Maurice Heuveling This is all about me!

Unleash the (work) force!

Why do most Continuous Improvement initiatives slowly die?

You can read a lot of disaster stories about failing Continuous Improvement initiatives, regardless whether it is TPM, WCM, Lean, Six Sigma or another popular approach or program. What the heck, just ask some colleagues why the last three programs didn't work or stick? I have some theories about why they fail, and it will probably not be the ones management would like to hear (perhaps I will blog this one day). Management would most likely state that the program consumes too much time of management, doesn't bring tangible results or the program is just postponed because there were some other priorities that came up (f.e. major cost cuts to remain competitive). In my opinion, one of the biggest mistake companies make, is that they don't unleash the work force! Therefore, implementation of the continuous improvement program relies solely on some managers, or even a single dedicated facilitator. A few small projects, teams and tools will probably bring some initial result, but the usage doesn't stick nor expand across the company. According to Toyota, each employee is an analyst and problem solver! (Liker, 2003). How many problem solvers does your company have?

Common complaints about the work force

Why don't those companies unleash the work force?

• I do not have enough competent people, most of them are low or even un-educated!
• It is all too abstract for people
• We're different, those Japanese approaches don't work over here
• If we let the work force decide, we would get machines with golden knobs and flat screens everywhere
• We cannot let them use tools on the machine, they are not skilled, it is a maintenance job!
• Our maintenance department can't handle all the tags the workers put on their machines

Seems fare enough, doesn't it? Well, than we just have to wait for the that other cool program which will probably work for without our effort? Or should we invest in our people, explore their hidden capabilities and empower them to make fully use of them?

Hidden capabilities

Tools

Funny enough, most companies do not allow their workers to even point to tools. Very funny, especially I've got the personal experience a lot of these people hobby a lot in their personal life. What the heck, I've met workers who restaurate old-timers in their spare time, were car or cycle mechanic in a former life, tune cars or do the full maintenance on their motorcycle. Somehow these people seem to be very capable to deal with tools and have broad mechanic insights. Those people might assist the maintenance department in doing small repairs and/or repetitive maintenance tasks.

Computers

My workers cannot work with computers, let alone we let them fill some forms or create a work instruction. Yups, unfortunately a lot of people are still afraid of computers... Bu there are also many workers who do terrific things with computers in their spare time! I've met workers who create the dart club match schedules in spreadsheets, do the financial management of the local soccer team or teach elderly how to e-mail, write letters or surf the internet. Those workers can assist sustainably in developing training material, standardize work in procedures and work instructions, create registration forms for certain problems etc.

So what, we don't have trainers to teach

Ouch, that's right, everybody needs to be trained before they can apply a certain skill or work according the new standard. And management doesn't have the time to teach them! But hey, it seems that some workers do teach in their spare time! I've met workers who teach salsa dancing or country line dancing. And in my consulting experience, I've seen workers grow to excellent teachers while they have never taught before! This should have great potential, just learn to recognize it! Listen to your people, give them proper attention about their passions in their private life and be surprised.

According to Toyota, each employee is an analyst and problem solver!

Now we've seen that workers might have usable skills we're not aware of, that doesn't mean they can analyse and solve problems. Hell, most of management is poor in analyzing and solving problems! Are they Japanese that smart? Nope, not any smarter (or dumber) than we are, but this is where the investment comes. Each Toyota employee is trained and coached in what should be the basic of each Continuous Improvement program, regardless of the flaver: Analysis and Problem Solving. Training will only be effective when the following (simple) principles are followed according to Confucius (and Maurice by experience): I hear and I will forget, I see and will believe, I do and I will understand.

Training principles

I hear and I will forget

Most "trainings" fail in the West. We give our "trainees" the new procedure, work instruction on paper or digitally. Or we will give an oral presentation about the new method. And then we believe our "trainees" will remember every detail? The human memory can't, and why can be read here. Another aspect is the "yeah, yeah, heard that before, doesn't work..." So we need to do more the make the training stick to a new habit.

I see and I will believe

This is simple, when people see something work, they will believe it will work. An when people believe it will work, they might open up to adapting it. But, have we seen them do it in practice? Can they repeat it without assistance? Did they fully grasp the topic?

I do and I will understand

Why don't we learn to drive a car by studying a theory book and watching experienced drivers doing their trick? Because the "proof of the pudding is in the eating" and you can only confirm your understanding if you´ve had to put in practise alone (perhaps with supervision to take over control in emergency situations). In case one can do something in standard conditions without any assistence, it can be assumed the training is complete.

There are more advanced levels (f.e. in dealing with non-standard conditions or sporadic activities, training others), but this might be subject to future blogging!