You will all be transforming...today!

If you have been in the workforce for

any amount of time, chances are you have experienced the "flavor of the month" change management or process improvement program. Front line people shake their heads, taking bets on how long it will last, and those with the new shiny object are completely sold on how it

will change the world.

For those of us who have spent years observing and implementing change, it is easy to see who will succeed and who will "squirrel" to the newest idea when the going get tough or new quarterly demands arise. Bodell, L. (2022, Mar 28). Most Change Initiatives Fail — Here’s How To Beat The Odds. Forbes https://www.forbes.com/sites/lisabodell/2022/03/28/most-change-initiatives-fail---heres-how-to-beat-the-odds/?sh=7aef29d122ee writes, "70% of all change initiatives fail, and that every campaign for change must be led by your people rather than forced on them; small changes make a big impact and to evolve and adjust.".

The Toyota Production System is built on a journey similar to what Bodell has articulated. Knowledge of frustration and bottlenecks are best known by the people doing that work. Sustained change mandates their involvement, or culture will eat it up in record time. It is imperative to work with those of influence and respect on the front line if improvement ideas are to be taken seriously."The formal organizational chart is not always a correct illustration about where the power really lies within the company and what the informal communications channels really look like" Eshraghi & Salehi, (2010) as cited by Fusch, G.E., , Ness, L., Booker, J.M., and Fusch, P.I. (2020) People and Process: Successful Change Management Initiatives.Journal of Social Change.12(1) 164-184. https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=1264&context=jsc

A popular approach often resulting in little forward motion is training the entire organization on the new change methodology without context, motivation, readiness or direction. It overlooks all the basic requirements for success and spends a lot of company money without a compass or ability to track and trend gains. For example, a team was taken to visit a well-oiled Lean operating company. When the Director pointed out their long-term success required significant training, two training zealots took that to mean "Belts for Everyone". They had been vindicated in their passion! They had carte blanche to spread their homegrown training with little evidence based-practice to the masses. Yet, they themselves didn't have the experience to understand what it meant go from zero to modest lean expertise. They were hell bent on spreading the gospel because it would mean they were the so-called experts and training alone would leave them at the top of the podium, but no one ever asked what their results from all this would be. While their intentions may have been altruistic, they did not have enough experience to know the difference. That adventure continues to be costly to their organization and others who knew better, but when companies are making money they often overlook it. This was also the easy way out for the company. It checked boxes, it made Wall Street think the company had a great Lean Journey in place, it kept the trainers busy, and there was credit to take when everyone was "trained". However, it missed the point completely and the company still has no KPIs, ability to know where it started and where it is today and 90% of those surveyed have never used the training or even know how to apply it. "Still, training remains many organizations’ first line of defense because it’s easier for senior leaders to authorize it instead of spending time evaluating core issues or mentoring colleagues. But a Band-Aid isn’t a long-term solution. Without proper ongoing treatment, the wound won’t heal — and your problem will persist" Bingham, S. More training won't solve your company's problems. Harvard Business Review. (2022, February 22). Retrieved January 30, 2023, from https://hbr.org/2022/02/more-training-wont-solve-your-companys-problems

A healthy Lean Journey begins with "Respect for People". It focuses on one product line initially, it requires identifying those who have influence and motivation to become the groundswell for change, mapping the process and then utilizing the simple, yet elegant tools for success. Womack and Jones share an entire chapter in Lean Thinking on "The Action Plan" (available on Amazon.com https://www.amazon.com/Lean-Thinking-Corporation-Revised-Updated/dp/0743249275) pointing out the steps necessary to be successful. It is not a one-trick pony that can be done by training alone. The Respect for People element is reflected in every action of the Toyota Production System and utilizes the minds of those who do the actual work to improve process and is the linchpin to all progress. That said, using every employee's mind and ideas at once and hence 'boiling the ocean' to improvement leads only to further frustration because there is simply no way a company can keep up with all the ideas needing attention. On the flip side, if everyone has been trained on a new theory or practice they may never see in use, understand how it connect to their work, or worse yet, become excited about it only to be let down with the lack of follow through. This, in turn leads to employee disengagement and back to taking bets on how long that flavor of the month will last, as previously mentioned.

There is a thorough way to make sure change is implemented successfully. Toyota has been doing it for decades with the help of Deming, Ford and others. But the most important element is "Respect for people" . Spend your time around training the right people and show them you care about their abilities and they will move mountains. Training everyone on on weak entry level materials with no plan only leads them astray and dissatisfied.

As posted for all to see at Toyota in Japan:

We can help you develop the right approach for your company.

We will be there throughout the transformation,

developing employees, teaching you how to measure gains, develop KPIs, create discipline, accountability, transparency and commitment.

Don't get caught up in the snake oil of training everyone. Be judicious and patient for the good to come.