A key component of any lean implementation plan is that it includes tangible financial savings. While lean transformation requires much more than a focus on financial performance, it is our view that focusing on the numbers will create a healthy sense of urgency across the organization, as well as energize all levels once kaizen efforts begin showing results. In our view this should take a few short weeks, and not months or more.

The best outcomes usually come from problems that are dealt with early on. Problems can be identified in the early stages if you make it a habit to frequently ask peers and team members how things are going and what challenges, if any, they are facing. Encourage others to provide information on problems as soon as they arise. Be open to their input and suggested solutions, and thank people for bringing issues to your attention and allowing you the opportunity to address and resolve their concerns. Be sure to follow-through, or people will become reluctant to provide information as they may assume nothing will change.

Problem solving requires a high level of information about the issues and the needs of employees. This requires open communication. In order to become an effective problem solver, remember that this skill requires all parties to share control over the emerging solution. It also requires high level of experienced trainers who could develop the employees with the capability to see through problems and develop an approach to systematically address those. This is where we, with our highly experienced consultants help our clients develop a sustainable trouble shooting culture throughout their organization.