4 Tips for Success When Implementing Lean

Lean Manufacturing is a business improvement philosophy that has developed over many years (as well as a collection of lean manufacturing tools), it is a method to better focus your business on the true needs of the customer to help you prevent waste from being built into your system. When properly implemented, lean manufacturing provides many advantages, which include improving flow (material, people, information, and work) and eliminating waste.

Lean has been around since the late eighties/ early nineties, but despite the enormous popularity of Lean, the track record for successful implementation of the methodology is spotty at best. Companies still make mistakes when implementing Lean.

These mistakes are generally due to simple misunderstandings of the Lean principles, but when something goes wrong, you will not reap the full benefits, and incorrect use of Lean can actually make a situation worse rather than better.

In my experience there are 4 tips for implementing Lean with success:

Create a Strategic Plan Instead of a Project Plan

Lean must first start by deploying a crystal-clear vision all the way down to the entire organization of the company. Companies must determine ahead of time what the vision and direction will be. A proper strategy must assign clear responsibilities and show what resources are to be committed. All employees of the company must clearly understand the company vision and direction and must also understand all KPIs (Key Performance Indicators) and measurements used. Metrics and timelines must be defined. Management must decide what core elements are to be deployed and the order of deployment. They also must determine where to start and how Lean will expand throughout the operation.

Focus on Culture Change

Lean is about people. All successful and sustainable business change starts with top management (leadership team). Culture by design requires changing the way that people think and work. That’s difficult to do, because people get comfortable with the way they are. You must establish a foundation so that change can happen. The definition of ‘win’ has to be shared and understood by everyone.

A new lean culture will not develop unless the organization’s leadership team is willing to model and be the examples of the new behaviors.

Address Business Problems

Don’t blindly copy others. Some companies think they will get desirable effects by applying Lean tools that others have gotten great achievements. Tools do not solve problem but rather people do. It is not about the tools it’s how they are applied. A large number of organizations have failed to produce the desired results from the direct and prescriptive application of Lean tools. The tools themselves have been proven to work in many situations. The difference must then be in how the tools were applied, their appropriateness, but not the tools themselves.

Successful implementation of any Lean tool must be closely related to the management philosophy. So we can’t succeed by imitating and copying practices of others indiscriminately, it must be combined with local culture. It is important to continually reevaluate your lean manufacturing efforts. Even when you take the long-term into consideration, changes in your business plan, demand levels and industry trends can create possibilities to further improve your factory.

Train Everyone

The key to implementing any new idea or concept is training. It must be top down training so that everyone is on the same page. The more understanding of what lean manufacturing is all about, why you are implementing it and the expected benefits from it, the more likely you are to get buy-in.

It is very important that everyone in the company become committed to lean culture. In order to make the culture successful, managers and employees need to be aware of waste within the company and be prepared to attack and eliminate it. Making sure that the employees are empowered to do this, not just pushing the job off on someone else, is imperative in the proper function of lean culture.

Ensuring everyone is on the same page will help to avoid conflict. At the same time, it is important to ensure people have the space in which to think about what improvements they think need making.

Implementing a Lean manufacturing program is a continuous process. The success of one stage builds up the momentum for the next one. Most of the implementation challenges stem from human resistance and incomprehension of advanced work tools. Companies can achieve accelerated success by instilling a culture of change among employees, and can also leverage digital resources to improve data collection, analysis and utilization.

Lean Quote: Enthusiasm is One of those Rare Highly Desired Qualities that’s so Contagious Once Found

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Enthusiasm is by far the highest paid quality on earth, probably because it is one of the rarest; yet it is one of the most contagious."   —  Frank Bettger - Self Help Author   

A positive and enthusiastic attitude is a critical component of workplace success. Passion is the driving force that enables people to attain far more than they ever imagined.

There are people who manage to remain consistently happy and engaged in their careers, and they’re usually the ones who stay at the top of their professional game. They motivate themselves to meet each challenge and approach every project with a high level of integrity, enthusiasm and professionalism. Their positive attitude and resilience distinguishes them as top performers in their companies.

Here are some suggestions for regaining your enthusiasm:

Whenever possible, focus on what you love. There are probably parts of your job that you like better than others. One easy way to revitalize your enthusiasm is to approach your manager with a number of ways you could spend more time on those activities that interest and challenge you and, alternately, find methods to minimize the frustration and boredom you associate with the less appealing ones.

Take responsibility for your own advancement. If you want to be satisfied with your work, you need to continuously improve your skill set and grow in different directions. It’s the only way you’ll really feel challenged over the long term. But don’t wait for your manager to come up with professional development opportunities for you. Remember, it’s your job to guide your career into new territory.

That means always keeping an eye out for ways to expand your knowledge and skills, especially in areas that will enhance your long-term career prospects, and then approaching your boss about any learning opportunities you want to engage in.

Get outside of your comfort zone. It’s easy to get in a rut at work, completing the same tasks over and over again. It may feel safe, but eventually, it’s going to get dull. Don’t let a sense of apprehension hold you back from trying something new and daring at work. If you start to fear failure, remember that taking risks – such as making a presentation, leading a high-profile project or finding a more efficient way for your department to operate – can often help advance your career, if you’re successful.

