{"id":1240,"date":"2021-12-19T09:33:55","date_gmt":"2021-12-19T14:33:55","guid":{"rendered":"https:\/\/www.lean-expert.com\/?p=1240"},"modified":"2023-03-30T14:50:13","modified_gmt":"2023-03-30T19:50:13","slug":"develop-a-lean-expertise","status":"publish","type":"post","link":"https:\/\/www.lean-expert.com\/en\/develop-a-lean-expertise\/","title":{"rendered":"DEVELOP A LEAN EXPERTISE"},"content":{"rendered":"\n
How can you develop a continuous improvement a your company’s internal skills?\u00a0<\/em><\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Despite efforts to better understand Lean, we notice there’s a scarcity of resources trained in the field of continuous improvement for small and medium-sized enterprises (SMEs). Admittedly, this is more practical than theoretical field of expertise; the experience gained on the ground is valuable and hard to replace.<\/p>\n\n\n\n

Another challenge is that Lean methodologies can sometimes be too complex or expensive to implement in an SME.<\/p>\n\n\n\n

So, how to implement a Lean culture?<\/p>\n\n\n\n

Obtain concrete commitment from senior management for all process optimization projects<\/em><\/strong><\/h3>\n\n\n\n

Easier said than done? Not really.\u00a0 For example, the presence of a senior manager at the launch and closing of a Kaizen event will undoubtedly help mobilize participants.<\/p>\n\n\n\n

Training different levels of management<\/em><\/strong><\/h3>\n\n\n\n

The acquisition of skills by key people (especially supervisors) allows the development of formal knowledge transfer mechanisms. This ensures that skills acquired during continuous improvement projects can be retained and used for future projects.<\/p>\n\n\n\n

Without training on the best supervisory practices, performance gains from process optimization risk disappearing with time.<\/em><\/strong><\/p>\n\n\n

\n
\"\"<\/figure>\n<\/div>\n\n\n

Building Confidence<\/em><\/h3>\n\n\n\n

Senior management’s confidence in the staff is fundamental. It is imperative that management frees up both human and financial resources for Lean projects so that they translate into increased performance.<\/p>\n\n\n\n

Conversely, the staff must have confidence in Lean methods.\u00a0 Too many projects fail because they have been presented in the wrong way.\u00a0 The \u201cbusiness\u201d experts are not the consultants or the managers, but the employees on the ground who do the work!<\/p>\n\n\n\n

In short, you need to create a culture of teamwork and collaboration.<\/em><\/strong><\/p>\n\n\n

\n
\"\"<\/figure>\n<\/div>\n\n\n

Managing Change<\/h3>\n\n\n\n

Continuous improvement changes the way things are done and introduces new ways of managing. This is why change management must be applied to this type of project.<\/p>\n\n\n\n

Is it necessary to remember that the human factor must not be neglected?\u00a0 To this end, training and communication plans are the focus of all change management (before, during and after each continuous improvement project).<\/p>\n\n\n\n

Measuring results<\/em><\/strong><\/h3>\n\n\n\n

Finally, it’s necessary to put mechanisms in place to monitor the performance of people who have acquired Lean skills. On the one hand, you must measure their performance to ensure that gains have been made and, in other cases, you must understand why it hasn’t worked.<\/p>\n\n\n\n

The importance of measuring indicators during the implementation of new skills cannot be overstated.<\/em><\/strong><\/p>\n\n\n

\n
\"\"<\/figure>\n<\/div>\n\n\n

The quote of the week:<\/em><\/strong><\/p>\n\n\n\n

\u00ab\u00a0The whole is better than the sum of the parts. That\u2019s how I see business. In the company, great things are not done by one man, but by one team.\u00a0\u00bb\u00a0\u00a0<\/em>Steve Jobs<\/p>\n","protected":false},"excerpt":{"rendered":"

How can you develop a continuous improvement a your company’s internal skills?\u00a0 Despite efforts to better understand Lean, we notice there’s a scarcity of resources trained in the field of continuous improvement for small and medium-sized enterprises (SMEs). 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