Mark’s note: Today’s post is by a new guest blogger, Paul Serafino. This initial post will be followed by a series of three posts with strategies that he tees up in this post.
By Paul Serafino:
The door to the production floor opens, and the sounds and smells of manufacturing hit you. It’s unmistakable. There’s just something about creating and building and making things that you can recognize no matter what industry you’re in, what kind of factory you have, or who the people are.
That last part is what makes things really interesting: the people. Who they are, how many of them, what they do and what they say, are all the elements that change a manufacturing plant into a real company; a place run by an organization made up of departments and teams, leaders and followers.
The landscape is marked by machines and materials, and the environment is controlled with processes and policies. But the work gets done by the people.
And in that mix of roles with responsibilities carrying out daily activities, navigating the blurred lines drawn around who is supposed to do what, when they should do it (and how), lives a lone wolf. A leader without a team. A manager without a department. An agent of change without an agency.
This person is known by many different names across many different companies, but is tasked with one recognizable, unmistakable, universal challenge: to “implement Lean.”
The form and function of this person’s role is disguised in creative ways by Human Resources to define the scope as one that commands attention and deserves high praise. Yet the structure surrounding this individual’s unique set of skills leaves much to be desired.
If you’re reading this article, this person is probably you.
Here are just a few examples of how you’re described on job boards or inside HR files (and what they don’t say that’s actually true):
- Continuous Improvement Program Manager – hired to make the continuous improvement program wildly successful (but no such program exists for you to manage).
- Lean Coordinator – brought on board to implement Lean processes (but no baseline of Lean activities actually takes place for you to coordinate).
- Process Engineer promoted to Lean Manufacturing Leader – tasked with driving Lean metrics into the manufacturing process (but you haven’t been assigned a team or given a position of authority from which to lead).
- Lean Facilitator – in charge of improving safety, quality, and delivery (but you have to beg, borrow, and steal to fill a room with enough people just to facilitate the most basic training).
These generic tags and taglines are common across all industries. They state a purpose opposed by so many forces, it’s almost like a mean trick giving someone the job. This stems from an epidemic that continues to plague organizations: an ever-increasing push for Lean and Continuous Improvement “programs” to give customers the perception that value delivery is top priority. Yet the activities required to make the right improvements are rarely (if ever) prioritized.
During your time in one of these roles you’ve likely experienced conversations like this:
You as Lean Manager: “The high WIP between steps is a result how we schedule production. I believe we can lower those levels with some simple triggers downstream that start or stop the flow.”
Operations VP: “That sounds great. But we’re already pulling. I don’t ship anything until trucks are scheduled. Plus, I need the WIP so no one runs dry. I can’t have people standing around.”
You as Continuous Improvement Engineer: “In our value stream map, we identified verbal communication as the current state method of controlling production. The team came up with some great ideas to standardize the info and use visual controls to make it easy to spot breakdowns.”
President: “Don’t bother with visuals and magnetic boards. We’re implementing ERP in a couple months and that will take care of it. Focus on identifying correct staffing levels. That’s our real problem.”
You as Lean Facilitator: “I’ve noticed the way we solve problems is to band-aid them and move on. The data I’ve collected shows that about half the delays on the line are due to the same 4 recurring issues. We could really benefit from Problem Solving training and root cause prevention techniques.”
Plant Manager: “We don’t have time or resources to do training. Just come up with some solutions yourself and send out an email detailing your plans. The Supervisors can share it with their people.”
These are frustrating conversations taking place every day. The struggle to shift peer behaviors toward proactive improvement is difficult enough. But when the ruling authorities take the wind right out of the sails of change, it’s crippling to anyone attempting to improve a process (or company) from the inside.
The worst case scenario for those champions of change goes like this:
VP: “You’ve been a great addition to the company, and we recognize all the improvement ideas you’ve come up with. They are important, and we know we need to do more Lean. But it was a slow year and we need to cut back on project work. Unfortunately we’re eliminating your position effective today.”
This is real. It happens.
But I’ve learned. I’ve learned the methods to overcome the risk of valiant continuous improvement efforts being pushed aside so that crisis mode and firefighting can occupy center stage. I’ve learned the techniques that provide an effective substitute for having no team to lead or department to manage, but having the responsibility to improve everything.
I’ve grouped together my favorite (and most effective) courses of action into 3 strategies anyone can use to get positive results and become an influential contributor to successful change.
- Strategy 1: Select strong allies that have teams of their own
- Strategy 2: Find an apprentice
- Strategy 3: Host “free events”
Over the next few weeks I will publish three short articles detailing the Point, the Process, and the Payoff for each strategy. The week in between is enough time for you to put it into practice and begin to see a return on your efforts.
I invite you to try this. If nothing else, I promise you’ll find new abilities of your own that will prove highly beneficial to your career. Best case, you’ll see the biggest obstacles to carrying out your duties start to fade, and the path to improvement success become more visible than ever.
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Now Available – The updated, expanded, and revised 3rd Edition of Mark Graban’s Shingo Research Award-Winning Book Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement. You can buy the book today, including signed copies from the author.