| Dealing With Resistance: Kaizen 1 -
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| | approach often brings significant levels
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| Building More Lean Buy-InBuilding Lean
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| | of buy-in. If you can swing it, get the
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| Buy-In:Step 1: Discovery
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| | key people you need on board to actually
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| Know your audience very well - Assess
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| | participate in the Enterprise Value
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| the business goals, needs, and priorities
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| | Stream Mapping TM exercise for your
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| of those you are trying to persuade to
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| | initial value stream. This is a huge
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| come on side. Make sure you select the
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| | plus. These people will see the benefits
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| key benefits of Lean that address those
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| | first hand, in the context of their own
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| particular goals, issues and
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| | operation. Anyone taking part in a VS
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| needs.Remember that people do things for
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| | exercise will see the waste, see its
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| their reasons not yours. Also be aware of
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| | impact on operations, and also see the
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| the preferences that people have for
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| | opportunities that Lean provides to
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| styles of presentation and persuasion.
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| | remove that waste and yield substantial
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| Some people want facts and data, others
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| | savings.If you are having a real struggle
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| want to see that the vision is well
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| | trying to understand what people need to
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| conceived. Some want to spend a lot of
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| | hear and how they need to hear it,
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| time going over the details and some will
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| | consider working with an advisor using
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| just want you to cut straight to the
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| | some behavioral and values assessment
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| bottom line - "If we do this now, we will
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| | tools. These are quick, user friendly,
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| save $XX within this fiscal". If you have
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| | group oriented tools that can save time
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| had mixed or even poor success at getting
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| | and energy with key insights. They help
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| buy-in (from above, from peers, from your
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| | working groups understand why someone
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| staff), chances are that you haven't done
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| | can't seem to hear what you say when the
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| your homework and researched what their
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| | same message seems to work just fine
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| issues are. You may also have presented
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| | elsewhere.Using these tools also
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| your case in a way suitable for you but
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| | eliminates a lot of cultural waste
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| not for others.Make sure your style is a
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| | imbedded in conflicts (both passive and
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| good fit for the way others work - this
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| | active) that come from misunderstanding
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| is particularly true when persuading up
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| | the motivations of others. Joe or Sally
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| and across the organization. The key to
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| | may not be trying to sabotage your
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| good discovery is your ability to listen
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| | initiative; they may simply need to hear
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| well. People will always tell you or
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| | about it in a different way.Sometimes
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| signal their needs; it's up to you to
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| | getting help is the smartest thing you
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| make sure you hear them! When you match
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| | can do!Step 4: Never stop reinforcing the
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| Lean benefits to both strategic and
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| | buy-in
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| specific business needs you get
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| | Test for understanding and agreement on
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| sustainable buy-in.Step 2: Stay results
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| | an ongoing basis. Make sure you continue
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| focused
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| | to actively listen for any concerns or
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| There is a vast resource out there for
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| | doubts about the Lean implementation as
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| you to tap into for Lean metrics, proven
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| | it goes forward. Work on these issues
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| results, statistics, success stories, and
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| | together and do not let them build into
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| bottom line performance improvement
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| | significant roadblocks by ignoring or
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| measures. Check the Internet, check your
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| | dismissing them. Every concern you can
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| local bookstore, check with Lean
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| | successfully address, every concerned
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| associations in your area and, above all,
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| | person who feels you really heard what
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| go to see other companies farther down
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| | they said, is a huge plus in building an
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| the Lean road than you are. Have this
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| | ongoing committed Lean team across the
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| data available for your meetings and
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| | enterprise. Remember those needs and
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| one-on-one discussion opportunities.There
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| | issues from your first round of
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| are people who like to see the raw data
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| | discovery. Check in from time to time to
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| and talk about numbers, while others
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| | see if they have changed. You must commit
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| prefer to hear real stories from the
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| | to regular updates on the Lean
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| shop, laboratory or office floor. Suit
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| | implementation. If your results are not
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| your presentation to their preferences -
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| | in synch with the business goals, needs,
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| this cannot be said often enough! It is
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| | and issues of your audience (particularly
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| so easy to become a Lean enthusiast and
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| | senior management and peer departments)
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| forget that others need to come on board
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| | then your efforts could be dismissed as
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| in their own ways and their own time.Be
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| | 'nice to have' but not 'essential'.Keep
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| patient, don't try to give someone all of
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| | your eye on the ball in reporting results
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| the information in one fell swoop - pace
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| | - Lean is about meeting business goals
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| yourself and adapt to the needs of
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| | faster and better!Step 5: Never be afraid
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| others. Some will want a quick
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| | to start again
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| presentation and prefer to make equally
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| | From time to time, Lean crusaders will
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| quick decisions. Others will want some
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| | make mistakes and find their ideas
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| time to mull over the data, to think of
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| | marginalized in the corporate competition
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| what might happen during implementation.
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| | for resources and air time with
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| These people are extremely valuable once
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| | executives. Don't despair, go back to
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| on board. They will be the folks with the
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| | steps 1 and 2 and start again. Find out
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| good questions, the interesting
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| | where you made your mistakes and learn
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| solutions, and they will be the 'stayers'
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| | from that. Move forward with confidence.
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| for the long term. Just make sure you
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| | If you quit when the going gets rough,
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| give them time to reflect and come back
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| | you'll never reach your Lean Future
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| with their questions. Do not try to
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| | State.Lean has helped thousands of
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| 'muscle' or force a decision before
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| | companies worldwide to increase profits,
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| someone is ready.Patience, not pressure,
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| | grow competitive market share and add new
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| is your best friend in creating buy-in!
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| | business lines. The data is there to
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| Lean is all about 'pull' not 'push'.Step
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| | prove it - it's up to you to make sure
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| 3: Use tools that really help
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| | your colleagues get that data in ways
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| One of the most effective ways of
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| | that suit their needs and
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| getting buy-in is exposing people to Lean
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| | preferences.Lean is about learning and
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| training. Bring your major players to
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| | growing - that applies to both the
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| one-day training sessions that will
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| | technical and the human side of the Lean
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| orient them to the Lean methodology. This
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| | enterprise!
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