I posted a blog earlier this year on this topic and have decided to post another because Lean is already starting to lose its cachet - particularly in Healthcare - and partly because it has become a vehicle for large consulting fees for little return (and certainly no where near enough knowledge transfer to make the Lean improvements sustainable).
In earlier posts on this thread I have identified the nine key reasons why Lean programmes fail and we are already starting to see that Healthcare experiences are mirroring Manufacturing experiences and that many trusts are moving away from discussing 'Lean' as they realise that it can turn off many in Healthcare who perceive it as a 'Manufacturing Fad' and have also heard the horror stories of those Healthcare organisations who have got it wrong (and sometimes badly got it wrong).
I have always believed that the key to success in the implementation of improvements is not about 'Lean', 'Six Sigma' or 'Agile' but about:
1. A robust structure
2. A focus on knowledge transfer and sustainability
3. Building internal relationships
4. Managing risks as well as managing improvements
5. Doing what is the best for the people and the process and not just what the 'Lean Purists' want
What do you think?
Monday, May 14, 2007
Saturday, May 12, 2007
Bringing People Into Lean
This post details the last of the nine main causes of failure. Since starting this series of posts, further research has been undertaken which changes the weighting of some of these causes of failure and which will be outlined in our other blog here.
As stated at the start of this thread of related posts, the results of the work that led to this series was published by the IOM and can be downloaded here.
However, in finishing this series of posts, I can announce that the last issue that affects the success of Lean projects from the original research is 'On-Boarding' or the art of bringing people into the process, either from internal transfers or external recruitment, who have not been part of the improvement process and do not share the values and understanding held by others in the group and who have not been brought into the way things are done in the 'new way' and who bring with them therefore alternative (and often non-Lean) ways of doing things.
Therefore, in conclusion of this series of posts, I can summarise the results of our original research into the causes of Lean failures as being problems with:
As stated at the start of this thread of related posts, the results of the work that led to this series was published by the IOM and can be downloaded here.
However, in finishing this series of posts, I can announce that the last issue that affects the success of Lean projects from the original research is 'On-Boarding' or the art of bringing people into the process, either from internal transfers or external recruitment, who have not been part of the improvement process and do not share the values and understanding held by others in the group and who have not been brought into the way things are done in the 'new way' and who bring with them therefore alternative (and often non-Lean) ways of doing things.
Therefore, in conclusion of this series of posts, I can summarise the results of our original research into the causes of Lean failures as being problems with:
- Planning
- Reactions
- Ownership
- Training
- Operation
- Communication
- On-Boarding
- Leadership
- Systems
Collectively, this work spells the word PROTOCOLS. However, whilst each of these areas of failure remain valid, later research (gained partly from Manufacturing with some testing in Healthcare) shows that some can be combined, others changed and at least one needs to be added.
To find out more either drop me an email to markeaton(a)amnis-uk.com or read the post on our other blog here.
Wednesday, May 09, 2007
Two for One!
In the style of the retail BOGOF offer (Buy One, Get One Free!) I have covered two topics as to why Lean Improvement Programmes fail in one post. These represent posts 7 and 8 of what will be 9 reasons.
As ever, I would welcome your feedback and comments on the following, so here goes!
Two common reasons for Lean Improvements failing to embed themselves are to do with how people behave when Lean is introduced, namely the reactions they have and whether or not they take ownership for the improvements.
The five most common problems that are experienced in Lean programmes related to reactions and ownership of individuals and teams are proposed as:
1. Not involving people in the design of the Lean process
A very common problem is trying to impose Lean on a group or using only a subset of people to implement improvements without others having the opportunity to comment.
2. Not dealing with genuine concerns of individuals involved
If people involved have a genuine concern that is not addressed or is rail-roaded over, they will not commit to the solution - simple.
3. Blaming Individuals for Success
If people feel they will get 'blamed' for the solution that the team achieves they will attempt to distance themselves from it.
4. Not Creating the Compelling Need
Failing to inspire people as to the reason for Lean will often lead to a failure to understand why it is being imposed and a general lack of enthusiasm.
5. Not Saying 'Thanks'
Very simple to forget but it is essential to thank individuals for their contribution to a project - if you want them to commit to the next that is!
What do you think?
As ever, I would welcome your feedback and comments on the following, so here goes!
Two common reasons for Lean Improvements failing to embed themselves are to do with how people behave when Lean is introduced, namely the reactions they have and whether or not they take ownership for the improvements.
The five most common problems that are experienced in Lean programmes related to reactions and ownership of individuals and teams are proposed as:
1. Not involving people in the design of the Lean process
A very common problem is trying to impose Lean on a group or using only a subset of people to implement improvements without others having the opportunity to comment.
2. Not dealing with genuine concerns of individuals involved
If people involved have a genuine concern that is not addressed or is rail-roaded over, they will not commit to the solution - simple.
3. Blaming Individuals for Success
If people feel they will get 'blamed' for the solution that the team achieves they will attempt to distance themselves from it.
4. Not Creating the Compelling Need
Failing to inspire people as to the reason for Lean will often lead to a failure to understand why it is being imposed and a general lack of enthusiasm.
5. Not Saying 'Thanks'
Very simple to forget but it is essential to thank individuals for their contribution to a project - if you want them to commit to the next that is!
What do you think?
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