Communicate or Die

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!