September 19, 2024

September 19, 2024

What hurdles did you encounter when implementing Lean on a project (in your company), and how did you tackle them?

One of the biggest hurdles with implementing Lean throughout an organization is leadership buy-in and support for the new way of behaving and thinking. If leaders, of any level, are not behaving how we want to see others act then it doesn’t matter. When something is new, leaders need to act their way into a new way of thinking, instead of thinking their way into a new way of acting. Showing is stronger than any words can be.

We do this at McGough by having Leader Standard Work for our leaders, or we are working on it. Leader Standard Work helps leaders set goals for what they do as a leader and reflect on how they did. It leads to a personal PDCA (Plan-Do-Check-Act) cycle of improvement for leaders so that they can be the best leaders they can be. Each leader also tries to link their activities as a leader to their team and their 1-up leader so that line-of-site leaders align on what is best for the organization.

What stories can you share about a successful Lean project (Lean implementation effort) you participated in and what do you think made it work?

We have been working on Standard Work for operations starting at a high-level and going down into more detail – starting with the top 20 high-level processes from Pursuit to Closeout, how each of those processes should be done, then how each step in the process should be done. It has gone well in operations and supported by our leaders, so we started writing standards for our HR processes, working in the same way from high-level down to the details. Since they have seen others using standard work and how it is used, they were very confident in starting their journey. We recently “published” their first map, the recruiting process, to the hiring managers and we have been getting some great feedback. The HR team is very excited to help everyone connect on these types of processes.

The main thing that helps new concept implementations with systems like standard work, is doing a change or new implementation in one area and doing horizontal spread with peers. They share what has worked, what hasn’t, tips and tricks for success, and support each other along the way.

In your opinion, what are the biggest benefits of applying Lean and how have they impacted your projects, your teams, or your organization?

The biggest benefits to applying Lean and operational excellence are seeing the change in people towards how we behave when something goes wrong – blame the process, not the person. Instead of pointing fingers, we look at how the process was set up to cause failure and how to not have it happen again. Most of the time, there is a root cause or A3 done to see how we can eliminate or minimize the issue and improve our standards. If someone didn’t follow the process, then it is a coaching moment to ensure that they know there is a process and why. We respect one another more fully for the talents of each person and the empowerment that comes with a Lean culture and transparency of the work.

How do you assess if your Lean game is strong; are there metrics or techniques you rely on and can share?

McGough has five strategic priorities with goals attached to each so that we can see as an organization how we are improving: Engage and Grow Our People, Drive Operational Excellence (Safety, Quality, Efficiency), Foster Innovation, Increase Revenue, and Increase Profitability. We also use the Shingo Model where you can assess your organization based on the difficulty of Lean behaviors exhibited. Behaviors (or Key Behavioral Indicators) are much stronger than a KPI because the behavior happens now, the KPI shows results and not how you got there. Assessing based on behavior is still very new to our leaders, but it is something we are striving for so that we can show improvement in our Lean culture.

If someone’s just dipping their toes into Lean, what advice would you offer from lessons you’ve learned?

No matter if you are a frontline worker or executive leader, Lean is experiential. You can read all the books, listen to all the podcasts, attend tons of webinars, but if you don’t apply Lean you won’t figure out how it actually works. That is one of the hardest things with Lean – you must learn from your mistakes and working with others to get better at it. Try something easy to start – improve one small thing that affects your day, even if it is personal. For example, try it at home or at your site with a small PDCA by making it easier to make coffee in the morning. Anything that helps you learn from improving and applying PDCA will help you see what Lean can do for you. Celebrate your failures! Once you have made some simple improvements, start to engage others in it and try bigger things. If you are a leader, start to spread the thinking to your team and create a mini-army of problem-solvers. If your company has a Lean team or champion, try to learn from them and engage in some of the activities that help move your company’s Lean journey forward.

The Capabilities Assessment not only challenges applicants to demonstrate their skills but also solidifies their readiness to lead and innovate within the Lean design community. With the addition of this final component, the LCI-CPD certification now offers a comprehensive pathway for design professionals to be recognized as true practitioners of Lean.

For those preparing to complete their LCI-CPD certification, the Capabilities Assessment is your opportunity to stand out and show your commitment to excellence in Lean design.

To learn more, visit the LCI-CPD homepage.

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