- 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
Patricia Rae Linn is a Senior Business Development and Marketing Strategist with over 27 years in growth strategy development and implementation. As an agency owner and consultant, Pat has fulfilled Federal, State, County and Municipal government contracts, and hundreds of diversified industry client contracts in the private and not-for-profit sectors. She is known for her vision, innovation, ability to influence perception, and ease of managing complex projects fluidly.
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