Will lean implementation bring you the expected benefits? If you expect organisational culture transformation towards a conscious team looking for improvement and you have several years to do so, you will probably be satisfied. Otherwise, find another way.
I am not orthodox, but I have seen only a few companies that I could call lean – they live and breathe continuous improvement. The rest are either impatient or unsuitable for this approach. I work with them to improve processes, but I don't call it "lean". I don't like boxes and I don't believe in them. I believe that we need to look much wider, because there are definitely more methods and ways. One is no better than the other, just as a knife is not better than scissors and cross-country skiing is not better than downhill. In order to apply a particular method, one needs a reasonable approach. That is exactly what I propose.
Each process, regardless of the industry or specificity, has even greater potential. Most of the improvements that we have made together with our clients so far have resulted in improvements and savings. This is because we have always chosen the right method depending on the goal. Lean is about people and not every manager is ready to make people better. Thus there may be a different, more effective approach.
„The implementation of lean management improves the work of the entire company”
- some say. They are only right if they really focus on the entire organisation. The goals of companies are different: shorter machine setup time, shorter lead time, standards at workplaces, solving specific problems, or reduced production time or delivery time. The expectations are usually similar: the improvement is supposed to be profitable, generate savings, and make the business grow.
What is your goal?
What is your goal?
Good Sense Management
Reasonable management requires a broad view. We cannot get attached to methods such as lean. We call our concept Good Sense Management because its most important feature is sensible improvement. These are just five steps, thanks to which your organisation will always be as efficient as your client expects.
How to start improving?
In the beginning, you need to know where you are going. Our approach is very simple - we start with value determination. Using tools known for years, we define where the customer perceives their value. Where there is no value, there is waste. Together, we define the goal, plan the strategy, and prepare the team. We define indicators that will allow us to measure progress.
We are looking at all activities. We draw maps, identify bottlenecks, and verify skills and competences. We pay attention to communication and conflicts in organisations. The bigger the company, the more dangers there are. We look at costs and times in terms of value for customers. We identify waste and strengths – holy cows and elephants.
Slash the holy cows
We get rid of waste using appropriate methods. Some of them resemble "lean implementations" described on the Internet, but this is due to the perfectly described tools. Improving one area often creates problems in another. Therefore, when acting locally, we think about the entire system. We touch those areas that will give the greatest effect and we are not afraid of the "holy cows" of the organisation.
Care for your elephants
The processes and activities for which the customer is willing to pay are elephants that need to be cared for. These intelligent animals deserve to be cared for, just as valuable processes do. Standardisation, empowerment, appreciation, and monitoring are good practices that keep your organisation growing. The effect is visible through the overall system output. Taking care of strengths is the basis of an effective organisation.
Do you want to ask about something?
If you have any additional questions, write to me