How to best implement LEAN - with external consultants or trained employees

Hello Adrian, 

The approach that proved to be very efficient for our organisation was: 

1. Train change agents (3-4 weeks extensive training) 

2. Educate stakeholders (1 week training) 

3. Support change agents with internal/external consultants for 1-2 waves 

4. Ad-hoc support if needed on specific topics 

BR,

Bogdan

Here is what we think you will need:

• The ability to objectively assess your current state and your potential for change;
• The ability to prioritize and strategically plan the roadmap of your changes;
• The knowledge and experience to provide your organization with the necessary lean tools and processes to meet your needs and apply them in practice;
• The skill of lean change management to convince your people at all levels that change is necessary;
• The ability to sustain the changes and use them as a foundation for further growth;
• The expertise of building the culture that will support continuous improvement.

If you have the organizational skills above, you technically don’t need lean consultants. But if you don’t have them or lack some of them, lean consultants are there to help you.

Executive Leaders

We’ve had the chance to chat with people who have experienced wildly successful Lean transitions and those who’ve been involved in epic flops. The one thing that all of the effective implementations have in common is active and engaged executive leaders.

Only top-level leaders can  [removed]  that is necessary for Lean-to to thrive. They set the example, provide the resources, and ultimately determine the direction of the company. Lean is successful when improvement and innovation are imperatives for leaders. The C-suite is also responsible for investing in Lean by providing technology, training, and recognition.

Cultural transformation is critical before using any Lean tools, in my opinion

Managers and Supervisors

When it comes to the day-to-day impact of Lean thinking, managers and supervisors are critical to success. They have the responsibility for coordinating all improvement work and deploying Lean techniques such as  [removed] ,  [removed] ,  [removed] , and so forth. Managers are tasked with coaching team members, ensuring that Standard work is in place and up-to-date, documenting the results of improvement work, and deciding which opportunities for improvement to implement.

Subject Matter Experts

It is likely that there are people in your organization who have specialized, in-depth knowledge about specific topics. These subject matter experts are a valuable resource when it comes to Lean. Teams shouldn’t always defer to the experts, but their wisdom and experience should be made available when needed. Subject matter experts make great facilitators during  [removed]  or when the 5 Whys technique is used.

Front Line Employees

The people who perform any process are the people in the best position to spot opportunities for improvement, make suggestions for positive change, and implement those changes. If you don’t have front-line employees involved, [removed] . The key to active engagement of every employee is goal alignment. Everyone should understand how his or her individual goals and performance measurements tie back to the overall goals of the organization. That puts them in the position to make great decisions, and actively innovate to move the organization forward.

 

 

HR

It might seem odd to call out HR, but human resources serve a vital function in Lean. The ability to adapt to the Lean mindset and adhere to its principles should be a key criterion in hiring new employees. HR is also often tasked with employee  [removed]  so that they can put Lean front and center. HR should also be involved in employee performance management, another opportunity to recognize and reward employees who actively engage in positive change.

Customers

This might also be a surprising addition to the list. How are customers involved in something as internal as Lean? Remember that, in Lean, all value is defined by the customer. The goal is to eliminate any waste that does not equate to customer value. Many processes have internal customers, but ultimately it is external customers who will decide if your products or services have a place in the market. The best way to figure out what they value is to ask them and monitor their behavior. Find out which features and functions they use and which they couldn’t care less about.

Suppliers and Procurement Staff

Another external contingency that may be able to contribute to your Lean efforts is your suppliers. Lean leaders seek to reduce the wastes of motion and inventory ( [removed] ). There may be improvements to be made by changing how you work with suppliers. Would more frequent deliveries of raw materials reduce waste? Could different packaging options or delivery methods lead to improvement? It makes sense to partner with suppliers who understand your Lean goals and will work with you to streamline supply related processes.

 

There is nothing wrong with using external consultants if need be.

The Lean methodology is really meant to impact every corner of the organization. However, that won’t happen on its own. Leaders need to put considerable thought into how to support Lean across every function and level and make sure that all of the players are in the game.