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07/05/2011 09:08 AM
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Hi everyone,
This is my first post on the forum and I'm hoping you may be able to help?
I'm a relatively experienced Lean Practitioner in a Govnt Dept in the UK, over the last couple of years I've worked to establish and build a CI culture in a couple of different offices, with some success.
I've now been offerred an opportunity to be a full time lean practitioner (until now it's always been squeezed in with the day job) and I'll be responsible for implementing and building a CI culture in 2 offices. One of which is my current office, no problems there as over the last year I've had some success with this and have managed to convert some of the Anti-Leanists.
My problem lies with the 2nd office. They've had a lean practitioner for a couple of years, but due to the way he's gone about things there is now a legacy of some quite serious resitance to lean. I'm expected to turn this around, but am realistic enough to acknowledge that it's not going to be an easy journey. It's that bad that some staff refuse point-blank to have any involvement, including refusing to attend their team Info Centre meetings.
I've found that one of the most effective ways to demonstrate the benefits of a culture of CI is to start with a 5S - our offices are generally in dire need of this and the office in question is no exception. I'm hoping that my previous experience of this, including estates knowledge will help this go relatively smoothly, with full involvement of the staff - that's where my predecessor fell down. I know that I can help the staff (and managers) to make a huge, positive, difference to their physical environment, making it easier to find things, ensure they don't run out, and can therefore deliver a smoother, more efficient service to their customers.
I am also aware of one particular team who are struggling with their process and workload. In my current office they seem to have this nailed. So I'm thinking that some VSM activity, across the 2 offices (we are linked) will also be a good start.
So, in a nutshell I need some low-hanging fruit to demonstrate the benefits of a CI culture initially. The 5S and process mentioned above would give me a good cross-section starting point, and enable me to demonstrate how the behaviours required in a CI culture work in practise, with the results benefiting staff and customers alike. I know that it's not going to be easy, and that effective communications will be key (where my predecessor fell-down).
This could be seriously good for my profile, if I get it right... and I'm keen to make it work for all concerned. I'm looking really for your comments on whether my initial approach seems to be about right?
Any tips on managing serious, endemic resistance, gratefully recieved! (and apologies for such a long first post!)
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07/05/2011 10:03 AM
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sandi,
The key is demonstrating what 5S can do. The "resistors" need to see the benefits of Standard Work, and making 5S part of their everyday job, as opposed to treating it as another extra thing to do.
I would recommend taking small groups from the teams that you will be working with on gemba walks to the areas that have had success. Let them see and hear what is going on, and understand the benefits.
What is the intended outcome of the VSM?
Ken
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07/05/2011 12:47 PM
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Thanks Ken.
re the 5S, that's pretty much the approach I'll be taking, so reassurring!
re the VSM, at the moment the two offices have totally different processes in place for the same thing, with significantly differing resource requirements. My plan would be to bring the 2 groups together, to facilitate them coming up with the To-Be VSM. This would enable them to share good practise as I'm sure each of the 2 sites will have something to contribute. It would also give them ownership of the new agred process, mean that they could cover for each other if required, and would mean that resource could then be freed up at the one office to enable the team to manage their workload more effectively.
I'm under no illusion that my biggest challenge will be in dealing with, and converting where I can, the resistors. just as well I enjoy a challenge...
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07/05/2011 05:21 PM
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Sandi,
Good plan. If I may offer a bit of advice, you might want to map the variations of the processes between the two sites. Something to consider would be to have current state VSM workshops with each site, then bring them together so they understand what the variations are doing, and how Standard Work can benefit them. With that they can map out the future state.
I'd like to hear how things are progressing as you move forward. Feel free to email me at Ken.L.Hunt@Boeing.com.
Ken
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07/06/2011 09:51 AM
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Hi Sandi
I am a Lean Practitioner with Jobcentre Plus in St Albans, Hertfordshire.
I have experience of what you are going through.
It only takes one Practitioner without people skills to ruin it for everybody.
No quick answer I am afraid, but you are going to have to put in a lot of work yourself first before you will reap the rewards.
Talk to people individually and in small groups. Really empathise with their concerns and issues - really listen to them.
5S is a good way forward, but people are resistant to this. You will have to prove 5S works. That can be done with one of the 5S exercises available. I have a good one if you need.
Not going to be easy, but it's worth the effort. People skills is the key.
Please contact me if you need any help.
Armand Constantin
CI Practitioner
Jobcentre Plus
St Albans
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07/07/2011 09:15 AM
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Sandi,
It sounds like you have a good idea of what needs to be done to streamline things at the new office and, more importantly, it sounds like you know that you have a giant barrier to knock down before you can even start saying "lean" over there--the culture thing. So here are some ideas that might help you to win over, or at least overcome objections from, your new co-workers (from what you described, I bet some of your "opponents" would oppose a lean initiative even if you proved that it was beneficial, so these are coming from a more "cozy" perspective rather than a business-logic standpoint).
