Lean tools versus Lean mindset….. What is the difference?
I have seen this all too often, a focus on implementing lean tools as the main goal of a Lean journey. This is ultimately a false Lean. It does nothing to install a mindset across the team to look at how their job is done and completed every day and identify opportunities for improvement. It doesn’t rock the DNA of a company.
Some companies seem to think that being able to tick off those who have been trained to complete specific tools such as having a certain number of A3 experts, individuals skilled up on the different problem solving tools from the Ishikawa diagram through to the Five Whys. All this does is create vanity metrics on who is trained in what approach, rather than install a culture of excellence through improvement - every day.
The role of the Lean Leader is so important to make the difference. So important that we run Lean Leadership courses that focus 80% on the behaviours, the other 20% is how tools fit into the flow of Leader Standard Work. Through constant role modelling and empowering daily improvement, only then will the true benefit of Lean Thinking be realised. I would rather see team members identify a chance to complete a task better and fail, than have a whole lot of time spent training which isn’t used at the Gemba because the mindset of daily improvement isn’t there.
Taking this further, it is the same for teams that take pride in having the latest technology, maybe a digitalised production or team board. Being able to show every performance metric that the leadership wants to see. Having the company mission and vision in the front lobby and even being able to present a tidy, clean work environment and calling this Lean. These are all ultimately all for show if there isn’t a deep understanding across all team members on what this stuff is all about and how it contributes to creating a better business.
The difference is in the DNA of a company. Only when everyone is playing their part to maintain standards, encouraging and even expecting each other to improve, can you then truly describe your culture as a continuous improvement one. It is when everyone understands what is expected of them and works to that standard, rather than the false culture of Lean, where it is left to a small group of individuals to ‘push’ any kind of action.
The reason that a Lean culture only has a success rate between 5%-20% is because achieving a deep culture of excellence is hard, really fecking hard. The time and dedication required, particularly at the beginning, is massive. Only those teams that are fully on board and have taken the time to communicate and explain the ‘why’ of Lean and how it can help everyone, will it be successful.
I have been asked to help implement a 5S System for a specific business. While this is a great place to start, without the daily focus on discussions, small improvements and seeing the purpose behind all the effort, the results won’t be as significant as the slow, yet disciplined approach towards a sustainable change for good.
