Mean Lean and some more misunderstandings we try to counteract upon with the LUCK concept
So, you’ve read all the books about Toyota and a lot of other corporations creating success by means of lean. Originating with Demings’s ideas on processes where the following process is the customer to the predecessor you finally got it.
So what is ”mean lean”. Well, reading the Lean philosophy as ”trimming and getting thinner – at all costs”, then you can really create mess. Why?
Misunderstanding #1 – No Stocks
Well, first of all – the term ”trimming stocks” become ”no stocks”. Result? Annoyed customers. ”no we are not carrying any stocks – we are a lean corporation, your delivery will be here in 8 days”. Comment: the whole purpose of Lean is Deming’s term ”the next process is the customer” – in this case the REAL customer.
Misunderstanding #2 – Managing Lean processes
”Lean is so demanding we managers need to be involved in everything”. No! No no no no no. Big NONO! Lean means
Misunderstanding #3 – We are trimming to get rid of surplus personnel
Nothing could be more wrong. If you have to cut, cut. Be honest, give your staff reasonable time to think – some may even leave freely! But the second aspect of this lack of getting the point is you will be counterproductive. Would you fire the salesman that outperforms the other sales staff? Off course not!!! So why on earth should you fire the one that trims and makes your processess limmer? No reason – they should be encouraged of course, as they are developing your operations! They should of course be promoted! Why are some suddenly thinking ”fire” when someone actually improves our result? Makes no sense. If you’re into cutting – take a look at the rest of the staff – are THEY contributing?
Misunderstanding #4 – coaching is simple – only working with the soft and easy stuff
Some claim ”coaching” is like ”positive thinking”. ”Avoid telling your staff they are not performing”. Of course coaching may have been performed this way in certain companies and organizations, but basically – it’s bull. Coaching is about enhancing individuals and groups to reach goals and create results. How should you be able to reach results if you’re not controlling on the way? Difference being – and this is an interesting one! – how we approach the other brain! We may work with hard stuff, stuff that doesn’t work – and even conflicts. BUT – we need to approach the respondent in a non-agressive manner. And – we are not to judge! However hard this will be to accept – you can not convince someone to do something they do not want. Yes, some may say ”I managed to do this!” Then my response is: ”and that lasted for… like a week?” Mostly managers say YES! ”Why?” Well, you managed to sell the car – but you didn’t really get paid. You just thought you did. You may say – you fooled yourself to think you did. Beause in the receiving brain – most activitivies were engaged in handling means of mental survivor. And one of the things we will protect with all means is our self esteem. We are simply programmed to do that. Don’t fight it. Use it! All of your employees think they use a behavioural pattern that works. Maybe not accepted by the boss – but appreciated by fellow colleagues. We are all searching for confirmation and affirmation. If you know what you want to get done – work this way instead.
Misunderstanding #5 – coaching can not really fix the hard and tough problems
The belief system around this seems to be like when you’re cleaning your garage. The really hard and long-term sunk-in problems won’t to away with simple efforts. Wrong again – properly used, coaching can be brutally clear, consistent and totally attached to your personal goals, your personality and commited actions. A juste followup on this will make it very hard to get out of the trap – if you’ve created problem – but! (check the next point!)
Misunderstanding #6 – chocking your employees will awaken them and result will follow!
The thinking here is about that we all need to be ”kicked in the ass” sometimes. May be true. We are all different, but HOW do you perform that kick? It IS true that we get an increase in most cases. But it is short term, often in par with the presence of the manager. Like the old-time leader, you have to be present to make your employees perform. Now, as compelling as that may sound to some leaders (GREAT personal feedback! I am present – and they just LOOOVE me! – well…) it’s devastating to a managers working situation….
*** to be continued
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