From GP Deltapoint: The Key Predictor of Successful Transformations
Koenigsaecker cites a survey of senior leaders that shows that only 3% were implementing Lean and achieving great results. Other studies provide corroboration stating that two-thirds of change initiatives fail to live up to expectations. (Nelson P. Repenning and John D. Sterman, McKinsey & Company, Arthur D. Little)
Although it is true that many companies fail to achieve results, a number of careful studies demonstrate that companies making a serious commitment to Lean, TPM, Six Sigma, and other change initiatives, outperform their competitors (G. Easton and S. Jarrell and K. Hendricks and V. R. Singhal).
But, what is a serious commitment? In the October 2005 QUICK Update, we summarized a series of articles dating to 2003 that highlight the change process. These articles recommend establishing a project management process for change; chartering and mobilizing the change effort; establishing a vision and goals; creating passion for the change, and similar recommendations. We believe these may facilitate successful change, however, having these recommendations in place do not necessarily demonstrate serious commitment.
When Koenigsaecker answers the question, "why aren't there more successes" he tells senior leaders to learn and integrate lean into their daily behaviors. If the leaders have a high level of knowledge and commitment, then all of the other factors leading to success fall into place.
Building on Koenigsaecker's recommendations, we offer a few more:
- First, don't make learning ad hoc, structure a learning plan throughout the transformation and beyond. Our own five-step Pathway to Excellence includes specific learning events and coaching activities as leaders engage in defining opportunities, prioritizing solutions, improving and standardizing, and striving for excellence.
- Second, go to the front line to observe, learn, and apply.
- Third, take ownership of developing a system for operating and managing based on lean principles then driving the system throughout the organization.
- Finally, measure the level of serious commitment with these questions: "Am I a model learner? Am I a true believer? Have I converted my beliefs into actions?"
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