Lean Tips Edition #321 (#3841 - #3855)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3841 – Successful Leaders Challenge Norms to Seek New Opportunities

Successful change leaders are willing to challenge the status quo and seek new windows of opportunities when required. In certain situations they challenge the current perceptions, rules and procedures in order to deliberately create uncertainty and re-set the norms. However, change leaders also need to be realistic and call for caution when the organization is under severe pressure. They understand the practical limits on the amount of change which can be achieved using logic, facts and data to find rational and solid solutions.

Lean Tip #3842 – Driving Change is About Action

Driving change is often about being action-oriented, persistent and willing to put in more effort when setbacks are encountered. Successful leaders move others into action in a way they can readily accept, by proactively suggesting concrete steps for others to be taken in order to achieve the expected organizational results. However, to drive change, leaders also need to be forward-looking and introduce new and innovative ways of working by envisioning how current structures and processes can be further improved.

Lean Tip #3843 – Change Leaders Must Set the Purpose and Direction to Empower Employees

Successful change leaders are willing to set the purpose and direction for the work of others, and clearly identify objectives, roles, responsibilities and deadlines. They don't shy away from using forceful speech and setting high demands whenever required, even if it means being tough and assertive, putting people under pressure. But in order to drive change, leaders must also be open and inclusive and ask others for alternative ideas to secure their active involvement. By empowering others and stimulating personal and professional growth, successful leaders also act as talent magnets, ensuring an efficient leadership pipeline in the organization.

Lean Tip #3844 – Change Leaders Bring People Together and Build Consensus

By bringing forward convincing and conclusive arguments, successful change leaders act as strong role models and encourage others to follow. They push the agenda forward by actively defending agreed principles and given mandates, and persuade others to follow by being directive and credible. However, successful change leaders also have the ability to foster alliances and build efficient networks in order to increase others' commitment. They manage to bring people together, build consensus and create win-win situations.

Lean Tip #3845 – Change Leaders are Driven But Understand the Value of Collaboration

Successful change leaders are strongly driven and eager to meet and even exceed expectations. They have the determination, resilience and discipline needed to deliver the best possible organizational results given the circumstances, and always deliver the necessary quality on time - even when meeting opposition. However, successful change leaders also recognize that they can achieve more in collaboration with others, being fully aligned with organizational visions and missions.

Lean Tip #3846 – Effective Communication is the Foundation of Success Organizational Change

Effective communication is the foundation of any successful effort when you’re leading organizational change. When introducing any kind of change, leaders should take ownership of communicating it to the entire team early and often. The bigger the change, the more strategic the communication plan should be. Determine who needs to know what and when. Timing is critical, too. I can’t emphasize enough how important clear and timely communication is when driving change in the workplace to ensure employees feel properly informed. Communicating broadly too early before the change occurs can leave too much time for employees to fret, and waiting until the last minute can catch people off-guard.

Lean Tip #3847 – Empower Change Champions Within Your Organization

To drive change effectively, you need support at all levels of the organization – not just those at the top. While leadership often initiates organizational changes, team buy-in plays a crucial role in how successful the initiative will be. People are much more likely to buy in if others they work with are on board, too. For this reason, consider identifying and empowering change champions within your organization. Change champion refers to an employee who is active in demonstrating their support of the change process. These individuals bridge the gap between leadership and the wider team to ensure a smooth transition. Therefore, having champions engaged at all levels is key.

Lean Tip #3848 – Anticipate Pitfalls and How to Address Them

With any change, there is going to be an adjustment period. Anytime you are leading organizational change, create a strategy in advance that anticipates potential pitfalls early and how to address them. Skipping this step could leave leaders unprepared once the initiative is already underway. While it’s not possible to predict everything that could go wrong, thoughtful preparation can help leaders make workplace changes less overwhelming for their teams.

