In the past I’ve written that, to be sustainable, a Lean transformation needs to start at the top and flow downward. I won’t retract that statement, but I’m learning a different model ... firsthand.
As I espouse, I began with an overview of the business – did I say that it was in a completely different industry than I’d ever worked in before? I looked at the major muscle movements using a flow chart. “Why didn’t you use a Value Stream Map?” you ask. The answer is that this value stream isn’t A value stream. It’s dozens. They all start and end in the same place, but what a knot in between.
Monetarily, when these are rolled out across the value streams, these improvements are expected to save in the hundreds of thousands of dollars.
I’ve tried to gain audiences with whomever I could to showcase what the teams have done and, one by one, the C-Suite has started to take notice. Let me say, results alone didn’t do it. It took the constant lobbying of my boss and her boss to get us to this point. Without them, I'd have surely failed, no matter how successful the Kaizens.
So, here’s what I’m prepared to admit: With the proper support, it may be possible to start a transformation below the C-Suite and succeed. We haven’t succeed yet and won’t until the C-Suite owns the transformation, but there is a glimmer of hope that it just might happen; a glimmer that wasn’t there a year ago.
Film at 11...