Whitepaper : Seeing to Learn – How Visualisation and Team Huddles Create Sustainable Lean Change
The abstract that has been accepted as a presentation at the Lean Summit in Cape Town on 19, 21 October! Super excited to share the lessons learnt.
This paper presents the lessons learnt when changing our lean implementation strategy from a pure consulting model based on a project-based approach driving cost savings to an experiential learning model built on coaching, visualisation and daily accountability meetings.
This switch was motivated by two key goals that the original approach wasn’t achieving – sustainable change driven by self-evolving teams and scalability.
The results were both encouraging and surprising. With an initial investment of one Lean Coach spending approximately 8 hours a week for two weeks and there-after 2 to 3 hours a week, the pilot team showed substantial shifts in thinking, behaviour and flow efficiency. After a 3 month engagement period the team was running solo and engaging with their stakeholders to create additional improvements in delivery.
Some of the key learnings were:
- If you can’t see it, you can’t talk about it and if you can’t talk about it you can’t change it!
- Use the problems the team are surfacing in their daily huddles, rather than spending effort on a comprehensive diagnosis that presents the team with their problems. This empowers the team, embeds the learning and creates immediate returns and transformation.
- It isn’t about solving anything, it is about the learning which also solves immediate, present issues
- There is no fixed recipe to implement lean
- The number of lean tools that are actually required to create change in a team is minimal – visualisation of flow and visual controls combined with daily accountability meetings that are facilitated by a Lean coach who is able to hear problems that the team can engage with and using these problems, the team begins to explore lean concepts of flow and waste, progressing as they become more efficient to other tools where and when appropriate
- Learning needs a path to create direction and security. Without a map (a baseline and visualisation of the learning) participants battle to find direction and keep momentum.