Standard Business Roadmap

Implementation Manual




Many organisations believe that once they have gone through a lean transformation and driven out the vast majority of waste, they’ve reached the end of the project.  However, this is not the end, but the beginning.



Full Circle


As part of the evaluation process on the area, carry out the original steps from the diagnostic phase once more i.e. Current state analysis, business assessment, Cultural audit etc. This will give you a very accurate picture of exactly how far you’ve come. This is also the first step in moving through the cycle again in that area, continuously improving as you go and applying the knowledge gained on the previous project. This will include the next future state map and Tactical Implementation Plan for the new journey ahead.

If you have other areas in your business that you are keen to apply this process to, don’t just transfer all the change agents from the original area to the new one to start a new project. Ensure there are sufficiently knowledgeable people remaining in the original area to maintain and improve upon the gains already made.


Other key points to consider when looking at the next area to target:


Define new roles for change agents


New roles must be defined for the members of the implementation team as they re-create the same approach and transfer their knowledge across other areas of the business.  Thus, they should no longer be accountable to just their original function, as they will be influencing many different departments and functions.



Priorities objectives


The roll-out objectives must next be prioritised to give a clear definition of the path to the future vision.  When determining priorities for the roll-out objectives, there are many possible areas where the company could start, but only a few where it should start.  There are four considerations in assigning priority to roll-out objectives.


1                    Take the same approach as in selecting the model value stream.  Rather than trying to change the whole environment overnight, be sure to start small, take a narrow and deep approach to improvement, and identify a single product and its associated processes.


2                    Start with an established manufacturing process rather than one that is due to enter production shortly.  During the early stages of lean, it is necessary to build confidence in the structured approach by visually demonstrating success.  Only focus on new production preparation processes after securing a genuine level of commitment from all line management fostered by a significant level of success on existing production lines.


3                    Identify areas of similarity with the model value stream in the factory.  The change agents can save valuable time and develop their own confidence by applying the same concepts in similar areas.


4                    Select areas with positive-minded management teams to ensure the objective’s success.  Good managers always smooth the introduction of the lean manufacturing methodology.


Identify remaining knowledge gaps


The change agents and management team should identify any remaining knowledge gaps.  They should fill them appropriately with the relevant training to maximise the likelihood of sustainability.


Enhance knowledge of lean


The change agents must continue their development of lean knowledge.  It is critical that the change agents realise their knowledge of lean must expand beyond those tools and techniques applied on the model value stream.



The following section discusses eight key success factors for a lean transformation.




Senior management commitment and understanding of the change process is the single greatest predictor for the sustainability of a lean transformation.  As mentioned earlier, the business must be willing to commit the required time, resource, and attention to ultimately succeed in a lean transformation.  Nature says there is a tendency to progress from order to chaos without outside intervention.  Thus, it is critical that the managing director or the most senior manager on site fosters true commitment and understanding from colleagues about the lean transformation.


Figure 19 lists the 10 top reasons for failure of a lean transformation, based on our experience.

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