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.
