Lean Thinking - An Action Plan

I was recently re-reading the book "Lean Thinking" by James P. Womack and Daniel T. Jones - this was the first edition that was published in 1996 but the concepts are so relevant even now. The authors highlight specific sequence of steps and initiatives for successful transformations and produce best results. If you are interested in very comprehensive knowledge of Lean Thinking or Transformation, then I would strongly recommend to get a copy of the book (there is a latest edition available). This article, however, would be a quick read or a refresher.

Lets Get Started

Find a Change Agent (Leadership)

Any transformation cannot happen without a change agent and preferably it should be someone from the leadership team and truly understands the importance and value of "Lean Thinking". The change agent doesn't need detailed lean knowledge at the outset but instead a willingness to apply it.

Get the Knowledge

When I got SAFe 4 Program Consultant certification - one of the main concept introduced in the training session was to get the leadership team on board and educate them with lean and agile concepts. Additionally, if needed, get external consultants who can provide this knowledge. The change agent and all of the senior leaders in your firm must master lean thinking themselves to a point where lean thinking becomes second nature.

Find a Lever by Seizing the Crisis (Sense of Urgency)

For a successful transformation, the best approach is to take some sub-unit of the organization which is in crisis and focus all your energies on applying lean remedies to it. This sub-unit (or department) could be the one that has product quality issues, lot of customer complaints or overworked employees.

Map Your Value Streams

Once you've got the leadership, the knowledge, and the sense of urgency, it's time to identify your current value streams and map them - activity by activity and step by step - by product family. This additionally gives a clarity on what value we are delivering by product and have them prioritized to get them quickly in front of your customer. You can also readily identify waste as part of this grouping process.

Begin as soon as Possible with an Important and Visible Activity

Always begin with an activity (or product line) that is performing very poorly but which is very important to the firm. That way, you can't afford to fail, the potential for improvement is very large, and you will find yourself drawing on resources and strengths you didn't know you had in order to ensure success.

Demand Immediate Results

One of the critical features of lean techniques is immediate feedback. The improvement team and the whole workforce should be able to see things changing before their eyes. This is essential to creating the psychological sense of flow in the workforce and the momentum for change within your organization.

As Soon as You've Got Momentum, Expand Your Scope

Once the first round of improvements are in hand, it's time to start linking the different parts of the value stream for a product family.

Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new way of thinking, being and doing for the serious leaders - one that will change the world.