Fear of change—we all experience it. Some accept change immediately, some gradually adapt, while others may never get there. Whether it’s poor leadership, the inability to change, or pure ego, this Shingo Prize-winning book explores this perplexing commitment to inefficiency.
Winner of a 2013 Shingo Prize!
The Psychology of Lean Improvements: Why Organizations Must Overcome Resistance and Change the Culture examines the psychology behind why businesses avoid Lean transformations. It investigates why businesses cling to the eight deadly wastes and why they still find ways to place continuous improvement on the back burner.
Frequently sought out for his expertise in Lean manufacturing, Chris Ortiz has been featured in a number of trade publications and on the television show Inside Business with Fred Thompson. In this book, Mr. Ortiz breaks down the fear of change within executives and organizational leaders. He examines the psychology of dysfunction, provides insight into why so many businesses fall short in creating visions for growth and prosperity, and identifies tools that can help you address resistance to change.
Detailing implementation techniques with a proven track record for success, the book considers specific strategies that can be helpful towards improving your company and changing its culture—including cellular manufacturing, total productive maintenance, setup reduction, Kanban, visual communication, and in-line production. It explains how to get started on your Lean transformation, describes why an economic downturn might be a good time to embrace Lean, and warns of the dangers behind failing to do so.
Chris A. Ortiz is the founder and president of Kaizen Assembly, a Lean manufacturing training and implementation firm in Bellingham, Washington. Watch Chris has being interviewed on Inside Business with Fred Thompson on CNN Headline News.
Table of Contents
The Psychology of Change
Perception of Change
Lean Is a Battlefield
Changing Your Business Strategy for Lean
Floor Space Use
Psychology of Metrics
Leading the Lean Journey
What Have We Done for Our Customers Today?
Dangers of Not Going Lean in a Down Economy
Business Is Good, Why Improve?
Business Is Good, We Must Improve
Business Is Poor, Why Improve?
Business Is Poor, We Must Improve
Changing into a Lean Leader
Acknowledge and Involve Your Staff
Provide an Environment in Which People Can Be Successful
Do Not Humiliate Anyone Who Works for You
Create an Environment Where Mistakes Are Okay
Do Not Hide behind Your Position
Admit Your Mistakes
Listen in a Way That Encourages Employees to Talk to You
Be Clear in Your Requests
Stand behind Your People
Be a Good Communicator
Need an ROI
World-Class Products Need World-Class Processes
You Are the Creator of Your Business Reality
The Psychology of Waste
Psychology of Overproduction
Psychology of Overprocessing
Psychology of Motion and Transportation
Psychology of Inventory
Psychology of Defects
Psychology of Waiting
Psychology of Human Potential
"I’m Paid by the Hour"
No Investment in the People
People Are Expendable
Psychology of Waste: Conclusion
The Psychology of Dysfunction
Misconception of Working Hard
Living with Waste
Living with Overproduction
Living with Motion
Living with Transportation
Living with Overprocessing
Extra Steps and Redundant Effort
Inability to Identify a Completion Point
Living with Defects
Living with Waiting
Living with Inventory
Making Change Happen with 5S
5S and Visual Control
Set in Order
How to Make a Shadow Board
Personal Tools: Dilemma or Solution?
Tool Check Cards
Right Sizing during Set in Order
Examples of Right Sizing
End of the Cleanup Procedures
Psychology of 5S
Making Change with Lean
What Type of Manufacturer Are You?
Cellular and Inline Production
Total Productive Maintenance (TPM)
Baseline Equipment and One-Turn Method
Operator PM Requirements
Visual TPM Boards
Kanban and Material Replenishment
Setup Reduction and Quick Changeover
Visual Setup Boards
Visual Metrics and Performance
On-Time Delivery (OTD)
Metric Communication Boards (Production)
Production Control Boards
Keeping the Lean Fire Going
Number of Jobs
Kaizen and Kaizen Event Participation
Lean Training Programs
New Employee Training Programs
Level 1: Company Product Overview Training
Level 2: Quality Overview
Level 3: Introduction to Lean Manufacturing
5S and the Visual Workplace
Level 4: Mock Line Training
Levels of Progression
Temporary Worker Progression
Training Managers and Engineers