Page 44 - MMI-March-April-2022

With all
this work
being done
seamlessly
and concur-
rently across
all stages
of the value
stream, I
had given
my team Source: Magic Wand Media
five ‘zero’
goals even
if they were
inordinate – we decided to implement the ing is by example. In the twelve afraid to experiment with new
zero delays
in deliveries, JIT system three decades ago, to fourteen hours I spent on ideas. Truth, honesty, effort, and
zero waste we had a reason why we want- the Gemba every day, I taught earnest work were encouraged
(defect ed to become Lean. There must them to respect the customer and celebrated by all.
included), be a reason why any company by demonstrating the respect
zero lead wants to become Lean. Explain necessary to be given to every Dream, vision, and goals
time, zero these reasons to the people; let subsequent process within the A dream – a far-sighted vision
inventory, them know why you are asking product manufacturing process- – is necessary to fuel your Lean
and zero for a change. Tell them the broad es. By learning to respect the journey. The adage ‘you will be-
accidents to strategy of how you intend to internal customer, they began lieve it when you see it’ means
facilitate all implement it, when you will delivering better value. When you need to see the possibilities
goals. start, what they can expect, and they saw me believing in their in your mind first. Only then

what is expected from them. ability to solve problems and can you achieve it. Then trans-
The language must be ‘let us challenging them to do more, late this broad picture of pos-
do this’ and not ‘you do it’. This they cultivated the Kaizen hab- sibilities into the goals of the
communication must come from it and began to do more. They company. Break it down into
the leader to the workers and had understood the importance smaller steps for teams to work
staff and not be informed via a of the customer, Kaizen, and re- on them. The CEO must set
circular or by delegating the job spect for people. The old blame these aspirational goals for him-
down the line. game had vanished to collab- self and the company. Stretched
There is a subtle difference be- orative and cooperative work. goals will be reasonable. Focus
tween showing and telling. Lean The workers felt they were a on the process and not the re-
is different in values compared responsible part of the change. sults. Remember, a good process
to traditional management. The Trust had come into existence, will always get you good results.
new or different value systems and teamwork was built. There The result is the consequence of
need to be imbibed and exhibit- was nothing to fear, so the lies what and how you do, so focus
ed in behavioral attitudes. Lead- disappeared. They were not on changing your processes, and

44 | March-April 2022 Modern Manufacturing India