by Lee Fried, on 05 Jun 2007 08:06 am
The Journey
A Foot in Each Boat
As we drive forward with the Model Line work we are creating a natural tension between the larger organization that still operates in “traditional” ways and the Lean organization that is in the midst of transformation. Creating this tension was one of our objectives, because it creates an urgency for the rest of the organization to quickly follow the path that is being blazed by the Model Line Division. Over the last couple of weeks this tension has become more intense as we re-engineer processes that are cross-functional in nature and touch areas that are not within the structure of the Model Line.
Even more noticable is the challenges faced by the leadership group that is overseeing the Model Line areas as they try to manage in both worlds. In the old world this group spent most of their time in committees and meetings with their peers from other parts of the organization. In the new world their time needs to be spent in the Gemba managing implementation and following their standard work. As a result, many of them have taken a lot of grief from others in the organization that feel that they are no longer being good “team players.” It is a little like have a foot in two boats that are slowly being pulled apart.
Over the next year our challenges are great, yet exciting. We need to continue to push the innovation within the Model Line area while bringing the rest of the organization down the path right behind them. If we allow the two boats to grow to far apart we risk creating a tension that we will no longer be able to manage and it will all fall apart.
I am wondering if any one that has worked in an organization that has used a Model Line approach can provide some words of advice to us that are just beginning our journey?
on 06 Jun 2007 at 11:50 am 1.Andrea said …
I’d think lots of adductor/abductor exercises. Strong thighs will pull those boats back together
Ok, so it’s a silly answer that has a little actual content - I don’t have an answer, but I do have a question. Can you do anything to slow down the drift of those boats?
It sounds like the problem is holding everything together until the conflict resolves, what does the other side want? What would answer the problems of “non-team playing”? Is it someone’s warm body in the meeting that is missed or thier input or thier actions? Can you mediate/negotiate an understanding?
I’m curious what other comments will pop up too.
I think it’s so cool that you’re running into that problem though. Think about it, it means the first few steps are past. You’ve launched the boats, they’re in the water and moving.
on 07 Jun 2007 at 7:06 am 2.Lee Fried said …
Hi Andrea,
Thanks for your comments. It is exciting that things are moving. In answer to your question, I would rather speed up the bigger boat then slow down the smaller, but if we have to slow down we will. Our challenge is deeper then getting the other side to understand. In the larger organization people are still begin held accountable to traditional practice and thinking which will need to change before we can expect alignment. The good news is we are off to a good start.
Take care,
Lee
on 08 Jun 2007 at 6:02 am 3.Andrea said …
I can see that. It seems like in every lean discussion I read/hear people are wondering how to make the new systems work with the old metrics. I just saw it yesterday in my own organization. We got a chance to hear a really very simple and elegant solution to a long standing problem. It’s better for staff, it’s been better for the customers of the group that implemented it, it’s much easier for scheduling and field staff. But there’s one group who’s incentive structure and method of calculating will need to change to make it work.
I know how they’ll hear this - You’re not doing things right AND your paycheck will change. That does not make anyone want to listen to why this is a good idea.
Now, at a certain point, this is easy. Change the policy, change the work. In theory, we can do this. In practice, I worry about everyone understanding what the goal of the change is. Changing the traditional thinking, as well as the traditional metrics.
It is very exciting though.
Once again, let me add how much I appreciate what you post here, and how much I learn from it, and enjoy reading it.