TODAY AT 1:00 EASTERN
Lean author, consultant, speaker, practitioner and all-around guru Mark Graban has been a significant part of the discussion on how ROWE and LEAN fit together…or don’t. As a Lean expert with background in large-scale manufacturing at General Motors, and the application of Lean principles in healthcare settings, I thought Mark could offer a lot of perspective on Lean and ROWE. I introduced him to the folks at CultureRX, the company created by ROWE’s founders, and they invited him to be a part of their radio show. Hear Mark today on Results-Only Radio.
I think there’s some finer points to be addressed by both sides:
For the ROWE crowd: What about concepts like Heijunka and flow? If you have extra time at work – that’s an indicator or really, reallyt poor resource utilization and development on the part of management, as well as an indication that employees don’t feel like they have a stake in the success of the company – only in the completion of assigned tasking. If you owned the company and benefitted greatly from its success, would you be looking for ways to make it better all the time, or would you say “good enough” and walk away? If you think the former is more likely, then that’s the mindset you’d want everyone in the organization to have, too – wouldn’t you? If so, then that’s the beginning of adopting kaizen as a mindset. Declaring that people can get work done and then do as they please might be freeing, but it might also be suboptimizing talent. Wasted Human Potential is known by many in the Lean crowd as the Eighth Waste.
For the Lean Crowd: While the best in Lean practices (or what I will call “true” Lean) scoffs at the “implementations” of Lean that force tools upon down & dreary workers in the hopes of cost improvement or efficiency gains, that is unfortunately the degree of exposure many have to the practice of Lean. Would a greater appreciation of the adaptive change aspects of cultural transformation – something championed by ROWE advocates – get us away from these misguided, tools-based, and frequently coerced implementations of Lean? Would a greater appreciation for the people involved and their immediate concerns increase the likelihood of True Lean becoming the norm?
I am sure these questions, and others, will be part of the discussion. Tune in today to hear experts from both sides share their opinions.