Maintain work/life control. Peak performers tend to be steady and centered. They can be passionate without being control freaks, on top of things without seeming obsessive. They typically have one thing in common: a healthy balance between their personal and professional life.

Enthusiasm is literally the fuel that propels you toward success. Passion allows you to think, feel, focus, act, attract and create the events’ conditions and circumstances that you most desire to see you through difficult times. Enthusiasm is what propels you to begin taking the necessary action steps that will allow you to begin changing your current situation.

Solving Procrastination

Procrastination in the workplace is real. Workplace procrastination is a common phenomenon, which affects people at all seniority levels, from junior employees to senior executives, who are working in various jobs, like sales, service, design, research, teaching, and management. This is unsurprising, since procrastination is common in general, with around 20% of adults procrastinating chronically.

People procrastinate at work because issues such as exhaustion and anxiety outweigh their self-control and motivation. These issues include personal factors, like fear and task aversion, and situational factors, like distractions and lack of support.

• Accordingly, common causes of workplace procrastination include the following:
• Abstract goals, for example when it comes to defining what needs to be done and when.
• Feeling overwhelmed, for example when a certain project feels too large to be managed.
• Perfectionism, for example when people want to produce work that doesn’t have any flaws.
• Fear of failure, for example when people are afraid that a failure will reflect badly on them.
• Anxiety, for example when people are anxious about being evaluated by others.
• Task aversion, for example when people find a certain task boring or unpleasant.
• Lack of motivation, for example when people feel that they’re not being rewarded for making an effort or for making progress.
• Physical or mental exhaustion, for example when people are tired and burned out after working too much for too long.
• Resentment, for example when people feel that their employer treats them unfairly.
• Bad fit, for example when people feel that they can’t be their authentic self at work.
• Lack of support, for example when people have no designated person that they can contact if they encounter issues.
• Problematic work environment, for example when people have to work in a loud and distracting office.

If you need to stop procrastinating at work right now, you should identify the smallest possible thing you can do to make progress, and then modify your environment to make it as likely as possible that you will do it. Try these five tips:

1. Connect work to goals

Employers can provide regular feedback and recognize employees for their efforts, and encourage employees to find meaning in their work. Additionally, employers can create opportunities for employee engagement and participation in decision-making, and promote a positive work culture.

2. Clarify priorities

Employers can ensure that employees have clear job descriptions and expectations, and provide regular check-ins and feedback to ensure that employees are on track. Additionally, employers can also provide guidance and support for employees to help them navigate any ambiguity or uncertainty in their roles or tasks.

3. Use goals to fight perfectionism

Employers can encourage employees to set realistic goals and deadlines, and remind them that it’s better to get something done than to wait for it to be perfect. Employers can also provide training on time management and goal setting, and help employees to understand that done is better than perfect.

4. Break big initiatives into smaller tasks

Employers can encourage employees to set a specific time limit for decision-making and problem-solving, and to take action once that time limit is reached. Additionally, employers can encourage employees to break down the work project in short time chunks to keep you from feeling overwhelmed by the big picture. Studies show that taking doable micro-steps helps you realize the task isn’t as difficult as you thought, allowing you to break through postponement and move to completing your task. Although taking the first step can be the hardest, once you complete it, it can get you going.

5.Set deadlines

Employers can provide training on time management and encourage employees to set clear goals and deadlines. Additionally, employers can provide tools such as calendars and to-do lists to help employees stay organized and on track.

At certain times, procrastination affects us all. Procrastination can have a significant impact on productivity and performance in the workplace. By identifying the specific causes of employee procrastination, employers can take steps to address the problem and help employees to overcome their procrastination habits. Then, build systems to change that behavior through rewards and recognition of employees for their efforts and help employees to find meaning in their work.

Leading with Accountability

Accountability is essential for any successful organization. When team members take ownership of their projects and accept responsibility for outcomes, the entire company benefits. In order to foster a culture of accountability, leaders must step up to the plate and model specific behaviors. Accountable leaders don't necessarily have to come from the C-suite. Anybody, at any level can lead through accountability.

In the book Winning With Accountability, author Henry J. Evans of Dynamic Results examines the ways in which individuals can demonstrate accountable interactions. The four pieces to accountability are:

1.     Clear expectations: The request, task, expectation, project and the response must be detailed and clear. One tool that can help with assessing specificity and clarity here is the SMART goals framework.

2.     Specific date and time: The individual commits to delivering something by a specific day and specific time. Align priorities and resources with your biggest goals.

3.     Ownership: The individual takes responsibility for seeing the task through to completion and accepts responsibility for the outcome. One task, one owner.

4.     Sharing: Accountability is created when two or more people know about a specific commitment. It’s crucial to make your team your accountability partners—it’s about declaring your commitment and asking your teammates to hold you accountable.

Accountability is the sauce of successful teams. Not only is accountability an essential quality to have at work, but also in life. Accountability is when you accept a hundred percent personal responsibility for your actions and decisions.