Lean Tip #3849 – Celebrating Success Reinforces the Process and Motivates Employees

Once a change has been implemented, celebrate its success. Highlighting the positive outcomes of organizational changes not only reinforces the value of the effort, but also motivates your team for future initiatives. This is an important part of the process, especially if the change has had its share of pain points for any reason. Leaders should use this opportunity to draw attention to the benefits, demonstrating why undertaking this organizational change was important for growth and success.

Lean Tip #3850 – Leaders Need Adjust Their Plans to Succeed With Change

Flexibility is so important when driving change in the workplace. Any new idea is just an idea until it is implemented in the real world. What works in theory may not always succeed in practice, so leaders should be willing to adjust their plans as needed to implement successful organizational change. If possible, pilot changes with a small group before rolling them out to the entire organization. See what works and what doesn’t, and make tweaks based on that exercise. Fine-tuning your process sends a message to your employees that while organizational change is inevitable, you want to ensure it isn’t done in a vacuum and are open to feedback to make it most effective.

Lean Tip #3851 – Establish the Goal for Change Within Your Organization

Before embarking on any change initiative, it’s helpful to have a clear understanding of your company’s objectives and performance metrics. Evaluate where your organization stands currently and identify areas for improvement. Establishing a well-defined goal provides a guideline for the change process.

Lean Tip #3852 – Cerate a Roadmap for Achieve Your Change Objectives

Develop a comprehensive plan that outlines the reasons for change, defines its scope, identifies key stakeholders, assembles a dedicated team, and maps out the necessary steps to achieve your objectives. A structured roadmap serves as a blueprint for navigating potential challenges and ensures alignment across the organization.

Lean Tip #3853 – Transparent Communication Build Trust and Reduces Resistance to Change

Effective communication is key when driving change. Transparent and frequent communication increases understanding, builds trust, and reduces resistance among employees. Keep your team informed about the reasoning behind the change, its potential impact, and how they can contribute to its success.

Lean Tip #3854 – Invest in Training to Foster Collaboration and Drive Change at All Levels

Providing effective training for your employees may help reduce the fear and negativity associated with change. Training your managers can give them the tools they need to confidently support teams through the adjustment period. Investing in comprehensive training programs can give your team the skills and knowledge needed to adapt to new processes. Building trust within the organization is essential for fostering collaboration and driving change. Create a leadership team that is help accountable for driving organizational change. For any improvement initiative and change to achieve a positive impact on the business bottom line, it is critical to have demonstrated support and commitment at the top levels of leadership.

Lean Tip #3855 – Prepare for Roadblocks

Despite meticulous planning, obstacles are bound to happen during the change process. Anticipate potential roadblocks and develop contingency plans to address them easily.

Change is not just a necessity but an opportunity for organizations to thrive in an ever-evolving business scene. By embracing change, companies can encourage innovation, enhance employee engagement, and gain a competitive edge in the market. Implementing best practices for driving change enables organizations to navigate challenges effectively and achieve sustainable growth in the long run.

 

Lean Tips Edition #320 (#3826 - #3840)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3826 – Watch for Signs of Burnout in Others.

Work burnout is a real problem today, and it comes at greater risk during times of intense stress and pressure. Many people are stressed, putting in more work hours than ever before and finding it difficult to separate work and home life.

Managers who are skilled at empathetic leadership are able to recognize signs of overwork in others before burnout becomes an issue that results in disengagement or turnover. This might mean taking a few extra minutes each week to check in with team members and gauge how they’re handling their current workload and helping them to recover from overwork.

Lean Tip #3827 – Listen With Genuine Curiosity

It certainly is possible to increase empathy. As I usually say, that’s one “muscle” that is better developed in some people and less in others. But we can all cultivate and improve it. One concrete step is to commit to really understanding others, by listening to them with openness and genuine curiosity. Let go of your assumptions and judgments and really try to understand the reality of the other person.

