The true Management Support, to implement Lean Manufacturing.

We all know how important it is to have the support and sponsorship of management but few know what it really is.

Based on the testimony of several Lean Managers "Lack of Management Support" is defined as one of the main problems they face to carry out the work entrusted to them.

But how does Management Support really manifest itself?

First we must clarify that the implementation of Lean is not by decree, in other words not only it suffices that the top management says that "Implement lean manufacturing" this is going to happen, in real life is not that easy.

Below are some of the true actions that Lean Managers expect from Management Support, obviously they are not all and I would appreciate it if the comments were enriched with more.

True actions and behaviors of a Management Support to Lean Manufacturing:

1. Be present and carry out the Genba walks continuously.

This is one of the most important points in showing true support for the initiative, since they start with a lot of enthusiasm but after only 2 walks (on average) they no longer continue with these and at best delegate them to Middle managers The continuous exercise of the Genba walks changes the culture of the organization, it is like going to the gym if you leave it within the first 2 days of having started never achieve your goals, we must persevere to establish discipline and be aware that it is a process that goes To take time to change old and bad habits. In addition to going to the floor opens the eyes of the Management as they better understand how and what decisions should be made instead of just making decisions in the boardroom.

2. Provide Human Resources, Financial and Materials for the task of Lean Implementation.

It is clear when the companies are only "trying" the implementation.

Example: Just 1 person in charge of the entire implementation the Lean Coordinator that is the Lean department and there is no one else to support him/her, in addition the other departments, hope that this person makes improvements for them. The Adequate Number of Resources for the Department is in the range of 2-5% of the total population of the organization.

There are no funds to invest in courses or external consultancy to guide them in such work.

Example 2: When things are wrong; start with the dismissal or disappear the Continuous Improvement Department  (Lean), rather than strengthen it at that time, do not realize that it is the key departments to get them out of trouble.

In a company that is considered a success case in the implementation, in the crisis of 2008 the department of Continuous Improvement (Lean) grew 40%, to carry out kaizen Events; the best resources of several departments were relocated to Continuous Improvement, once the crisis was overcome, they returned to normal activities.

3. Follow the indications of the Experts on the subject; The Lean Managers:

Many executives want to implement Lean based on what they believe is Lean Manufacturing and do not allow the Lean Manager to be the person to guide them, ".... Imagine that you go to the doctor but you tell him what to prescribe to you "or as Steve Jobs said  " it's no good to hire experts if we're going to tell them what to do ... "

Top management and management should set the goals and objectives to come, the method is raised by the Lean Manager, and other departments are expected to follow the instructions. At this point it is no longer valid for someone to ask, to prove that lean manufacturing works.

4. Attend revisions of Kaizen Events, in addition, to Kaizen event recognitions.

It is very disheartening when there is no assistance from the Management to the daily review of the Kaizen or the closures of the Kaizen, it is very sad to see how the motivation and energy of the participants of the kaizen falls as they hope to show their managers the improvements made and all the effort they made etc.

Once a Kaizen participant told me when management did not attend the events:

It's like NOT attending your children's game, .... How do they think they feel to see empty places in the stands where the parents should be?

 On the other hand, when the Management attends the kaizen meetings, one experiences a joy and a very positive energy, the same when on a daily basis the management, attends the development of the event and at the end give words of recognition, this really makes the change of culture.

Only those who have experienced this understand that it is the true love of continuous improvement and the company in which we work.

5. Be firm to the precepts of Lean Manufacturing

When you start with the implementation you are expected to generate changes in the organization in fact many Lean Managers are considered Change Agents, but many times the same management does not allow them to make the changes, that is to say; Changes in the way a product is being produced or manufactured, it is very typical that there is resistance; For example to the flow of a single piece, or to stop the line when "X" quantities of defects are detected; Conflicts immediately arise and if the Lean Manager is not supported, implementation obviously stops.

The Management must understand and be prepared since at the beginning of each new implementation will generate conflicts that are part of the change and also generate errors but we must not stop because the road to success is full of errors and stumbles, We must be wise and with patience and insistence reach the goal of excellence.

If at least these 5 could be carried out as a way to support the initiative, believe me that implementation would be guaranteed.

Sometimes some Managers ask me if there is an easier way, or some way that they can delegate, my answer is definitive, "it is teamwork", and if we want to be part of success we must also be part of the effort.

I hope you enjoy the article and please feel free to express your comments.