IMPLEMENTATION EXPERIENCE: Three or four successful client companies is NOT sufficient. Companies and industries vary significantly, and so do the implementation techniques. Look for someone who’s successfully done it in at least 20-30 plants, in as diverse a set of industries as possible.

RESULTS, RESULTS, RESULTS! What did your prospective consultant’s previous clients actually accomplish? What kinds of clients have they worked with? How long did it take to realise these gains? What was the net value generated? Minimum ROI’s should exceed 10 to 1.

MATURITY / CREDIBILITY: A successful change agent must have the ability to convince people at all levels of the organization. Lots of consultants can do an adequate job on the shop floor. Make sure your mentor can be effective in the boardroom as well.

CORPORATE EXECUTIVE EXPERIENCE: Look out for the “purist.” Your sensei must be grounded in real-world business realities. There is no better way to gain this perspective than to have “served time” as a senior executive in a manufacturing enterprise. “Those that can… Do. Those that can’t… Teach” Find someone who has proven he / she can “DO.”

ACTION BIAS: Don’t pay for “studies”. Pay for results. A good lean consultant should be continuously pushing your company. DO IT! DO IT NOW!

PROCESS: Look for a consultant that has a proven overall process. One that will generate not only substantial quick returns, but will also enforce a culture of continuous improvement. Beware the “solution looking for a problem” approach.

VALUE VS. COST: Consultants come in all shapes, sizes, and capabilities. Literally anyone can “hang out a shingle” and claim to be a expert. However, like the other professions, the best value is generally NOT the least expensive. When attempting to make the difficult transition to World Class operating practices, the “low-cost bidder” can save you thousands of dollars, … And quite literally cost you millions. This is “open heart surgery” for your company. Hire the best.

JUNIOR CONSULTANTS - NO THANKS: Beware of hiring a consultancy that wants to use a large team of junior consultants.

WHERE IS THE LOGIC?: Avoid consultants who want to do the improvements for you without explaining the logic

NO SMOKE AND MIRRORS: Avoid consultants who offer massive offensives to ‘pull rabbits out of hats’ with no focus on creating an organisation that can sustain lean thinking long term

BIG PICTURE: Avoid consultants who do not focus on the big picture - the whole product family.

Hope that helps

Tom

Why not start by sending your people to visit other companies advanced in lean if you have some contacts out there? They can learn a great deal by seeing what others are doing. Toyota even opens their doors occasionally to other companies. Check a location near you.

Also, you can hire a full time lean specialist but that person needs to have solid references as many claim lean knowledge.

http://www.implement-lean-manufacturing.com