Standard Business Roadmap

Implementation Manual





Text Box: Attributes of a Change Agent
An ideal individual will fulfil many of the following criteria:
·        Demonstrated, real interest in production engineering
·        Ability to interface with people at all levels
·        Potential to understand World Class Quality Systems
·        Good team worker
·        Flexible
·        Good communication skills
·        Highly analytical coupled with practical skills
·        Able to train others implementation
·        Good planning skills
·        Able to lead and support as appropriate
·        Appreciation of factory protocol and procedures
·        Good organiser and time manager
Behaviour / Style
·        Outgoing and persuasive
·        People-oriented
·        Assertive achiever
·        Open-minded
·        Able to lead by delegating and encouraging
·        Committed to following through and persevering
·        Quick-thinking and positive
·        Disciplined and Hardworking
·        Resolute and tough.
·        Prepared to work long and unpredictable hours.




















 Figure 6 – Attributes of a change agent


Communicate with the stakeholders


Top management must communicate with all key stakeholders prior to commencing the lean transformation.  A stakeholder is someone with a vested interest in the activity, such as production management, trade unions and the workforce.  These stakeholders should be adequately informed about all aspects of the lean transformation.  To address possible concerns, senior management should present a communication brief, showing that the lean transformation is not just another initiative, but a fundamental change of company policy.  A suggested agenda for the brief is presented in figure 7.


Text Box:  
Contents of a communication brief:
·        Introduction of personnel involved in lean
·        The compelling need for change
·        Commitment to no redundancies
·        Overview of how to identify waste
·        Overview of processes used to eradicate waste
·        Where the project will start
·        How it is likely to affect the way people work
·        A request for flexibility and support from all involved












               Figure 7 – Contents of a communication brief


Create a steering committee


A steering committee should be created to guide the lean transformation and transfer knowledge through different functions in the business.  The managing director or the most senior person on the site should chair it.  The committee should consist of all departmental heads.  See figure 8.


In most organisations, the various functional departments have different attributes such as metrics, motivations, objectives and understanding of lean.  The misalignment of objectives within attributes can impede the progress of the lean transformation.  A cross-functional steering committee can polarise these attributes in accordance with the objectives of lean manufacturing.  The alignment of objectives enhances the likelihood of sustainability for the transformation.


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