VIEWS: 58 PAGES: 5 CATEGORY: Engineering & Energy POSTED ON: 6/11/2010
One of the things that must be learned by the organization is the leaders' vision of the future. To accomplish this, the Steering Team will develop and maintain a visible "Transformation Map" that captures the "burning platform for change" in a succinct vision/mission statement and ties the action plan directly to the accomplishment of the mission. The Transformation Map is shared widely and often throughout the company.
LESSONS IN LEAN HOW TO MANAGE YOUR LEAN INITIATIVE A PROVEN PATH TO SUCCESS STEER CLEAR: THE OPENER OF THIS THREE-PART SERIES TEACHES By David R. Dixon, PE, CPIM THE SENIOR MANAGEMENT TEAM “HOW TO” INITIATE AND MANAGE A SUCCESSFUL LEAN IMPLEMENTATION. I n response to the current state of the economy and related events, our recent articles focused on Lean as an aid to coping and surviving in the face of rising costs and declining demand. tices. They must understand in a technical sense how Lean tools work together to bring about better performance and customer service. Only then will they see the deficiencies in We explored, in some detail, why companies should the current state and be able to envision a greatly improved embrace Lean. future state. Our basic argu- "With this future ment suggests that WCE Tools And Techniques state vision, leader- the cost reduction VISION Current State ship can communi- and performance cate to the organiza- Desired Future State improvement made tion a ‘burning plat- possible through form for change’ and the application Markets/Customers create plans for using of Lean tools is a ST R AT EGY Products/Services Lean techniques to sound alternative How To Go To Market close the gap between to capitulation to the current and future global (or domes- state situations.” tic) competition Implementation Planning and/or a govern- LEADERSHIP Figure 1 illustrates Execution ment bail-out. this idea. The “burning This month we platform for change” is will assume we are FIGURE 1. A MODEL FOR THINKING ABOUT LEAN IN A STRATEGIC CONTEXT. THE a key concept. The man- writing for a senior MANAGEMENT TEAM MUST BE DRIVEN TO A COMMITMENT TO LEAN BY SOME agement team must be management team SET OF CONDITIONS, CHARACTERIZED BY BOTH PROBLEMS AND OPPORTUNITIES, driven to a commit- that is 100 percent WHICH THEY BELIEVE MUST BE CHANGED. ment to Lean by some committed to a set of conditions, char- Lean implementation. Some may already have launched the acterized by both problems and opportunities, which they effort and are looking for ways to accelerate or enhance the believe must be changed. These conditions may include any results of the program. Others may be looking for a way to of the following: begin while avoiding one or more “false starts.” In either case, • Competitors with superior capabilities with respect to we will attempt to deal here with how to initiate and manage a customer wants and needs successful Lean implementation. • Opportunities to acquire new customers, or to do more
Pages to are hidden for
"HOW TO MANAGE YOUR LEAN INITIATIVE A PROVEN PATH TO SUCCESS"Please download to view full document