Tag Archives: change

To Lean or not to Lean

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I am always amazed at the passion people have for following/not following the different methods to enhance, improve their business.  Some say following “fads” is detrimental to long term improvement yet other stand by a particular model stating vast improvements and yes there are those that jump on every band wagon. I also often read comments on blogs stating one method came from another, or this one is better than that because the first is a fad when this one is not….etc, etc.

So which is correct, which can stand up on its own merits? – in my belief, it is all of them and none. These are all just tools, which should be used to solve the problems they were designed for and when used with other tools will meet the requirements of the business and help it achieve its goals.

To use an analogy: it is like building a house, builders use hammers, screwdrivers, saws, workbenches, etc.  Although they can use a hammer to punch a screw into wood, a better tool is a screwdriver, so the same with all these tools. So firstly you learn about the tools, their applications, their suitability and their flaws. Then you gain the experience by putting these things into practice.  For example a 2lb hammer may do the job but if the job requires a 12oz hammer, that is what should be used.

BUT, all these business tools will evolve for each industry, business, and company, even down to work station. The ability to improve the business is incumbent on the managers and employees to make things work, to know and feel how it all fits together.  One of the major problems until recently (as I see it) is that Finance ran the company,  this was through the micromanagement of costs – at best this took the focus away from real management of the business and at worst focused on aspects of the business as standalone entities (saving money in each but leaking money between all the gaps).

I am sure we have all seen one function/department make improvements at the detriment of another. Managers and staff need to take accountability for the whole process and the benefits of using bottom line goals, work across the business and use all the tools (as appropriate).

To Lean: Lean has been used to varying extents and capabilities by many, for millennium (usually entrepreneurs); the difference is, we have now named the method and people are writing about it and more are using it. So, it is not a fad but just another tool that has been (re-) identified.

Cheers
Mark

Opportunity for Change?

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I have found in my travels there are two types of change – forced and voluntary.

Change in any form is often painful, sometimes shocking but always a transition.  It is the reason for the change and how you manage it that makes it more effective and/or efficient.

An example of forced change could be, your freight bill has crept up and has now become prohibitive.  There are a number of steps you can take to correct the situation – review costs with suppliers, find new suppliers, change the profile of your shipments, etc.  But now action is required urgently, placing pressure on staff and possibly service providers – errors are inherent in rushed or urgent projects.

But what if you put into place a process of continual review of all your transport providers?  – to monitor performance, costs and mutual gains.  This is a change but it is controlled and under your terms, it is smoother, with minimal urgency with smaller increments as to identify costs.  This has the side-effect of generating mutual cooperation and team building across companies ie sort the problems out early and together.

What happens when someone leaves your organisation – for whatever reason?  Do you analyse their role, the impact of their role on others or the impact of their role on the organisation.  There is a chance nothing changes and you just hire a replacement, but this is a fantastic opportunity to see where that role fits in with the whole – this is your chance to make improvements, more efficiency and/or effectiveness.  But this is a voluntary change and may mitigate forced changes down the track, eg redundancy.

So the old adage “if it works, leave it alone” does not work. That is like saying “Although there are small leaks in the dam it still works, so don’t mess with it”   I don’t know about you but if I owned the dam, I would not wait for it to fail!