Lean Tip #3828 – Be Mindful Of Each Individual’s Full Experience

Focus on understanding each person’s individual experiences, challenges and needs, rather than task-based updates. By actively listening, without judgment, and reflecting back what they hear, leaders can better appreciate different perspectives, enabling more considerate decisions that strengthen engagement and productivity across the organization through improved emotional intelligence.

Lean Tip #3829 – Accept People As They Are

Real, profound, relationship-changing empathy starts with the acceptance that you’ll never fully understand others—and that understanding has nothing to do with acceptance. Humans are complex, affected by context, beliefs, background and culture. The best form of empathy is to not make assumptions; be supportive, ask questions and accept how people are. Recognize that each individual has a unique experience.

Lean Tip #3830 – Balance Empathy With Accountability

While empathy is essential, leaders must also maintain accountability. Empathy does not mean avoiding difficult conversations or shying away from tough decisions to avoid hurting someone's feelings. It means understanding and respecting their emotions, even during difficult conversations. Leaders should balance empathy and hold their team members responsible for their performance and actions.

Lean Tip #3831 – Emphasize Goal-Setting and Growth

To build trust with your team, your employees need to know that you're invested in their growth and success.

Fostering a true people-first culture in your workplace means understanding the individual goals of your team members and proactively helping them achieve those goals.

You chose your team because they are the best people for their jobs. Don't stunt their potential by leaving them stagnant. Instead, show that you're just as interested in helping them reach their goals as they are.

You can show investment in your team members by prioritizing goal-setting and providing learning opportunities. Encourage them to set at least one long-term goal, and make yourself available to discuss their goals with them, especially if they're unsure about what goals to set.

To support them in achieving this goal, you can provide resources like leadership training opportunities or time to meet with another manager at the company to ask questions about the role.

Lean Tip #3832 – Develop a Feedback-Based Culture

Good communication is pivotal when developing a trust-based culture in your workplace, and it goes both ways.

Not only is it important to establish a feedback system that allows leaders to communicate with employees, but there also needs to be a well-established process for employees to give feedback to leaders.

Implementing a defined system means setting clear expectations for when and how communication occurs regarding performance feedback. This means employees won't feel blindsided by receiving unexpected or unsolicited feedback from leaders, and vice versa.

Further, when systems exist for employees to offer feedback to management, it can make them feel empowered and like their voice matters within the organization. This continual feedback loop is great for creating meaningful bonds and building the emotional trust. 

Lean Tip #3833 – Give Back With Recognition and Rewards

We all like to be recognized for our strengths and the value we bring to our teams. Recognizing positive workplace behaviors rewards employees who go above and beyond, while encouraging others to follow their example.

Implementing a praise or rewards system in your organization can be a great way to give back to your employees. You might issue public praise for employees who exceed their goals and use a reward system to incentivize your team to achieve.

Make sure the criteria to qualify for these rewards are well-defined and all members of your team can benefit. Giving all employees in your organization equal opportunities to earn rewards for doing exceptional work is important for maintaining fairness.

Lean Tip #3834 – Empower Through Choices

To the extent possible, give your employees autonomy to make meaningful choices throughout the day. Micromanagement can make employees feel like you don't trust them to make decisions on their own.

Over time, it can wear employees down, damage workplace relationships, and even promote a toxic work culture that ultimately hurts everyone. Remember, trust goes both ways. You need to give it to earn it.

When you trust your employees to make decisions for themselves, you show trust and empower them to take initiative.

Trusting the decision-making capabilities of your team encourages them to make independent decisions that represent the best interests of themselves and the company.

To encourage autonomy, establish clear boundaries and expectations for your team. Ensure that all team members understand their roles and responsibilities and have well-defined production goals.

They’ll find creative solutions to problems, improve workflows, and develop new approaches to tasks that benefit the whole team.

Lean Tip #3835 – Demonstrate Gratitude

A little gratitude can go a long way. Find ways to show appreciation for your team members regularly. Simple gestures like thanking your employees for the work they do can build a more positive work environment.

