Lean Change Requirement

Business Leaners

Most system and organisational leaders would agree that the tools of Lean are simple and make perfect sense when

applied correctly.

Why then is it that so many attempts to implement this common sense system or methodology are deemed failures

by the businesses themselves.

Business Leaners

Lean practitioners worldwide will tell you that its not the system that is flawed but the way it is managed.

Lean generally requires a radical change in management style and therefore the management culture must support the

development of the people within the business and a continuous improvement mindset.

Business Leaners

System and organisational leaders need to be made aware of what the Lean deployment actually means for them right at the beginning, at the agreement to deploy and well before

the application of the tools.

With this in mind I created the Lean change A3, which when used correctly will lay the foundations of understanding and

good management to support the longevity and sustainability of the companies Lean efforts.

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The following slides explain how to use the A3 step by step.

4. WHO WILL LEAD THE CHANGE EFFORT?

LEAN CHANGE REQUIREMENT A3 Created By Troy Taylor

1. WHY CHANGE?

7. WHAT IS YOUR STRATEGY TO SUSTAIN THE CHANGE

5. HOW WILL YOU LET THE CHANGE TEAM KNOW WHAT IS REQUIRED OF THEM?

9. WHAT ARE THE LONG TERM GOALS

6. HOW WILL YOU SUPPORT YOUR PEOPLE IN MAKING THE TRANSITION?

3. HOW WILL YOU COMMUNICATE THE NEED TO CHANGE?

2. WILL LEAN BRING ABOUT THE REQUIRED CHANGE?

8. WHAT ARE THE SHORT TERM GOALS

Business Leaners

http://www.businessleaners.com/wp-

content/uploads/2011/12/LEANCHANGEREQUIREMENTA3.pdf

Step 1- Why Change ?

It is of tantamount importance that, at the very beginning, this is clearly understood. If this is not clear then a business should not move forward with Lean. The reason for the change needs to be something that drives

1. Passion – Lean is a journey with no end, keeping focus and momentum going with an infinite term vision like this NEEDS

passion.

2. Urgency – If we are truly passionate we will automatically have a sense of urgency, but without the urgency it is easy to loose focus

and interest.

3. Ambition – High standards and expectations help encourage high results.

Step 1- Why Change ?

This step needs to be completed with all the key stakeholders in the room there should be a common understanding and

consensus reached. Nobody should leave this initial meeting until all are satisfied that they fully understand and

have belief in why they are being asked to change.

This becomes “the NEED”

Once “the NEED” has been agreed and understood, the Team need to understand whether Lean is the right process to

deliver the results required.

If there is a lack of knowledge in this area then that knowledge should be sought. If your agreed method of sourcing this

knowledge is through the use of a Consultant then I would advise extreme caution. Select carefully and ensure you

research all your options thoroughly before choosing your prefered business. Speak to past clients and ensure that they

are there for your mutual benefit and not just there own.

In the step 2 space on the A3 list how Lean will help you combat or support each element of “the NEED”

Step 2- Will Lean bring about the required change ?

Ensuring each and every employee has full clarity on “the NEED” ( if done well ) will help to get them on board and prepared

even before the process is started.

Creating a change vision that succinctly describes what the future looks and feels like can prove invaluable at this point.

Communicating at this point needs to be done thoroughly and consistently, an email or internal Memo is not good enough!!

The vision needs to be apparent everywhere you look as a constant reminder. There should be no-one that cannot recite

“THE NEED” ( or the vision )

Input your chosen method in to the A3

Step 3- How will you communicate the need to change?

This step is easy.

List your most skilled and influential people that demonstrate a “can do” attitude on a daily basis and you have your

candidates.

If you find you fall short do not move to step 5. Take some time out here to further develop your high potential people and

enable them to meet the criteria.

Once the Team has been agreed enter the names into the corresponding box on the A3

Step 4- Who will Lead the change effort?

All leaders from around the business will need to learn new ways of managing and behaving in order to support the development of Lean within the business. The first of these people will have to be your change team.

This will require considerable training and coaching, step 5 requires that you allocate resources and time to create a plan that enables this Leadership development to occur.

Once the plan has been agreed paste it into the box on the A3

Step 5- How will you let the change team know what is required of them?

The transition to a Lean organisation is going to take time, resources and money. In step 6 the Lead team including the

system and organisational leaders should all pledge there support in relation to these required inputs. These pledges

should be as specific as possible.

Step 6- How will you support your people in making the transition?

You are about to embark on a journey that has no end, if you are not very careful it won’t be long before key people will lose

interest.

List under step 7 how you will keep people engaged with the change process. This should include personal commitment

from the system and organisational leaders and their team to be involved in a hands on way at every opportunity. It will require very public displays of celebrating success. It could

even include the introduction of a rewards scheme.

You should also develop succession plans in order to cross train key people and develop a wider base of deep knowledge

within the business.

Step 7- What is your strategy to sustain the change?

In the early days as much emphasis as possible should be put on increasing the depth of Lean knowledge and understanding

across the business.

List milestones for knowledge transfer here e.g.

All key stakeholders to have completed Lean Leadership training by xxth February.

Manager of XXXXX department to train the fundamentals of Lean to all other group managers by xxth June.

Step 8- What are the short term goals?

Long term should see the erradication of “The NEED” and further development into Lean management and Lean

culture.

Step 9- What are the long term goals?

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Once you are happy that the A3 has been completed as thoroughly and honestly as possible, it should be prominently displayed as a guide to be recalled when things get difficult or key people begin to lose sight of why the journey was started.

I have every confidence that if this activity is followed through it will enable better Long Term sustainability of the Lean

communities efforts.

More information and free slideshows available at

http://www.businessleaners.com/

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Business Leaners