While middle management is the most difficult group to engage, the front line are the most sceptical. They are the group that are the most reluctant to be changed. No one comes to work with the attitude “I’m going to do a lousy job today. Everything I do will be counter productive.” People come to work with the intent to do the best job they possibly can. But are they?
Have they studied the process to see if it the most effective? Have we examined communication lines to ensure the proper free flow of information both up and down the organization. Have we, as managers, held them accountable for their behaviour? Have we challenged them to find better ways to accomplish their tasks? Have we shown them how their every day efforts contribute to the strategic plan? As a senior leadership team, have we are we visible and are we participating in the information exchange, not just from our offices but actually in the departments, listening to staff?
These questions and many others can be effectively answered by implementing LEAN daily management. It is a simple process that takes time to effectively implement that has a huge positive impact on the department. It involves engaging front line staff and setting departmental goals, the creation of gemba boards, daily, sometimes twice daily huddles around the gemba board and senior leadership rounding regularly in departments to be updated by staff.
Once we have helped staff understand the why of LEAN, have answered their questions and are constantly talking about the benefits, it’s time to start the implementation of LEN daily management. The first step is to determine the units key performance indicators. These will be different for every department. They will change over time. A good place to start is to ask your self, “What are the first things I check when I get to work?” Call a staff meeting. Start the discussion by telling them that, as a department, we need to set some goals for our unit in terms of service to our clients. As departmental manager, you know where you need to go. Skillful questioning and leading will bring the agreed upon goals in alignment to the strategic plan. However, they are now not your goals, the are everyone’s goals. We can now hold each other accountable for achieving those goals.