Lean Transformation - How do you get Senior Leadership engaged

#1
How do you get Senior Leadership engaged in Lean Manufacturing improvements? What should their role be in supporting it? How do you keep them connected and owning the process?
 
Elsmar Forum Sponsor
#2
Make them understand that as Sr. Leadership they OWN the process, regardless of how good or bad it is. Spreadsheets showing reduced cash bleed as a result of improvements usually works well for me. The executive management are almost always about improving their reported bottom line. If they can improve by increasing revenue IN, that's good. If they can improve by reducing revenue OUT, that's good too. Revenue out can be directly impacted by implementing more lean processes. Start small, prove it out and report it. Once you can show the benefits of the improvements on a small scale, ramp up your efforts from there.
 

qualprod

Trusted Information Resource
#3
How do you get Senior Leadership engaged in Lean Manufacturing improvements? What should their role be in supporting it? How do you keep them connected and owning the process?
Please provide more information in order for you to receive good responses.
-Are you ISO certified?
- Is it a Lean project apart from ISO?
-What is the competence? Does he/she have enough experience , knowledge?
-Are documented somewhere his/her responsibilities, authorities?
-Is he/she aware of the duties according to the position?

Please provide more information.

Regards
 

Johnny Quality

Involved In Discussions
#4
I would say the desire for improvement needs to come from Senior Leadership,. If they have no interest in making things better there is no point.

Assuming they do desire improvement, show them how Lean can help them achieve the results they wish. Ideally, they should provide the resources required and be ultimately responsible for the results, whether they are directly responsible depends on who is best in your organisation to drive the project.
 

Golfman25

Trusted Information Resource
#5
"Lean" is a set of tools to solve problems. What problem are you tying to solve? Once you know the problem and can define it and it's costs, then pick the right tool to improve.
 

optomist1

A Sea of Statistics
Trusted Information Resource
#6
unless there are "LEAN" definitve & measurable goals and objectives for senior level managment, i.e tied to compensation...you will likely face much frustration and ultimately "LEAN" will not succeed. Treat this LEAN initiative adoption much like a process, it must be clearly stated, agreed to metrics...etc., etc.,
 

Bev D

Heretical Statistician
Staff member
Super Moderator
#7
Certainly some of the 'tools' from Lean or the Toyota Production System can be used in an ad hoc individual manner, and in that case you don't need senior leadership involvement or support. But that isn't the intent of Lean or TPS. They are both intended to approach work in a fundamentally different way to accelerate product to the Customer and create capacity. There are many 'soft' and 'hard' things that are done to achieve this overarching goal. In this case you certainly do need senior leadership involvement and support. If lean is a grass roots effort only - it is bound to fail. For such a systemic change to take hold the decision to adopt lean/TPS practices and methods must be a directive from senior leadership; then you get the grass roots movement started.
 
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