Sustaining The Change | Crystal Lean Solutions

Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers.

Joseph M. Juran

Sustainable Change Model

It is estimated that the current success rate of change initiatives is at 30%. One of the key drivers for such a low % is reflected in the quality of Lean Behaviours deployed during the Lean Transformation.

As a leader, are you demonstrating in every interaction, every day, every hour and every minute the behaviours you want to see in your organisation? If you answer “Yes” then change will be sustained and you will have a much higher probability of achieving the Vision you set out to realise. Utilising our Sustainable Change Model, the key success factors to maintain a change are:

Purpose: Is there a simple, clear Vision of the Future that People can connect with
People: Are you continuously engaging with your people and demonstrating Lean Behaviours
Process: Do you continue to utilise a standard approach in managing each aspect of the business
Performance: Are appropriate objectives, KBI, KPI’s and targets in place to measure and manage business performance

Crystal Lean Solutions Services

To support and enable your continued success of your lean journey, we offer the following training and facilitation services;

Change Management Process
Gemba Process: Integration of Coaching and Problem Solving to sustain continuous improvement
Relational Coordination: Improve cross functional team performance
Keep Measuring: Key Performance Indicators and Key Behaviour Indicators
Process Based Management

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On Time Delivery Improvement Project

Key Business Challenges and Project Objectives:

Our Engineering Services client has a functional structure and found it challenging to ship on time, consistently. From an analysis, a number of issues were identified preventing shipments on time. One area identified was a lack of communication across the functions, resulting in shipments not meeting delivery requirements. CLS were invited to mentor the team on Visual Management as a possible improvement to managing shipments. The key objectives of this project were:

Design and implement a Visual Management System to support On Time shipments to customer
Improve On Time Delivery from 60% to 75%

CLS Approach and Changes Implemented:

CLS worked with the Project Team, starting with identification of the customers of the Shipment process and understanding their requirements, using a SIPOC. A list of 65 requirements were identified initially. The 65 items were prioritised and reduced to 8 critical requirements. Next the key information required to meet customer requirements were identified and who can provide this data. The team communicated these requirements to the relevant people and confirmed how frequently the information was required and in what format. On completion on the SIPOC, the following actions were implemented over a two-month timeframe with minimal investment:

Designed a Shipment Board with the key elements of information identified on the Board
Identified colour coding to identify what elements were on target for shipment (green) and what elements were not on target (red)
Designed a process to implement actions for Red items
Completed training and Piloted the process
Updated board design from Pilot

Results / Outcomes:

Designed and Implemented a Visual Management System to manage shipments.
Engaged the functions to work effectively together and reducing stress associated with shipments for people involved.
Improved On Time Delivery from 60% to 80%.