Episode 3: What is Lean?

In this third episode, we’re going to focus on what goes down within organizations when they’re not quite on the same page with the values, principles, and methods of a Lean Operating system. In Episode One, we looked at what those values, principles, and methods are, using examples from everyday life. Then, in  Episode Two, we talked about how they fit into Lean. So, let’s dive into this final chapter!

Flow and transparency

As explained in the previous article, the principles of ‘flow’ (just-in-time) and ‘transparency’ (jidoka) are crucial. They allow for decision-making and problem-solving to happen at the right level within the organization. So, naturally, if these principles aren’t well embedded in your organization’s DNA, you’ll find these tasks happening at the wrong level.

Be ready to love office-camping

This, in itself, isn’t great; be prepared to install a bed, TV, and microwave in your office, bid goodbye to sunshine and fresh air. You can never leave. This situation erodes trust, and lack of trust is the number one cause for teams to become dysfunctional. Many times, managers don’t grasp how to apply the principles outlined above and assume their staff isn’t up to par. Consequently, staff lacks access to the information necessary for decision-making, feels they have no control, and believes they aren’t trusted or heard. This, in turn, spawns more issues, as discussed earlier in my articles.

Iceberging again

I’m sure that if you, as a manager, find yourself making decisions several levels down, you’re doing your best to make the right ones. However, as we’ve learned from the ‘Iceberg of Ignorance,’ you might not be fully aware of what’s happening. According to the iceberg, team managers only see about 9% of the problems, making it very difficult for you to make the best decisions. You might end up feeling like your decisions aren’t really improving anything, which isn’t a great feeling to have.

The football match

Imagine that you are a coach of a match that is taking place as below:

Honesty, how can you truly gauge if your staff are performing well or not? What are they even doing in those tents? Maybe they are not wearing football shoes (perhaps they think it’s an ice-hockey match?). You might find yourself quite frustrated trying to manage the game. Perhaps you’re yelling and venting your frustration at these folks. But don’t make the mistake of blaming the players. As companies expand, their complexity increases. Multiple teams form, management layers are added, and specialists are grouped together to handle HR, finance, or quality. KPIs are set that don’t always align (like the classic OTIF versus Preventive Maintenance, for instance). This is the business equivalent of that football match. It’s your responsibility to manage this effectively.

Not setting it straight

In this case, there are a few things that haven’t been addressed, and they all require hard work. You can only resolve them by focusing on the following:

• Setting clear expectations: Define targets clearly, translate them to team level, and coach teams to identify necessary projects and practices to achieve them. While it may seem straightforward, in a constantly changing environment, it can be challenging. Your teams must adapt, so aim to develop skilled and autonomous teams.
• Establishing the right structure: Implement structures for day-to-day performance management (adhering to current processes/standards) and improvement activities (enhancing processes/standards). You need performance management practices at every level and must develop improvement skills.
• Communicating expectations for behaviors and mindsets: Understand the leadership competencies needed to run your business effectively. Do your leaders know how to develop autonomous teams, visualize performance, and sponsor improvement projects? Assess their leadership style and ensure it aligns with your goals. Providing clear guidance and coaching your direct reports is crucial.

So if you feel that your teams are just rearranging deckchairs on the Titanic, it might be a cue for you to whip out your leadership checklist and see if the points above are set transparently. You might be surprised at the positive impact you can have on yourself and your teams if you address them.

The next few articles I will be writing more about these three focus-points. Hopefully it will help us all to have a more transparent and predictable day, and enjoy fresh air and free time more often.