Appreciation can have widespread effects on team member attitudes, feelings of emotional security, and trust in their supervisors.

For example, you can write individualized thank-you cards for members you supervise, distribute small rewards like snacks and gift cards, or simply send a brief message of appreciation to each member of your team.

The key is to be genuine and consistent. Don't save your praise for special occasions. Make sure your team knows you recognize and value the work they do every day.

Lean Tip #3836 – Build a Culture of Experimentation and Innovation

Create an open and inclusive workplace where employees feel safe to take risks and share their ideas. This doesn’t have to be a free for all; clear guidelines preserve accountability and help team members understand where they can take risks most effectively.

Trust is a prerequisite for a culture of experimentation. You want the workforce to feel safe raising ideas that could help the business while giving and receiving constructive feedback alongside their colleagues.

Not every idea will be explored further, and that’s OK. Give employees the opportunity to refine their ideas and test them safely during the flow of work. Use these experiments as a chance to learn and improve. Giving this type of autonomy builds engagement and encourages innovation while reinforcing accountability.

Lean Tip #3837 – Prioritize Performance Outcomes

When you manage based on work outcomes, leaders can save time and encourage autonomy. This starts by training managers to help employees set effective goals that drive their performance and align with the business strategy.

Once goals are set, employees need the right necessary resources and tools to complete their tasks and make progress. Train managers to provide regular feedback that helps employees measure progress and make adjustments, rather than nitpicking or micromanaging them.

When granting employees autonomy to work how they work best, promote transparency through regular check-ins with managers. These conversations empower managers to understand how their employees are doing, intervene when necessary, and remove roadblocks.

Lean Tip #3838 – Empower Decision-Making Authority

One way to create collaboration and bottom-up innovation in your teams is by empowering employees with decision-making authority. Because they aren’t looking to leaders for all the answers, employees can think critically, suggest possible solutions to workplace problems, and experiment with them.

Extend this to daily tasks by letting employees exercise their judgment whenever possible. You can still have rules, processes, and templates for how work is best performed. But within those structures, encourage employees to identify situations where a deviation from ‌standard practice could be more effective.

Lean Tip #3839 – Allow Employees to Manage their Own Workloads

Empower employees to organize and prioritize their tasks, as they meet goals, deadlines, and productivity levels. This autonomy can include the timing and order of tasks, when to break down large tasks into components, and how to allocate their time and resources.

When managers give their reports freedom to manage their workload, they encourage smart planning, time management, and ownership. As employees find a structure and cadence that works for them, they ‌become more engaged and productive. This approach might even prevent employee burnout because workers are in charge of how and when they work. This furthers the cycle of job satisfaction, pride, and employer loyalty. 

Lean Tip #3840 – Reward Autonomous Work and Behaviors

Recognizing and rewarding successful autonomous work and behaviors can provide a sense of accomplishment for ‌employees, as well as serve as an incentive for others. Rewards can include bonuses and public and private recognition, depending on the context and the employee’s preferences.

Employees will repeat behaviors that they believe are valued by the organization. When HR leaders recognize hard work, they also cultivate a culture that encourages autonomy within the workplace.

 

Lean Tips Edition #319 (#3811 - #3825)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3811 – Encourage Self-Reflection to Foster Accountability

Encouraging regular self-reflection is an important aspect of fostering accountability. Create opportunities for individuals to reflect on their actions, assess their performance, and identify areas for improvement. Self-reflection promotes personal growth and helps individuals take ownership of their development and contributions.

Lean Tip #3812 – Recognize and Reward Accountability

Recognizing and rewarding instances of accountability and learning from mistakes reinforces positive behavior and encourages others to embrace a growth mindset. Celebrate individuals and teams who demonstrate accountability, take responsibility for their actions, and contribute to a culture of improvement. This recognition not only motivates employees but also strengthens the overall organizational culture.

