ASPECTS of CULTURE

What is Culture? Culture is a set of basic assumptions that defines us. It covers a variety of things such as: what things mean how to react what actions to take in a certain situation. Different terms (local colloquiums) for the same object. Ask audience what they call a hoagie from their area: hoagie, grinder, sub.

The Power of Culture Human Beings are Creatures of Habit Our brains are not abstract reasoning machines Human Beings are Social Animals We do not single-mindedly pursue self-interest, we have a strong need to belong Habits can be bad or good.

Attitudes can be powerful forces for, or against, change. Collective attitudes multiply that force significantly. (Union, work-cell, functional department, etc.) When asking a group a question, many people won’t say anything until someone else speaks up first.

Change is Difficult Resistance to Change Comes from Many Sources Fear of Loss of Power Fear of Loss of Value (i.e., losing jobs, having experience discounted) Anxiety about New Skills Being Required Past History (failed programs, past management attitudes, etc.) Loss of power for supervisors/managers. Loss of value, possibly from increasing automation. Anxiety because a person may not perform the new skills well and they don’t want to be ridiculed.

How is Change Resisted? Suppressed Anger – Shut Down, Don’t Talk, Sit There Fuming and/or Sulking Displaced Anger – Don’t Get Mad, Get Even Outward Anger – Emotional Outbursts Maybe a combination of these, or changing from one to the next in a relatively short time span.

Non-Continuous Improvement People resist change and this mindset will cause people to backslide. Don’t let supervisors and managers to leave improvements until they’ve “made the numbers”. Tendency is to rely on others for improvements. Even when people want to improve they may not have the improvement skills. #2 – If we wait until the “numbers are made” they may never happen. Stress that making the improvements will help to “make the numbers” #3 – Improvement actions can’t be delegated to a select few, everybody needs to be involved.

Plenty of Excuses ! ! ! “That’s not our problem.” “We don’t have the time.” “We tried that before.” “It costs too much.” “The union will scream.” On, and on, and on…………………. Go though list one by one and ask audience to raise hands if they have heard before. Ask if anybody has heard any real “good” ones.

Sub-Culture #1 C.A.V.E People (Citizens Against Virtually Everything) – An individual or member of a group who is against everything that didn’t require their input or which would disrupt the status quo. CHANGE (There are even rarer, more elite members of this sub-culture - EAVEs or “Executives Against Virtually Everything”) *

Sub-Culture #2 “SQUINTS” – People who stare at their computer screen all day and only trust what “their” computer screen tells them. How many times have we seen people run to their computers instead of going out on the shop floor and seeing what is really there? *

TOOLS & REMEDIES

Building the Culture for Lean Culture is a key factor in implementing and sustaining a lean transformation: Re-shaping the way people think about their work The way they problem solve How people interact with each other How performance is managed and measured It is about breaking down bad habits and forming good habits that align with the transformation. *

Types of Organizational Change BOTTOM UP TOP DOWN SPORADIC CONSTANT RADICAL INCREMENTAL Different companies will be at different locations on each of the scales. Each element can increase or decrease the success of the implementation. EMERGENT PLANNED *

Communication is Key Monthly communications meetings for employees on the state of the business. A presence on the shop-floor to allow communication between workers and management. Performance information posted on boards relevant, and up-to-date. There is no substitute for good communication. It helps people understand the changes taking place, what they are Being measured against (directly or indirectly), and can help to reduce fear of the unknown.

Goal Setting Initially, very narrow, very focused goals were set Safety Output Delivery Keep it Simple – Focus on things that matter and those which can be affected Everything can’t be fixed overnight Without a vision or a plan, how can progress be made. A plan will help keep you on track. HAVE A PLAN ! ! ! ! !

Change the Team and Responsibilities Bring in new faces to fill gaps in skills, knowledge and attitude Change roles for existing team members to utilize their skills better Specified performance objectives for everybody *

Go for the Low-Hanging Fruit Identify simple projects that will have an impact to help prove the benefits of LEAN Early “WINS” are needed to combat the C.A.V.E people Don’t Try to the Hit the Ball Out of Stadium on the First Swing Depending on the company, there may be some who will still not the see benefit of going “Lean” even after gains. CAVE people just can’t wait to see anything fail which would disrupt the status quo. One thing at a time. Attempting to change everything overnight will only result in failure and reinforce the position of the opponents. *

Identify a Champion The Champion must have the ability to: Recognize and Identify Waste Have the Courage to Call it Waste Have the “Intestinal Fortitude” to Eliminate It May Require an Outside Resource (i.e.; go acquire one) *

Rules for the Change Agent/s Stay Focused – Don’t allow the vision of the end process to get diluted by the naysayers who can’t support their excuses, “why it won’t work.” Keep Your Sanity – You may be challenged, ignored, and possibly regarded as completely insane with your “new” ideas. Some of you will experience all of these. *

THINGS TO REMEMBER

Remember This During Your Transformation Implement Lean in ways consistent with your organization’s culture. Lean may not be an easy journey, but it is the right path and the benefits are worth it. Lean is more about a mind-set than it is any specific tool. Resistance will happen. Must have an empowered Champion

Remember (Continued) Go for the “WINS” in order to help build momentum and isolate the C.A.V.E people. Celebrate when appropriate. It takes work (and trust) on the part of many people, let them know it is appreciated. Lunch, Cookout, shirts, etc. Keep it Simple!