by Lee Fried, on 20 Feb 2008 09:48 pm
The Journey
Advice on a Model Line
I thought I would take the opportunity to respond to our readers questions about a Model Line given that I have spent a lot of time working with leadership to start and support one over the last year. I would also recommend readers to Jon Miller’s excellent post and my reply at the following links: http://www.gembapantarei.com/2008/01/the_pros_and_cons_of_model_lines_for_lean_implemen.html
http://www.dailykaizen.org/archives/498
How far to we take the model line before moving out?
We began transferring learnings within the first three months from our Model Line to the larger organization. Most of this transfer in the early stages was in our supporting services like Quality, HR, Leadership Development and IS. After about eight months we began to expand the improvement efforts up and down the value stream. Most importantly we made sure at first that areas where we “spread” learnings were connected in some way to the Model Line areas operations so that the improvement was not spread to thin and unsupported.
How much training should we do beforehand?
We struggled a lot with this question, mainly because of capacity. We adopted a teach to fish model which included identifying resources from within the operations of the Model Line area to be redeployed to support training. We then taught leaders to teach managers to teach staff. We also focused our Lean training efforts around the areas where we wanted to see breakthrough improvements (identified during our Hoshin process). At the same time we rolled out a TWI based program of implementing standard work to all 85 teams.
If we start with the lean management, how developed does this need to be before it is self-sustaining?
Not sure if I understand this question. If you feel confident that your managers are capable of standardizing processes and improving them on a daily basis you are close.
At what point do we need complete buy-in from senior management?
This is a tricky question. We did not have “complete” buy-in from senior management at first, simply because they did not understand what we were trying to do. We did get agreement for regular involvement by having them check our progress and come to the gemba. If you don’t have regular involvement I don’t think you will be successful. If you are adopting a Lean management system it will not take you long to begin to run into the barrier of your traditional system and without involvement and sponsorship you will run out of steam and lose engagement.
What should our implementation process look like?
This depends a lot on your organization. We started with three strategies: Implement Hoshin Kanri to create focus and involvement.; focus Lean tools in one area to drive results; implement a daily management system by training all managers to implement standard work and improve their processes on a daily basis
And the inevitable question of how much is too much change?
Others may argue with me, but I believe that the pace of change is primarily determined be the capability of leadership. More specifically at first, the leader that is in charge. The VP we partnered with rolled up his sleeves, jumped right in even though it was new and led from the front. Kaizen became his way of life and most of the 650 people that worked for him quickly lined up. I often hear others talk about resources being the biggest limiter, but I don’t believe that is the case. At first there is so much opportunity to get improvement if you engage the minds of those that work in the process.
Other please jump in and share, argue and provide other advice!