Wow - I can't believe this is already the fourth of the nine posts about the key reasons why Lean (and other improvement programmes too) fail to deliver the results that organisations want.
So far we have already explored:
1. How the way the improvement is implemented leads to failure
2. Problems with the way improvements are planned
3. Leadership issues
In this post, we will explore the fourth of the nine major reasons for failure - this one concerned with issues surrounding the communication process. As ever, I would welcome your feedback either directly on the blog or via markeaton(a)amnis-uk.com.
Failing to Communicate 'Why?'
The most common communication problem is not clearly presenting the team with the reason for the change, what I would call the 'Compelling Need' (or sometimes the 'Biological Urge' for Change). Without this, the team will not be able to understand why they are being challenged to improve.
Failing to Communicate the Process
Another interesting problem is the failure to communicate the process that will be used (for example - 'We will do a series of Value Stream Maps looking at the X Pathway which will occur during XYZ Months and will lead onto a number of Rapid Improvement Events') Without providing clarity of the process (or without having the clarity) the team will struggle to understand where they are 'in the process' and the benefits achieved will be reduced.
Failing to Communicate 'Across the Pathway'
Here, I am using the term Pathway because it is very common in Lean Healthcare, but for Manufacturing people the term 'Value Stream' is inter-changeable. Specifically, this is concerned with problems about involving people from across an entire value stream (from End to End) as it is only through involving representatives from all the areas affected that you will get a true picture of the impact of the suggested improvements and whether they are going to introduce any upstream or downstream problems.
Communicating Failure
Not every Lean event will be successful and sometimes even successful events will not achieve the results that are expected - and communicating negatively (what you might say is about managers showing they are upset) will demoralise the team affected and, via the grapevine, will spread across the organisation. Always show how happy you are with the success in public and discuss improvements and changes in private.
Communicating Success
It is important to communicate successes of the programme to inspire others - and Lean becomes easier the more successes you have!
Failing to communicate and involve those Affected
This is different to the points above about involving people from across the pathway as even the best Lean project will not be able to involve every single person affected. This is about ensuring that people are not directly involved in the improvement project have the opportunity to discuss the improvements proposed, provide input and most importantly identify suggestions and changes. With no involvement there will be no 'buy in'.
I am sure there are many more reasons for failure but these are, I believe, the top six - if you think I have missed any then I would love to hear from you!
Saturday, March 24, 2007
Saturday, March 10, 2007
Leading Lean Failure
In the third of our series of nine blog posts about the reasons why change programmes based on Lean and Six Sigma fail to achieve the results organisations are looking for.
This post focuses on the top ten ways that leadership action or inaction brings down programmes. I would welcome your thoughts on these points:
1. Failing to engage the organisational leader
If the organisational leader (CEO, MD or other) fails to engage, the process will grind slowly (or quickly at times) to a halt!
2. Failing to appoint a board level sponsor
In some cases this will be the organisational leader, but in larger organisations it will be an operational director who will take on the role of sponsoring the improvement programme - without this board level person the improvement project does not have a voice in the organisation.
3. Not setting an effective scope for the improvement
All improvement programmes have to be scoped effectively to focus the organisation and also ensure that by making one change it does not impact negatively elsewhere in the organisation. It is the role of Leadership Teams to help shape the scope of improvement.
4. Failing to communicate the reasons for change
Simply not communicating the reasons for the change will lead to unexpected resistence from the front-line teams.
5. Penalising failure (or complaining about perceived failure)
Failing to support the team by either demonstrating displeasure with their efforts or penalising mistakes is a sure fire way to disengage the staff.
6. Changing things from on high
If the team have designed a solution, having a leader change it back or to something else without consultation will demoralise the team. If they did not have all the facts then the project was not scoped properly or the wrong team were chosen!
7. Failing to celebrate success
When the team do have a success, the role of leadership is to support them, celebrate it and set them the next goal. Sometimes, leaders fail to even show up for closing briefs - just imagine the impact on the team!
8. Not releasing the resources or setting unrealistic timescales
Massive improvement can happen with minimal budgets but the most important resource in the improvement process is the human resource and failing to allow people the time to make the change will doom the team to failure. Making big improvements requires effective resources to be available!
9. Creating mixed messages
If an organisation commits itself to improvement via (say) Lean or Six Sigma and then chops and changes (for example 'We don't have time to do the Lean project this week' or just imposing change) will send mixed messages to the team and demonstrate a lack of faith from the leaders in the improvement process.
10. Too Fast or Too Slow
Individuals take time to adjust to a changed way of working - don't drive them too fast! They also like to feel a certain amount of tempo and to feel that things are actually changing therefore don't drive it too slow.
Well, these are the top 10 ussues from our experience - what are yours?
This post focuses on the top ten ways that leadership action or inaction brings down programmes. I would welcome your thoughts on these points:
1. Failing to engage the organisational leader
If the organisational leader (CEO, MD or other) fails to engage, the process will grind slowly (or quickly at times) to a halt!
2. Failing to appoint a board level sponsor
In some cases this will be the organisational leader, but in larger organisations it will be an operational director who will take on the role of sponsoring the improvement programme - without this board level person the improvement project does not have a voice in the organisation.
3. Not setting an effective scope for the improvement
All improvement programmes have to be scoped effectively to focus the organisation and also ensure that by making one change it does not impact negatively elsewhere in the organisation. It is the role of Leadership Teams to help shape the scope of improvement.
4. Failing to communicate the reasons for change
Simply not communicating the reasons for the change will lead to unexpected resistence from the front-line teams.
5. Penalising failure (or complaining about perceived failure)
Failing to support the team by either demonstrating displeasure with their efforts or penalising mistakes is a sure fire way to disengage the staff.
6. Changing things from on high
If the team have designed a solution, having a leader change it back or to something else without consultation will demoralise the team. If they did not have all the facts then the project was not scoped properly or the wrong team were chosen!
7. Failing to celebrate success
When the team do have a success, the role of leadership is to support them, celebrate it and set them the next goal. Sometimes, leaders fail to even show up for closing briefs - just imagine the impact on the team!
8. Not releasing the resources or setting unrealistic timescales
Massive improvement can happen with minimal budgets but the most important resource in the improvement process is the human resource and failing to allow people the time to make the change will doom the team to failure. Making big improvements requires effective resources to be available!
9. Creating mixed messages
If an organisation commits itself to improvement via (say) Lean or Six Sigma and then chops and changes (for example 'We don't have time to do the Lean project this week' or just imposing change) will send mixed messages to the team and demonstrate a lack of faith from the leaders in the improvement process.
10. Too Fast or Too Slow
Individuals take time to adjust to a changed way of working - don't drive them too fast! They also like to feel a certain amount of tempo and to feel that things are actually changing therefore don't drive it too slow.
Well, these are the top 10 ussues from our experience - what are yours?
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