DailyKaizen

As I have stated before one of our major focuses in the Model Line during 2007 is the implementation of a new management system based on PDCA. Different components of the new system include establishing a Hoshin Planning process, developing a new strategic deployment system, creating a dashboard at the functional and organizational levels and last but not least creating a Daily Management System. Implementing this new management system is challenging us all to think differently, plan differently and behave differently. This impacts no group more profoundly then the leadership team that I am working with. While these changes are very exciting, the accountability, the responsibility and much of the energy to put them in place falls directly on their shoulders.
Since the Model Line is out in front of the larger organization these leaders are having to operate in two management worlds: the one we are putting in place based on Lean principles and the one based on “traditional” management practices that rest of the organization is part of. This tension is most evident as the leadership team try’s to prioritize their time. The demands of the Lean system call on them to spend large amounts of time in the Gemba coaching and mentoring staff. It asks them to lead RPIW events and manage large scale change. The demands of the old world ask them to spend time with other managers in meetings building consensus, reacting to problems and facilitating handoffs between departments.
To be successful these leaders will need to find a balance. In order to not burn out they will need to remove themselves from many of the activities they participated in the old world. At the same time, they need to stay engaged enough to ensure our customers needs are met and to ensure that others learn from what is happening in the Model Line area. A great challenge.

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