Many leaders worry that their lean implementation efforts will not be sustainable. Therefore, let’s review efforts that will likely lead to sustainability of lean initiatives over time. Our first goal out of the box is to be willing to take pleasure in watching the development of the lean enterprise as it unfolds. This process includes; taking an active interest, going to see, asking leading questions, and going to the Gemba. But beyond the Gemba, how do we emphasize the process, as well as the process of growth leading to results?
I feel the achievement of long-term results must follow a few key rules. First, be the best at what you do and second, enjoy what you are doing! Sounds simple doesn’t it? If it only was this simple. But, if we break these two rules down to their simplest form, I believe the answers might not be so hard to grasp.
Developing a solid foundation for continuous improvement begins at the core, which means enabling initiatives that will positively drive individual’s actions; the goal is to have this sustained momentum without direct managerial influence. For example, an employee might take the initiative to come up with a new product or service that the company could offer. Or, he/she could identify one of the 8 wastes within a process and entrust a team of co-workers to implement a change to the process to reduce or eliminate the waste.
Allowing this to happen might require a leap of faith by the leadership. In other words, instead of stressing so much about a specific goal, work hard at developing your employee’s crafts and eventually they’ll be in a position to accomplish any challenges that come their way. Empowering a team to act where the outcome is uncertain is counterintuitive but vitally important to sustaining change. Just think how simple this really is…it is about living in the moment and making each moment challenging. It is the development of culture throughout the company where every moment in your employee’s work-life will be a joyful one.
Brad Stevens who has recently taken over as the coach for the Boston Celtics rebuilding program used a very simple philosophy as he transformed Butler’s basketball program. Coach Stevens says,
“Be sure to care about the work and do everything you can to promote character, pay attention to the details, expect great performance and let the results take care of themselves.”
In his first year as a NCAA head coach, Stevens led Butler to 30 wins, becoming the third-youngest head coach in NCAA Division I history to have a 30-win season. Shortly following this rookie coaching season his Butler Bulldogs surprised the NCAA Men’s Tournament by playing in the Championship game in back to back years. Time will tell if this approach will rebuild the Boston Celtics to their former greatness, but the theory is sound, and the Celtic’s ownership and GM have taken the leap of faithful by signing him to a six year contract.
As we strive for sustainable lean implementation results, focus more on developing the team and have trust that the results will follow. Too much emphasis can be placed early on in the journey to generate immediate savings which will force the lean emphasis in the wrong areas, often ending up steering the team in the wrong direction. Maybe we make it harder than it needs to be which is why results become unsustainable. Be the best at what you do and enjoy what you are doing, then help as many within the organization as possible to follow these two rules.
