I’m in the process of repositioning to a new role within the same company. I’ve done this in the past, but never viewed the transition through a lean lens. When this happened early in my career, I looked forward to the new job without giving thoughtful consideration to the previous job. Sure, I had documentation and notes I could leave for the next person. But I didn’t think about leaving a sustainable system.
That all changed when I was introduced to lean philosophy and thinking. The fifth lean principle is to pursue perfection. This is the principle that creates the basis for making continuous improvement and respect part of the culture and not just another management fad. Lean thinking identifies value and remove waste in such a way that practitioners view their work as more than a job. The work becomes part of a sustainable system that adapts to changing environments.
Ready to Spring Mike Lewinski via creative commons – https://flic.kr/p/e9Fj5B
Today, as I transition to a new role, I’m leaving a team of managers with a set of documented standard work that creates the foundation for continuous improvement. I’m leaving them with departmental metrics that support the mission of the group. I’m leaving them with a defined system for problem solving and root cause analysis that systematically snuffs-out recurring problems that prevent excellent service delivery. I’m leaving them with the foundation for growing leaders who understand the work by going to the gemba. This time, the role change is different. This time I see and care about leaving a sustainable system for the next leader to enhance and make better.
4 of the 14 principles of the Toyota Way promote long term thinking and people development. Read these four principles and imagine how following them can promote sustaining a company culture by respecting people.
Principle 1) Base management decisions on long-term philosophy even at the expense of short-term goals.
Principle 6) Standardized tasks are the foundation of continuous improvement and employee empowerment.
Principle 9) Grow leaders who thoroughly understand the work, live the philosophy and teach it to others.
Principle 14) Become a learning organization through relentless reflection and continuous improvement.
Pursuing perfection and continuous improvement is bigger than any individual. The big idea is to grow leaders so the system can survive management changes. If the system truly becomes part of the culture then the system will sustain itself and continue to grow over time. Of course I realize if new leaders are not versed in lean thinking then all of this may seem like foolishness to them. Therein lies the challenge for organizations in the midst of adopting lean. Grow leaders into elevated positions that understand the work and the system. Weave the system of lean into the culture so that it’s part of the core makeup of thinking.
The lesson in all this is to start planting seeds today for a sustainable system tomorrow. The seeds of long term thinking, standardized tasks, growing leaders, and continuous improvement are not only great ways to respect employees, but key to providing value to customers as well.
Onward and upward!