Lean thinkingis a business methodology that improves operations and processes by eliminating unproductive activities, waste. As a result, costs are reduced and customer and employee satisfaction are improved. Lean tools are already widely used in business. However, Lean is not just about using tools; the biggest advantage of Lean is that it changes the culture of the company so that continuous improvement becomes part of everyday operations at all levels of the organisation. Creating a permanent Lean culture throughout an organisation is often challenging, unnecessarily slow and inefficient. Read my blog on how to get more out of Lean thinking.
How to create a Lean culture where continuous improvement is a daily activity throughout the organisation?
Often in the implementation of Lean and Six Sigma, the focus is on the technical implementation of change, with less attention paid to change management. Employees are sent on training courses and the first improvement projects are launched. The approach focuses on tools. Tools are a good place to start, but to successfully implement Lean you also need structure and leadership. I have guided the implementation of Lean in dozens of organisations and found that the biggest challenges are experienced in Lean Leadership.
In the 90s, I held the role of Lean Six Sigma Master Black Belt at General Electric (GE), where Lean and Six Sigma were rolled out globally throughout the organization. Although GE is one of the most successful Lean Six Sigma companies in the world, the start there was not without its difficulties. Despite several improvement initiatives, the full potential of Lean and Six Sigma could not be realised. One of the main reasons was insufficient management support. To improve the situation, Jack Welch, then CEO of GE and a pioneer of Lean Six Sigma and modern change management theory, developed a model with Harvard professors on how to lead change. GE has successfully used this model to support Lean Six Sigma and this so-called CAP ("Change Acceleration Process") model has served as the basis for many subsequent change management models. Based on the CAP model, successful change can be divided into six different elements:
6 factors for a successful Lean transformation:
1. Lead the change
Leading Lean change by leading by example. The means:
- Mobilise top management to participate in Lean events.
- Drive action and make decisions based on data.
- Prioritise Lean projects as top priorities.
2. Create a common sense of urgency
Creating sufficient urgency for change. The situation should be urgent enough to act as a driving force to mobilise people for change. Means:
- Identify short and long-term opportunities and threats at team/individual level.
- Create an urgency, "Burning Platform", if it does not already exist.
3. Create a shared vision
Creating an inspiring vision for the future. The vision should be compelling at all levels of the organization, answering the question, "What's in it for me?". The vision is a driving force that draws people into change after they have been initially engaged. Means:
- Define a vision together with management. Translate the vision into concrete and challenging objectives at all levels of the organisation. Choose goals that force change.
- Communicate, measure and monitor your targets on a daily basis.
4. Create a motivated change team
There are sufficient committed resources. All the resources needed for change are involved in the change. Means:
- Map stakeholders, reduce their resistance and increase engagement continuously
- Ensure that Lean change leaders are appointed and that Lean specialists are important key people in the organisation.
5. Implement the changes
The moment of change implementation is clear, and the organization is ready for the change. The team is prepared for the change and has sufficient organizational support. Means:
- Ensure sufficient project volume
- Improve organisational structures and habits
- Make sure Lean is part of all roles and career development
6. Measure and maintain results
The team's objectives are clear and integrated with the organisation's results. Results are measured and communicated. Changes have become part of normal working practices. Means:
- Anchors Lean in systems, organisation and processes (operational metrics, HR processes, quality metrics...)
- Measure your progress regularly.
- Repeat procedures until they become routine, normal practice for all employees.
The model and GE's approach have often been criticised for being American and therefore would not work in other cultures. In my experience, the way in which the steps are implemented does indeed depend on the culture, but the steps required to make the change successful are culture-independent.
The model can be used to plan the implementation of Lean and can also be used to measure the progress of change in an organisation and identify areas where further effort is needed.
Learn more
If you want to learn more about Lean Leadership, please contact us or check out our training courses:
We hope you were inspired by the change management process and got ideas on how to achieve more results from Lean and Six Sigma.
Lean Six Sigma,
Certified Lean Six Sigma Master Black Belt
