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?
FlexibLEAN (pronounced Flexible Lean) is about designing and deploying high impact, flexible improvement programmes because far too many change programmes end in failure because they are too rigid, not people focused and not linked to strategic needs.
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