It’s an all too common problem, executives launch a Lean initiative and then watch it run into obstacles right out of the gate. This well documented fact is even more alarming when you consider all of the typical steps taken to prepare the organization for success – training, consultants, hiring talent from other companies known to be Lean. These are smart actions and they don’t come cheap. So why aren’t they more successful?
The Problem
At its core, implementing Lean isn’t a “Lean” problem. Sure, it’s true, you need knowledge of Lean methods to get the job done, and you might need the kind of application help a Lean consultant can provide, but these won’t guarantee your success.
Implementing Lean is “change” problem. A transition to Lean means change and change means:
- employee resistance
- political pushback from middle management
- potential interruptions to the business
- backsliding
- difficult changes to tools and technology
So “there-in lies the rub” as they say - these issues aren’t about Lean, they’re about organizational behavior, psychology, planning, and technology.
Two Ways to Resolve the Difficulty
Crafting the most efficient path for carrying out any major change initiative requires custom tailoring to effectively manage through all of the above. This can be accomplished by incorporating one or both of the following into your Lean effort.
- Adding implementation specialists who are experienced in overcoming the common obstacles to change will help tremendously. Look for those who have successfully and repeatedly implemented Lean methods in a variety of environments and circumstances. (Be wary of those who have only worked on projects where the company was in a crisis – unless you are in a crisis, the requirements for success will not be the same.)
- Adopt advanced methods for successfully deploying change like strategy deployment / hoshin kanri. These techniques come “pre-loaded” with countermeasures for overcoming common implementation obstacles but be forewarned, they can be intimidating to learn and difficult to apply. Without proper guidance, adding them to your repertoire can become a more problematic change implementation effort than implementing Lean itself.
Successfully employing either of the approaches above will greatly increase your odds of success. Of the two, the strategy deployment route is by far the most effective. Just remember, you’ll likely need expert help, both to transfer an understanding of the method itself, and to craft a practical plan for putting it into effective use.
