Involvement is a finer concept than the notion of motivation. It reflects the fact that the staff is an actor and acts.
More than motivation, it is essential in a Lean approach to be able to provoke involvement teams. The motivation does not indicate that the staff is acting and acting. The implication, it indicates that the staff acts of itself, takes initiatives and proposes suggestions for improvements. To get to this point, a person will go through 4 stages :
We understand this necessity by the fact that a Lean approach requires staff to go back over the problems, solve them as they appear, share their ideas….
To achieve this objective, management has at its disposal “vectors ” to encourage involvement.
The values of the company
They are the ones who will allow teams to feel good about the company. They will influence the attitudes and behaviors of each person in his daily life vis-à-vis oneself and others. These values, beyond being written, must be a reality on the ground. A new person must quickly and without reading documents understand the atmosphere, history … It must be felt in the behavior and attitudes of the staff (strict and natural respect for selective sorting for example). This requires an exemplary behavior of management vis-à-vis these values, a daily reminder in the attitudes and managerial choices but also, we will find in the establishment of a visual management that transmits these values : Banner posting messages…
The company philosophy
As part of the company’s vision or values, philosophy is the heart of the business: Why does the company exist ? Why was it created? What is its purpose Philosophy, we will find it in the strategic choices of the company.
Example from Apple
Steve JOBS’s philosophy was to simplify computing to make it accessible to all. It was around this philosophy that he was able to involve the teams. It is in this philosophy that he developed computers, telephones … with ergonomics sufficiently powerful so that everyone can use the most powerful computing tools of the moment.
In the range of good Lean practices, we find 3 key vectors in the management system to encourage involvement :
- Le Hoshin Kanri to deploy the company’s vision.
- Le Gemba Kanri which gives the tools to the proximity manager to involve, motivate and control the Gemba in the best way.
- The 6 steps of Jikotei Kanketsu allowing us to build a work environment that allows for involvement.
Measure the implication
We find in good practices 2 types of indicators of involvement.
Participation in the suggestion system
Basic tool of the Lean Way, the suggestion system is a very effective tool to encourage the involvement of staff in the process. To evaluate the level of involvement, we will take the following formula :
Involvement rate = (Number of suggestion emitters / Total number of respondents) * 100
In our case, we do not want to know if the approach is deployed throughout the company, but we want to know if the staff who was trained, who participated in at least one Lean project and who has “access”to the suggestion system, participates. For this reason the total number, considered here, is only the number corresponding to these criteria. In terms of the formula, we will seek to be the closest to 100%.
In the case where we consider that this is “too easy”, we can change the indicator by considering as issuer, only the staff who issued a suggestion and who was put in work by itself.
Participation in Lean projects
Staff must be a driving force in the process and must proactively participate in Lean projects. We will find 3 ways to measure this participation :
- Count the number of projects whose source comes from the field, and relate it to the number of projects implemented in total.
- Evaluate during the project the level of attention and pro-activity. This indicator is measured by the ratio of the number of actions taken on time to the total number of actions to be carried out during the project.
- Calculate the ratio of number of staff-led projects divided by the number of projects in total.
The more the rates will be close to 100%, the more we can consider that the staff is involved in the process.
It should be noted that for all these indicators, it will be possible to t test to see if statistically, there is a particular evolution of the implication.
I. Getz, A. G. Robinson (2007) – Vos idées changent tous
X. Gilbert, B. Büchel, R. Davidson (2009) – Réussir vos initiatives stratégiques
B. Fusulier (2008) – L’entreprise et l’articulation travail / famille
B. Pommeret (2013) – La boite à outils de l’organisation