A Lean company wants to change its vision of the classic business. Many examples show specific management systems (example of Favi).
Deploying Lean has adapted new behaviors but it is also adopting new modes of operation that we present below.
Positively Welcome problems
The first foundation of all people integrated into a Lean company is to “welcome problems“, because where there are no problems there can be no improvement.
Everyone must ensure that a culture of identification/problem-solving is put in place and that two basic principles are implemented to “positively Welcome problems“.
Problems do not fit people
The reflex must be removed from pointing the finger at the culprit of a problem. The challenge is to work and set up on how to solve a problem and how to ensure that it cannot reappear (Poka-Yoké…). This is especially the time when the error of the fault must be distinguished:
- The error is a problem caused by inattention, worn tools, a software bug, a typo… this type of problem should not keep people
- The fault is when it is made in a timely and informed manner and therefore keeps the persons
Increase everyone’s skills to solve problems
It is the responsibility of the management to put in place the means to increase the skills of the staff to solve the problems. It is necessary to
Management supports staff
We will no longer look at the company in a conventional way, with the operators down and up the direction. The pyramid reverses, the mangagement, downstairs, supports the staff at the top. The principle is based on the fact that the Organization must support the players in the Gemba. To this we add 2 senses of communication.
The descending direction: the Gemba Kanri
In a Lean system, the operational teams must have a great autonomy and be able to determine themselves the local action plans that will be validated and supported by the managers. It is therefore up to the teams to propose new ideas and to steer the action plans.
Within this framework, the local managers are in a position of support of the teams to welcome the return of the operational and to promote the smooth operation of the operations.
The meaning amount: Hoshin Kanri
Management must show the way to the company and know how to disseminate it within the company. In support of the Gemba, management will have to implement the precepts of the Kanri To create, deploy, and ensure that the strategy is well understood and implemented on a daily basis.
Role and responsibility
The NEMOTO diagram gives a clear picture of the roles and responsibilities of each of the Company’s “echelons” within the framework of a Lean system. We find 3 classes of roles and responsibilities:
- The TOP Manager: red zone
- The Framing: white zone
- The staff: Blue Zone
Management reminder in collaboration/participation mode
It is recognized that the ” Collaboration/participation ” Management is best suited to the implementation of a Lean Six Sigma approach. It is used because it makes the share beautiful to listen, to sharing…
The Terry Tate parody
The Terry Tateseriesis a sequence of 6 episodes filmed in 2002. It’s a parody of “Physical” management. Hired by the company Felcher and Sons, Terry Tate Linebacker is in charge of making the employees obey the management guidelines. The director of the company rejoiced at the fear generated by Terry Tate.
T. L. Jackson (2006) – Hoshin Kanri for the Lean Enterprise
D. Hutchins (2008) – Hoshin Kanri : The Strategic Approach to continuous improvement
S. Obara, D. Wilburn (2012) – Toyota by Toyota : Reflections from the inside leaders on the techniques that revolutionized the industry
M. Nemoto (1987) – Total quality control for Management : Strategies and Tactics from Toyota and Toyota Gosei