Small Business
Business INSIGHTS e-News for Manufacturers
6 Pitfalls to Avoid in Lean Implementation
Read more e-News Articles by Category
- Business Management
- Supply Chain
- Industry Focus
Business Insights eNews
for Manufacturers
Get helpful articles like this sent automatically to your inbox every month.
Subscribe today
View latest eNews  
PNC Webinar Series
Driving your Business: Fast Forward and Focused
Featuring Robert Herjavec, star of ABC's Shark Tank, Founder & CEO of The Herjavec Group
May 21st, 12:30 - 2:00pm ET
Register for our webcast and be automatically entered into our $25,000 Sweepstakes1 »

Business Insights
Quarterly Newsletter
Read, Download or Print -->

Prepare people for process changes to encourage quick, successful adoption of lean principles.

Find a company where plans for a lean implementation have just been announced and you'll see resistance to change. People have seen changes fail before. They've bought in, only to see managers' enthusiasm disappear. To increase your implementation efforts' chance of success, watch out for these six common pitfalls.

Leaving it to the consultants.
While consultants can be invaluable for analysis and training, they don't have skin in the game. They may try to stay longer than necessary, or leave without preparing you and your people to carry on without them.

Delegating leadership.
Middle managers are indispensible in facilitating the tasks that go into a lean transformation, but they often get blame from above and suspicion from below. Coach, mentor and visibly support them.

Expecting a lean champion to make the changes.
Hiring a lean expert from outside or training a few in your company can provide useful guidance for your business, but remember that the expert's role is to support leaders, managers and employees who are actually making the changes. They should show, not do.

Being caught up in the tools.
People new to lean often see the tools first, but miss the deep thinking that knits them all together--so they pick the wrong tool or improvement target. This is where the right consultant or training can help you. As you learn, focus on your customer and the barriers that keep employees from meeting and exceeding their expectations and profitability.

Focusing on reducing the workforce.
The best results come when leaders honestly assure employees that no one will lose his or her job as a result of improvements. Remind workers that misconduct is still a reason for termination, and that dire business conditions may give you no other choice. Then redeploy workers freed up by improvements by retraining them or even developing them into lean improvement leaders. Ultimately, the goal is rarely to reduce the workforce, but to produce more with the employees you have, to get new business and to add profits.

Letting the effort wane.
Leaders in companies recognized for business transformation know that the journey is never-ending. As employees see that your commitment doesn't waver, they will join you in transforming your company.

 



The article you read was prepared for general information purposes by McMurry. These articles are for general information purposes only and are not intended to provide legal, tax, accounting or financial advice. PNC urges its customers to do independent research and to consult with financial and legal professionals before making any financial decisions.These articles may provide reference to Internet sites as a convenience to our readers. While PNC endeavors to provide resources that are reputable and safe, we cannot be held responsible for the information, products, or services obtained on such sites and will not be liable for any damages arising from your access to such sites. The content, accuracy, opinions expressed, and links provided by these resources are not investigated, verified, monitored or endorsed by PNC.