by Lee Fried, on 13 Jul 2006 09:10 am
The Journey
One Step at a Time
Like Ted, I was humbled by our visit to Genie yesterday. It was truly astonishing to see LEAN principles in action and LEAN tools in application. Everywhere I looked there were great examples of LEAN tools: hejunka boards, work cells, visual systems, and one-piece flow all integrated to make a truly safe and efficient operation. The attention to detail was impressive.
Yet, what was most impressive to me was not the production line itself, but the people working on the line. The energy and focus of the work environment was truly palpable. At every station along the line workers were engaged in real time problem solving, working seamlessly as a team, and smiling all along. The work is both physically and mentally demanding, but I did not see anyone that looked frustrated or disheartened. LEAN is truly about creating an organization where every employee is responsible for the success of the whole and empowered to make a difference. No organization can be successful over the long run with just a handful of change agents. The key is to turn everyone into a change agent.
I left the factory and was in a daze all the way back to my cubicle. I had just witnessed firsthand the “what” that would “cure” healthcare, but the “how” was still distant to me and overwhelming. I guess my big take away is that you have to start somewhere, and that success will be measured one step at a time. That the “how.”
Thanks Genie!
One Response to “One Step at a Time”
on 14 Jul 2006 at 5:06 am 1.Mark Graban said …
Don’t forget “why”. Too often, we focus on “what” to do (what lean tools to adapt or copy) and lose site of “why”. Patients, employees, organization. Not just cutting cost, but being more effective.
You’re on to it seeing the people side. GM tried copying Toyota’s tools (I was a part of that effort). I think GM still hasn’t really copied the Toyota management approach or the business system. That side of lean is much tougher to “see” on a tour, but it’s critically important.
I saw a hospital last week that had copied some classic lean visual control systems (a red/yellow/green indicator where some blood tube “WIP” accumulated). Nobody could really articulate what problem that was solving, the color coding. It was “surface lean”. It looked lean, but it didn’t breathe lean. They had copied a tool, but missed the people system of why that was there, how people were supposed to respond when WIP was in the yellow zone, etc.
Continued good luck with your lean efforts!