Lean Tip #3813 – Focus on Solutions, Not Assigning Blame

When mistakes occur, shifting the focus from assigning blame to finding solutions is key to fostering accountability. Encourage team members to analyze situations, identify root causes, and collaborate on developing effective solutions. This problem-solving approach not only addresses immediate issues but also contributes to long-term improvements and innovation.

Lean Tip #3814 – Promote Transparency and Open Communication to Cultivate Accountability

Creating an environment where open and honest communication is encouraged is essential for cultivating accountability. Leaders should foster a culture where team members feel comfortable discussing mistakes, challenges, and potential solutions without fear of retribution. Regular feedback sessions, open-door policies, and constructive dialogue contribute to a culture of transparency and mutual respect.

Lean Tip #3815 – Demonstrate Accountability Yourself

Leaders play a critical role in shaping organizational culture. By demonstrating accountability in their actions and decisions, leaders set a powerful example for their teams. When leaders openly acknowledge their mistakes, take responsibility, and learn from their experiences, they reinforce the value of accountability and encourage others to do the same.

Lean Tip #3816 – Be Available for Mentoring and Coaching to Others for Accountability

Accountability means a willingness to accept responsibility for sharing what you know with others on the team and helping them find and use the tools they need to complete their jobs. It also means investing in building relationships and trust so they support you in a time of your need.

Lean Tip #3817 – Accountability Includes Continuous Improvement Feedback to All

Accountable people always provide positive feedback to all concerned, without assigning blame or breaking relationships. Your goal should always be continuous learning and improvement. We all need feedback on what was done well, and what changes are proposed for the next time.

Lean Tip #3818 – Follow-up to Ensure Accountability.

People must live the change, and you won’t know if you don’t follow-up! It’s easy to talk about change but implementing it requires dedication and follow-through. The culture of responsibility needs to become a habit where each individual is personally accountable and holds their peers accountable. The role of leadership and managers is to implement strategies for follow-up, model this behavior, and offer guidance. Assign a project manager to follow-up and make check-ins on how people are doing in the new No Blame and No Excuses culture the first 10 min of every meeting. Don’t let it go, though, if you miss a meeting where you don’t ask, you have just given up your power to change! According to the European Journal of Social Psychology, inconsistent leaders are seen as less fair and can lead to employees’ feelings of uncertainty in their interpersonal interactions.

Lean Tip #3819 – Accountability Starts With Clear Expectations and Clearly Defined Roles

Some managers and leaders hesitate to delegate because they worry about tasks being done incorrectly.

Sometimes, mistakes happen. However, you can prevent many of them by setting clear expectations and assigning specific roles.

When you give your employees detailed instructions and access to the tools they need to succeed, you increase the likelihood of getting the job done right the first time.

You also clarify who is responsible for a specific task, which makes it harder for the blame game to start if something goes wrong.

Lean Tip #3820 – Use Accountability Statements

To create a no-blame culture, change how you talk to your employees.

Transition away from blame statements like these:

•        “Who did this?”
•         “This is your fault.”
•        “Why did you do [insert task] like this?”

 Instead, use accountability statements like these:

•       What was the root cause of this problem?
•        What changes should we make to ensure this doesn’t happen again?
•        What can we learn from this issue?

These statements encourage problem-solving, not blame and shame.

Lean Tip #3821 – Move Away from the Hero Mentality by Embracing Teamwork and Collaboration

Shift your focus from being the sole problem-solver to being part of a team. Trust others to handle responsibilities and value their contributions. Delegating isn’t about giving up control—it’s about creating stronger, more collaborative solutions. This approach lightens your load and strengthens relationships.

Lean Tip #3822 – Shift from Heros to System with a Focus on Root Cause Analysis and Prevention

When issues arise, use Lean tools like the Five Whys or Fishbone Diagrams to identify root causes. Celebrate the teams that prevent problems, not just those who solve emergencies. This proactive approach aligns with the Lean principle of continuous improvement, ensuring long-term gain over short-term fixes.

