tropy;” a process that yields only temporary gains that are quickly surrendered and results in a dead end as the affected areas are still working using their existing experience and know-how. When we look at lean as a system in totality where people responsible for the work are also responsible for improving the work we begin to gain a deeper understanding of what it takes to build a culture of continuous improvement. A lean system not only utilizes the well-known tools, it also is designed to surface problems and has mechanisms in place to collect all of the problems and fi lter them against the needs of the business. These prioritized problems are then solved one-by-one to both yield process improvements and to further develop the work teams. Learning and improvements can only happen through structured problem solving with a strong, experienced coach. It is in this systems concept that we fi nd the most confusion amongst the leadership teams that we work with. It is much easier for people to think about running a business and achiev- ing targets by effi ciently managing a ‘project deck’ and the resources available to them. The evil Gemini of control and ROI keep most people we encounter from truly seeing what it takes to build a lean system as a way to run the business.
• Seeing lean as an integrated system and not simply a collection of clever tools;
• Recognizing process improvements can only be sustained by raising the level of development of the teams that are using the process;
• A long-term commitment to learning and development to provide the basis for a continuous-improvement culture;
• People spending enough time in an area of specialty to develop deep functional knowledge and expertise; and
• Lean coaches who are respected teachers and not simply another ‘pair of hands’ whose job is to solve your problems. At the end of the day, lean is neither something you can contract out or delegate downward. Leaders must take responsibility and lead. The best companies realize the value of a strong, intentional culture of continuous improvement and fi nd ways to build a deep bench of leaders who in succession maintain and improve the culture. ME
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Full lean model of surfacing and sorting problems.
While we have described some of the traps and pitfalls organizations encounter when attempting to transform to a lean organization with a culture of continuous improvement, we are not without hope. We have seen progress in a myriad of businesses and environments. Some of the key factors that make these successful cases work have been: • A strong, committed leadership team that believes the teacher/coach model of people development is mandatory;
• An admission that problems, while painful in the short term, are learning opportunities and are valuable to the company;
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