Lean Leadership Example

Last week, I attended a lean forum with speakers and breakout sessions.  It was done very well.  I was very excited that I was able to attend.

One of the speakers was a General Manager at a distribution center.  She told the story of how lean has evolved at her facility and where it stands now.

When listening to transformation stories I try to listen for a few different things to see if they are really getting it or just going through the motions and implementing tools.

I will say her story, I haven’t directly observed, is a very promising and exciting story.  I believe they are doing things right and well.  There were two bits of evidence that lead me to believe this.

First of all, she is holding the staff, managers and all employees accountable for learning about lean and taking action.  Not a lean group or a someone else.  Herself and everyone around her.  In fact, they integrated the lean staff into manger roles and no longer have that crutch to lean on.

There were stories of the General Manger’s own learning and changes.  How getting dissolving the lean group but expecting better results helped make everyone accountable.

While dissolving the lean group worked for her and her facility don’t go do this just to remove the crutch.  This General Manager was a true believer in what lean could do for her and she partnered with other local companies that were doing lean very well.  She had a support system but it was one that held her accountable for leading lean.  Not supporting it.

The second piece of evidence was a video she showed of a great employee driven improvement.  Great it was employee driven, but what really stuck with me was the General Manager promoting the small improvement.  It was about a five to ten second improvement in a manually process.  This one small improvement was going to save $40,000 in a $19 million target she was going after.

Most people look for the BIG improvement to get the whole chunk at once.  They don’t understand the large gap is made of hundreds of small problems.  They don’t have the patience to go after the small problems.  This General Manger understood this concept.  It was very refreshing to see.

The facility still has a long way to go, but they are traveling down the right path and that was invigorating.

I will share more from the forum at a later time.

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Posted on November 25, 2013, in Improvement, Leadership and tagged , , , , . Bookmark the permalink. Leave a comment.

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