David Mann describes in this book (in his own words) the missing part in many Lean implementations: a Lean Management system. Tools and Configuration changes in production, for instance Kanban or Heijunka, include only 20% of the potential the Lean philosophy has to offer. The other 80% are captured in the Lean Culture, which can be facilitated by implementing the right Management system.
A Lean management system consists of three parts: Standard Work for Managers (1), Visual Signals (2) and a defined responsibility structure (3).
Next to these three parts of the Lean management system, Mann describes three tools to sustain the Lean Culture: Gemba Walks (1), an improvement suggestionsystem (2), and self-audits (3).

In his book ‘Performance Behavior’, Webers describes how an organization can link performance to behavior. This article will focus on the eight types of Human-waste which are described in this book. To minimize these wastes and optimize performance behavior, Webers gives a few tips: It should be clear for all employees what the target is (1), one should define what behavior leads to the desired performance (2) and that defined behavior should be measured and anticipated on (3).

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How do you inspire people to improve their own behaviour or way of working?

During Gemba walks (walks around the shop floor) one can randomly talk to people and encourage them to improve something by asking the following questions, which in our plant are also put on a Kamishibai card:

This week I thought of a way to improve my effectiveness in implementing changes. After a few good chats and reading some blogs and books, I came up with the following 5 step plan:

1. Specify the problem, waste or frustration
2. Make a plan to solve the problem (prevent it from reoccurring)
3. Talk to important stakeholders one-on-one about your plan and adjust it according to their feedback
4. Plan a meeting with all stakeholders and ask for commitment for the plan
5. Execute the plan

When you discuss the plan in the meeting, make sure you stay with the facts and know what you want. Prevent indecisive language to increase credibility and show more confidence:

Cartoonhero Dilbert also has plenty of Lean experience:

This week I decided to improve my personal KPI’s in facilitating our Lean Transformation. I already do Gemba Walks three times a week, with three different shifts. From this week onward, the output of each gemba walk should be at least 1 kaizen per gemba walk.
Kaizens in our company can vary from contributing to the 6S standard, to handing in a modification idea to improve machine efficiency.

The second improvement in my personal KPI is to solve one organizational problem each week to improve and speed up the process and capacity to solve problems and improve our processes.

The third KPI, the number of Kamishibai’s, stays the same: 1 per value stream per week.

In this series or articles I describe the tools and aspects of cultural change managment should use when facilitating a cultural change. Motivated by the concept of the change journey map, I took the liberty to use the same concept to built my own model for cultural change: the Fortress of Change. Since I am working in the field of Lean Management I will design my model with a focus on building a Lean culture. This model is purely based on my personal experience as change agent and the many books I’ve read on the subject while experimenting with the ideas at the organization I work.