Standard Business Roadmap

Implementation Manual


                                                                                                                                                                                                                                                                   The most difficult transition is to evolve from subconscious incompetence to conscious incompetence because one must in effect recognise there is a better way of completing a task.  This is really only achieved through clear communication aligning the whole workforce in pursuit of the desired goal.  Conscious competence comes once people recognise that there is a better way and try hard to achieve that state.  During this stage it is very important that non-standard situations are not tolerated.  Should they be tolerated, then this becomes the new standard, and inefficiencies start to creep back.  Thus one fully attains the state of subconscious competence by maintaining the high level of discipline for a prolonged period of time.


Institutionalise regular reporting


The process owner for the model value stream should continue to present regular written and verbal reports to top management even after completion of the pilot project to ensure the sustainability of the changes.  These reports should cover performance measures such as quality, cost, and delivery.  At the first sign of deterioration the senior management must first question why there is deterioration.  Then, an effective countermeasure must be introduced to avoid recurrence.


In addition to the submission of reports to top management, continued emphasis should be placed on the value of the management team’s visibility on the floor by adopting a “Go Look See” (GLS) approach.


Establish a forum for formal review


A regular, formal review of progress on the timing plan should be made at a cross-functional forum.  This should take the form of a monthly meeting chaired by the most senior person on the site, where the change agents present their performance against the timing plan.  If actions are continually lagging behind plan, then the forum must question and understand the situation.  The forum should identify the root cause of the problems and determine an appropriate countermeasure.


A significant part of making “lean” business-as-usual is for the people who are Involved in the transformation to gain recognition for their individual efforts in making the change a success.  A selection of these people should present their improvements in a before/after format to the top management on a monthly basis.  After the presentations, the chairperson should then visit the process to observe the improvements first hand.  This action is vital for instilling a continuous improvement culture in the organisation.





Review project effectiveness


A meeting should be held at a suitable point in the project (Usually around one year in but this can be moved to suit your individual company ) to review the previous 12 months of activity and discuss important issues for the future.  The meeting should discuss:



·        Positive and negative aspects of the project


·        Opportunities for transferring lean from the model site to a model Organisation


·        Requirements for the appropriate organisation structure to gain further benefits from lean


·        Possibility of supply chain integration.


Create new performance targets


Now that the targets have been achieved and maintained in the model value stream, new targets must be set for the system.  This is an important stage of creating a lean transformation, and yet it is usually overlooked.  Targets must become dynamic rather than static measures in order to ensure robust continuous improvement efforts.  New targets in terms of quality, cost, and delivery must be set. 

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