implementation “show-stoppers,” roadblocks, and barriers
TRANSCRIPT
Chapter 2Implementation “Show-Stoppers,”
Roadblocks, and Barriers
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Before implementation can begin, it is necessary to have completed two prerequisites:
Top-down leadership Employee empowerment
Show-Stoppers
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Any improvement effort must have management support
Leaders are responsible for:◦ Creating and communicating the company’s vision,
direction, and strategy.◦ Hands-on leadership.◦ Empowering the workforce.◦ Vision of long-term payback.◦ Creating a culture change.
The above has to be in place for WCM to begin – without these you can make things worst
“Manufacturing Insanity” is defined as doing the same thing day after day, and expecting different results.
Top Down LeadershipChange = Improvement
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A supporting management base is required. This level has the toughest job implementing
continuous improvement.◦ Must be supportive of the change◦ Top leadership must reduce conflicting metrics
These leaders must understand:◦ Elimination of all waste is required for development of
customer satisfaction.◦ Communication facilitates teamwork - everyone
needs the corporate playbook.◦ Be prepared to repeat the message – many times◦ WCM desire is required – draw a line in the sand and
no going back.
Middle Management
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Culture - the unwritten rules of behavior, or norms, that are used to shape and guide behavior, is shared by some subset of organization members and is taught to all new members of the company.
Implementing change requires every department to “think” differently
Once this occurs, then we can achieve improvement results
This can be a very difficult task - organizational culture was formed over years of interaction between the participants in the organization.
Culture changeChange = Improvement
Have you heard of “The Toyota Way?”
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Accomplished through hands-on leadership from the top level
For people to consider culture change, usually a significant event must occur◦ Even then – culture change can be tough
Everyone must understand the vision, direction, and strategy – at the same time
An empowered workforce must be established
Culture changeChange = Improvement
Think different Be different
See different results
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Three steps to change1. You must first understand the current culture -
the way things are now. 2. Decide where you want to go
◦ define strategic direction◦ create a vision statement◦ decide what the organizational culture should
look like to support the vision statement
3. Finally, the individuals in the organization must decide to change their behavior
◦ This is the hardest step in culture change
Culture changeChange = Improvement
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Fear Zone
Learning Zone
Status Quo
Fear Zone
Learning Zone
Status Quo
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1. Establishing a Sense of Urgency
2. Form a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-term Wins
7. Consolidating Improvements and Producing Still More Change
8. Institutionalizing New Approaches
From “Leading Change” by John P. Kotter
The Kotter Model
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This is the second show-stopper.◦ Entire team must pull in one direction, with one
agenda.◦ Provides employees with the opportunity to
influence results while having a sense of accountability and ownership.
Empowerment Prerequisite
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Lean ProductionLean Production
Six SigmaQuality
Six SigmaQuality
Workplacesafety, order,cleanliness
Workplacesafety, order,cleanliness
Flow and PullProduction
Flow and PullProduction
EmpoweredTeams
EmpoweredTeams
VisualManagement
VisualManagement
Pursuit ofPerfectionPursuit ofPerfection
The workplace issafe, orderly, and very clean
Products are built“Just In Time,”
to customer ratebased demand
Six Sigma Qualityis built into theproduct and the process
Member teamsare empowered
to make keydecisions
Visual Managementto track performance
and open the companyto all people
There is arelentless pursuit
of perfection
The Lean Enterprise Principles
What does ‘Empowerment’ Mean?
“Empowerment means employees use their knowledge and skills to make decisions and act responsibly in pursuit of company goals.”
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Occurs in an environment where the following exists:◦ Leadership vs. management◦ Employees are recognized as the most valuable
resource◦ Teamwork◦ Decision making is delegated◦ Openness, initiative, and risk taking are promoted◦ Accountability, credit, responsibility, and
ownership are shared
Empowerment
“Empowerment means you have freedom to act; it also means you are accountable for results.”
-Ken Blanchard
Empowerment Is: Empowerment Is Not:
Being an active participant in process improvement activities
Showing up for THEIR process improvement activity, or, showing up and not participating
Identifying problems and being part of the solution Identifying problems and complaining about them
Making team decisions WITH others Making team decisions FOR others
Creating and using meaningful measuresGetting around the system of measurements, or,
refusing to measure
Communicating shortcomings Hoping shortcomings will go unnoticed
Disagreeing professionally Ignoring and degrading other’s opinions
Making tough decisions based on information Avoiding making tough decisions
Communicating both good news and bad news Failure to communicate
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What Does ‘Empowered Teams’ Mean to You?
“An empowered team is an identifiable collection of people who know why and how they need each other to accomplish a common purpose to which they are committed.”
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“Individual Commitment…
to a group effort – that is what makes a team work, a company work, a society work, a civilization work.”
-Vince Lombardi
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Lack of trust◦ Poor relationship between management and labor
Poor communication◦ Supports a lack of trust – leads to unclear expectations◦ “The problem with communication is the illusion that it has
been accomplished" - George Bernard Shaw Fear
◦ People fear the unknown, therefore resist change◦ 8. "Drive out fear" - Deming
Lack of training◦ Inadequate training leads to confusion, frustration, and anger◦ New expectations set, but the tools to get there are not
given Lack of measurement
◦ What gets measured, gets done.
Empowerment Barriers
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Concrete mindsets and bad habits◦ We have always done it this way◦ This is how it has always been
People◦ Most valuable asset and the largest roadblock
Plant baselines◦ Need to understand education and culture◦ Perform a needs assessment – aka a Gap Analysis
Continuous communication◦ Must repeat the message
Middle management conversion◦ Goals must be aligned with the top management
Implementation Roadblocks
#1) Not believing things can be better!
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Force Field Analysis - a useful technique for looking at all the forces for and against a decision
Identify forces favoring WCM implementation Identify forces opposing WCM implementation
Class exercise-Force Field Analysis
For Against
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Forces Favoring Implementation
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Forces Opposing Implementation
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What reactions do you expect to see from implementing changes?
How will you deal with them?
Reactions to Change
Denial
Anger
Bargaining
Depression
Exploration
Acceptance
Em
otio
nal L
evel
Time
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Education and Communication
- Inform and educate people about the change effort
- Communicate early and often
Participation and Involvement
- People involved in the change effort are more likely to want change rather than resist it
Facilitation and Support- Be supportive
- Management support helps members deal with their fear
and anxiety during a transition period
Negotiation and Agreement
- Offer incentives for positive changes
Explicit and Implicit Coercion
- Forced change of behaviors to expedite a predetermined
outcomeThis is to be used as a last resort
Dealing With Resistance to Change
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Why change?
Citizens Against Virtually Everything – CAVE people an acronym for people who regularly oppose any changes.
Results
Events
Tools
Culture
Enterprise Alignment
Results
Architecture
Continuous Improveme
nt
LeanExcellence
Why change?
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A month? 6 months?? A year??? 10 years???? Where are you starting?
◦ Near world class?◦ General supplier◦ Not sure how to spell Lean?
An average company could reach world class in 5-6 years if they are on an aggressive schedule, but should see results beginning in the first year
How do we know when we are lean?
How long does this take?