Leading Lean Means Walking the Walk

If your vision for keeping your manufacturing company lean involves drawing up a plan and then telling your floor supervisors to make it happen, good luck. Lean leadership is a hands-on value proposition — one you can’t overlook if you want your manufacturing operations to go lean.

Your role as top executive of a lean operation is to be an agent of change. You need to be revolutionary, rather than evolutionary. But the revolution won’t happen unless you teach your employees, from management to maintenance, to become leaders with you.

Lean Strategies

To do that, examine how your company operates today. If its focus is on satisfying the chain of command and designing additional policies and procedures to address any problem, you have a bureaucracy. Correct this by using lean strategies yourself to demonstrate their value. Here are some ways to start:

Communicate. Eliminating waste is a team effort. Be sure your employees understand, accept and employ lean thinking strategies and that everyone is working from the same definition of “lean.”

 

Motivate. Pose questions to your team that challenge the status quo, and then ask them to help create answers. Don’t provide the answers yourself, and be ready to set aside some of your own preconceptions when a staffer suggests a better alternative.

 

Decide. Lean leaders are managers. Set goals and create action plans to achieve them. You also need to make decisions to keep things moving if teams are becoming bogged down in analyses.

 

Train. Encourage everyone in your company to develop the skills they need to sustain a world-class operation. Then help them use their skills to constantly resolve problems that hinder efficiency.

 

Implement. Encourage creativity and innovation to reshape your corporate culture into one of problem-solving and excellence. Help everyone in the business recognize that they can find and eliminate waste right on their own desks, if they look for it.

One point to emphasize throughout the lean process is that lean requires everyone to look at value from your customers’ point of view. Waste is anything the customer doesn’t want to pay for. A product isn’t high quality because it’s difficult and costly to produce; it’s quality because it provides value to customers.

Add Value Through Leadership

The road to excellence in lean manufacturing can be never-ending. If you excel in lean leadership, though, you can make it much less bumpy. That’s a value-added service.

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