In the Model Line area we are working hard to make explicit the management behaviors that make up a Lean culture. Our primary method for doing this right now is called our VP Audit which happens each Thursday. During the audit the Vice President spends all day visiting teams on the floor with our Sensei asking questions and coaching managers. The purpose of the audits is not to be the boss, but the teacher. As we begin to implement our Daily Management System it is a big strech for managers to spend so much time on the floor in the work areas, but when the VP finds time to do it every week he is leading by example.

We are also developing a measurement tool that we will be using to measure the rate of maturation of our new management system. The tool is a simple spider diagram that rates teams from 1-5 on catergories such as visual management, root cause thinking, standard work, etc. The VP and Sensei will fill it out once per quarter during their audits and we will make it visible to all.

Thanks for your questions,

Lee

I’d highly recommend both The Toyota Way and Creating a Lean Culture.

I’ve been facilitating a discussion group at a hospital on The Toyota Way, talking about how the principles apply to the hospital (not just reading it to become experts on Toyota). Cultural issues come up, such as trust, fear, and teamwork.

How do you plan on determining if the culture has changed? Employee Satisfaction surveys? Is the culture one where people are pressured to cover up errors and not make waves, or one where people can bring up near misses without fear of retribution?

However, I stress that culture chane has to come from the top!

Rob