Belgium and a lot of lean work has been done, but we always fail in the sustainability or application of it. For example a takt Board logic has been developed and agreed with Operations Manager and Team, but has never been applied, what is missing? What else needs to be done?
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02/13/2012 02:16 PM
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sounds like you need to step away from Lean for a moment and explore and study the process of managing change. Look at change management as being a venture distinctive from Lean that will be woven in or run in parallel. I once went to a week long training that was the best I've seen over my many years and really works for me.
Google for Prosci. I'm not affilliated to them in any way, their materials just make good points and provide process for evaluating each change and building a strategy to tackle it.
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02/17/2012 12:35 PM
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Oscar,
If the team and the Operations Manager built the board TOGETHER then I would step back and ask if it is too cumbersome. Just observe those who use it and those who maybe use. Get the team together to share your observations and ask them what works or doesn't work. how can it be improved.
Most people will go through a change, assisting all the way and yet fail to adopt because the old way was much easier. So, ask them how can it be made easier OR take away any other approach if management insists.
If the Operations Manager built it with help from supervisors etc.. then the workers need to be put into the equation. They should have the input as to what will work or not.
Good luck :)
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02/19/2012 07:55 PM
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If you are not sustaining, you are not putting the complete management processes into place, you are likely only doing a superficial "implement the tools of lean" - and "not sustaining" is the result every time.
What do you want to happen the moment (within a few seconds) of a team member not being able to follow the new process for some reason?
What do you expect them to do?
If they are supposed to work around the problem somehow, that is how your process erodes.
Once they have detected a problem, they need a way to immediately signal it (stop), there needs to be a rapid response to clear the issue and restore the normal pattern - get the process back to where you want it.
Then you need a process to manage solving the problem - removing the reason you had to clear the issue.
THAT is the process of continuous improvement. Putting in the flow tools is only the first step.
The standard you establish is your baseline- a source of comparison for what actually happens - so you can detect those issues. There is nothing in a standard that inherently stabilizes a process. You have to have a continuous active response system in place.
http://theleanthinker.com/wp-c...Jidoka-SME-Version.pdf (Link to article on Jidoka I wrote)
Mod note: Edited to clarify authorship
Edited: 02/19/2012 at 07:53 PM by Lean Moderator
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02/24/2012 01:41 PM
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A tool is only good if it is used.
Call the process "change management" or simply "gradual buy-in" you have to act knowing that it takes time to change the way people work or think. Cause that is what a takt board is. It usually profoundly changes the way people work and think of their work. You have 2 choices: 1. build the system with the users or 2. Push it down their throat once designed. Both work but I recommend option 1 because it has the benefit of cultivating the Lean culture in people - which is the most important thing from where I stand. My company is doing option 2 right now because we have agressive enterprise wide short term performance improvement objectives. I can tell you in a few month how that goes... My past experience taught me that you can't go faster then the users. In other words, if the users are not ready to work according to the new takt board system, they won't use it. Fnally, I can give you a tip: coaching. Whaterver the implementation strategy, it takes weeks and sometimes month of coaching (the team leaders mainly) to root such a change into people's work habits. Beware, coaching skills are not so easy to find. Hope it helps. Jonathan
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Note: These forums are moderated by the Lean Enterprise Institute. All posts are reviewed prior to appearing on the site. Views expressed in these forums do not necessarily represent the views of the Lean Enterprise Institute.
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