Masaaki Imai (Father of Kaizen) is quoted as saying Kaizen, otherwise known as Continuous Improvement, means; Everybody, Everywhere, Everyday. The challenge/direction is clear; Engage people! Stay engaged yourself and spread commitment!
Engaging employees is a needed and clear task of all Lean managers in organizations everywhere. Yet ironically even the definitions of the word engagement are trouble prone; “ the arrangement to meet and go somewhere at a fixed time”. Is this the “journey?” Even less helpful is another “a fight or battle between armed forces” which is what shows at many meetings, sometimes passive aggressively, without any words or action. What is presented by the challenge of engagement are two distinct questions:
What do we seek with Lean?
Lean leaders seek the key business challenges that, if resolved, will lead the company to a superior level of performance.
How do we DO Lean?
Lean is also a practice for (to engage) teams to explore these challenges and find local solutions, which can then think about in global terms at the business level. We invite you come be engaged in a lively Breakfast Series discussion of key elements of engaging your work teams to successfully move your organization along on the journey to success.
The success of a Lean or continuous improvement initiative resides in the leader’s ability to articulate a compelling reason why the organization exists and pursues its intended strategy. It’s about helping the employees understand their contributions to the mission of the organization. When the employees believe in the cause and internalize the WHY, you have gained their commitment through engaged communications, actions and behaviors.
We invite you come be engaged in a lively Breakfast Series discussion of key elements of engaging your work teams to successfully move your organization along on the journey to success.
About your presenter:
David Lange, Optima Associates
Dave has consulted with a wide variety of manufacturers throughout Wisconsin to improve productivity and bottom line results. Dave’s primary responsibility is to teach lean principles and to apply lean tools with employees at all levels and in all functions of the organization through a variety of methods. Dave’s role in the implementation of lean manufacturing techniques was that of coach and mentor, and emphasized the importance of connecting strategy to actionable operations improvements. He creates lasting change with his clients.