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Personnel manager's recipe for Lean company

27-03-2016

Experience is shared by Renata Gailiuniene, UAB "Mano Būstas" LT, Personnel department manager

I became involved in LEAN discipline introduction in 2011. The company has over 1 000 employees and 120 managers. At that time I was resolved to including as much managers and their teams into the performance improvement practices as possible. I had no knowledge about LEAN or how the personnel can contribute to it. I had to experience a lot of situations until we found the perfect recipe for our company. Today this recipe is highly beneficial, however, I do not know if that will be tomorrow’s case.

NEW MANAGER’S COMPETENCES DEDICATED TO LEAN CULTURE DEVELOPMENT
When starting the introduction of LEAN discipline, we had to cleanse ourselves and decide what kind of competences are needed for every manager to make the discipline stable.

MANAGERS’ GEMBA
Going to GEMBAS and supervising helped us to understand what kind of competences our managers have and what are still missing. We observed how we, as managers, measure the daily activities, how many times a week do we evaluate our activities, how we manage to delegate and solve problems, train employees, etc. These processes helped us to factually evaluate the habits that we—the managers—have and what is needed to maintain the LEAN practice. We created our own 360 degree tool. We applied the 360 degrees to those competences that are needed and they are assessed properly.  Essentially, it already is a measured and specified object.

INTERNAL PROGRAMME FOR LEAN MANAGERS
By understanding the missing and present competences as well as by knowing how LEAN disciplines correspond to all level’s managers, during 2,5 years of testing, we have been creating a several-model programme together with Laura.
In our company, every manager is LEAN. Currently, the programme is still under improvement, as we are still adapting its tools, since today we face different challenges. For instance, we have changed all the “Kaizen” ideas system, visual board standard, etc.

Photo: graphical visualisation of managers’ habits to host morning meetings, 2015. After the programme, every manager receives coaching-mentoring sessions hosted by direct manager, personnel manager and LEAN project manager.

TO SELECT THE INTERNAL TEAM OF COACHES AND DEVELOP THEIR COMPETENCE
We have a lot of managers. I soon realised that without having internal trainers I will need to work an extra shift.  I select internal trainers from the managers whose discipline set an example to those that have an ability to teach others. Coaches have practical training. While walking together I say to him: “At the meantime, observe how I provide feedback, how I host training, and next time, you’ll try to do it yourself and I will supervise you.” I start the process and the direct manager together with LEAN project department support the managers from that day forward. If they need any help, they can always lean on me.

WHAT MOST EXPENSIVE LESSON DID YOU LEARN?
We have implemented motivation for the involvement in LEAN project or the quantity of finished projects. Therefore, we now have loads of projects that are not a priority or are not related to strategic goals. People perform them only to increase the number and solve unimportant questions that do not create any value. Currently, we  evaluate the projects and a stop those that do not meet our strategic directions. Thus, we are able to select projects that do not contradict each other and create value for our clients.

A person will adapt to any system, thus it is important not to turn around the wish to “control” the involvement.

 



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