1 READ THIS BOOK! Crucial Conversations--Tools for Talking When Stakes Are High These guys nailed it! My uncle introduced me to this book when I was in college and, not kidding, I can't tell you how many times these concepts and techniques have saved my... bacon--at work, with family, roommates, girlfriends, officers of the law, everywhere! It's not expensive, it's an easy read, you'll use it for the rest of your life in almost everything important you do with people, just read it.
2 Have them make a list of their goals and, separately, make a list of your own goals for the new office. When you compare the lists, they're probably almost EXACTLY the same. That establishes some commonality between you--you all know you're working toward the same thing and don't need to compete with each other. Therefore, the source of the contention is probably just a communication error (...could also be about the path you use to get to the goal but that's another story and you still need to know that you're all going to the same place.) This technique is explained in Crucial Conversations but I think it could help you a ton so I wanted to give it extra emphasis.
3 Another technique I've seen that I liked was to meet with whomever is giving you the resistance and kind of flip things upside down--ask why they don't think "lean" will work for them, or what negative results they think they will get from implementing lean concepts/tools. That gives you a chance to address those things directly and specifically, and gives you a list (provided you don't have a habit of interrupting) of the things they are worrying about and what other people in the office might also be worrying about. You probably have a good idea of how things are in the new office, but in case there is something you aren't aware of, this could also give you a "heads up" to it. Lastly, this also sets a precedent for the proper culture--being a good listener, sensative to concerns, and open to suggestions.
Business culture is something I'm very interested in and I'm about a month away from starting a facility in a totally different culture from the one my company operates in. If you have time I'd love to be updated as well: bgparrott@nstarglobal.com.
Good luck!
Brian
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07/08/2011 09:42 AM
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Hi Sandi,
I agree with all the responses here. I have been through similar sitiuations in the past and what Brian describes works well. I always call it the "good ol' moaning session". When people have spent time getting all the frustration out, the always turn to the point of "so, what do we do to fix this". You have to be a good listener and I find that sometimes even joining them in the moan is very helpful to get them through those negative "resistant" feelings.
The next step is then to get them, with your guidence, to start listing the problems, and then just do a root cause analysis on those. 5 Whys is great. Follow the steps to the problem statement, even if it is not always data driven, and then the solution specification and the solution. Guage your audience and whether you want to write this down or just do it in conversation. Remember that you can always get through resistance by persistance. You will now have established the dissatisfaction, and in the solutions you have a vision for the future. All you need then is to DO it. I am sure you might even have some volunteers who will take on some of these actions...
Offcourse, always keep in mind WIIFM (what's in it for me) with them, and if you keep their interests at hart, the biggest resistors can become your biggest advocates.
Good luck and post your progress here!
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07/08/2011 09:42 AM
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Hi Armand,
We're interested in your 5S exercise. Can you send the instructions to me at kathleen.sharp@lvhn.org?
Thanks
Kathleen Sharp
SPPI coach
Lehigh Valley Health Network
Allentown, PA
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07/11/2011 09:28 AM
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09july11
Hi,
It is great that owing to your good work you have been given a challenge (read as a problem child). I have gone thro' this on more than 5 occasions& can understand and feel your concerns.
Approach:
1. Listen to a cross section of people and note down their hope& frustration under the earlier guide- ( both god& bad). (mostly problems happen because of attitudes& rude behavior. They always kill initiatives).
2. Then make a SINGLE SHEET note of your learning- how the bad will not be there and how the good can become better if they sustain. in what way you would be different. how your results are in your 1st assignment. (SHARE BEFORE& AFTER PHOTOS& DATA).
3. Tell them the cost of doing& the COST OF NOT DOING- to their unit.
4. Share this with the unit head- ONE ON ONE;
5. Then with his/ her concurrence share it with the HODs& get thier BUY IN.
6. Then ask them to share this with each of their teams in your presence- 100% people coverage important.
7. NOW, take up just one area and implement a good 1st project. Share the progress as well as the result openly ( i call it OPEN counting of the hatchings. Also give credit to the people who have given the ideas).
8. If it is successful, then ask people to apply for the 2nd project.
9. You would get at least 2 or 3 requests.
10. Do them and the flood gates would open, and nothing would stop you.
11. People must WANT it; only then they would give their VAS- voluntary Active Support.
You need that.
NOTE: 1. Unless the unit head is dead against improvement and/ or there is union resistance, your chance of success are very bright.
2. I have done it for 20 years& can tell you when you succeed against initial resistance, you feel double happy.....
Hope this is clear to you.
Wish you good luck& god speed....
( if you succeed, pl. share with others and keep me posted).
Raman Gopalan,
Paramount Resources India, Pune, India
(ramang26@yahoo.com)
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07/11/2011 09:28 AM
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Hi Armand,
I am having many battles regarding change in my work area and would be extremely interested in your process, can you please send me a copy of your instructions (Brett.faulkhead@police.vic.gov.au) as a possible different approach for my to utilise.
Regards
Brett Faulkhead
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07/12/2011 09:47 AM
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Wow! So many useful responses - thanks so much everyone!
