This section includes digital resources which support a “do-it-yourself” training program for installing an Essential Lean Management (ELM) system. The program can be deployed by one or more organizational leaders who act as training facilitators and Lean champions.
The training program consists of this introductory page, 10 tutorials for managers, and 5 tutorials for employees. If you wish to be a program facilitator, your minimum preparation includes reading the book, The Essence of Lean: A Superior System of Management and listening to the two Lean Primer tutorials. There is no “one size fits all” version of an ELM system, and the facilitator should design and build the system in a way that works best for their own operation.
Each tutorial consists of a checklist file, a notes file, and an audio file. Most audio files are less than 20 minutes in length and are meant to be played during a 60-minute training session which is coordinated by the facilitator. Two or more tutorials can be combined into a single longer-duration session if desired. The audio files provide “how-to” and “why” information and the facilitator should add “what’s-in-it-for-me” comments that are specific to their own particular recognition and compensation practices.
Each checklist provides step-by-step instructions that the facilitator can use in conducting the training session. The checklist includes relevant chapters and pages of the book and the facilitator should refresh on this material and preview each tutorial audio before facilitating the associated training session.
Copies of the notes file should be printed and handed out to the trainees at the beginning of the session so that they can take notes during the session. Trainees may want to keep these notes pages including their own handwritten notes in a three-ring binder so that they can keep track of their learning as they move through the program.
It is recommended that the training begin with the organizational leaders although non-management personnel can also be included in this initial group. This first group will receive approximately 10 hours of training based on the following tutorials for managers which cover basic Lean concepts, practices and techniques:
- Lean Primer I
- Lean Primer II
- Process Breakdown (tba)
- Waste Assessment
- Flow Improvement (tba)
- 5S Organizing
- Stand-up Meetings
- Gemba Walks
- Visual Controls
- Standard Work
All employees will then receive approximately 5 hours of training based on the following tutorials for employees which explain how to identify and eliminate the four essential wastes in their everyday work:
- The Four Essential Wastes
- Waste of Defects
- Waste of Waiting
- Waste of Effort
- Waste of Materials
As you move from training to implementation of your Lean system, it is critical to recognize that the Lean work improvement and partnering techniques work together and support each other. If Lean work improvement is attempted without first establishing a culture of partnering and empowerment, the system will not be as effective and some aspects of the program may actually be counterproductive.
That is why the management group is initially trained to build a partnering culture before the employees are trained and become engaged in the ELM practices. It is also important to be aware of the current level of trust (or distrust) within your organization which you can assess with the Organizational Trust Assessment tool. If your organization scores in the “low” or “very low” categories, you should proceed with caution and make special efforts to focus on restoring trust in your organization.
For a small or midsize organization or department (generally less than 100 full-time employees), the management training and associated field trials will typically require about two to three months to complete. This is then followed by the employee training and initiation of the ELM cycle which may require another two to three months. Therefore, completing the training, testing and installation of an ELM system can be accomplished in about four to six months.
Implementing Lean management often changes the way in which work is performed and the nature of the relationship between leaders and employees. These changes will usually affect the thinking and behavior of everyone in the organization including executives/directors, managers, supervisors, and associates. This is accomplished by changing habits and the “ways of doing business”, similar to the way in which getting into shape is best accomplished by changing your life style rather than merely going on a diet. That is why the implementation of a Lean management system is often called a Lean Transformation.
In order to ease the transition into your Lean transformation, there are three “Lean Ground Rules” that the facilitator must understand and enforce during (and after) the training sessions. These ground rules address issues and obstacles that are commonly encountered during a Lean transformation, and they are noted in the appropriate tutorial checklists. The Ground Rules are described below…
Ground Rule #1, Blame the Process, Not the Person, is a critical rule which is especially relevant in Stand-up Meetings and in training employees on the four wastes. For waste elimination to be effective in a team environment, employees must feel free to discuss waste and problems without the fear of being blamed or the embarrassment of blaming others for poor performance. This rule applies to all employees.
Ground Rule #2, Don’t Micromanage, Ask Questions, addresses the tendency of some managers to be overly controlling and it reminds them to work on their mentoring and facilitation skills. This rule applies to management personnel and is especially relevant in the Gemba Walks tutorial.
Ground Rule #3, Take the Time to Teach and Learn, addresses the common tendency to focus every minute on getting things done and then immediately moving on to the next task, without taking the time to think about and learn about the process itself and how it could be improved. This rule applies to all employees and all tutorials.
In continuing with your Lean transformation, I recommend that you go through relatively short-term learning cycles at first, setting action plans and then evaluating the results and updating the plans about every 6 to 8 weeks. This incremental approach works best in small and midsize organizations where the pace of transformation must reflect their unique operational needs and resource availability. Setting the pace is critical because you don’t want to go so quickly that you negatively impact the ongoing operation, and yet, you don’t want to go so slowly that you lose momentum and continuity.
Good luck with your program! You can now proceed to view and use the tutorials for managers and the tutorials for employees. I’m always happy to answer questions and provide support so feel free to email your questions, comments and suggestions to David@HindsandAssociates.com.