Resp-Act, for a Trust-Based Lean Organization

Resp-Act, for a Trust-Based Lean Organization

Respect is the foundation for trust and productive collaboration between team members, team members and their leaders, as well as between teams and organizations. However, I sometimes feel that respect and trust are seen as a non-tangible concept that should be discussed between people and when done, “we’ll see whether it improves”. An open atmosphere is being created to enable people to put their concerns on the table, on why they feel trust among the team is lacking. But generally these meetings do not seem to be very productive in building trust, as no action is being built in. I always feel that Lean, however, can often provide the concrete vehicles, processes and behavior that can actually build trust through what I call resp-act… (more…)

July 10, 2011 0

5x Why? It Seems so Simple

5x Why? It Seems so Simple

Building upon the earlier posts about autonomy en PDSA, I automatically tumble upon a well-known, but often — during the Study phase of PDSA — ineffectively used technique: 5x why? A technique that has to prevent that a team jumps to conclusions too early and that leads to a productive and structural solution to the problem by means of a more thorough problem and root cause analysis. But it takes more than just asking five times “why?” to the team… (more…)

June 6, 2011 0

The Broken PDSA Cycle

The Broken PDSA Cycle

Continual improvement according to the PDSA cycle brings scientific thinking to the team level. In my earlier blog post I have highlighted the importance of autonomy for continual improvement. Most important conclusion there was that a team should have the right competencies and skill levels to be able to be truly responsible for their work and the improvement thereof. But to be an autonomous team, more comes into play. True autonomy also implies that the PDSA cycle — in most cases — can be fully completed within and by the team. And this is where I see many issues. In many cases, the PDSA cycle seems to be broken… (more…)

April 27, 2011 0

Autonomy: Condition for Continual Improvement

Autonomy: Condition for Continual Improvement

Continual improvement does not happen just like that. To create an organization that is truly able to continuously improve, a number of conditions have to be met. First, problems should be detectable. Second, you should feel intrinsically responsible for it as it compromises the purpose of the team. Third, you should be allowed to act. And last, but certainly not least: you and your team should dispose of the required competencies, skills, means and time to actually be able to eliminate the problem and build a better standard. Autonomy therefore is key in Lean. (more…)

March 22, 2011 0

The Trust Formula: T = (C x I) / R

The Trust Formula: T = (C x I) / R

Lean transformations typically require interventions on both content (technical) and cultural aspects (attitude and behavior) and these together initiate and drive the required change. When assisting clients on their Lean journeys, my focus is on this triangle of content, culture and change. However, this change does not happen just because you intend it. As many have learned, people don’t change because you want them to change. But they don’t dislike change either. They just don’t like being changed. For a successful and sustainable Lean transformation, Trust (T) needs to be built between leadership, managers and the workforce, but also between any support staff or consultant and line management. Trust is required in order to be accepted as leader, coach or Lean guide. (more…)

January 20, 2010 0

True Lean or Over-Decorated Christmas Trees?

True Lean or Over-Decorated Christmas Trees?

Lean is not new. Many have — in one way or another — been confronted with the Lean philosophy, its tools and its potentially significant results. Maybe you yourself as well have read a book, attended a conference, or maybe even enjoyed training. And more and more have actually started with Lean initiatives in a pilot area or even across their whole business.

In the social media and professional sites and journals as well, Lean gets more and more attention. When you read many of the cases, you get the impression that there’s quite some sorting, setting in order, shining, standardizing and sustaining going on in our workplaces nowadays. Apparently we are creating more and more clean and organized work areas and offices. But what, in fact, is the essence of all this? Why all the labels and markings on the floor? (more…)

December 7, 2009 0

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