In order of appearance:
Boeing_lean: this is precisely my pla. I'll work with the 2 teams seperately to help them map out their current process, then bring the two teams together and facilitate them coming up with an agreed To-Be that can be used across the two sites.
Armand: thanks, I may be in touch ;-)
MParrott: some really useful info there, thanks.
184028: the more I think about this the more I like the idea.
Ramangopalan: all valid points, thanks!
In a nutshell I know that I have an awful lot of resistance to tackle, and I'm thinking that to demonstrate that I really do mean business I have to be prepared to have a few awkward conversations, get it all out on the table so to speak. Then we can all get on with the business of working together to make it better for everyone, staff and customers alike. It's a good job I like a challenge.
And I've been around long enough to know that effective and timely communication is the key to it all.
Thanks again to everyone for your help. I'll let you know how things go (I have a few weeks before this starts so am stockpiling chocolate in readiness).
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08/19/2011 05:31 PM
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Hi Armand,
Please can you send to me as well. My email address is lorraine.fensome2@hmcts.gsi.gov.uk
Thanks.
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08/19/2011 05:32 PM
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Originally posted by: Armand
Hi Sandi
I am a Lean Practitioner with Jobcentre Plus in St Albans, Hertfordshire.
I have experience of what you are going through.
It only takes one Practitioner without people skills to ruin it for everybody.
No quick answer I am afraid, but you are going to have to put in a lot of work yourself first before you will reap the rewards.
Talk to people individually and in small groups. Really empathise with their concerns and issues - really listen to them.
5S is a good way forward, but people are resistant to this. You will have to prove 5S works. That can be done with one of the 5S exercises available. I have a good one if you need.
Not going to be easy, but it's worth the effort. People skills is the key.
Please contact me if you need any help.
Armand Constantin
CI Practitioner
Jobcentre Plus
St Albans
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09/09/2011 11:02 AM
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Hi,
I had exactly the same issue when Lean Enterprise Manager at Smiths Detection. A group of 75PhD / MBA Qualified physicists and chemist's in the R&D department had been exposed to an external 'Lean consulting group', whose consultants had managed to alienate 360 people across the site.
In respect to 5S, they quoted Chaos theory in support of innovation and put up signs around the place saying "HMS Titanic - don't worry about the iceberg boys, just tidy up the deck-chairs".
In those days, I started with 'quick wins' (often a false economy if you don't address the bigger systemic and cultural issues 1st - leading to the lack of sustainability often cited against Lean tools and techniques application over longer time periods rather than through 'In-Year' reports).
Anyway - I removed the consultants, took up the training and started developing relationships & achieving improvements in other departments, in other ways, (E.g. removed £100K/ month stock fluctuations by uncovering hidden factory issues through VSM, increasing FTT (cumulative) Yield from 11% to 94% in a couple of months etc.) the overall impact was the reversal of a falling profit trend, putting £3Million back on the bottom line.
I won the R&D department over eventually (after about a year) when the rushed application of 5S was required to win the contract for the next Volatile Organic Analyser for the Space Shuttle for NASA - once the main chap in charge of that project became an advocate, the rest of the department let down their guard - because he was respected.
So the key in IMHO - HRT for business ;-) i.e. Honesty, Respect, Trust, in relationships that evolve over time. Which is why my company (with offices in London / Cambridge / Milan / Poland) now train teams in the psychology and neuroscience of leadership and change, before we address Strategy, structure, systems or tools and techniques - addressing change this way round increases innovation sustainably and culturally.
you can see an article I recently wrote on this view of 'Culture Development', for the LMJ Here The Enemy Within
Hope my observations help - good luck.
David
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02/27/2012 08:26 PM
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do every step with them hands on
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03/06/2012 01:23 PM
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GuyGordonGuy Gordon
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What a fantastic example of the power of these types of forums. Thanks you to all. Reading this material was certainly the best 10 minutes of my day. My only additional comment is to reemphasize Ramangopala's point of securing the buy in and support of the "business owner". This is often the source of the resistance. An honest, clear converation about the owners interests, concenrs, and fears will go a long way.
Good luck and please keep us posted on your progress.
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03/19/2012 09:52 AM
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Hi,
There is some really good info above, it looks as though a lot of people approach this the right way.
If I can offer anything it would be:
1) You need a compelling need to change
2) Senior Leadership commitment
3) Engagement of the people who work the process
4) Standardise the principles of Lean and not necessarily the tools
I explain these in greater detail here:
http://leansecrets.co.uk/why-d...-transformations-fail/
I also think it is important to have the right skills set as a practitioner of Lean, anyone can read a book and understand a few japanese words and the workings of a tool, however not everyone can translate this into a meaningful language to the recipient and gain their acceptance of this. Therefore I believe the most important skill for a practitioner be INFLUENCING.
Again I have covered this in more detail here if you are interested:
http://leansecrets.co.uk/the-m...r-a-lean-practitioner/
feel free to contact me directly via lee @ leansecrets.co.uk
Cheers
Lee
www.leansecrets.co.uk
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