Top 10 Mistakes

In all there are generally nine main reasons why improvement programmes fail to deliver the results that are expected. I recently had an article published by the IOM on the nine areas which can be read here and wil be available as a PDF download shortly from the IOM Website.

One of these nine areas of failure is the way in which the Lean Improvement Programme is 'Operated' and I have listed below what I believe are the top ten mistakes made in this area:

1. Failing to allocate the right resource
Perhaps the most common mistake is to fail to allocate the right resource (mostly people but also the right time) to the improvement programme, making it difficult to get going.

2. Thinking there is a 'magic bullet'
A second problem is thinking that one quick event can solve an entire organisation's problems - and as one Swallow does not make a Summer, one Lean event does not solve every problem.

3. Using the wrong tools
Just because I own a hammer does not mean I need it for every job. In some cases applying the wrong tool to an improvement programme can be as much a disaster as not using one at all!

4. Not involving the right people
The act of improving a process must include people from across the entire value stream. Picking people from only one area will mean they make upstream and downstream mistakes.

5. Lack of consistency
An improvement programme should be looked at as an improvement programme not a few events interspersed with normal activity - as this does not embed the changes made!

6. Failing to review and audit the process
Having made an improvement it is important to monitor whether it has occurred effectively through audits and continuous improvement, something people only forget.

7. Failing to prepare effectively
Similar to failing to allocate the right resource is failing to ensure the people in the area are prepared for the change and that the area can suffer the disruption of the change process.

8. Choosing the wrong Change Agent or Advisor
Although this could be argued as being a function of one of the other nine categories of Lean failure, it also affects the operation of the improvement programme. In the words of Toyota, 'Be careful who you learn from!'

9. Too Fast or Too Slow
Too much acceleration on an improvement programme can leave unacceptable 'casualties' in the form of disaffected people. Too slow and the programme runs out of steam very quickly!

10. Wrong Process
Perhaps the most damaging (if not the most common) mistake is to apply the wrong process to your improvement programme. We use the PRISM process which is described as:

• Prepare (the organisation)
• Roadmap (the improvement)
• Implement (the improvement)
• Sustain (the improvement)
• Maintain (the momentum)

Let me know what you think of these 10 mistakes and if you would like further details about PRISM.