Where’s the Love in Lean Six?

Posted by: admin | Posted on: June 1st, 2010 | 0 Comments

There are two common misperceptions when it comes to the emotional and human element in a Lean, Lean Six Sigma, or any continuous improvement project.  The first holds that that these methodologies ignore the human element of projects by design.  Unfortunately, the second — held by some continuous process improvement professionals — seems to think that that as long as the control charts and the MSA look good, that “soft stuff” can be ignored.
Neither is even close.  Fortunately, most good continuous improvement, lean, six sigma, and similar practitioners and trainers understand this and build in soft skills to projects.
W. Edwards Deming, who wrote the 14 points which form the foundation for continuous improvement methodology, believed in the inclusion of the softer skills- leadership, communication, trust, etc. You can monitor a process without soft factors, but you can’t affect lasting change without it. The team members must feel a connection to the new process and they need to have participated its development to experience the empowerment associated with that. In order to make that happen, your efforts must take stock of and make necessary accommodations for the human side of change.

True change leadership comes from within an organization, but it is exceptionally difficult for those people to accomplish their goals without help. Often, that help comes in the form of an outsider, someone to help them through the process, to make educated recommendations based on best practices within an industry and without emotional baggage or preconceived notions.

However, to really affect change, that outside help needs proof.  The most effective proof is not only what the data tells you, but is also found in the things that mean the  most to the staff. You’ll never know that unless you listen to them, learn what they need both emotionally and professionally to give you their support, and incorporate it into your process improvement initiatives.

So then, we’re back to the main question- where’s the love in lean? You have to grow it within your organization and learn to balance the quantifiable and statistical with the emotional and personal.  When building a measurement plan, the obvious factors need to be considered, but in addition, the factors that will help build buy-in must be in the mix.