5-Simple-Tips-for-New-Lean-Coaches

5 Simple Tips for New Lean Coaches

Jason Burt

Lean Manufacturing professionals work very hard to develop their ability to understand the shop floor and devise a plan to improve the conditions and problems that they see.  They spend years learning tools and approaches to solve different business conditions and see themselves eventually being asked to pass that knowledge on to others.  They develop a good understanding of how the PDCA (Plan-Do-Check-Act) Problem solving cycle works and can use it to guide themselves through different issues. Unfortunately, there is typically a focus on results and improvement instead of spreading the culture….the skill set to become an effective Lean Coach goes undeveloped.  Solving problems and Coaching others to solve problems are two different skill sets that need to be developed.

Fixing Corporate Culture

Why do Companies Focus on the Lean Tools?…Instead of a Lean Culture?

Jason Burt

As a lean consultant, I’ve had the opportunity to walk  the floor of hundreds of companies over the years.  Many of them are either looking to start their lean manufacturing journey, or have already begun.  But in almost all of companies…there is a misunderstanding of the most important aspects of lean manufacturing.  They are typically looking for Lean training, looking to gain some lean tools for their tool box.  The companies are focused on finding the quick fix, the silver bullet that will solve all of their operational issues, and they hope the lean tools are the answer.  But as many of us in the industry already know, the lean tools alone will not solve a companies issues and in most cases will simply fall apart without a greater understanding of the lean management and philosophical side of lean.

Top 4 questions to ask a Lean Manufacturing Consultant or the Lean Consulting Firm you are looking to hire.

Top 4 questions to ask a Lean Manufacturing Consultant or the Lean Consulting Firm you are looking to hire.

Jason Burt

There are many Lean manufacturing professionals that have either started working for a consulting company or have ended up as their own version of a management consultant.  The questions are “which Lean Coach will work for me?” and “what does the correct lean consulting help look like?”.

The goal is to create a culture where your entire company can learn to continuously improve their processes.   To improve while receiving the needed lean training and development that allows your company to solve problems and drive your own lean strategy…eventually without the Lean consultant.

Here are a few things to think about when vetting your potential Lean Consultant…

Lean Concepts

Lean Training with RMP

Jason Burt

Over the years, I have been very fortunate to be a Lean consultant for some amazing companies and work with some great people. Rolled Metal Products has been a client for several years….Lean Training for their employees, in depth problem solving, leadership development for their informal and formal leaders in the organization, and constantly striving to get closer to True North as an organization. Their culture continues to change and develop every year, and I am lucky to be along for the journey to see them make progress.

Please click one of the links below to read about RMP’s journey or to tour their website:

http://www.rolledmetalproducts.com/lean-concepts/
http://www.rolledmetalproducts.com/

Lean Practitioners should Pay Attention to the Financials

Lean Practitioners should Pay Attention to the Financials

Jason Burt

I am a firm believer of a long term approach to all company improvement strategies.  Whether you are using Lean Manufacturing, Toyota Production System, Six Sigma….Theory of Constraints or some other approach, It should be a longer term approach focused on creating a culture that empowers the entire company to improve and solve problems on a daily basis.  I’m not going to debate the “approach”…that was another blog post that you can read here when you feel the desire.  I want to talk about why some short term impact is important and how the company financials should play a part in your work.

Solving Problems with Kaizen

Jason Burt

I was very fortunate to be a part of this Lean Transformation from the very initial involvement of the Toyota Supplier Support Center (TSSC).  This was the start of my Lean Journey with Toyota and eventually went to work for TSSC for a year and a half to learn more about the Toyota way and bring it back to Herman Miller.  This was a great turning point in my career in Lean Manufacturing.  This video does a great job of summarizing the long journey of Kaizen to create an entirely different capability and culture of problem solving and meeting customer needs.

Lean Manufacturing or TPS?  Who really cares?

Jason Burt

Yes, I said it….who really cares if it is called Lean Manufacturing or TPS…and I believe it 100%.  The truth is that there are many consultants and “experts” out there that focus way too much time criticizing work going on around us because of terminology and not based on knowledge of that persons approach.  

Disclaimer…

So my background is in the Toyota Production System (TPS).  I have worked with, for, and been mentored by Toyota for over 20 years in one capacity or another.  All of my learning and approach is based on TPS and I credit them with everything that I do in my consulting practice.  The reality is that I refer to or call what I do “Lean” on a daily basis.  And I am ok with that.  

Let me repeat “I call what I do ‘lean Manufacturing’ on a daily basis. And I am ok with that.”

Lean Consulting Problem Solving

The gap in true Lean Problem Solving – Fail fast and fail often!

Jason Burt

Lean Problem Solving

Problem solving using the Scientific Method is a key part of many organizations since Dr. Deming and Toyota applied this process in quality circles and manufacturing processes. The method, which in it’s most simplistic form is described as Plan, Do, Check, Act….or PDCA, is the basis of Lean today. The tools of lean, the management system, and the philosophies of Lean are all designed to create a PDCA cycle that creates sustainable business learning and results. This should be true at all levels of a truly lean organization. At a strategic level there should be a longer PDCA cycle with appropriate KPI’s, visuals, and reviews. This PDCA supports the longer vision of the organization and should be broken down to all of the functional levels at more frequent PDCA cycles through out the organization. Many companies are fairly effective of having the key components at the strategic level and the next level down of functional areas typically have the basic components for a PDCA at that level. Where gaps usually exist in designing a lean problem solving culture is at the shop floor level, where true value for the customer actually exists.