Many organizations struggle in their pursuit of Lean and never achieve the results expected. Certain symptoms are often present that lead to underachievement. Are you experiencing any of the following?
Symptom # 1 Improvement plans put together without fully involving those tasked to execute the plan. Once this type of plan is announced, it often becomes politically unwise to disagree. The result is a plan that relies on people who do not understand what they are supposed to do or how they will get the job done.
Symptom # 2 An environment where over-reaching has becomes the norm – trying to do too much and getting too little done. If this goes on for long, failure to meet some or all of your improvement goals will become an accepted way of life. People will sign up for more than they can do and then pick and choose what they will actually try to get done.
Symptom # 3 Middle management pressured from the top to take on more than is achievable. The result is a middle management team that does not have time to support front line employees. These employees need help removing obstacles and working through difficult issues. In this environment, obstacles and difficulties become accepted excuses for not getting things done. Middle managers end up not holding people accountable because they believe the plan was unachievable from the start.
Companies suffering from these symptoms often have the prerequisites for Lean success – top management strategic vision and top management support. Yet they are failing in planning and execution. These companies are missing an effective Lean Policy Deployment process. An effective policy deployment process ensures that you get the right things done to meet your improvement goals. Lean deployment is too lengthy to describe in detail here but the following rules cover a lot of effective deployment territory. When it comes to plans and commitments, train your people to follow these simple rules:
Lean Deployment Planning and Commitment Rules
- Agree only if you understand.
- Encourage people to ask questions, the more the better.
- This applies to strategies, plans, projects, tasks, methods.
- Look out for the all too agreeable “nodding heads”, ask questions to make sure they understand.
- Don’t say you will if you won’t.
- Think about all you are being asked to do. Can you do it all? In the time frame expected? Do you know how?
- Don't sign up for tasks you are not sure you can do just because you think that is what is expected. Being optimistic is fine up to a point, and most managers understand how that impacts project timing, but being overly optimisitic is a problem.
- Teach simple, practical methods for managing time and personal productivity to all employees so they know how to recognize when they are overcommitted.
- If you said you would, and you begin to doubt you can, tell someone you need help.
- It’s a manager’s job to provide resources, remove obstacles, to solicit cooperation from other groups, and to coach; so ask your manager for help if you need it.
- Asking for help early gives people the opportunity to help you meet expectation for timing and accomplishment when things get difficult.
Make sure everyone is aware of the symptoms and the rules. Practice the rules day-in and day- out. If you do, your symptoms will disappear, and you will be on your way to improved Lean Policy Deployment and Lean success.
