Gaining Team Member Buy-In to True Lean
Many organizations begin their lean journey by implementing lean tools to improve efficiencies and eliminate waste. They achieve measurable success and then reach a plateau – unable to gain full team member buy-in — the people side of true lean. This is a natural struggle-point and a normal phase of the lean journey. The University of Kentucky Lean Systems Program offers many activities to support and partner with organizations as they successfully navigate through this phase of their journey – to succeed with the people side of lean!
Common Struggle Points
The University of Kentucky offerings are based upon our team’s experience partnering with organizations to address the most common struggle-points:
- True Lean Philosophy People-Strategies and Leadership “Thinking Ways” to Achieve Mutual Trust between Organization and Team Member
- Uniform Expectations for Competencies & Behaviors — Setting & Managing throughout the Team Member Lifecycle (Recruiting, Orientation, Performance Measurements & Rewards, Employee Development/ Education, Succession Planning)
- Systems, Processes and Skills to realize a Culture of Open Two-Way Communications
- Processes to measure and confirm value-added-work – asking What we do; Why we do it; How it adds value and links to organization goals (aka Building Blocks)
- Standardization of People-Side Systems & Processes) to realize authentic Gap Analyses (Current vs. Desired), Problem-solving Thinking and Reflection Tools
Our approach is to transfer knowledge and share experience and expertise gained through our years of working with organizations in manufacturing, healthcare, distribution, and food service to name a few. We are not a consulting house. Rather, we partner with organizations to assess and build internal capabilities allowing them to realize higher team member engagement. We partner to build the necessary under-girding strength – the DNA needed to succeed in the people side of lean.
Offerings can be customized to meet organizations where they are on the lean journey. They include but are not limited to:
Customized Focus Sessions — Lean Elements
For senior and mid-level leaders responsible for lean and continuous improvement initiatives/ activities as well as professionals responsible for the focus area covered during the chosen onsite session.
Note – These Focused Sessions can be facilitated onsite with participants from one organization or participants could attend sessions with professionals from other like-organizations or sister-organizations.
Purpose & Description
For participants to gain deeper understanding and knowledge of the step-by-step requirements for the focus area to succeed in its support of the People Side of Lean. These Focus Sessions begin with the high-level overview of the People Side of Lean principles, followed by interactive activities and exercises centered around the particular focus area (Lean Competencies/Behaviors, Lean Communications Systems & Skills, Lean Value-Added Work “Building Blocks” – descriptions follow)
Note – Sessions with participants from one organization would include preparation conversations to ensure the Focus Session would be customized to where the organization was on its lean journey. Participants would benefit from targeted step-by-step discussions to align with their organization. Sessions with participants from more than one organization would benefit from networking and sharing experiences (successes and challenges) with other professionals on the lean journey.
Choose from the following:
Pete is the former VP of Human Resources at Toyota Motor Engineering and Manufacturing, North America. He was one of Toyota’s first North American hires. Pete retired in 2009 after twenty-two years of service. Since retirement, Pete has been partnering with global corporations and organizations on the People Side of Lean. He also coaches individual executives and works with executive teams on strategic planning – Hoshin Kanri. His work has included Union Pacific, Kerry Foods, Invest Northern Ireland and the Irish Center for Business Excellence.
Since 1998 Ownie has worked with Pete as a contractor for strategic planning, HR, employee relations, communications support and executive coaching. She has also supported other organizations with lean in health care, manufacturing, education, and non-profits. She previously was a management consultant through a labor & employment law firm, owned a Washington, DC consulting business, served as Bush (41) Inaugural Communications Director and received a Reagan appointment to serve Transportation Secretary Elizabeth Dole.
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