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Vol 32 - No 05 - July/August 2006 National events : ‘Surviving Lean’ Event The full day ‘Surviving Lean’ event featured guest speakers from industry, who shared their wealth of expertise in lean implementation with an audience who are at various stages of their own lean journeys. Mark Eaton chaired the event. Throughout his extensive experience in industry, he has observed that many organisations struggle to survive in lean. Predominantly, it is due to tools and techniques imposed on organisations, without any consideration taken to deal with the people element. Tim Franklin of NxTransformation reinforced the message by generating an excellent and interactive debate on the secrets to surviving lean. With over 30 years of professional experience and his doctoral research studies, he was able to demonstrate using the NxTransformation ‘PROTOCOLSTM’ model as to why 86% of lean initiatives have failed. ‘PROTOCOLSTM’ is an acronym that aids in helping companies to survive lean. A key point from this discussion was: However, in reality it is typical to hear first time ‘leaners’ use, in tentative language, ‘…oh lean is a great concept, but it won’t work here..’ or ‘it’s the flavour of the month!’. Though early results and enthusiasm is prominent, it is not surprising for people to revert back to their pre-lean environment. This accentuates the fact that the UK is not a natural nation to adopt lean, and therefore a change, in its organisation. Alongside Europe, it is currently behind North America by 18 to 24 months. Tim emphasised the need to divert at least 75% of the focus on the soft factors at the beginning of the journey, for example: communicating the change, listening and guiding the staff, developing leaders. Once managed, it is imperative to drive the programme towards gaining hard, tangible results. His key message was not to change the culture of an organisation, but its climate i.e. the working environment. In this way, ‘the organisational climate will always influence the organisational culture’. Tim concluded with the ‘RIISATM’ Roadmap – a five prong framework, which is a necessity as a starting point over the lean project’s life: The next presentation was given by Simon Phillips from Simesco, who delivered an informative, highly visual and entertaining presentation on ‘effective people management’ for lean. Using the ‘U’ Curve, he was able to explain how people can be best managed through 4 distinct stages: Simon continued, by demonstrating ‘The Flexible Leadership Styles Model’ and the importance to adapt one’s style depending on the situation. This model identifies whether the leader is a collaborator, promoter, instructor or someone who entrusts. After the audience discovered their style, he was then able to explain the most effective leadership style during each phase on the U Curve: A key point from Simon was how effective implementation of flexible working has helped companies to keep valued employees, as the wrong people can be easily lost. Neil Griffiths, MD of Multitone Electronics, followed speaking candidly of ‘the good, the bad and the ugly’ times of his own lean experiences. A true survivor of lean, he is an avid supporter of metrics, which he swears he lives and dies by. Neil, like Tim, reinforced the importance of having the right people with the right attitude on board from the offset. He has encountered many ‘smiling vipers’, the ‘anchor draggers’, or anyone who opposes lean from happening in his time. They oppose change because the existing situation is known and certain. In a changing environment, the opposite has to occur. He emphasised that champions need to lead from the front with a view of their destination, create a team with a plan, looking at metrics, giving ownership, engaging with his/her staff, to work smarter, not harder and faster, reviewing the metrics and following it through to the end. Thirty years on, Neil still walks the shopfloor and uses communication and common sense to identify ways to improve and be more profitable. After a fantastic lunch, the event reconvened with an enthusiastic Simon Kay talking us through BAE Systems, Land Systems – Munitions four year lean journey. Approached by NEPA, the North East Productivity Alliance, whose aim is to improve the performance of the North East Region’s Manufacturing industry, a practical, learn by doing approach was executed. Two full time change agents were selected to undertake change agent training. Knowledge and training attained here, was then cascaded down to the workforce, as well as delivering masterclasses lasting 3 to 4 months. A learning outcome from their experience was how first line managers and supervisors’ behaviours were the key to change and taking the process forward. Without their support, tools and techniques can not be embedded, communication is broken, and quality, cost and delivery are in disarray, leading to unprofitable production. Their success today is having gained a network of change agents who have a firm foundation of knowledge, and have attained certified vocational training in the process lifting morale, cross skilled teams, a sense of belonging and ownership and a common behaviour. Philip Wingrove, Smiths Medical’s Interim Logistics and Manufacturing Manager, was enthusiastic in sharing his lean experiences. His visuals in implementing lean in Mexico showed a culture engaged and willing to adapt to lean and change. Again people, communication and metrics, as Neil mentioned, are key. Georg Reindl, from Microsoft gave insight as to why IT matters within a lean context. He spoke of the end-to-end manufacturing supply chain. From customer to supplier, value stream mapping and analysis are important tools to identify the waste (non-value added activities) within a process and the value added activities. With customers pulling from downstream, the chain at each link is critical and dependant upon information, for example in customer demand management, lean scheduling, plant floor data, replenishment triggers and supplier replenishment. Georg was accompanied by Neil Ferguson-Lee from eBECS Ltd, who talked us through a case study on lean ERP implementation. The day ended with the charismatic Peter Selkirk, Chief Executive of Egbert H Taylor and Co Ltd, the leaders in waste containment solutions. He emphasised the importance, and success, of choosing internal champions. The audience learnt how his managers, Tony Nunn and Gordon Davis, underwent a change for the better. Practical people with a wealth of local knowledge, a ‘can-do’ attitude, and an understanding of the old culture enabled them to engage staff at all levels and expose them to kaizen blitzes such as 5S and SMED. Interestingly, they shared their personal objectives with the group. A few examples of their experiences were to listen to all ideas, whether good or bad, understand how good they are now, and how good they can be, strive to become world class, and truly enjoy their workplace. Overall, the event was very well received by all. It instilled confidence in those who are beginning their lean journeys. For many, it was an ideal forum to communicate and share knowledge. For others, it helped them realise how to move forward, and act upon resolving issues. A warm thank you goes to all the guest speakers for sharing their wealth of experiences, and to the IOM for delivering an interactive and informative event. Julie Gill, MIOM Related Topics:
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