Lean Tip #3823 – Rewarding Process Improvements Break Hero Mentality

Shift recognition and rewards away from individuals “saving the day” and toward teams that improve processes to eliminate recurring issues. For instance, instead of praising a hero who stays late to complete a shipment, celebrate the group that implemented a Kanban system, which streamlined operations and prevented bottlenecks in the first place.

Lean Tip #3824 – Foster Ownership and Hold It Accountable

Accountable leaders empower others to lead and expect them to own the outcomes. They embed purpose, priorities, and roles into the fabric of decision-making. Instead of empowering people informally, build clear decision rights and accountability thresholds into workflows. That might mean frontline teams own all operational improvements under a set budget—no signoff needed.

Lean Tip #3825 – Build Trust into How the Organization Runs.

Establish rhythms and rituals that make honesty and transparency part of the culture. Rather than locking teams into rigid plans, they embed adaptation into the process. When decision history, reasoning, and tradeoffs are embedded into regular cadences—like weekly decision reviews or pre-launch alignment forums—teams don’t need a single person to explain “why” or “what’s next.”

Make it a norm that critical meetings, decisions, and priorities move forward without you. If your presence is always required, it’s a sign the system isn’t yet strong enough.

 

Lean Tips Edition #318 (#3796 - #3810)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3796 – Focus on Gradual Small Changes Instead of Major Shifts

The first advice is to focus on small gradual changes rather than large changes. Small changes can be made quickly, on a daily-basis, and are typically inexpensive. By focusing on small changes, you can remove barriers from just starting a continuous improvement process. This focus will allow your team to reap the benefits of their “small wins” right away. As more and more small changes are applied, your team will see an accumulation of benefits from them. This will give them more confidence to suggest more ideas.

Lean Tip #3797 – Prioritize Ideas that are Inexpensive

By going after the ideas that do not require a large amount of investment, you can remove the financial barriers of your continuous improvement efforts. This process can empower the line worker to suggest and implement ideas that can improve their working process because they know that their changes do not need upper management approval. Some ideas such as reducing waste, eliminating unnecessary steps, and re-organizing in the work processes fall into this category. 

Lean Tip #3798 – Gather Ideas from the People doing the Work

In a Lean and continuous improvement organization employees are your greatest asset and should also be the source of generating new ideas for improvement. No one knows the work better than the person who performs it everyday. No one has more “skin in the game” about the working process than that person. As a result, the best person to suggest ideas for improvement and to implement them is the line worker.

Lean Tip #3799 – Empower Employees for Improvement

Although employees play a vital part in the continuous improvement process, it is management’s role to train and empower them. Most workers are unaware of Lean principles and practices such as 5S, the 8 wastes, value stream mapping, visual management, Kaizen, etc. As a result, they may not realize that many of the processes that they perform everyday and the frustration that they feel at work are due to unnecessary waste. Additionally some workers are modest and reluctant to share ideas. It is management’s role to educate their staff on Lean tools and techniques that can be applied to the continuous improvement process and to help their employees overcome any personal or psychological barrier that prevents them from trying out new ideas.

Lean Tip #3800 – Use Regular Feedback for Improvement 

An effective continuous improvement program needs continuous measurement and feedback. Before you can start, you need to understand the baselines of your organization’s performance. Only by understanding and establishing a baseline can you evaluate new ideas for improving upon it. One effective way of gathering feedback on your continuous improvement efforts is to apply the Plan-Do-Check-Check (PDCA) cycle. The PDCA cycle allows you to scientifically test your experiments. The cycle ensures continuous improvement by measuring the performance difference between the baseline and target condition. This gives immediate feedback on the effectiveness of the change. If the idea was effective, the next cycle of improvement will start with the new baseline and your goal is to move towards a new target condition.

Lean Tip #3801 – Shift Belief to Data Rather than Opinions

All too often, decisions are made based on the opinions of those who management deems the “smartest” on the team.  When they say, “I think...,” this causes executives to base their decisions on the esteem with which they hold that individual, rather than the value and integrity of the suggestion itself.

