Five fundamentals to successful Lean implementation

Look beyond Lean tools to changing leadership behavior

12/28/2012


Like the manufacturing process itself, creating a Lean manufacturing process is detailed and precise, but the results usually are worth it. Courtesy: Siemens AGA lot of companies are struggling with the question, “How do I become Lean?” Most are starting with benchmark visits and intensive training on Lean tools. They focus on the utilization of methods and tools like value stream mapping, 5S (sort-shine-systemize-standardize-sustain), Kanban, visualization, and communication concepts, to name only a few, and expect profitable results soon.

The idea behind use of such Lean tools is to gain transparency and to focus on the problem. This is generally correct, but if you would like to get sustainable continuous improvement, there can be a greater benefit beyond a tool set of methods. There can be a profound change in leadership behavior patterns.

Five fundamental jigsaw pieces of Lean methods are used in the Siemens Guadalajara facility, to get the real power out of Lean by changing existing management practices while incorporating the Siemens values of innovation, excellence, and responsibility. 

1. Review job environment and satisfaction

Before you get started with Lean workshops, it is important to review how previous leadership culture has shaped the work environment. It is well known that the work environment defines how employees will react on the Lean implementation. Job environment and satisfaction, also known as company culture, is closely related to the common mind-set of employees, which is directly related to their viewpoints, called paradigms.


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