The changing culture of lean

By Staff -- Modern Materials Handling, 1/1/2006

Without leadership on the C-level advocating for a complete migration to a lean manufacturing philosophy for subordinates, truly lean manufacturing processes are an impossibility, according to Mike Gugger, manager of special projects at Techsolve.

Gugger, who has overseen many lean migrations, says leadership remains the key in making a commitment to lean. "The number one lean success indicator is leadership," he says. "If this isn't in the heart of the leader and he is not acting on it daily, then lean cannot be successful."

He admits migrating to lean philosophies is an exhaustive exercise. "CEOs have to reevaluate their personal beliefs as a whole, not just a culture," Gugger adds. "It's a matter of integrity. If you're saying one thing and doing another your subordinates will pick up on that. Setting a good example is key."

In one lean installation that Gugger directed, the CEO was reluctant to assume the responsibility as a lean leader. Once Gugger and his team of consultants left the site, the plant reverted to its old bloated ways. "A leader has to drive that culture change. Ideas for improvement come from the shop floor, but recognition and drive must come from the C-level office," he says. "Lean has to be a way of life."

Gugger insists the change to lean must be gradual. "Institutionalizing lean is a long term behavioral change. It cannot be done in the short term—it is a journey," he says. He adds that companies currently suggesting they are a completely lean organization "are lying to themselves."

"If companies have not completely eliminated waste, then they are not completely lean," he says.