Instead management executive should seek information that begins with, “The data show…,” which allows any team member to make meaningful contributions to improvement while making fact-based operational decisions.

Lean Tip #3802 – Ensure Buy-In Beyond the Initial Launch 

At the outset of the project, everyone is excited and participates, particularly because management of the manufacturing organization shows keen interest. However the lean journey is a marathon and not a sprint. It is key that management continues to assess, evaluate and promote the lean journey with middle management and operational staff.

Make it clear from the outset that progress will be monitored throughout the journey and that the lean champions within the organization clearly play an important role. 

Lean Tip #3803 – Set Clear Rules of Engagement at the Outset

It has been said many times that we should “begin with the end in mind”.  When the senior executives in the business operations decide they want to undertake a lean journey, it is important that they build the fence and allow the staff to build the house. This can only happen if goals, objectives, expectations, roles, responsibilities and authority are properly assigned and delegated.        

Lean Tip #3804 – Set Up for Success

Help the staff achieve success by pre-identifying some “quick wins” as well as provide opportunities for acceptable failure. With this in place, staff can feel wins and not fear losses or mistakes.

It is certain that there will be missteps along the lean journey, so it is important that the staff knows early on how to handle them when they occur and does not feel the need to bury them in order to avoid persecution by management.

Lean Tip #3805 – Train, Train, Train

There is nothing worse than entering a new responsibility without adequate training and development under your belt. Instead, management can allow for basic training at the outset of the lean journey so that all staff understand the goals and ideals behind lean manufacturing. Then, provision of additional, advanced training to key leaders and project participants allows the team to enhance their abilities and to properly evaluate situations beyond just their past experiences.

Identification of either superior trainers within the operation -- such as a sister company or different location -- or procurement of an external resource to provide this training, is ideal. The training should be widely shared within the organization and not provided to just one individual. The more staff who are trained, the better the results will be.

Lean Tip #3806 – Cultivate a Lean Mindset

The first step on the Lean journey is fostering a Lean mindset across your team. Lean isn’t just about tools and processes; it’s a way of thinking that prioritizes value, efficiency, and continuous improvement. Encourage your team to view every task through the lens of adding value to the customer and eliminating waste. This shift in perspective is essential for building a culture where Lean principles can thrive.

Lean Tip #3807 – Identify and Map Value Streams 

Value stream mapping is a fundamental Lean tool that helps visualize the flow of materials and information through your processes. By mapping out current workflows, your team can identify bottlenecks, redundancies, and wasteful steps that don’t add value. Collaboratively develop a future-state map that reflects streamlined, efficient processes. This exercise not only uncovers inefficiencies but also sets a clear path for improvement.

Lean Tip #3808 – Prioritize and Eliminate Waste 

Lean identifies seven types of waste (transportation, inventory, motion, waiting, overproduction, overprocessing, and defects) that can hinder productivity. Once you’ve mapped your value streams, work with your team to prioritize which wastes to tackle first. Start with the low-hanging fruit—those areas where simple changes can have an immediate impact. As you eliminate waste, you’ll notice improvements in efficiency, quality, and morale.

Lean Tip #3809 – Implement Standard Work Practices

Standard work practices are the foundation of a Lean organization. They ensure consistency, reduce variability, and make it easier to identify problems. Work with your team to develop clear, standardized procedures for critical tasks. Document these processes and ensure everyone follows them. By establishing a baseline of performance, you create a stable environment for continuous improvement. 

Lean Tip #3810 – Encourage Continuous Improvement (Kaizen)

Kaizen, or continuous improvement, is at the heart of Lean. It’s about making small, incremental changes that collectively lead to significant improvements over time. Foster a culture where every team member feels empowered to suggest and implement improvements. Regularly hold Kaizen events to brainstorm and test new ideas. Remember, the goal is to create an environment where improvement is a constant, ongoing process.