Successful teams and companies can’t thrive without accountability. Accountability in the workplace creates more robust relationships, healthier working spaces, and more productive teamwork.

Accountability is a skill that can be coached in many employees, and it is a value that is truly contagious. Accountable people lead by example, and when they take steps to lead their colleagues towards more accountable interactions, ownership and responsibility will catch on like wildfire. And the best part? Anyone, at any level of the company can step up to be a leader of accountability.

Lean Quote: Liberty is the Breath of Life to Nations and Businesses

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Liberty is the breath of life to nations."   —  George Bernard Shaw   

George Bernard Shaw famously emphasized that liberty entails responsibility, highlighting that the freedom to act also carries the burden of consequence. He believed that most people dread this aspect of liberty, as it demands accountability for their choices. 

This quote emphasizes the importance of freedom and liberty, key themes of the holiday, and extends to the business world, where a culture of freedom and empowerment can be crucial for success. Liberty’s impact on business includes: 

• Empowerment and autonomy: When leaders foster an environment of freedom within their organizations, it empowers individuals at all levels to take initiative, make decisions, and contribute meaningfully. 
• Increased innovation and adaptability: Independent leaders who are free to make decisions based on their insights and experience can drive innovation and adaptability, which are crucial for success in dynamic industries. 
• Enhanced creativity and job satisfaction: When employees feel trusted and valued, they are more likely to be creative and satisfied with their work. 

• Improved performance and engagement: Research suggests that moral leadership, which promotes freedom from unnecessary constraints and the freedom to act in alignment with shared values, correlates with increased employee engagement and productivity.  

To foster workplace freedom and liberty, leaders can implement several strategies:  

• Reduce Bureaucracy: Review and streamline policies to eliminate unnecessary rules that hinder productivity. 
• Encourage Open Dialogue: Create safe channels for employees to voice concerns without fear of retaliation. 
• Empower Decision-Making: Trust employees with autonomy in their roles, minimizing micromanagement. 

• Foster Collaboration: Encourage communication and collaboration across departments to break silos. 

By embracing liberty and freedom in the workplace, businesses can cultivate a culture of trust, innovation, and engagement, contributing to growth and success. 

What is Accountability, and Why is it Important?

Accountability means showing up and setting out to accomplish the things you’d said you’d do. It’s about taking personal responsibility for your work. It’s also trusting in your teammates and knowing you can count on each other to get things done. 

Accountability in the workplace can mean that all employees are accountable for their own actions, behaviors, performance and decisions. It's also linked to increased commitment to work and employee motivation, which leads to higher productivity. Employees who feel they are being held accountable for their actions, behaviors and decisions are motivated to perform better because they know they will get feedback. 

Creating a culture of accountability is an essential tool used by high-performing teams to develop better work relationships, eliminate surprises, and improve overall job happiness. Here are 3 ways to create more accountability in the workplace: 

1. Model accountability on your team 

When it comes to building a culture of accountability, change starts with you. 

Team accountability is impossible without strong personal accountability in place first, so it’s important to first work on yourself before approaching an accountability conversation with co-workers or direct reports. 

2. Set clear expectations for team members 

It may sound obvious, but doing what your teammates expect of you requires clarity around what’s expected in the first place. 

Unclear expectations and lack of specificity create accountability gaps. To fill these gaps and reduce ambiguity, try to be as specific as possible. 

Strategies for stronger expectation-setting: 

• Define project ownership: Work with your team to clearly define who owns what. Many teams like to use a RACI chart for each project — clarifying who should be responsible, accountable, consulted, and informed on the work. 
• Use a detailed project spec template: Project specs and one-pagers help teams create alignment, clearly define expectations, and eliminate accountability gaps. Each one should specify the project timeline, ownership, and specifics on the deliverables.  
• Get more intentional with meeting action items: Action items are valuable for a variety of purposes – building accountability is a big one. When action items come up in team meetings, it’s all too easy for them to slip through the cracks or lack enough specificity to drive follow-through. To keep action items top-of-mind, assign a notetaker to document them as you go and share them out immediately after the meeting ends.  
• Publicize roles and responsibilities: When people know their role, they’re more likely to feel a sense of ownership and take charge of their work. Likewise, when teammates understand each other’s roles, it strengthens collaboration, communication, and trust because they know who to turn to for what and what is (and isn’t) expected. As a manager, make it a point to publicize everyone’s role and revisit expectations on a regular basis. 

3. Create a “safe space” environment 

Trust and psychological safety are foundational to building a culture of accountability. Without them, folks on your team won’t feel comfortable opening up, sharing transparently, and taking ownership if things don’t go as planned. 

When you build up psychological safety on your team, people feel safer taking risks, asking for feedback, and being vulnerable in front of each other through the ups and downs that inherently come with any job. 

Building systems for accountability into your team’s workflow can help employees feel more empowered and help managers support them, without micromanagement. 

You can have better performance discussions, build healthy habits around planning and goal-setting, and achieve better results. If you want your team to be more effective, invest in team and individual accountability.