Lean Concepts are Intertwined
When working with an area, department or organization to implement lean people like to focus on implementing a specific tool or concept, but it’s not that easy. The concepts and tools are so intertwined that focusing on one is really difficult to do.
An example would be implementing SMED (or quick changeover) across a facility. A vast majority of the time a large opportunity for improvement is through organization, having the tools you need where you need them and knowing when and where to be for the changeover. Immediately, other concepts that come to mind are visual management to understand when and where to be without having to ask. Also, 5S which can help with organization and having the right tools at the right spot. 5S is also a component of visual management.
A second example is implementing strategy deployment. There is standard work to how to cascade catchball down through the organization and it should be documented to be repeatable. Then the strategy is usually documented on an A3 to help communicate the message and most companies use visual management to show progress to the entire organization as time progresses.
As a person working to help others implement lean, it is OK to let them believe they are only focusing on one concept to start. Sometimes thinking about the intertwined concepts can become overwhelming. Let the customer focus on the one concept and introduce the other concepts through the backdoor. There is no need to call out the lean concept. Just discuss what a way to help them solve their problem in further implementing the concept the are focusing on.
At a later date, you can show them how they have actually implemented other lean concepts successfully. This helps build their confidence, shows further progress then what they believed and builds momentum to continue moving forward and taking more on.
Don’t get hung up on explaining all the intertwined concepts. Delivery on the needs of the customer and it will all work out.