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Companies are always looking to streamline their processes. Making sure that the resources are well utilized right down to the last bit. A lean manufacturing consultant uses tolls to identify and eliminate waste steps in the process. This is aimed at continuous improvement. The exercises are geared towards averting resources from redundant activities so that the useful ones can have a chance to work better.
It is easy to fool oneself into thinking that literature and vlogs will make one into an overnight expert. It does seem pretty easy. However, there is a technique to it. One must understand that the tools only account for 20% of all of it. The remaining 80% is all about manipulating the internal environment. Using the culture of the company to ensure the success of such exercises. It is more about where the tools are applied than the tools themselves.
When one decides to outsource, they will get the benefit of experience. See, the sensei has spent extensive periods in the trade. They have been trained. They have read a host of literature on the subject. Years in the industry being faced with new and different situations. This allows for a more creative approach to things. Therefore deciding to do this all by oneself is a disservice to the organization and stakeholders.
Imagine walking into a garage to clean it out. Most people end up just dusting and leaving everything back there. However, have someone else come in and clean it out. They will come up with heaps and heaps of junk. Junk that one deemed valuable before. The same applies to the processes. Fresh eyes will notice waste where one saw necessity before. Get rid of the junk and keep the valuable activities.
When looking for a sensei, one may start by looking at companies that have benefited from the exercise. A successful program is a good guide. Find the people who were responsible for the success. That is how one develops their own list of candidates. The selection process must be rigorous. This person will be making some major changes in a company. One must ensure to pick someone who is qualified to do that.
One should decide the kind of specialist the company needs. Which area of the needs works? Is it a specific area of a process? Is it an entire stream of processes? Or is it the overall process? This will help narrow down the list of candidates. It will inform the decisions made from here henceforth. It will even help when the time comes to diagnose the issues.
There is no prescribed guide to finding a good sensei. However one should keep the missions in mind. The sensei should have two missions. The first being problem-solving. Through audits and analysis, the sensei will help diagnose. The second mission is productivity. This is done by application of improvement methodologies.
This exercise has very little to do with textbook solutions and prescribed actions. It is about learning by doing. The latter can cause quite a bit of friction between the sensei and the employees. For success and seamless work, there should be trust and respect.
It is easy to fool oneself into thinking that literature and vlogs will make one into an overnight expert. It does seem pretty easy. However, there is a technique to it. One must understand that the tools only account for 20% of all of it. The remaining 80% is all about manipulating the internal environment. Using the culture of the company to ensure the success of such exercises. It is more about where the tools are applied than the tools themselves.
When one decides to outsource, they will get the benefit of experience. See, the sensei has spent extensive periods in the trade. They have been trained. They have read a host of literature on the subject. Years in the industry being faced with new and different situations. This allows for a more creative approach to things. Therefore deciding to do this all by oneself is a disservice to the organization and stakeholders.
Imagine walking into a garage to clean it out. Most people end up just dusting and leaving everything back there. However, have someone else come in and clean it out. They will come up with heaps and heaps of junk. Junk that one deemed valuable before. The same applies to the processes. Fresh eyes will notice waste where one saw necessity before. Get rid of the junk and keep the valuable activities.
When looking for a sensei, one may start by looking at companies that have benefited from the exercise. A successful program is a good guide. Find the people who were responsible for the success. That is how one develops their own list of candidates. The selection process must be rigorous. This person will be making some major changes in a company. One must ensure to pick someone who is qualified to do that.
One should decide the kind of specialist the company needs. Which area of the needs works? Is it a specific area of a process? Is it an entire stream of processes? Or is it the overall process? This will help narrow down the list of candidates. It will inform the decisions made from here henceforth. It will even help when the time comes to diagnose the issues.
There is no prescribed guide to finding a good sensei. However one should keep the missions in mind. The sensei should have two missions. The first being problem-solving. Through audits and analysis, the sensei will help diagnose. The second mission is productivity. This is done by application of improvement methodologies.
This exercise has very little to do with textbook solutions and prescribed actions. It is about learning by doing. The latter can cause quite a bit of friction between the sensei and the employees. For success and seamless work, there should be trust and respect.
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