- Set high-performance expectation goals & pace of daily support of the new manner of work
- Engage & empower your people to solve problems
- Create an organizational structure with readily identified team leaders to allow continuous change to happen
- Form core teams with strong leader and team members along the path of workflow
- Breakdown barriers between artificial silos of control so improvements can occur horizontally
- Foster regular communication within and between workstations within your control as well as outside your department (customer-supplier relationships)
- Drive reduction in variability by standardizing the work activities, connections, and pathways
- Implement visual management, with posted daily metrics of value for each work unit reflecting opportunities for change or stability of process
- Stabilize processes through a continuous focus on waste reduction
- Move to continuous flow, innovate triggers to ‘pull’ work
- Identify opportunities for front loading and work simplification
- Continually push to reduce time waste daily
- Increase Throughput
- Leverage PDCA as a way of thinking and the operational engine of continual improvement
- Create structure and incentives to sustain the new cultural change of work
- Make this new approach to work fun!
- Celebrate your teams’ successes and learnings
- Educate to improve the overall quality and efficiency of work for the system, not for any one unit
- Create opportunities for your direct reports to work effectively together and manage horizontally for the greater good. Somebody gives, somebody takes, but everyone wins.
- Creating a functional Lean enterprise is a never-ending, daily journey of many years duration.
- There’s always a better way to do anything.
- Remember: Lean is clearly a combination of top-down leadership integrated with bottom-up employee engagement.
Lean Leader’s Checklist: How to Set Lean Leadership and Management Expectations–Guest Blog by MetaExpert Chuck Intrieri
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