I am starting my blog post series with the real challenges people face during Lean Implementation.
Though it varies from industry to industry, what I am listing here are the most prominent ones which people come across in real life implementation. I am also trying to share some insights on how to overcome the challenges.
1st Biggest Challenge in Lean Implementation.
Lack of Senior managements Interest. Just like most of us it’s getting senior management to fully commit and follow through. They tend tobe extremely busy and need to delegate more.
“The most dangerous kind of waste is the waste we do not recognize.” Shigeo Shingo
How to establish a link between the “top floor” and the”shop floor” that isn’t destructive to the organization and actually promotesthe Lean agenda?
This is the place to start is redefining the management pyramid.
The solution is “Powerto the Middle”
Whether a company wants to promote a Lean Six Sigma systemor excel in innovation, a central role for middle managers must be as facilitators of flexibility, through development of a “continuous improvement”culture. Middle management’s responsibilities in this regard have three components:
1) Setting achievable goals for their staff, rather than courting failure by setting unrealistic goals.
2) Providing staff with the key tools and skills,whether physical equipment or training, to perform their jobs successfully.
3) Removing barriers that prevent people from having the power and free flow of ideas required to succeed.
By working in this simple framework, middle management moves from enforcer to enabler and alsolinks the senior executive suite to the front lines, this ensures that the entire organization is aligned.
An additional benefit of putting middle managers at the heart of a Lean Six Sigma system is the development of leadership skills in their ranks, improving the pool of future of the executives.
Hope this helps to rekindle the thought process.
