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Responsible for one team, such as a servicedesk,

supply chain, financial services, HR, and so on. Team

leaders

Part of the non-management section of the organisation. In most cases an employee with extended drive and commitment to Lean as a philosophy and method.

Successful Lean Implementation

Lean Implementation

- While it is not impossible to complete a Lean

implementation without management commitment it is a lot harder.

- With shown commitment from management the organization understands how this is being prioritized.

- With a realistic plan and goals, and support in place to help the Champions, the process is smoother, and simpler.

Management Commitment and initial activities

Initial Activities

and user enthusiasm

Basic Lean Introduction - all employees and management.

Champion training - at least one in each group (including management teams).

Identification of beneficial initial activities (5S, Commcell, Value Flow Analysis).

Audit-schedule as part of each commcell-implementation. Management presence at service organization commcells and vice versa.

Pre-implementation KPIs as benchmarks.

If management commitment fails

Champion selection

and project structure

Lack of management commitment results in lone Champions, lack of implementer support.

Lack of top- or upper management commitment leads to dropped long-term goals.

Lack of middle management commitment leads to no KPIs.

* If goal does not match commitment then you get start/stop measures, repeat.

* If goal matches commitment hopefully you end up with supported Champions and Sustainment can be achieved.

Champions are selected by enthusiasm and time.

Ideally, one Champion should be present in each working group in the organization, or one per 8-10 employees if in a larger group.

Alongside the Champions, make a plan for each department, including a time-frame for completion.

Be present to support Champions as they implement initial activities, like commcells, 5S and so on.

Sample

Organizational Structure

For example the CEO / Board - responsible for the company

For example Account Managment - responsible before the customer, Service Direction Management, Section chiefs

- Top Management

- Upper Management

- Middle Management

- Champions

Challenges in a sample

Lean Implementation

A Lean implementation faces several big challenges.

Management understanding

and commitment

- Low user enthusiasm

- Poor initial Lean understanding

- No structure to Lean project

- Faulty Lean understanding in management

- Unrealistic expectations and time-scale

To deal with this effectively, several things are needed

- Realistic project plan

- Pre-implementation KPIs

- Champion enthusiasm

- Management commitment

Who is this?

Management participation fosters commitment and understanding in the process.

Comparing pre-implementation KPIs and mid-

implementation KPIs potentially show inspirational results.

Once implementation is complete and maturity

evaluations are underway, management should participate to evaluate their involvement.

Name: Rasmus "Raz" Strand

Occupation: Incident Manager at Fujitsu Sweden

Lean background: Lean Champion and Implementer.

Worked in several internal and external Lean implementations (some good, some bad).

Gold accreditation by the Fujitsu Lean Academy.

Best way to contact: LinkedIn

Favourite meal: Brunch