By developing the LEAN culture using the LEAN management system developed in parallel with the LEAN process system, roles, processes, standards, and procedures are documented and followed. Although we have not discussed physics, the law of entropy applies. "Organized systems tend to be organized," he says. LEAN employs the use of new processes, work habits, and new tools. Everyone has to learn new habits, as the psychologist says, it will annihilate the old custom. It is very easy to fall into an old habit. Behind our minds, they are waiting for opportunities to re-emerge. The tendency for such old customs to happen again is why we need to develop and implement a management system in parallel with the LEAN process system.
The LEAN management system provides tools and processes for maintaining and supporting the LEAN process system. It maintains the integrity of your system and ensures that you realize the benefits of LEAN. The management system closes the process loop and enables employees to make continuous improvements. The LEAN production system and the LEAN management system are interrelated.
For example, a company built a standardized process with LEAN in the main area. They created a work flow and trained trained employees and direct supervisors to maintain flow. This implementation was refused by reducing customer waiting time, reducing time and cost, and improving quality. However, employees in the LEAN region moved to a new area, management focused on the latest new technology and new recruits were not trained. It was not reviewed and nobody acted using the LEAN tool to document stacked anomalies. As a result, old practices and return to business have been realized which affected customer relationships and profits. When management tried to revive LEAN, resistance was, many people felt it was a failure because it was not the last, so why did you start over again?
Actually, LEAN worked but LEAN was not maintained because a parallel management system was not developed. Another contributing factor was the lack of discipline in completing, reviewing, and executing the LEAN tool. LEAN is not a one-time fix, but a journey to continuous improvement.
LEAN's tool makes sense and is easy to use. The challenge is actually to adopt discipline to complete the chart, interpret the data, and make improvements. Consider a small example of what can happen if the tool is not being used and the process is not running. In the manufacturing plant, employees on the line had requested to produce the number of products not produced every day. Employees were deemed very familiar with the product and had standards for working documents. His team leader also had a working document standard for inspection of the process. Employees quickly saw the steps of work standards and started manufacturing the products. Unfortunately, he guaranteed quality and skipped important steps to eliminate customer complaints. This would have been noticed in the first unit or at least the first hour if the team leader inspected as necessary with their work standards. However, she relied on employee skills and focused on another area of responsibility. As a result, it was shipped under standard products and customer complaints.
If employees and managers follow standard work and both use LEAN tools, sub-standard products will not be shipped and another improvement point may be found to reconsider the process.
The aim is to develop lean culture where everyone participates. It means executives, managers, team leaders, employees. LEAN includes a new work habit and requires a license to adopt new habits like the development of personal habits.
That is the development of culture. It evolves as employees and executives change. That is the result of experience. This arises from the implementation of the two LEAN systems. It is also born from a new way to approach things. This includes respect for the brain power, ability, and experience of the employee. They are closest to work and can provide valuable insight and innovative ideas.
Many people believe that technology alone guarantees quality and improves production, but that is not true. Toyota's former executive vice president Alex Warren tells us how this technology warns defects, but employees have the authority to stop the production line and solve the problem. He knows that it puts emphasis on employees' hands and they feel by counting both responsibility and power.
In many companies, executives sit in the office to read reports and attend briefings. But looking for yourself will provide different levels of understanding. In one of the success CDs that came with my magazine copy, Darren Hardy talked about how to incorporate the company's retrospect. One of his first recommendations is that the owner is walking around the building at least 1 or 2 times a week for 30 minutes walking and the employee praises him for doing something right It was to find out. He also encouraged employees to ask what they would help overcome their challenges and challenges. Darren asked me to ask you what you observe and understand what employees are talking to you. The owner was impressed with the success of this change. Employees felt value and began to issue recommendations. Production and quality have improved. Of course, there were other changes as well, but this is an example of a change in customs and it shows how the culture is developing.
